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StunGun Kills at Universal Studios. CTTA non-lethal training may help avoid tragic outcomes.

Orlando, Florida (CNN) -- A man causing a disturbance outside a movie theater near Universal Studios died Friday after being handcuffed and shocked with a Taser stun gun, Orlando police said.

Two off-duty officers who were working security in the area tried to deal with a man who was acting "irrational," early Friday morning, said Sgt. Barb Jones, an Orlando police spokeswoman.

The suspect -- identified as Adam Spencer Johnson, 33, of Winter Haven, Florida -- began to "violently" resist after one of the officers tried to detain him, Jones said. An officer shocked the man with a Taser stun gun, then he was handcuffed, police said.

While on the ground, Johnson became unresponsive. He was pronounced dead at a hospital.

The officers involved were placed on routine administrative leave pending an investigation of the deaths, according to police.

CTTA OFFERS COURSES IN NON-LETHAL TAKEDOWNS

Among the many courses which CTTA provides worldwide is the Rapid Integrated Survival Kombat System. This three level course is scheduled monthly at CTTA’s Montreal training facility but it is delivered to larger training groups in the United States on a regular basis.

Hundreds of law enforcement professionals have been trained in the R.I.S.K. Defensive Tactics System.

Each level of the R.I.S.K. Defensive Tactics course is 16 hours and there are now seven instructors in the USA who have been certified by CTTA Master Instructors. Upon the successful completion of the course CTTA will issue a certificate to each participant.

The R.I.S.K. System is a highly effective combat system specifically developed for law enforcement and security professionals. Based on human anatomy and biomechanics, its effectiveness is due to the simplicity of both instinctive as well as learned techniques.

The objective of the R.I.S.K. Defensive Tactics System is to train the participant in the various aspects of physical confrontation so that he can better defend himself in dealing with different types of aggressors, who may be armed or unarmed, and restrain an uncooperative individual while performing an arrest.

This system prides itself in the effective use of recognized “Use of Force Continuums” in order to avoid unnecessary liability issues for both the officer and the department alike.

Some of the skills which participants will acquire are the following:

• Defense against strikes
• Efficient striking techniques
• Restraint techniques
• Ground control and handcuffing
• Ground defense
• Defense against edged weapons
• Handgun and long gun disarming
• Intervention in confined areas

Training courses can be customized according to specific needs.

Follow us on TWITTER @ CTTAGLOBAL

Our FACEBOOK page is "The Canadian Tactical Training Academy"

www.ctta-global.com

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CTTA to Exhibit at the Annual Blue Line Trade Show

Canadian Tactical Training Academy to Highlight Complementary Courses

MONTREAL, April 25, 2011 -- The Canadian Tactical Training Academy (CTTA) (Pink Sheets: CTTG)

In its first attendance at the Blue Line trade Show, CTTA, the Canadian Tactical Training Academy will introduce itself to law enforcement agencies from across Canada.

The Blue Line Trade Show provides a forum for companies to showcase their products and services to Canadian law enforcement professionals. The annual trade show draws hundreds of Canadian law enforcement personnel, including police services, Parks Canada, Customs Canada, Ministry of the Environment, correctional services and, security for hospitals, transit systems, universities, malls, and the private sector.

As the leading event of its kind in Canada for the past thirteen years, Blue Line Trade Show attracts members of the law enforcement market, including: federal, provincial and municipal police, corporate security, military and government agencies.

This year the show, which also includes a series of seminars, will take place on April 26 and 27 at Le Parc Conference Centre, in Markham, Ontario.
To date, in Canada, CTTA has trained police forces in Quebec, as well as the Canadian Coast Guard, in addition to international training.

Angelo Marino, Vice President of CTTA commented, “We are pleased to have the opportunity to meet law enforcement representatives and to present CTTA’s standard and specialized complementary training courses geared to on-duty police officers.”

These CTTA courses provide a value-add to courses that the participants have taken previously, augmenting the investment already made in those earlier courses. CTTA courses will add to existing know-how.

Complementary courses run from two to five days and include, among others, courses in Executive Protection for VIPs, visiting dignitaries, politicians, and diplomats.
These courses are in great demand today and are currently conducted in the United States and in Canada.

The next course will be offered on May 16-20 in Louisiana to participants from various police departments including New Orleans and Shreveport.

The Canadian Tactical Training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.
Contacts:
Jocelyn Moisan, Angelo Marino and John Farinaccio
Canadian Tactical Training Academy
7000 Cote de Liesse
Montreal, Quebec, H4T 1E7, Canada
Phone: 514-373-8411
Twitter @ CTTAGLOBAL
http://www.ctta-global.com
info@ctta-global.com

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Ports are Considered Extremely Sensitive Homeland Security Targets

Training is Key

PORT SECURITY in the UNITED STATES

Homeland Security Secretary Janet Napolitano announced on April 26, 2011 that the Port of Los Angeles will serve as the first facility to train law enforcement personnel specifically focused on port security.

Port security refers to the defence, law and treaty enforcement, and counterterrorism activities that fall within the port and maritime domain. It includes the protection of the seaports themselves, the protection and inspection of the cargo moving through the ports, and maritime security.

Internationally, port security is governed by rules issued by the International Maritime Organization and its 2002 International Ship and Port Facility Security Code (ISPS). Additionally, some United States-based programs have become de facto global port security programs, including the Container Security Initiative and the Customs Trade Partnership against Terrorism.

Port security in the United States

In the United States, port security is handled jointly by the Coast Guard and U.S. Customs and Border Protection, both components of the Department of Homeland Security. Local law enforcement agencies and the FBI also have a role in port security at the local and regional level.

Port security gained prominence politically in 2006 due to the sale of British company P&O Ports (including its American port assets) to Dubai Ports World. The ensuing controversy led to charges that the purchase would pose a national security risk. In March 2006, Dubai Ports World announced that it would sell off its American assets, and they were sold to AIG in December 2006.
U.S. Navy Rear Admiral David Stone (retired) is an expert on maritime and trade security and the former assistant secretary of homeland security for the Transportation Security Administration (TSA). In a recent column for Security InfoWatch, Mr. Stone wrote about the challenges of Port Security.

�The first challenge involves implementing a set of standards that defines what safeguards a port should have in place. Under the Coast Guard's direction, a set of standards is being developed for all U.S. ports to use in conducting port vulnerability assessments. However, many questions remain about whether the thousands of people who have grown accustomed to working in certain ways at the nation�s ports will agree to, and implement, the kinds of changes that a substantially changed environment will require.
The second challenge involves determining the amounts needed and sources of funding for the kinds of security improvements that are likely to be required to meet the standards.

The third challenge is ensuring that there is sufficient cooperation and coordination among the many stakeholders to make the security measures work. Experience to date indicates that this coordination is more difficult than many stakeholders anticipate, and that continued practice and testing will be key in making it work.

The September 11 attacks demanded a new initiative be taken in maritime security efforts. The Coast Guard is initializing an approach that will improve the quality and timing of shipping and carrier information so that it may be properly evaluated for terrorist threats. This allows more time for proper recognition of vessels, and will aid in the flow of legitimate shipping vessels. Together with the Navy, the Coast Guard has developed the use of maritime domain awareness, which is essentially the collection of all intelligence gathered from government agencies, and assembled to provide a common operating picture.

CBP has initiated new programs to aid in counter terrorist efforts by creating the Container Security Initiative (CSI) and the Customs Trade Partnership against Terrorism (C-TPAT). The CSI consists of 4 core elements: Using intelligence and automated information to identify and target containers that pose a risk for terrorism, pre-screening those containers that pose a risk at the port of departure before they arrive at U.S. ports, using detection technology to quickly pre-screen containers that pose a risk, and using smarter, tamper-evident containers. Under C-TPAT, shippers commit to improving the security of their cargo shipments, and in return, they receive a variety of benefits from the government.�

Organized Crime Remains a Threat to Port Security

It takes only one corrupt official to look the other way to jeopardize security at one of the nation�s main gateways for goods from all over the world, according to some law enforcement officials, referring to the stretch between Port Newark and Newark Liberty International Airport as "the most dangerous two miles in America."

A series of recent court cases shows that despite a larger focus on airport security since the attacks of Sept. 11, 2001, another security concerns persist at the ports.

Mob arrests raise issues regarding port security

A recent federal sweep netted more than 120 defendants, among them several dockworkers and longshoremen union officials. The FBI called it one of the largest Mafia takedowns in history.
The indictments seem to indicate that organized crime elements persists in the ports, despite decades of law enforcement efforts to root them out.

Some experts say it's a troubling trend, because the ports are considered extremely sensitive homeland security targets in the wake of the 9/11 attacks.

Port Facilities and Maritime Security Courses offered by CTTA

The Canadian Tactical Training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

CTTA offers a Port Facilities and Maritime Security course which includes the following topics:

� International Maritime Organization
� International Shipping and Port Facility Security Code (ISPS Code)
� Definitions and Responsibilities according to the ISPS Code
� Planning for Port Facility Security: The 3 Levels of Security
� Identification, Recognition, and Reaction to Threats: Concepts of Security
� Equipment Related to Port Security
� Security Measures for Port Security
� Fundamental Concepts Related to Port Security
� Education and Training Relative to Port Security


The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

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RIOT CONTROL MISTAKES

Many of the methods used by police and soldiers to control riots in the past actually made riots worse. In fact, only in the last few decades have effective riot-control strategies been developed.

Earlier riot-control squads had a "police versus the rioters" mentality. They approached a riot like a battle in which they had to beat or shoot the rioters into submission. A riot squad would form a skirmish line and charge into the rioters with nightsticks swinging. Often, they would try to pin the rioters into a corner to leave them no escape. This only intensified the rioters' fear and anger and escalated the violence.

There are many instances in which police assigned to assist people and stop rioting instead chose to take sides in the riot. This could amount to simply standing by and watching while the riot went on or actually joining one side to fight against the other if the riot consisted of two opposing groups. In the worst situations, otherwise peaceful crowds were attacked by police. In these cases, it was the police themselves who were the rioters.

CTTA offers a 2 day course in “Special Events and Crowd Control”

The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

Twitter @ CTTAGLOBAL
http://www.ctta-global.com

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BIN LADEN IS DEAD---IS RETALIATION NEXT??

Osama Bin Laden was killed yesterday by a WELL TRAINED SWAT TEAM.



But Al Qaeda remains intact and the new Al Qaeda leader is in place.


It is not a matter of will Al Qaeda RETALIATE. But how, where, and when?

Vital installations in the USA and elsewhere in the free world must be protected. Seaports and airports must be on heightened alert.


Well trained teams KNOW WHAT TO LOOK FOR and how to protect power plants, pipelines, electrical transmission lines, communication hubs, storage depots,.....the list is endless.

TRAINING IS KEY.

CTTA, the Canadian Tactical Training Academy, a worldwide leader in law enforcement training offers a wide variety of courses which help protect our infrastructure.

Some important courses are:

Investigations and Surveillance

Physical Security and Protection of Infrastructures

Airport and Airline Security

Port Facilities and Maritime Security

Special Events and Operations

Counter-Terrorism

Follow us on TWITTER @ CTTAGLOBAL

www.ctta-global.com

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Marine and Police Trainer Appointed to Top Job

TRAINING is the KEY to SUCCESS

Mayor-elect Rahm Emanuel introduced Newark, N.J., police director Garry McCarthy on Monday, May 2, 2011 as Chicago’s new police superintendent.

“He knows how to run a large police force,” said Emanuel.
In his new post, McCarthy will be surrounded, Emanuel-style, with a “team” of public safety experts.

Former Marine training director Gary Schenkel, a top official in the U.S. Department of Homeland Security who ran the Chicago Police Academy under Terry Hillard, will return to Chicago as director of the Office of Emergency Management and Communications.

Schenkel’s return to Chicago from the DepartmentofHomelandSecurityis viewed as a coup for Chicago. He and Hillard met in 1998, when Schenkel was one of 80 Marines spending three days in Chicago touring bridges and sewers as they studied how to work in urban combat zones. A year later, Hillard asked his fellow Marine to run the police academy and spearhead Hillard’s push to improve training in the wake of the fatal police shootings of two unarmed civilians during the same summer weekend.

The shootings prompted Hillard to ask the John Marshall Law School to study the department’strainingprocedures. Among the school’s recommendations was updated training for every officer in the department — not just recruits in the academy. Hillard also installed video cameras in police cars and ordered a new firearm simulator that tests officers’ judgement in more than 400 different situations.

The Canadian Tactical Training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

Twitter @ CTTAGLOBAL

http://www.ctta-global.com

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BIN LADEN DIES, BUT TERROR THREAT LIVES ON

http://www.officer.com/news/10261095/bin-laden-dies-but-terror-threat-lives-on


The Canadian Tactical Training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

Twitter CTTAGLOBAL

Stock Symbol CTTG

www.ctta-global.com

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Bin Laden Eyed U.S. Rails From His Secret Compound

CTTA OFFERS MASS-TRANSIT SECURITY & CROWD CONTROL COURSES

CTTA Offers specialized courses in Mass Transit Security and Crowd Control

These customized courses are geared to passenger rail and subway mass transit including bus terminals.

The courses focus on crowd control during events but also use elements of CTTA's courses in Airport Security, Port Facilities and Maritime Security, Counter-Terrorism, and Special Events and Operations.


The Canadian Tactical Training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.


http://www.officer.com/news/10263200/bin-laden-eyed-us-rails-from-his-secret-com pound

Follow us on TWITTER @ CTTAGLOBAL

www.ctta-global.com

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Crew subdues man banging on cockpit during flight

The Canadian Tactical Training Academy offers courses in

AIRPORT and AIRLINE SECURITY

and

COUNTER-TERRORISM

http://news.yahoo.com/s/ap/20110509/ap_on_re_us/us_flight_disturbance_4


The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

For information: http://www.ctta-global.com

TWITTER @ CTTAGLOBAL

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BUYER BEWARE.!!!! .08C FOR A SHELL???THIS STOCK WILL BE DROPPING AS THEY ISSUE SHARES UNTIL THEY HAVE TO DO A REVERSE MERGER AGAIN!!!HISTORY OF THESE TYPE OF COMPANIES.LOOK AT THEIR BOOKS AS A EXPLORATION COMPANY.HORRIBLE.SO THERE GONNA BE A TRAINING ACADEMY NOW???HORSE$HIT.SEE FOR YOURSELF.COULDNT EVEN MAKE IT AS A GAS/OIL COMPANY.
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549

FORM 10-K

[ X ] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended December 31, 2009

[ ] TRANSITION REPORT UNDER SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from ___ to ___

Commission file number 0-31444

ALTUS EXPLORATIONS, INC.
(Name of small business issuer in its charter)

Nevada 98-0361119
(State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.)


11152 Westheimer RD. #854, Houston Texas 77042
(Address of principal executive offices) (Zip Code)

Issuer's telephone number 713-703-8666

Securities registered pursuant to Section 12(b) of the Act:

Title of each class Name of each exchange on which registered
Nil Nil

Securities registered pursuant to Section 12(g) of the Act:

Common Shares, par value $0.001
(Title of class)

Check whether the issuer is not required to file reports pursuant to Section 13 or 125(d) of the Exchange Act [ ]

Check whether the issuer (1) filed all reports required to be filed by Section 13 or 15(d) of the Exchange Act during the past 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.

Yes [ X ] No [ ]


Check if there is no disclosure of delinquent filers in response to Item 405 of Regulation S-B contained in this form, and no disclosure will be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-KSB or any amendment to this Form 10-KSB. [ X ]

Registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act) Yes [ X ] No [ ]

Registrant’s revenues for its most recent fiscal year were $0

The aggregate market value of the voting and non-voting common equity held by non-affiliates computed based on the average bid and asked prices as of April 7, 2008, was approximately $232.86.

The number of shares outstanding of the issuer’s common equity as of December 31, 2009, was 2,328,633 shares of common stock, par value par value $.001.

DOCUMENTS INCOPRORATED BY REFERENCE

Portions of the registrant’s Proxy Statement for the annual meeting of stockholders are incorporated by reference into Part III of this Form 10-K, which Proxy Statement is to be filed within 120 days after the end of the registrant’s fiscal year ended December 31, 2009.

Transitional Small Business Disclosure Format (Check one): Yes [ ] No [ X ]


Form 10-KSB

Table of Contents

Part Item No.

I 1 Description of Business
2 Description of Property
3 Legal Proceedings
4 Submission of Matters to a Vote of Security Holders
II 5 Market for Common Equity, Related Stockholder Matters and Purchase of Equity Securities
6 Management’s Discussion and Analysis or Plan of Operation
7 Financial Statements
8 Changes in and Disagreements With Accountants on Accounting and Financial Disclosure
8 A(T) Controls and Procedures
8 B Other Information
III 9 Directors, Executive Officers, Promoters, and Control Persons; Compliance With Section 16(a) of the Exchange Act
10 Executive Compensation
11 Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
12 Certain Relationships and Related Transactions
13 Exhibits
14 Principal Accountant Fees and Services
Signatures


ALTUS EXPLORATIONS, INC.

Form 10-KSB

PART I

Item 1. Description of Business.

This annual report contains forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. These statements relate to future events or our future financial performance. In some cases, you can identify forward-looking statements by terminology such as "may", "should", "expects", "plans", "anticipates", "believes", "estimates", "predicts", "potential" or "continue" or the negative of these terms or other comparable terminology. These statements are only predictions and involve known and unknown risks, uncertainties and other factors, including the risks in the section entitled "Risk Factors" that may cause our or our industry's actual results, levels of activity, performance or achievements to be materially different from any future results, levels of activity, performance or achievements expressed or implied by these forward-looking statements.

Although we believe that the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee future results, levels of activity, performance or achievements. Except as required by applicable law, including the securities laws of the United States, we do not intend to update any of the forward-looking statements to conform these statements to actual results.

Our financial statements are stated in United States Dollars (US$) and are prepared in accordance with United States Generally Accepted Accounting Principles (“US GAAP”). In this annual report, unless otherwise specified, all dollar amounts are expressed in United States dollars. All references to "common shares" refer to the common shares in our capital stock.

As used in this annual report, the terms "we", "us", "our", and "Altus" mean Altus Explorations Inc., unless otherwise indicated.

Our Current Business

We are an independent resource company primarily engaged in the exploration and development of oil and gas opportunities located in the domestic United States. The company currently holds no interests in any oil and gas properties.

We continue to seek out oil and gas opportunities that may be economic and within our ability to raise financing necessary for us to progress an opportunity. Our ability to progress the exploration and development of oil and natural gas opportunities in the past, and in the future is heavily dependent on our ability to secure financing sufficient to allow us to fund our initiatives, to meet operating and working capital requirements, and to act on future opportunities as they arise.

United States Natural Gas and Oil Industry

The natural gas and oil industry in the United States is highly competitive, experiences significant commodity price volatility and is subject to substantial local, state and federal regulations concerning matters such as permitting, drilling and environmental requirements. We are primarily targeting the exploration, exploitation, development and production of natural gas reserves to meet the U.S. consumers' robust appetite for energy.


Item 1. Description of Business. (cont’d…)

United States Natural Gas and Oil Industry (cont’d…)

Several natural gas forecasts project continuing declining levels of domestic natural gas production and reserves in the lower 48 states while demand for natural gas is forecast to continue to grow. The growth in demand is heavily driven by increasing levels of power generation necessary to meet electric demand in the United States and to accomplish the conversion of existing power generation facilities to a cleaner burning fuel source, such as natural gas. World crude oil prices remain high which puts upward pressure on crude oil prices in the United States and facilitates capital investments to explore and develop crude oil reserves on-shore and off-shore the U.S.

The U.S. oil industry is heavily dominated by major integrated oil and gas companies and numerous independent oil companies. Many of these companies possess and employ financial and human resources substantially greater than ours. Prices for oil production and production levels are subject to wide fluctuations and depend on numerous factors beyond a companies control including economic conditions, foreign imports and political condition in the U.S. and in oil producing rich countries, actions of OPEC, and governmental and legislative regulation and policies.

Competition

The oil and gas industry is intensely competitive. In pursuing oil and gas opportunities, we will be competing with numerous individuals and companies, including many major oil and gas companies, which have substantially greater technical, financial and operational resources and staffs. Accordingly, there is a high degree of competition for desirable oil and gas leases, suitable properties for drilling operations and necessary drilling equipment, as well as for access to funds. We cannot predict if the necessary funds can be raised or that any projected work will be completed. Any acreage we may acquire in our pursuit of oil and gas opportunities may not become available or if it is available for leasing, we may not be successful in acquiring the leases. There may be other competitors that have operations in areas of interest to us and the presence of these competitors could adversely affect our ability to acquire leases.

Market Prices of Oil and Natural Gas

The market prices of oil and natural gas have historically fluctuated widely and are affected by numerous global factors beyond our control. A decline in such market prices may have an adverse effect on revenues we receive from the sale of oil and gas. A decline in prices will also reduce our exploration efforts and make it more difficult to raise capital. Decreases in natural gas and oil prices could have an adverse effect on the carrying value of our oil and gas investments, and our ability to be profitable, and to achieve positive cash flows.

Government Regulations and Supervision

Our oil and gas operations are subject to various United States federal, state and local governmental regulations. Matters subject to regulation include discharge permits for drilling operations, drilling and abandonment bonds, reports concerning operations, the spacing of wells, and pooling of properties and taxation. From time to time, regulatory agencies have imposed price controls and limitations on production by restricting the rate of flow of oil and gas wells below actual production capacity in order to conserve supplies of oil and gas. The production, handling, storage, transportation and disposal of oil and gas, by-products thereof, and other substances and materials produced or used in connection with oil and gas operations are also subject to regulation under federal, state, provincial and local laws and regulations relating primarily to the protection of human health and the environment. To date, expenditures related to complying with these laws, and for remediation of existing environmental contamination, have not been significant in relation to the results of operations of our company. The requirements imposed by such laws and regulations are frequently changed and subject to interpretation, and we are unable to predict the ultimate cost of compliance with these requirements or their effect on our operations.


Item 1. Description of Business. (cont’d…)

Product Research and Development

Our business plan is focused on the long-term exploration and development of oil and gas interests. We do not anticipate that we will expend any significant funds on product research over the next twelve months.

Employees

Currently, there are no full time or part-time employees of our company (other than our directors and officers who, at present, have not signed employment or consulting agreements with us). We do not expect any material changes in the number of employees over the next 12 month period (although we may enter into employment or consulting agreements with our officers or directors). We do and will continue to outsource contract employment as needed.

However, if we are successful in any anticipated drilling program, we may retain additional employees as it becomes economically warranted to do so.

Purchase or Sale of Equipment

We do not intend to purchase any significant equipment over the twelve months.

RISK FACTORS

Much of the information included in this annual report includes or is based upon estimates, projections or other "forward-looking statements". Such forward-looking statements include any projections or estimates made by us and our management in connection with our business operations. While these forward-looking statements, and any assumptions upon which they are based, are made in good faith and reflect our current judgment regarding the direction of our business, actual results will almost always vary, sometimes materially, from any estimates, predictions, projections, assumptions, or other future performance suggested herein. We undertake no obligation to update forward-looking statements to reflect events or circumstances occurring after the date of such statements.

Such estimates, projections or other "forward-looking statements" involve various risks and uncertainties as outlined below. Again, we caution readers of this annual report that important factors in some cases have affected and, in the future, could materially affect actual results and cause actual results to differ materially from the results expressed in any such estimates, projections or other "forward-looking statements". In evaluating us, our business and any investment in our business, readers should carefully consider the following factors.

We have limited operating history and losses that we expect to continue into the future.

We have not yet realized any significant revenues. We have limited operating history upon which an evaluation of our future success or failure can be made. Since our inception we have experienced sustained and significant losses. Our ability to achieve and maintain profitability and positive cash flow is dependent upon the following:

Our ability to locate a profitable resource property;

Our ability to secure financing to fund capital investments;

Our ability to generate revenues; and

Our ability to reduce exploration costs.


Item 1. Description of Business. (cont’d…)

RISK FACTORS (cont’d…)

We have limited operating history and losses that we expect to continue into the future. (cont’d…)

Based upon current plans, we expect to incur operating losses in future periods. This will happen because there are expenses associated with exploration of our oil and gas interests. We may not be successful in generating revenues in the future. Failure to generate revenues will cause us to go out of business.

We may not have access to all of the supplies and materials we need to begin exploration that could cause us to delay or suspend operations.

Competition and unforeseen limited sources of supplies and equipment in the energy industry could result in occasional spot shortages of supplies or the lack of availability of required equipment, such as drilling rigs.

We have a limited operating history and if we are not successful in continuing to grow our business, then we may have to scale back or even cease our ongoing business operations.

We have no history of substantial revenues from operations, and currently do not hold any proved, producing or revenue generating oil and gas interests. We have yet to generate positive earnings and there can be no assurance that we will ever operate profitably. Our company has a limited operating history and our success is significantly dependent on a successful acquisition, drilling, completion and production program. We will be subject to all the risks inherent in the establishment of a developing enterprise and the uncertainties arising from the absence of a significant operating history. We may be unable to locate recoverable reserves or operate on a profitable basis. We are in the development stage and potential investors should be aware of the difficulties normally encountered by enterprises in the development stage. If our business plan is not successful, and we are not able to operate profitably, investors may lose some or all of their investment in our company.

Because of the early stage of development and the nature of our business, our securities are considered highly speculative.

Our securities must be considered highly speculative, generally because of the nature of our business and the early stage of our development. We are engaged in the business of exploring and, if warranted, developing commercial reserves of oil and gas. Accordingly, we have not generated any revenues nor have we realized a profit from our operations to date and there is little likelihood that we will generate any revenues or realize any profits in the short term. Any profitability in the future from our business will be dependent upon locating and developing economic reserves of oil and gas, which itself is subject to numerous risk factors as set forth herein. Since we have not generated any revenues, we will have to raise additional monies through the sale of our equity securities or debt in order to continue our business operations.

There can be no assurance that we will establish commercial discoveries on properties we may acquire in the future.

Exploration for technically and commercially recoverable reserves of oil and gas is subject to a number of risk factors. Few properties that are explored are ultimately developed into producing oil and/or gas wells. Even if reserves located are technically recoverable, they may not be commercially recoverable in the existing market.


Item 1. Description of Business. (cont’d…)

RISK FACTORS (cont’d…)

The potential profitability of oil and gas ventures depends upon factors beyond the control of our company

The potential profitability of oil and gas properties is dependent upon many factors beyond our control. For instance, world prices and markets for oil and gas are unpredictable, highly volatile, potentially subject to governmental fixing, pegging, controls, or any combination of these and other factors, and respond to changes in domestic, international, political, social, and economic environments. Additionally, due to worldwide economic uncertainty, the availability and cost of funds for production and other expenses have become increasingly difficult, if not impossible, to project. These changes and events may materially affect our financial performance.

Adverse weather conditions can also hinder drilling operations. A productive well may become uneconomic in the event water or other deleterious substances are encountered which impair or prevent the production of oil and/or gas from the well. In addition, production from any well may be unmarketable if it is impregnated with water or other deleterious substances. The marketability of oil and gas which may be acquired or discovered will be affected by numerous factors beyond our control. These factors include the proximity and capacity of oil and gas pipelines and processing equipment, market fluctuations of prices, taxes, royalties, land tenure, allowable production and environmental protection. These factors cannot be accurately predicted and the combination of these factors may result in our company not receiving an adequate return on invested capital.

Competition in the oil and gas industry is highly competitive and there is no assurance that we will be successful in acquiring leases in connection with prospective exploration and developmental properties.

The oil and gas industry is intensely competitive. We compete with numerous individuals and companies, including many major oil and gas companies, which have substantially greater technical, financial and operational resources and staffs. Accordingly, there is a high degree of competition for desirable oil and gas leases, suitable properties for drilling operations and necessary drilling equipment, as well as for access to funds. We cannot predict if the necessary funds can be raised or that any projected work will be completed. Our budget anticipates our acquisition of acreage. This acreage may not become available or if it is available for leasing, that we may not be successful in acquiring the leases. There may be other competitors that have operations in areas of interest to us and the presence of these competitors could adversely affect our ability to acquire additional leases.

The marketability of natural resources will be affected by numerous factors beyond our control which may result in us not receiving an adequate return on invested capital to be profitable or viable.

The marketability of natural resources which may be acquired or discovered by us will be affected by numerous factors beyond our control. These factors include market fluctuations in oil and gas pricing and demand, the proximity and capacity of natural resource markets and processing equipment, governmental regulations, land tenure, land use, regulation concerning the importing and exporting of oil and gas and environmental protection regulations. The exact effect of these factors cannot be accurately predicted, but the combination of these factors may result in us not receiving an adequate return on invested capital to be profitable or viable.


Item 1. Description of Business. (cont’d…)

RISK FACTORS (cont’d…)

Oil and gas operations are subject to comprehensive regulation which may cause substantial delays or require capital outlays in excess of those anticipated causing an adverse effect on our company.

Oil and gas operations are subject to federal, state, and local laws relating to the protection of the environment, including laws regulating removal of natural resources from the ground and the discharge of materials into the environment. Oil and gas operations are also subject to federal, state, and local laws and regulations which seek to maintain health and safety standards by regulating the design and use of drilling methods and equipment. Various permits from government bodies are required for drilling operations to be conducted; no assurance can be given that such permits will be received. Environmental standards imposed by federal, provincial, or local authorities may be changed and any such changes may have material adverse effects on our activities. Moreover, compliance with such laws may cause substantial delays or require capital outlays in excess of those anticipated, thus causing an adverse effect on us. Additionally, we may be subject to liability for pollution or other environmental damages which it may elect not to insure against due to prohibitive premium costs and other reasons. To date we have not been required to spend any material amount on compliance with environmental regulations. However, we may be required to do so in future and this may affect our ability to expand or maintain our operations.

Exploration and production activities are subject to certain environmental regulations which may prevent or delay the commencement or continuance of our operations.

In general, our exploration and production activities are subject to certain federal, state and local laws and regulations relating to environmental quality and pollution control. Such laws and regulations increase the costs of these activities and may prevent or delay the commencement or continuance of a given operation. Compliance with these laws and regulations has not had a material effect on our operations or financial condition to date. Specifically, we are subject to legislation regarding emissions into the environment, water discharges and storage and disposition of hazardous wastes. In addition, legislation has been enacted which requires well and facility sites to be abandoned and reclaimed to the satisfaction of state authorities. However, such laws and regulations are frequently changed and we are unable to predict the ultimate cost of compliance. Generally, environmental requirements do not appear to affect us any differently or to any greater or lesser extent than other companies in the industry.

Exploratory drilling involves many risks and we may become liable for pollution or other liabilities which may have an adverse effect on our financial position.

Drilling operations generally involve a high degree of risk. Hazards such as unusual or unexpected geological formations, power outages, labor disruptions, blow-outs, sour gas leakage, fire, inability to obtain suitable or adequate machinery, equipment or labour, and other risks are involved. We may become subject to liability for pollution or hazards against which it cannot adequately insure or which it may elect not to insure. Incurring any such liability may have a material adverse effect on our financial position and operations.

Any change to government regulation/administrative practices may have a negative impact on our ability to operate and our profitability.

The laws, regulations, policies or current administrative practices of any government body, organization or regulatory agency in the United States or any other jurisdiction, may be changed, applied or interpreted in a manner which will fundamentally alter the ability of our company to carry on our business.

The actions, policies or regulations, or changes thereto, of any government body or regulatory agency, or other special interest groups, may have a detrimental effect on us. Any or all of these situations may have a negative impact on our ability to operate and/or our profitably.


Item 1. Description of Business. (cont’d…)

RISK FACTORS (cont’d…)

We do not own any resource properties. We do not hold working and revenue interests in any oil and gas leases

We do not own any resource properties and currently hold no interest in any oil and gas properties.

Because the SEC imposes additional sales practice requirements on brokers who deal in our shares that are penny stocks, some brokers may be unwilling to trade them. This means that you may have difficulty in reselling your shares and may cause the price of the shares to decline.

Our shares qualify as penny stocks and are covered by Section 15(g) of the Securities Exchange Act of 1934, which imposes additional sales practice requirements on broker/dealers who sell our securities in this offering or in the aftermarket. In particular, prior to selling a penny stock, broker/dealers must give the prospective customer a risk disclosure document that: contains a description of the nature and level of risk in the market for penny stocks in both public offerings and secondary trading; contains a description of the broker/dealers' duties to the customer and of the rights and remedies available to the customer with respect to violations of such duties or other requirements of Federal securities laws; contains a brief, clear, narrative description of a dealer market, including "bid" and "ask" prices for penny stocks and the significance of the spread between the bid and ask prices; contains the toll free telephone number for inquiries on disciplinary actions established pursuant to section 15(A)(i); defines significant terms used in the disclosure document or in the conduct of trading in penny stocks; and contains such other information, and is in such form (including language, type size, and format), as the SEC requires by rule or regulation. Further, for sales of our securities, the broker/dealer must make a special suitability determination and receive from you a written agreement before making a sale to you. Because of the imposition of the foregoing additional sales practices, it is possible that brokers will not want to make a market in our shares. This could prevent you from reselling your shares and may cause the price of the shares to decline.

Trading of our stock may be restricted by the SEC's Penny Stock Regulations which may limit a stockholder's ability to buy and sell our stock.

The U.S. Securities and Exchange Commission has adopted regulations which generally define "penny stock" to be any equity security that has a market price (as defined) less than $5.00 per share or an exercise price of less than $5.00 per share, subject to certain exceptions. Our securities are covered by the penny stock rules, which impose additional sales practice requirements on broker-dealers who sell to persons other than established customers and "accredited investors". The term "accredited investor" refers generally to institutions with assets in excess of $5,000,000 or individuals with a net worth in excess of $1,000,000 or annual income exceeding $200,000 or $300,000 jointly with their spouse. The penny stock rules require a broker-dealer, prior to a transaction in a penny stock not otherwise exempt from the rules, to deliver a standardized risk disclosure document in a form prepared by the SEC which provides information about penny stocks and the nature and level of risks in the penny stock market. The broker-dealer also must provide the customer with current bid and offer quotations for the penny stock, the compensation of the broker-dealer and its salesperson in the transaction and monthly account statements showing the market value of each penny stock held in the customer's account. The bid and offer quotations, and the broker-dealer and salesperson compensation information, must be given to the customer orally or in writing prior to effecting the transaction and must be given to the customer in writing before or with the customer's confirmation. In addition, the penny stock rules require that prior to a transaction in a penny stock not otherwise exempt from these rules, the broker-dealer must make a special written determination that the penny stock is a suitable investment for the purchaser and receive the purchaser's written agreement to the transaction. These disclosure requirements may have the effect of reducing the level of trading activity in the secondary market for the stock that is subject to these penny stock rules. Consequently, these penny stock rules may affect the ability of broker-dealers to trade our securities. We believe that the penny stock rules discourage investor interest in and limit the marketability of, our common stock.


Item 1. Description of Business. (cont’d…)

RISK FACTORS (cont’d…)

We do not expect to declare or pay any dividends.

We have not declared or paid any dividends on our common stock since our inception, and we do not anticipate paying any such dividends for the foreseeable future.

Anti-Takeover Provisions

We do not currently have a shareholder rights plan or any anti-takeover provisions in our By-laws. Without any anti-takeover provisions, there is no deterrent for a take-over of our company, which may result in a change in our management and directors.

Our By-laws contain provisions indemnifying our officers and directors against all costs, charges and expenses incurred by them.

Our By-laws contain provisions with respect to the indemnification of our officers and directors against all costs, charges and expenses, including an amount paid to settle an action or satisfy a judgment, actually and reasonably incurred by him, including an amount paid to settle an action or satisfy a judgment in a civil, criminal or administrative action or proceeding to which he is made a party by reason of his being or having been one of our directors or officers.

Item 2. Description of Property.

Our principal offices are located at 11152 Westheimer RD. #854, Houston Texas, 77042. Our telephone number is 713-703-8666. During the fiscal years ended December 31, 2009 and 2008, we incurred total annual rent of $15,855 and $15,744, respectively.

The company currently holds no interests in any oil and gas properties.

Item 3. Legal Proceedings.

We know of no material, active or pending legal proceedings against us, nor are we involved as a plaintiff in any material proceedings or pending litigation. There are no proceedings in which any of our directors, officers or affiliates, or any registered beneficial shareholder are an adverse party or has a material interest adverse to us.

Item 4. Submissions of Matters to a Vote of Security Holders.

None.


PART II

Item 5.

Market for Common Equity and Related Stockholder Matters and Purchase of Equity Securities


On January 13, 2003, our common stock received approval for quotation on the National Association of Securities Dealers Inc.’s Over-the-Counter Bulletin Board under the symbol “ATUX”. As of May 29, 2007, our common shares were no longer quoted on the OTCBB. Afterwards, our common shares are traded on the Pink Sheets under the trading symbol “ALXP”. All prices are reported in U.S. dollars. Such over-the-counter market quotations reflect inter-dealer prices, without retail mark-up, markdown or commission and may not necessarily represent actual transactions. The Pink Sheets has a limited and sporadic trading market and does not constitute an established trading market. The high and low sales prices of the common stock as traded on the Pink Sheets for the calendar periods indicated are set out in the table below.

Year ended December 31 High Low
2009 Fourth Quarter $ 0.020 $ 0.003
Third Quarter 0.030 0.001
Second Quarter 0.001 0.001
First Quarter 0.015 0.001

Year ended December 31 High Low
2008 Fourth Quarter $ 0.012 $ 0.01
Third Quarter 0.017 0.010
Second Quarter 0.017 0.010
First Quarter 0.016 0.010

On December 31, 2009, the closing price for the common stock as traded on the Pink Sheets was $0.0115 per share.

As of December 31, 2009, there were 45 holders of record of our common stock. As of such date, 2,328,633 common shares were issued and outstanding.

Our common shares are issued in registered form. The Nevada Agency and Trust Company, 50 Liberty Street, Suite 880, Reno, Nevada 89501 (Telephone: 775.322.0626; Facsimile: 775.322.5623) is the registrar and transfer agent for our common shares. We have no other exchangeable securities.

Dividend Policy

We have not paid any cash dividends on our common stock and have no present intention of paying any dividends on the shares of our common stock. Our current policy is to retain earnings, if any, for use in our operations and in the development of our business. Our future dividend policy will be determined from time to time by our board of directors.

Recent Sales of Unregistered Securities

For the twelve month period ended December 31, 2009, no shares were issued.


Item 6. Management Discussion and Analysis and Plan of Operation.

Results of Operations

Twelve Months Ended December 31, 2009 and 2008

Our net loss for the twelve months ended December 31, 2009 totaled $83,757. This compares with our net loss of $70,492 for the twelve months ended December 31, 2008. General and administrative expenses for the twelve months ended December 31, 2009 and 2008 were $72,273 and $59,112, respectively. The primary components of general and administrative expenses for the first twelve months of 2009 are costs associated with accounting, legal and administrative contract labor and professional fees associated with being a public company. The increase in general and administrative expenses from 2008 to 2009 is mainly due to the increased accounting and legal fees $39,155 (2008- $34,360), rent $17,354 (2008- $15,744), office and administrative $12,416 (2008- $7,213), transfer agent and filing fees $3,348 (2008- $ 1,795).

We incurred interest expense during the year ended December 31, 2009 of $10,650, compared to $10,665 interest expense for the same period in 2008. The interest expense was incurred due to advances made by certain shareholders in the amount of $88,750. The Company entered into Convertible Loan Agreements (the “Loans”) with these shareholders whose Loans matured on December 31, 2007 and required payment of all outstanding principal and interest in full on January 2, 2008. Interest rates are 12% per annum payable in arrears upon the maturity of the Loans. The shareholders agreed to forego interest that accrued during 2006, and provided for interest on the outstanding Loan balances to commence January 1, 2007. The Company accrued interest of $10,650 on the Loans during the year ended December 31, 2009. As of December 31, 2009 and the date of this report, the Company has not repaid the Loans, nor have the shareholders’ provided a Notice of Conversion to the Company. The Company is in negotiations with the shareholders to settle the Loans.

The Company had no revenues for the year ended December 31, 2009.

January 1, 2007 to December 31, 2009

The company currently holds no producing assets and has no revenues.

The net loss for the period from January 1, 2007 to December 31, 2009 being the development stage totaled $192,602. Of the net loss 82% or $158,549 is attributed to general and administrative expenses. We incurred $32,012 or 17% of the total net loss due to interest expense on convertible loans made to certain shareholders. Amortization costs for the period were $1,424 or less than 1% of net loss.

Liquidity and Capital Resources

Natural gas and oil exploration, drilling and development activities requires substantial capital resources, and we historically have not been able to secure sufficient financing to act on oil and gas investment opportunities as they are identified. If we are unsuccessful in obtaining financing and fail to achieve and sustain a profitable level of operations, we may be unable to fully implement our business plans or continue operations. Future financing through equity, debt or other sources could result in the dilution of Company equity, increase our liabilities, and/or restrict the future availability and use of cash resources. Additionally, there can be no assurance that adequate financing will be available to us when needed or, if available, that it can be obtained on commercially reasonable terms. If we are not able to obtain the additional financing on a timely basis, we will be unable to execute our business plans, and will be required to scale back the pace and magnitude of our oil and gas prospects drilling and development initiatives. We also may not be able to meet our vendor and service provider obligations as they become due. In such event, we will be forced to cease our operations.


Item 6. Management Discussion and Analysis and Plan of Operation. (cont’d…)

Future Operations

Cash Requirements

During the twelve month period ending December 31, 2010, we project cash requirements of approximately $100,000 as we continue to restructure our activities. Our requirements are comprised of $35,000 for general and administrative costs primarily related to professional fees associated with being a public company; and $65,000 for our screening of potential oil and gas projects and sourcing of financing to fund economically viable projects identified in connection with our screening process.

There are no assurances, however, that we will be able to raise sufficient financing to meet our needs in the future. In the event that we are unable to raise additional financing, and fail to generate significant operating cash flow, we will be required to modify our exploration and development plan accordingly. Should we raise funds through equity financing, debt financing, or other sources, it could result in dilution in the equity ownership of our shares. There is still no assurance that we will be able to maintain operations at a level sufficient for an investor to obtain a return on his investment. Further, until we are able to raise additional capital, we expect to continue to be unprofitable.

Over the next twelve months we intend to use all available funds to continue the exploration and development of oil and gas opportunities, and our estimated funding needs for the next twelve months are summarized below:

Estimated Funding Required During the Twelve Month Period Ending December 31, 2010

Operating, general and administrative costs $ 35,000
Exploration and development prospect identification and screening $ 65,000
Total $ 100,000

Product Research and Development

Our business plan is focused on the exploration and development of oil and gas interests.

We do not anticipate that we will expend any significant funds on research and development over the next twelve months ending December 31, 2010.

Purchase of Significant Equipment

We do not intend to purchase any significant equipment over the next twelve months ending December 31, 2010.

Employees

Currently we have no full-time or part-time employees. We utilize short term contractors as necessary. Our directors and officers provide services on a month to month basis pursuant to oral arrangements, but have not signed employment or consulting agreements with us. We do not expect any material changes in the number of employees over the next 12 month period. We may enter formal written service agreements with our directors and officers in the future. We expect to continue to outsource contract employment as needed. Depending on the level of success of our exploration and development initiatives, we may retain full- or part-time employees in the future.


Item 6. Management Discussion and Analysis and Plan of Operation. (cont’d…)

Going Concern

The accompanying financial statements have been prepared assuming we will continue as a going concern. We incurred a net loss of $83,757 for the twelve months ended December 31, 2009 and a net loss of $70,492 for the same period in 2008.

The Company’ primary source of operating funds during 2009 has been advances from shareholders. The Company does not currently hold an interest in any oil and gas properties.

There are no assurances that we will be able, over the next twelve months, to either (1) achieve a level of revenues adequate to generate sufficient cash flow from operations; or (2) obtain additional financing through either private placement, public offerings, bank financing or shareholder advances necessary to support Altus' working capital requirements. To the extent that funds generated from operations and any private placements, public offerings or bank financing are insufficient, the Company will have to raise additional working capital. No assurance can be given that additional financing will be available, or if available, will be on terms acceptable to Altus. If adequate working capital is not available, Altus may be required to cease its operations.

The financial statements do not include any adjustments relating to the recoverability and classification of recorded assets, or the amounts of and classification of liabilities that might be necessary in the event the Company cannot continue in existence. These conditions raise substantial doubt about our ability to continue as a going concern. There are no definitive agreements or arrangements for future funding.

APPLICATION OF CRITICAL ACCOUNTING POLICIES

Our financial statements and accompanying notes are prepared in accordance with generally accepted accounting principles in the United States. Preparing financial statements requires management to make estimates and assumptions that affect the reported amounts of assets, liabilities, revenue, and expenses. These estimates and assumptions are affected by management's application of accounting policies. We believe that understanding the basis and nature of the estimates and assumptions involved with the following aspects of our consolidated financial statements is critical to an understanding of our balance sheet, the statements of operations and stockholders' equity, and the cash flows statements included elsewhere in this filing.

Item 7. Financial Statements.

The financial statements are attached to this report following the signature page.

Item 8. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure.

The financial statements of the Company for the year ended December 31, 2009 and from the period from January 1, 2007 to December 31, 2009 were audited by DMCL.

During the fiscal year ended December 31, 2009, the Company did not consult with DMCL regarding (i) the application of accounting principles to a specified transaction, either completed or proposed, or the type of audit opinion that might be rendered on the Company’s financial statements, and no written report or oral advice was provided to the Company that was an important factor to be considered by the Company in reaching a decision as to an accounting, auditing or financial reporting issue; or (ii) any matter or event that was the subject of disagreement, as that term is defined in Item 304(a)(1)(v) of Regulation S-B and the related instructions to Item 304 of Regulation S-B.


Item 8A(T). Controls and Procedures.

Management’s Evaluation of Disclosure Controls and Procedures

Our management, including our principal executive officer who is also our principal financial officer, evaluated the effectiveness of our disclosure controls and procedures (as defined in Exchange Act Rule 13a-15(e)) as of the end of the period covered by this report. Based on that evaluation, our principal executive officer and principal financial officer concluded that as of the end of the period covered by this report, we have maintained effective disclosure controls and procedures in all material respects, including those necessary to ensure that information required to be disclosed in reports filed or submitted with the SEC (i) is recorded, processed, and reported within the time periods specified by the SEC, and (ii) is accumulated and communicated to management, including our principal executive officer and principal financial officer, as appropriate to allow for timely decision regarding required disclosure.

There have been no changes in our internal control over financial reporting that occurred during the last fiscal quarter that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.

Management’s Report on Internal Control over Financial Reporting

Evaluation of disclosure controls and procedures

The management of the Company is responsible for establishing and maintaining adequate internal control over financial reporting, as required by Sarbanes-Oxley (SOX) Section 404 A. The Company's internal control over financial reporting is a process designed under the supervision of the Company's Principal Executive Officer and Principal Financial Officer to provide reasonable assurance regarding the reliability of financial reporting and the preparation of the Company's financial statements for external purposes in accordance with U.S. generally accepted accounting principles.

As of December 31, 2009, management assessed the effectiveness of the Company's internal control over financial reporting based on the criteria for effective internal control over financial reporting established in Internal Control--Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission ("COSO") and SEC guidance on conducting such assessments. Based on that evaluation, they concluded that, during the period covered by this report, such internal controls and procedures were not effective to detect the inappropriate application of US GAAP rules as more fully described below. This was due to deficiencies that existed in the design or operation of our internal control over financial reporting that adversely affected our internal controls and that may be considered to be material weaknesses.

The matters involving internal controls and procedures that the Company's management considered to be material weaknesses under the standards of the Public Company Accounting Oversight Board were: (1) lack of a functioning audit committee and lack of a majority of outside directors on the Company's board of directors, resulting in ineffective oversight in the establishment and monitoring of required internal controls and procedures; (2) inadequate segregation of duties consistent with control objectives; (3) insufficient written policies and procedures for accounting and financial reporting with respect to the requirements and application of US GAAP and SEC disclosure requirements; and (4) ineffective controls over period end financial disclosure and reporting processes. The aforementioned material weaknesses were identified by the Company's Principal Financial Officer in connection with the audit of our financial statements as of December 31, 2008 and communicated the matters to our management.

Management believes that the material weaknesses set forth in items (2), (3) and (4) above did not have an affect on the Company's financial results. However, management believes that the lack of a functioning audit committee and lack of a majority of outside directors on the Company's board of directors, resulting in ineffective oversight in the establishment and monitoring of required internal controls and procedures can result in the Company's determination to its financial statements for the future years.


Item 8A(T). Controls and Procedures. (cont’d…)

Management’s Report on Internal Control over Financial Reporting (cont’d…)

Evaluation of disclosure controls and procedures (cont’d…)

We are committed to improving our financial organization. As part of this commitment, we plan on creating a position to segregate duties consistent with control objectives and will increase our personnel resources and technical accounting expertise within the accounting function when funds are available to the Company: (i) appointing one or more outside directors to our board of directors who shall be appointed to the audit committee of the Company resulting in a fully functioning audit committee who will undertake the oversight in the establishment and monitoring of required internal controls and procedures; and (ii) preparing and implementing sufficient written policies and checklists which will set forth procedures for accounting and financial reporting with respect to the requirements and application of US GAAP and SEC disclosure requirements.

Management believes that the appointment of one or more outside directors, who shall be appointed to a fully functioning audit committee, will remedy the lack of a functioning audit committee and a lack of a majority of outside directors on the Company's Board. In addition, management believes that preparing and implementing sufficient written policies and checklists will remedy the following material weaknesses (i) insufficient written policies and procedures for accounting and financial reporting with respect to the requirements and application of US GAAP and SEC disclosure requirements; and (ii) ineffective controls over period end financial close and reporting processes. Further, management believes that the hiring of additional personnel who have the technical expertise and knowledge will result proper segregation of duties and provide more checks and balances within the department. Additional personnel will also provide the cross training needed to support the Company if personnel turn over issues within the department occur. This coupled with the appointment of additional outside directors will greatly decrease any control and procedure issues the company may encounter in the future.

We will continue to monitor and evaluate the effectiveness of our internal controls and procedures and our internal controls over financial reporting on an ongoing basis and are committed to taking further action and implementing additional enhancements or improvements, as necessary and as funds allow.

This annual report does not include an attestation report of the Company's registered accounting firm regarding internal control over financial reporting. Management's report was not subject to attestation by the Company's registered public accounting firm pursuant to temporary rules of the Securities and Exchange Commission that permit the Company to provide only management’s report in this annual report.

Item 8B. Other Information.

No other information


PART III

Item 9.

Directors, Executive Officers, Promoters and Control Persons; Compliance with Section 16(a) of the Exchange Act.


Directors and Executive Officers, Promoters and Control Persons

The officers of the Company are appointed by our board of directors and hold office until their death, resignation or removal from office. Our directors, executive officers and significant employees, their ages, positions held, and duration as such, are as follows:

Name Position Held with our Company Age Date First Elected or Appointed
Greg A. Thompson(1) Director, President and Secretary 55 November 18, 2005 and re-appointed on January 12, 2009
David Whyte(2) Director, President and Secretary 41 May 9, 2007
Dion Bukard(3) Director 62 February 3, 2006
Yazmin Leyva(4) Treasurer 32 August 16, 2006

(1)
Greg A. Thompson resigned as Director, President and Secretary of the Company on May 9, 2007 and was re- appointed on January 12, 2009.


(2)
David Whyte resigned as Director, President and Secretary on January 12, 2009


(3)
Dion Bukard resigned as Director of the Company on May 9, 2007.


(4)
Yazmin Leyva resigned as Treasurer of the Company on May 9, 2007.

Business Experience

The following is a brief account of the education and business experience during at least the past five years of each director, executive officer and key employee, indicating the principal occupation during that period, and the name and principal business of the organization in which such occupation and employment were carried out.

Greg A. Thompson

Mr. Thompson first became a director on November 18, 2005, and President on February 1, 2006. He resigned as Director, President and Secretary of the Company on May 9, 2007 and was re-appointed as Director, President and Secretary on January 12, 2009

Mr. Thompson has 25 years of diversified experience in oil & gas production, operations, contracts, marketing, transportation, and financial instruments. Mr. Thompson is the president and chief operating officer for Orbit Energy LLC. From 2001-2002, he was general manager, oil & gas sales for Coast Energy Group and from 1998-1999, he was manager national oil & gas accounts for Columbia Energy Services. From 1996-1998, he was Director-Oil & Gas Division for TexPar Energy, Inc. From 1993-1996, Mr. Thompson held the position of Vice President, Oil & Gas Marketing with Teco Energy Marketing (Now PG&E Energy Services). From 1989-1993, he was Vice President, Oil & Gas Marketing for Graham Resources Corp., and from 1979-1989, he was Director, Oil & Gas Marketing for United Gas Pipeline Co., a Division of Occidental Petroleum.


Item 9.

Directors, Executive Officers, Promoters and Control Persons; Compliance with Section 16(a) of the Exchange Act. (cont’d…)


Business Experience (cont’d…)

David Whyte

Mr. Whyte is a business development and marketing entrepreneur with over twenty years experience in various areas ranging from property development, commercial development of technologies and services. Mr. Whyte for the last five years has owned and operated a property development company Method Homeworks that developed residential properties in Vancouver. Prior to that Mr. Whyte founded and ran several technology companies; Sentec Network Solutions an offshore software development company based out of Vancouver, BC and Hong Kong, Speedclaim.com a firm that developed software that processed insurance claims for the Auto Glass Industry based out of Vancouver, BC.

Dion Burkard

Mr. Burkard has 20 years business development experience in oil field production equipment and pipeline design, has extensive management experience and field operating experience, and is a certified environmental inspector. He currently is a vice president of SCS Energy Services, responsible for marketing and business development. From 1995 - 1999 he was field service superintendent for Diamond Oil and Gas. Prior to that he was president of an environmental firm providing Phase I and Phase II environmental site assessments for institutions, insurance companies and for various governmental agencies.

Yazmin Leyva

Ms. Leyva serves as director of operations for Orbit Energy, LLC. From 2004-2005, she was responsible for payable and collections for World Wide Express. From 2003-2004 she was cash flow accountability manager for BTI Financial. From 2000-2003, she served as manager of information technology and cash flow reports for Classic Hardwood Floors of Texas.

Family Relationships

There are no family relationships between any of our directors or executive officers.

Involvement in Certain Legal Proceedings

None of our directors, executive officers, promoters or control persons has been involved in any of the following events during the past five years:

1. any bankruptcy petition filed by or against any business of which such person was a general partner or executive officer either at the time of the bankruptcy or within two years prior to that time;

2. any conviction in a criminal proceeding or being subject to a pending criminal proceeding (excluding traffic violations and other minor offences);

3. being subject to any order, judgment, or decree, not subsequently reversed, suspended or vacated, of any court of competent jurisdiction, permanently or temporarily enjoining, barring, suspending or otherwise limiting his involvement in any type of business, securities or banking activities; or

4. being found by a court of competent jurisdiction (in a civil action), the Commission or the Commodity Futures Trading Commission to have violated a federal or state securities or commodities law, and the judgment has not been reversed, suspended, or vacated.


Item 9.

Directors, Executive Officers, Promoters and Control Persons; Compliance with Section 16(a) of the Exchange Act. (cont’d…)


Section 16(a) Beneficial Ownership Compliance

Section 16(a) of the Securities Exchange Act requires our executive officers and directors, and persons who own more than 10% of our common stock, to file reports regarding ownership of, and transactions in, our securities with the Securities and Exchange Commission and to provide us with copies of those filings. Based solely on our review of the copies of such forms received by us, or written representations from certain reporting persons, we believe that during fiscal year ended December 31, 2009, all filing requirements applicable to its officers, directors and greater than ten percent beneficial owners were complied with.

Code of Ethics

Effective February 27, 2004, the Company's board of directors adopted a Code of Business Conduct and Ethics that applies to, among other persons, members of our Board of Directors, our company's officers including our president (being our principal executive officer) and our company's chief financial officer (being our principal financial and accounting officer), contractors, consultants and advisors. As adopted, our Code of Business Conduct and Ethics sets forth written standards that are designed to deter wrongdoing and to promote:

(1) honest and ethical conduct, including the ethical handling of actual or apparent conflicts of interest between personal and professional relationships;

(2) full, fair, accurate, timely, and understandable disclosure in reports and documents that we file with, or submit to, the Securities and Exchange Commission and in other public communications made by us;

(3) compliance with applicable governmental laws, rules and regulations;

(4) the prompt internal reporting of violations of the Code of Business Conduct and Ethics to an appropriate person or persons identified in the Code of Business Conduct and Ethics; and

(5) accountability for adherence to the Code of Business Conduct and Ethics.

Our Code of Business Conduct and Ethics requires, among other things, that all of the Company's personnel shall be accorded full access to our president and secretary with respect to any matter which may arise relating to the Code of Business Conduct and Ethics. Further, all of our company's personnel are to be accorded full access to our company's board of directors if any such matter involves an alleged breach of the Code of Business Conduct and Ethics by our Company officers.

In addition, our Code of Business Conduct and Ethics emphasizes that all employees, and particularly managers and/or supervisors, have a responsibility for maintaining financial integrity within our company, consistent with generally accepted accounting principles, and federal, provincial and state securities laws. Any employee who becomes aware of any incidents involving financial or accounting manipulation or other irregularities, whether by witnessing the incident or being told of it, must report it to his or her immediate supervisor or to our company's president or secretary. If the incident involves an alleged breach of the Code of Business Conduct and Ethics by the president or secretary, the incident must be reported to any member of our board of directors. Any failure to report such inappropriate or irregular conduct of others is to be treated as a severe disciplinary matter. It is against our company policy to retaliate against any individual who reports in good faith the violation or potential violation of our company's Code of Business Conduct and Ethics by another.

Our Code of Business Conduct and Ethics is filed with the Securities and Exchange Commission as Exhibit 14.1.


Item 9.

Directors, Executive Officers, Promoters and Control Persons; Compliance with Section 16(a) of the Exchange Act. (cont’d…)


Corporate Governance

The Board of Directors currently has no standing audit committee, compensation committee, or nominating committee.

Item 10. Executive Compensation.

The following table summarizes the compensation of key executives during the last two complete fiscal years. No other officers or directors received annual compensation in excess of $100,000 during the last two complete fiscal years.

SUMMARY COMPENSATION TABLE
Annual Compensation Long Term Compensation (1)
Awards Payouts
Name and Principal Position Year Salary Bonus Other Annual Compensation (1) Securities Underlying Options / SARs Granted Restricted Shares or Restricted Share Units LTIP Payouts All Other Compensation
Greg Thompson(2)
President, Secretary Director 2009 Nil Nil Nil Nil Nil Nil Nil
2008 Nil Nil Nil Nil Nil Nil Nil
David Whyte(3)
President, Secretary, Director 2009 Nil Nil Nil Nil Nil Nil Nil
2008 Nil Nil $2,641 Nil Nil Nil Nil

(1)
The value of perquisites and other personal benefits, securities and property for the Named Executive Officers that do not exceed the lesser of $50,000 or 10% of the total of the annual salary and bonus is not reported herein.


(2)
Greg Thompson became a director on November 18, 2005 and our president on February 1, 2006. Mr. Thompson resigned as the Company’s director and president on May 9, 2007. Greg Thompson was reappointed President, Secretary and Director on January 12, 2009


(3)
David Whyte became President, Secretary and Director on May 9, 2007 and resigned as President, Secretary and Director on January 12, 2009

Employment/Consulting Agreements

We have consulting agreements with certain former officers and directors to provide services to company as required at rates to be agreed.

Item 10. Executive Compensation.

Long-Term Incentive Plans

There are no arrangements or plans in which we provide pension, retirement or similar benefits for directors or executive officers, except that our directors and executive officers may receive stock options at the discretion of our board of directors. We do not have any material bonus or profit sharing plans pursuant to which cash or non-cash compensation is or may be paid to our directors or executive officers, except that stock options may be granted at the discretion of our board of directors.


Item 10. Executive Compensation. (cont’d…)

We have no plans or arrangements in respect of remuneration received or that may be received by our executive officers to compensate such officers in the event of termination of employment (as a result of resignation, retirement, change of control) or a change of responsibilities following a change of control, where the value of such compensation exceeds $60,000 per executive officer.

Stock Option Plan

On January 28, 2004 we established a stock option plan pursuant to which 274,152 common shares were reserved for issuance.

Stock options become exercisable at dates determined by the Board of Directors at the time of granting the option and have initial terms of ten years.

Stock Options/SAR Grants

During the year ended December 31, 2009, no options were granted to directors or executive officers. During the year ended December 31, 2004 we granted the following stock options to our current and former directors and executive officers:

Options/SAR Grants in Year-Ended December 31, 2004

Name Number of Securities Underlying Options/SARs Granted (#) % of Total Options/SARs Granted to Employees in Fiscal Year (1) Exercise Price ($/Share) Expiration Date
Greg Thompson 100,000 2.31% $0.425 November 19, 2014
Darrell Parlee 100,000 2.31% $0.425 November 19, 2014
Milton Cox 1,175,000 27.17% $0.425 November 19, 2014
Donald Sytsma 1,175,000 27.17% $0.425 November 19, 2014
Bassam Nastat 1,175,000 27.17% $0.425 November 19, 2014

(1)
The denominator (of 4,325,000) was arrived at by calculating the net total number of new options awarded to directors, officers, employee and consultants during the year ended December 31, 2004. There were 800,000 stock options granted to non-employees during the year ended December 31, 2004.

In anticipation of the adoption of FAS 123(R) for Altus's calendar year ending December 31, 2006, the Board of Directors approved the vesting of all issued and outstanding stock options issued under the 2004 Stock Option Plan as of December 30, 2005.

There were no stock options exercised during the year ended December 31, 2009.


Item 10. Executive Compensation. (cont’d…)

Directors Compensation

We reimburse our directors for expenses incurred in connection with attending board meetings. We have no present formal plan for compensating our directors for their service in their capacity as directors, although in the future, such directors are expected to receive compensation and options to purchase shares of common stock as awarded by our board of directors or (as to future options) a compensation committee which may be established in the future. Directors are entitled to reimbursement for reasonable travel and other out-of-pocket expenses incurred in connection with attendance at meetings of our board of directors. The board of directors may award special remuneration to any director undertaking any special services on behalf of our company other than services ordinarily required of a director. Other than indicated in this annual report, no director received and/or accrued any compensation for his or her services as a director, including committee participation and/or special assignments.

Report on Executive Compensation

Our compensation program for our executive officers is administered and reviewed by our board of directors. Historically, executive compensation consists of a combination of base salary and bonuses. Individual compensation levels are designed to reflect individual responsibilities, performance and experience, as well as the performance of our company. The determination of discretionary bonuses is based on various factors, including implementation of our business plan, acquisition of assets, development of corporate opportunities and completion of financing.


Item 11.

Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters


Beneficial Ownership

The following table sets forth, as of April 12, 2009, certain information with respect to the beneficial ownership of our common shares by each shareholder known to us to be the beneficial owner of 5% of our common shares, and by each of our officers and directors. Each person has sole voting and investment power with respect to the common shares, except as otherwise indicated. Beneficial ownership consists of a direct interest in the common shares, except as otherwise indicated.

Name and Address of Beneficial Owner Amount and Nature of Beneficial Ownership Percentage of Class(1)
Milton Cox
7227 Winchester Road, #258
Memphis, TN 38118
USA 326,434 (2) 14.02%
Bassam Nastat
5831 Winch Street
Burnaby, BC V5B 2J4
Canada 225,430 9.68%
Greg A. Thompson
11123 Tupper Lake Drive
Houston, TX 77042
USA 30,000 1.29%
Dion Burkard
2003 Charlotte Estates Drive
Austin, TX 78744 Nil nil
Sterling Management of Belize
5 Park Avenue
Orange Walk Town
Belize City, Belize 200,000 8.59%
David Whyte
2482 Edgemont Boulevard, North Vancouver,
British Columbia Nil Nil
Directors and Officers as a group (1) 30,000 1.29%

(1)
Based on 2,328,633 shares outstanding as of December 31st, 2009 and, as to a specific person, shares issuable pursuant to the conversion or exercise, as the case may be, of currently exercisable or convertible debentures, share purchase warrants and stock options.


(2)
Of these shares, 46,434 are owned by CodeAmerica Investments, LLC, a company wholly owned by Mr. Cox.

Changes in Control

We are unaware of any contract or other arrangement the operation of which may at a subsequent date result in a change in control of our company.


Item 12. Certain Relationships and Related Transactions.

Transactions with management and others

During the year ended December 31, 2009, the Company incurred consulting fees of $Nil (2008 - $2,641) which were charged by a former director of the Company. This amount has been included in general and administrative expenses for the year.

At December 31, 2009, the Company had received advances from a company controlled by a significant shareholder totaling $Nil (2008 - $66,200). The advances are secured by a general security interest in the assets of the Company and carry an interest rate of 12% per annum. During the year ended December 31, 2009, the Company incurred $7,944 (2008 - $7,944) in accrued interest on this balance. The total outstanding principal balance of $66,200 (2008 - $66,200) has been included in the convertible loans balance at year end. Accrued interest of $23,704 (2008 -$15,760) has been included in accounts payable and accrued liabilities at year end.

At December 31, 2009, the Company had accounts payable of $35,072 (2008 - $35,072) owing to a company controlled by a significant shareholder. The balance has been included in accounts payable and accrued liabilities at year end. This amount is unsecured, non interest bearing and has not set terms for repayment.

All related party transactions are measured at the exchange amount which is determined by management to approximate their fair value.

Item 13. Exhibits.

Exhibits required by Item 601 of Regulation S-B

(3) Articles of Incorporation and Bylaws
3.1 Articles of Incorporation (incorporated by reference to our SB2 Registration Statement filed January 29, 2002).
3.2 Bylaws (incorporated by reference to our SB2 Registration Statement filed January 29, 2002).
3.3 Certificate of Forward Stock Split filed with Nevada Secretary of State on November 6, 2003. (incorporated by reference from our Annual Report on Form 10-KSB, filed on April 13, 2004)
3.4 Certificate of Change Pursuant to NRS 78.209 filed with the Nevada Secretary of State on February 2, 2004. (incorporated by reference from our Annual Report on Form 10-KSB, filed on April 13, 2004)
(14) Code of Ethics
14.1 Code of Business Conduct and Ethics (incorporated by reference from our Annual Report on Form 10-KSB, filed on April 13, 2004)
(31) Certification Pursuant to Rule 13a-14(a) or 15d-14(a) of the U.S. Securities Exchange Act of 1934
(32) Section 1350 Certification of the Principal Executive Officer and Principal Financial Officer


Item 14. Principal Accountant Fees and Services

On May 10, 2007, Dale Matheson Carr-Hilton Labonte LLP, was engaged as our independent accountant. The change of accountant was approved by majority consent of the board of directors dated May 10, 2007. At the same meeting, the Board of Directors approved the dismissal of Malone & Bailey, PC as its independent accountant effective immediately. There were no disagreements between us and Malone & Bailey, PC on any matter of accounting principles or practices, financial statements disclosures or auditing scope and procedures. The former accountant’s report on our financial statements does not contain any adverse opinions or disclaimers of opinions and is not qualified or modified as to uncertainty other than a going concern uncertainty, auditing scope or accounting principles. Prior to engaging the new accountant, we did not consult with them regarding any accounting or auditing concerns.

Dale Matheson Carr-Hilton Labonte LLP served as the Company’s independent auditors for the fiscal year ending December 31, 2009, and has been appointed by the Board to continue as the Company's independent auditor for the Company's fiscal year ending December 31, 2010.

The fees for services provided by Dale Matheson Carr-Hilton Labonte LLP and Malone & Bailey, PC to us in each of the fiscal years ended December 31, 2007, December 31, 2008 and December 31, 2009 were as follows:

Fees 2007 2008 2009
Audit fees $13,000 $8,500 $10,000 (1)
Audit related fees 0 0 0
Tax fees 0 0 0
All other fees 0 0 0

(1) Estimated

Item 13. Exhibits.

Exhibits required by Item 601 of Regulation S-B

(3) Articles of Incorporation and Bylaws
3.1 Articles of Incorporation (incorporated by reference to our SB2 Registration Statement filed January 29, 2002).
3.2 Bylaws (incorporated by reference to our SB2 Registration Statement filed January 29, 2002).
3.3 Certificate of Forward Stock Split filed with Nevada Secretary of State on November 6, 2003. (incorporated by reference from our Annual Report on Form 10-KSB, filed on April 13, 2004)
3.4 Certificate of Change Pursuant to NRS 78.209 filed with the Nevada Secretary of State on February 2, 2004 . (incorporated by reference from our Annual Report on Form 10-KSB, filed on April 13, 2004)


Item 13. Exhibits. (cont’d…)

(10) Material Contracts
10.1 Convertible Loan Agreement between Altus Explorations Inc. and CodeAmerica Investments, LLC dated March 8, 2007 (incorporated by reference from our Current Report on Form 8-K, filed on March 13, 2007).
10.2 Convertible Loan Agreement between Altus Explorations Inc. and Paragon Capital, LLC dated March 8, 2007 (incorporated by reference from our Current Report on Form 8-K, filed on March 13, 2007).
10.3 Convertible Loan Agreement between Altus Explorations Inc. and DLS Energy Associates, LLC dated March 8, 2007 (incorporated by reference from our Current Report on Form 8-K, filed on March 13, 2007).
10.4 2004 Stock Option Plan (incorporated by reference from our Registration Statement of Form S-8, filed on February 27, 2004)
(14) Code of Ethics
14.1 Code of Business Conduct and Ethics (incorporated by reference from our Annual Report on Form 10-KSB, filed on April 13, 2004)
(31) Certification Pursuant to Rule 13a-14(a) or 15d-14(a) of the U.S. Securities Exchange Act of 1934
(32) Section 1350 Certification of the Principal Executive Officer and Principal Financial Officer


Signatures

In accordance with Section 13 or 15(d) of the Exchange Act, the registrant caused this report to be signed on its behalf by the undersigned, thereunto duly authorized, on April 7, 2010.

ALTUS EXPLORATIONS, INC.

By: /s/ Greg Thompson
Greg Thompson
President and Principal Executive Officer

In accordance with the requirements of the Exchange Act, this report has been signed by the following persons on behalf of the registrant and in the capacities indicated on the dates indicated.

Signature Title Date
By: /s/ Greg Thompson
Greg Thompson President, Secretary, Principal Executive Officer, Principal Financial Officer and Director April 10, 2010




ALTUS EXPLORATIONS, INC.

(A Development Stage Company)

FINANCIAL STATEMENTS

December 31, 2009



REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

BALANCE SHEETS

STATEMENTS OF OPERATIONS

STATEMENT OF STOCKHOLDERS’ DEFICIT STATEMENTS OF CASH FLOWS

NOTES TO THE FINANCIAL STATEMENTS


REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

To the Stockholders and Board of Directors of Altus Explorations, Inc.

We have audited the accompanying balance sheets of Altus Explorations, Inc. (a development stage company) as of December 31, 2009 and 2008 and the related statements of operations, stockholders’ deficit and cash flows for the years then ended and for the period from January 1, 2007 (inception of Development stage) to December 31, 2009. These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion on these financial statements based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform an audit to obtain reasonable assurance whether the financial statements are free of material misstatement. The Company is not required to have, nor were we engaged to perform, an audit of its internal control over financial reporting. Our audits included consideration of internal control over financial reporting as a basis for designing audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control over financial reporting. Accordingly, we express no such opinion. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, based on our audits, these financial statements present fairly, in all material respects, the financial position of Altus Explorations, Inc. as of December 31, 2009 and 2008 and the results of its operations and its cash flows for the years then ended and for the period from January 1, 2007 (inception of Development stage) to December 31, 2009 in accordance with accounting principles generally accepted in the United States of America.

The accompanying financial statements have been prepared assuming that the Company will continue as a going concern. As discussed in Note 1 to the financial statements, the Company has not generated revenues since inception, has incurred losses in developing its business, and further losses are anticipated. The Company requires additional funds to meet its obligations and the costs of its operations. These factors raise substantial doubt about the Company’s ability to continue as a going concern. Management’s plans in this regard are described in Note 1. The financial statements do not include any adjustments that might result from the outcome of this uncertainty.

/s/ DMCL

DALE MATHESON CARR-HILTON LABONTE LLP
CHARTERED ACCOUNTANTS

Vancouver, Canada
April 15, 2010


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
BALANCE SHEETS

December 31, December 31,
2009 2008

ASSETS
Current assets
Cash $ 4,000 $ -

Equipment, net 427 892

TOTAL ASSETS $ 4,427 $ 892


LIABILITIES AND STOCKHOLDERS' DEFICIT

Current liabilities
Accounts payable and accrued liabilities (Note 3) $ 212,898 $ 125,606
Convertible loans (Note 4) 88,750 88,750
Subscriptions received in advance (Note 5) 20,000 20,000
Total liabilities 321,648 234,356

Contingency and commitments (Notes 1 and 4)

Stockholders’ Deficit
Common stock, $0.001 par value, 400,000,000 shares authorized (2,328,633 shares issued and outstanding December 31, 2009 and 2008) 2,329 2,329
Additional paid in capital 6,028,217 6,028,217
Deficit (6,155,165 ) (6,155,165 )
Deficit accumulated during the development stage (192,602 ) (108,845 )
Total stockholders' deficit (317,221 ) (233,464 )

TOTAL LIABILITIES AND STOCKHOLDERS' DEFICIT $ 4,427 $ 892

The accompanying notes are an integral part of these financial statements


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
STATEMENTS OF OPERATIONS

For the period from
January 1, 2007 (date
Year ended December 31, of inception of the
development stage) to
2009 2008 December 31, 2009

Operating expenses
Depreciation $ 465 $ 466 $ 1,423
Interest expense (Note 4) 10,650 10,665 32,012
General and administrative (Note 3) 72,274 59,112 158,550
Total operating expenses (83,389 ) (70,243 ) (191,985 )

Other items
Foreign exchange loss (368 ) 319 (687 )
Interest income - (70 ) 70
Total other items (368 ) 249 (617 )

Net loss $ (83,757 ) $ (70,492 ) $ (192,602 )

Net loss per share:
Basic and diluted $ (0.04 ) $ (0.03 )

Weighted average shares outstanding:
Basic and diluted 2,328,633 2,328,633

The accompanying notes are an integral part of these financial statements


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
STATEMENT OF STOCKHOLDERS’ DEFICIT
December 31, 2009

Common stock Additional Accumulated deficit
paid-in capital Development
Shares Amount Deficit stage Total

Balance, December 31, 2006 2,328,633 $ 2,329 $ 6,028,217 $ (6,155,165 ) $ - $ (124,619 )
Net loss - - - - (38,353 ) (38,353 )
Balance, December 31, 2007 2,328,633 2,329 6,028,217 (6,155,165 ) (38,353 ) (162,972 )
Net loss - - - - (70,492 ) (70,492 )
Balance, December 31, 2008 2,328,633 2,329 6,028,217 (6,155,165 ) (108,845 ) (233,464 )
Net loss - - - - (83,757 ) (83,757 )

Balance, December 31, 2009 2,328,633 $ 2,329 $ 6,028,217 $ (6,155,165 ) $ (192,602 ) $ (317,221 )

The accompanying notes are an integral part of these financial statements


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
STATEMENTS OF CASH FLOWS

For the period from
January 1, 2007 (date of
Year ended Year ended inception of the
December December 31, development stage) to
31, 2009 2008 December 31, 2009

CASH FLOWS FROM OPERATING ACTIVITIES
Net loss $ (83,757 ) $ (70,492 ) $ (192,602 )
Non-cash items:

Amortization 465 466 1,423
Accrued interest on convertible loans 10,650 10,665 32,012

Changes in non-cash operating working capital items:
Accounts payable and accrued liabilities 76,642 40,507 138,504
Cash flows provided by (used in) operating activities 4,000 (18,854 ) (20,663 )

CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of equipment - - (1,397 )
Cash flows used in investing activities - - (1,397 )

CASH FLOWS FROM FINANCING ACTIVITIES
Convertible loans - - 1,000
Subscriptions received in advance - 10,000 20,000
Cash flows provided by financing activities - 10,000 21,000

Change in cash 4,000 (8,854 ) (1,060 )
Cash, beginning - 8,854 5,060

Cash, ending $ 4,000 $ - $ 4,000

Cash paid for:

Income taxes $ - $ - $ -
Interest $ - $ - $ -

The accompanying notes are an integral part of these financial statements


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
NOTES TO THE FINANCIAL STATEMENTS
December 31, 2009

NOTE 1 – NATURE OF BUSINESS

Nature of Business

Altus Explorations, Inc. (the “Company”) was incorporated in the state of Nevada on November 2, 2001. The Company is currently seeking a new business venture.

These financial statements have been prepared on a going concern basis, which implies the Company will continue to realize its assets and discharge its liabilities in the normal course of business. The Company is unlikely to pay dividends or generate significant earnings in the immediate or foreseeable future. At December 31, 2009, the Company has not yet achieved profitable operations and has accumulated losses of $6,347,767 (2008 - $6,264,010) since its inception and has a working capital deficiency of $317,648 (2008 - $234,356). The continuation of the Company as a going concern and the ability of the Company to emerge from the Development stage are dependent upon management’s successful efforts to raise additional equity financing to continue operations and generate sustainable significant revenues.

These financial statements do not include any adjustments to the recoverability and classification of recorded asset amounts and classification of liabilities that might be necessary should the Company be unable to continue as a going concern. The Company will require significant additional financial resources and will be dependent on future financings to funds its ongoing operations as well as other working capital requirements. There is no guarantee that management will be able to raise adequate equity financings or generate profits from operations. These factors raise substantial doubt regarding the Company’s ability to continue as a going concern.

Management of the Company has undertaken steps as part of a plan with the goal of sustaining Company operations for the next twelve months and beyond. These steps include: (a) continuing efforts to raise additional capital and/or other forms of financing; and (b) controlling overhead and expenses. Management is aware that material uncertainties exist, related to current economic conditions, which could cast a doubt about the Company’s ability to continue to finance its activities. It is to be expected that the Company may incur further losses in the Development of its business and there can be no assurance that any of these efforts will be successful.

NOTE 2 – SUMMARY OF ACCOUNTING POLICIES

Basis of Presentation

The financial statements of the Company have been prepared in accordance with accounting principles generally accepted in the United States of America (“US GAAP”) and are expressed in U.S. dollars. The Company’s fiscal year-end is December 31.

Use of Estimates

The preparation of financial statements in conformity with US GAAP requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the reporting periods. Actual results could materially differ from those estimates and assumptions. Significant areas requiring the use of management estimates relate to the determination of impairment of long lived assets, expected tax rates for future income tax recoveries and determining the fair values of financial instruments.

Equipment

Equipment is recorded at cost. Additions are capitalized and maintenance and repairs are charged to expense as incurred. Gains and losses on dispositions of equipment are reflected in operations. Depreciation is provided using the straight-line method over the estimated useful lives of the assets which is three years for computers.


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
NOTES TO THE FINANCIAL STATEMENTS
December 31, 2009

NOTE 2 – SUMMARY OF ACCOUNTING POLICIES (cont’d…)

Impairment of Assets

The Company reviews the carrying value of its long-lived assets annually or whenever events or changes in circumstances indicate that the historical carrying value of an asset may no longer be appropriate. The Company assesses recoverability of the carrying value cost of the asset by estimating the future net cash flows expected to result from the asset, including eventual disposition. If the future net cash flows are less than the carrying value of the asset, an impairment loss is recorded equal to the difference between the asset's carrying value and fair value.

Other Comprehensive Income

The Company reports and displays comprehensive income and its components in the financial statements. During the years ended December 31, 2009 and 2008, the Company had no components that would cause comprehensive income to be different than net loss.

Income Taxes

The Company uses the asset and liability method of accounting for income taxes. Under this method, deferred income tax assets and liabilities are recognized for the future tax consequences attributable to temporary differences between the financial statements carrying amounts of assets and liabilities and their respective tax bases. Deferred tax assets and liabilities are measured using enacted tax rates expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled.

The Company recognizes the financial statement benefit of a tax position only after determining that the relevant tax authority would more likely than not sustain the position following an audit. For tax positions meeting this standard, the amount recognized in the financial statements is the largest benefit that has a greater than 50 percent likelihood of being realized upon ultimate settlement with the relevant tax authority.

Basic and Diluted Loss per Share

Basic loss per share is computed using the weighted average number of common shares outstanding during the year. Diluted earnings per share reflect the potential dilution that could occur if potentially dilutive securities were exercised or converted to common stock. The dilutive effect of options and warrants and their equivalent is computed by application of the treasury stock method and the effect of convertible securities by the “if converted” method. For the years presented, diluted loss per share is equal to basic loss per share as the affect of the computations are anti-dilutive.

Financial Instruments

The carrying value of the Company’s financial instruments, consisting of cash, accounts payable, convertible loans and subscriptions received in advance approximates their fair value. Unless otherwise noted, it is management’s opinion that the Company is not exposed to significant interest, currency or credit risks arising from these financial instruments.

Stock-based Compensation

Compensation cost related to share-based payments, such as stock options and employee stock purchase plans, are recognized in the financial statements based on the grant-date fair value of the award. The compensation cost associated with the issuance of stock options will be recognized over its vesting period based on the estimated grant-date fair value.

Stock awards outstanding under the Company's current plans are fully vested, therefore there is no unrecognized compensation cost related to nonvested options. No options were granted or exercised during the years ended December 31, 2009 and 2008.


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
NOTES TO THE FINANCIAL STATEMENTS
December 31, 2009

NOTE 2 – SUMMARY OF ACCOUNTING POLICIES (cont’d…)

Recent Accounting Pronouncements

In May 2009, the Financial Accounting Standards Board (“FASB”) issued guidance that establishes general standards of accounting for and disclosure of events that occur subsequent to the balance sheet date but before financial statements are issued. The statements defines two types of subsequent events: 1) recognized subsequent events, which provide additional evidence about conditions that existed at the balance sheet date, and (2) non-recognized subsequent events, which provide evidence about conditions that did not exist at the balance sheet date, but arose before the financial statements were issued. Recognized subsequent events are required to be recognized in the financial statements, and non-recognized subsequent events are required to be disclosed. The adoption had no material impact on the Company’s financial position, results of operations or cash flows.

In June 2009, the FASB issued the Accounting Standards Codification, which establishes a sole source of US authoritative GAAP. The Codification is meant to simplify user access to all authoritative accounting guidance by reorganizing US GAAP pronouncements into approximately ninety accounting topics within a consistent structure; its purpose is not to create new accounting and reporting guidance. The adoption of this guidance did not have an effect on the Company’s results of operations, financial position or cash flows.

Other pronouncements issued by the FASB or other authoritative accounting standards groups with future effective dates are either not applicable or are not expected to be significant to the financial statements of the Company.

NOTE 3 – DUE TO RELATED PARTIES

During the year ended December 31, 2009, the Company incurred consulting fees of $Nil (2007 - $2,641) which were charged by a former director of the Company. This amount has been included in general and administrative expenses for the year.

As at December 31, 2009, the Company had received advances from a company controlled by a significant shareholder totalling $66,200. The advances are secured by a general security interest in the assets of the Company and carry an interest rate of 12% per annum. During the year ended December 31, 2009, the Company incurred $7,944 (2008 - $7,944) in accrued interest on this balance. The total outstanding principal balance of $66,200 (2008 - $66,200) has been included in the convertible loans balance at December 31, 2009 (Note 4). Accrued interest of $23,704 (2008 - $15,760) has been included in accounts payable and accrued liabilities at year end.

At December 31, 2009, the Company had accounts payable of $35,072 (2008 - $35,072) owing to a company controlled by a significant shareholder. The balance has been included in accounts payable and accrued liabilities at December 31, 2009 and 2008. This amount is unsecured, non interest bearing and has not set terms for repayment.

All related party transactions are measured at the exchange amount which is determined by management to approximate their fair value.

NOTE 4 – CONVERTIBLE LOANS

As at December 31, 2009, the Company had received advances from certain shareholders totaling $88,750, of which $66,200 was received from a company controlled by a significant shareholder. On March 8, 2007, the Company entered into Convertible Loan Agreements (the “Loans”) with the shareholders whose Loans matured on December 31, 2007 and required payment of all outstanding principal and interest in full on January 2, 2008.


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
NOTES TO THE FINANCIAL STATEMENTS
December 31, 2009

NOTE 4 – CONVERTIBLE LOANS (cont’d…)

The Loans interest rates are 12% per annum payable in arrears upon the maturity of the Loans. The Company recorded interest of $10,650 during the year ended December 31, 2009 (2008 - $10,665).

The Loans are convertible at the shareholders’ option into common stock at the lower of ten day average common share price immediately preceding the date of the Loans or the ten day average common share price immediately preceding the date that a Lender provides Notice of Conversion to the Company, but in no circumstance at a conversion rate of less than $0.001 per common share. The Loans are secured by the assets of the Company, and provide that in the occurrence of certain events the Loans’ maturities are accelerated. The Company may prepay the Loans at anytime without penalty or bonus.

The ten day average share price immediately preceding the date of the loan was equal to the share price on the agreement date. The conversion feature had no intrinsic value and accordingly no beneficial conversion feature was recorded.

As at December 31, 2009, the Company has not repaid the Loans, nor have the shareholders’ provided a Notice of Conversion to the Company. The Company is currently in negotiations with the shareholders to settle the outstanding principal and interest.

NOTE 5 – COMMON STOCK

During the year ended December 31, 2007, the Company affected a 20:1 reverse split of its issued and outstanding common stock. All share and per share balances have been retroactively restated to reflect the reverse split for all periods presented in these financial statements.

During the year ended December 31, 2007, the Company entered into a subscription agreement for the issuance of 2,000,000 common shares at a price of $0.005 per share and received $10,000 in advance. These shares have not been issued.

During the year ended December 31, 2008, the Company received an additional amount of $10,000 in advance for the issuance of 2,000,000 common shares at a price of $0.005 per share. These shares have also not been issued.

NOTE 6 – STOCK OPTION PLAN

During the year ended December 31, 2004, the Company established a stock option plan pursuant to which 274,152 common shares were reserved for issuance. During the year ended December 31, 2004, the Company granted 216,250 stock options to directors, executive officers and employees and recognized $222,199 in share-based compensation expense. The options have an exercise price of $0.02 and a term of 10 years. All options were vested as of December 30, 2005 and are outstanding as of December 31, 2009.


NOTE 7 – INCOME TAXES

The Company is subject to United States federal and state income taxes at an approximate rate of 35% (2008 - 34%). The reconciliation of the provision for income taxes at the United States federal statutory rate compared to the Company’s income tax expense as reported is as follows:

2009 2008

Non-capital loss carryforwards $ 2,784,296 $ 2,710,724
Statutory tax reate 35 % 35 %
Effective tax rate - -

Deferred tax asset 974,503 948,753
Valuation allowance (974,503 ) (948,753 )

Net deferred tax asset $ - $ -


ALTUS EXPLORATIONS, INC.
(A Development Stage Company)
NOTES TO THE FINANCIAL STATEMENTS
December 31, 2009

NOTE 7 – INCOME TAXES (cont’d…)

2009 2008

Net loss before income taxes $ 83,757 $ 70,492
Non-deductible items (10,185 ) (9,363 )

73,572 61,129
Statutory tax rate 35 % 35 %

Deferred tax asset 25,750 21,395
Change in valuation allowance (25,750 ) (21,395 )

$ - $ -

The amount taken into income as deferred income tax assets must reflect that portion of the income tax loss carry forwards that is more likely-than-not to be realized from future operations. The Company has chosen to provide a full valuation allowance against all available income tax loss carry forwards, regardless of their time of expiry.

No provision for income taxes has been provided in these financial statements due to the net loss for the years ended December 31, 2009 and 2008. At December 31, 2009, the Company has net operating loss carryforwards, which expire commencing in 2011. The potential tax benefit of these losses may be limited due to certain change in ownership provisions under Section 382 of the Internal Revenue Code and similar state provisions.

NOTE 8 – SUBSEQUENT EVENTS

The Company has evaluated subsequent events through the date of issuance of these audited financial statements. During this period, the Company did not have any material recognizable subsequent events.

--------------------
WHADDYA MEAN I CAN BE PRESIDENT OF THE USA.ITS STILL WE THE PEOPLE.RIGHT?

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ALTUS EXPLORATIONS Acquired Canadian Tactical Training Academy and changed its name to reflect the new business.

The Directors of ALTUS were replaced by the management team at CTTA.

CTTA is an operating company with contracts, facilities, and a track record as a private company since 2006.

CTTA is currently re-certifying over 250 security personnel whose responsibility is to safeguard both of Montreal's international airports. A press release has been issued today.

For current information please refer to www.ctta-global.com

CTTA also has current training contracts in the USA and has business development activities in the Middle East and in South America.


UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549

FORM 8-K

CURRENT REPORT
Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934

Date of Report (Date of earliest event reported): November 4, 2010.

CANADIAN TACTICAL TRAINING ACADEMY INC.
(Exact name of registrant as specified in its charter)

Nevada 001-31444 98-0361119
(State or Other Jurisdiction (Commission File (I.R.S. Employer
of Incorporation) Number) Identification Number)

7000 Cote de Liesse, Suite #8
Montreal, Quebec
Canada, H4T 1E7
(Address of principal executive offices)

Telephone: 514-373-8411

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions (see General Instruction A.2. below):

[ ] Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)
[ ] Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a -12)
[ ] Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d -2(b))
[ ] Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e -4(c))


--------------------------------------------------------------------------------

Item 5.02 Election of Directors; Appointment of Principal Officers.

Appointment of Directors & Officers

On November 30, 2010, the Company accepted the resignation of its President, Secretary and sole director, Greg Thompson, and appointed the following as officers and directors of the Company:

Jocelyn Moisan, 41 - President and Director of Training

Mr. Moisan is the President and Director of Training for the Company. Since 1991, he has trained over 4500 security, police and military personnel. He has been engaged in security and protection for over 23 years, and he has managed and directed numerous security departments and has been involved in hundreds of local and international operations. Mr. Moisan has conducted training programs all across North & Central America, Africa and the Middle East, where he has specialized in special event management, crowd control and executive protection.

Mr. Moisan was appointed International Instructor for Canada by the Monadnock Police Training Council, and he was the developer of the Rapid Integrated Survival Kombat system (R.I.S.K.). In addition, Mr. Moisan holds a 4th Degree Black Belt in Can-Ryu Ju-jitsu under Professor Georges Sylvain.

Angelo M. Marino, 40 – Secretary, Vice-President, and Director of Operations

Mr. Marino is the Secretary, Vice-President and Director of Operations for the Company. He has trained over 4300 security, police and military personnel, while remaining very active in both public and private security for over 20 years. He specializes in Executive Protection, Armoured High Risk Transport & Tactical Operations, and has worked in over 42 countries. Mr. Marino has created and directed a variety of training programs for numerous domestic and international security and Law Enforcement agencies, and has trained the presidential security details of two countries.

Mr. Marino was awarded the “Citizenship Achievement Award’’ for outstanding service to community and country, by the House of Commons in Canada and is a distinguished Coach and Educator for the National Security Alliance, Kid-Safe Network division for the province of Quebec.

Giovanni (John) Farinaccio, 35 – Treasurer, Vice-President, and Director of Marketing

Mr. Farinaccio is the Treasurer, Vice-President, and Director of Marketing for the Company. He has over 17 years experience in investigations and intelligence gathering. In 1999 he founded the largest Investigators' Network in Canada. He currently sits as the director of The Canadian Private Investigators’ Resource Centre (CPIRC). In addition, he has managed and led investigation and undercover surveillance teams, and has spearheaded the development of Advance Reconnaissance Teams for International Protection Details in hostile areas of operations.

Aside from being an instructor in Investigation, Intelligence and Counter-Terrorism, Mr. Farinaccio is also a certified instructor in PR-24 Police Baton, Expandable Police Baton, Defensive Tactics System (MDTS), Quick Stick Police Baton, and F.E.M.A. Emergency Response to Terrorism, amongst many others.

Item 8.01 Other Events

Name Change to Canadian Tactical Training Academy Inc.

On November 4, 2010, the Company changed its name from Altus Explorations Inc. to Canadian Tactical Training Academy Inc. The name change was approved by the Nevada Secretary of State on November 4, 2010. Finra approved the name change and made it effective on Monday, November 29, 2010. The Company now trades under the symbol “CTTG”.

As of November 30, 2010, the Company had 202,328,633 shares of common stock issued and outstanding.

Item 9.01 Financial Statements and Exhibits

(a) Financial statements of businesses acquired.

Not applicable.


--------------------------------------------------------------------------------

(b) Pro forma financial information.

Not applicable.

(c) Shell company transactions.

Not applicable.

(d) Exhibits

Not applicable

SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.

CANADIAN TACTICAL TRAINING ACADEMY INC.



Date: December 7, 2010
/s/ Jocelyn Moisan
Jocelyn Moisan
President and Director


--------------------------------------------------------------------------------

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there goes first block of dilution.gonna be nothing but down from here as more shares show up on the street

--------------------
WHADDYA MEAN I CAN BE PRESIDENT OF THE USA.ITS STILL WE THE PEOPLE.RIGHT?

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CTTA to Re-Certify 250 Security Officers Protecting Montreal’s International Airports

CTTA’s Montreal Training Facility is fully booked until mid June

MONTREAL, May 10, 2011 -- The Canadian Tactical Training Academy (CTTA) (Pink Sheets: CTTG)

The Canadian Tactical Training Academy’s Training Facility in Montreal will be the site of the annual
re-certification of more than 250 security officers who comprise the Airport Patrol and are assigned to protecting the Montreal Pierre Elliot Trudeau International Airport (YUL) and the Montreal Mirabel International Airport (YMX).

There are two certification programs, each of which is valid for a two year period. Participants are re-certified in each program on alternate years. Certificates are issued by CTTA to successful participants upon completion of the program.

The security officers underwent their initial training under the auspices of CTTA.

The fully equipped training facility includes equipment such as body shields, focus gloves, batons, handcuffs, and Body Opponent Bags or “BOBs” for realistic training.
The training facility is located near the Trudeau airport and is fully booked until mid-June.

All of CTTA’s many courses can be conducted at the Montreal location except for live-ammunition firearms training which is given in the United States at a range used by US federal agencies.

International courses may be delivered at other locations around the world.

The mission of the Airport Patrol is to protect passengers, personnel and facilities against all threats to civil aviation at Montreal–Trudeau and Montreal–Mirabel airports. The patrol has approximately 250 members, divided into a number of specialized teams, including drugs and explosives detection and investigations.
The patrol’s responsibilities include responding to emergencies, enforcing regulations, controlling traffic, detecting explosives and policing restricted areas.
The Montreal Pierre Elliot Trudeau International Airport is the third busiest airport in Canada and according to its website, handled almost 12 million passengers in 2010. It is one of eight Canadian airports with United States border preclearance and is one of the main gateways into Canada with 8 million of its passengers being on non-domestic flights, the highest proportion amongst Canada's airports during 2010. The Montreal Mirabel International Airport is the second largest airport in the world in terms of surface area.


The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.
Risk factors and cautionary statement about forward-looking information
This press release includes forward-looking statements about our plans and future performance, including those under Outlook for 2011. These statements use such words as "may," "will," "expect," "believe," "plan," "anticipate," "contemplate," "target," "continue," "intend," "estimate," "project," and similar expressions identify forward-looking statements. They reflect our expectations and speak only as of the date of this press release. We do not undertake to update them. Our expectations (or the underlying assumptions) may change or not be realized, and you should not rely unduly on forward-looking statements.
Contacts:
Jocelyn Moisan, Angelo Marino and John Farinaccio
Canadian Tactical Training Academy
7000 Cote de Liesse
Montreal, Quebec, H4T 1E7, Canada
Phone: 514-373-8411
http://www.ctta-global.com
info@ctta-global.com

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CTTA Teaches Intelligent Crowd Control Methodology


Intelligent Crowd Control Methodology (Trade Mark Pending) is an important aspect of CTTA`s training curriculum. This approach adheres to Canadian government guidelines respecting human rights.

Intelligent Crowd Control Methodology allows law enforcement personnel to effectively maintain the peace in a manner that protects the individual demonstrator from injury. CTTA developed this comprehensive proprietary methodology in response to legal requirements in Canada. Acceptance and demand for this approach in world markets soon followed. Governments, armed forces, and police departments desire to maintain the respect of its citizens even under adverse conditions. News clips of bloodied demonstrators on the evening news do not engender respect; quite the opposite, they produce an even more violent response by the crowd.

Intelligent Crowd Control Methodology helps the law enforcement officer control the situation without causing unnecessary harm to the subjects in a manner which ensures his own safety.


http://www.latimes.com/news/nationworld/world/la-fg-greece-austerity-20110512,0, 4558932.story


The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

www.ctta-global.com

Twitter CTTAGLOBAL

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NATIONAL PEACE OFFICERS MEMORIAL DAY


http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display_arch&ar ticle_id=1176&issue_id=52007

The Canadian Tactical Training Academy honors peace officers who have died or become disabled in the line of duty.

We celebrate police officers and their duties to protect the public.

The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

www.ctta-global.com

TWITTER @ CTTAGLOBAL

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FBI: 56 Police Officers Killed in 2010



That number is up eight from 2009



(article from www.lawofficer.com)



WASHINGTON — The FBI says 56 law enforcement officers were murdered on duty last year, up eight from 2009.

All but one of the 56 officers was slain by someone using a gun. Thirty-eight of them were wearing body armor when killed. The only officer who wasn't a victim of firearms was killed with a vehicle.

Fifteen officers were killed in ambushes, eight were investigating suspicious persons, seven were killed in traffic pursuits or stops and six were responding to disturbance calls. Preliminary FBI figures show the rest were killed during other police work.



Separately, 72 officers were killed in accidents, a 50 percent jump over 2009 when 48 officers died in accidents. For 2009, both the number of officers slain feloniously and those accidentally killed was 48.



The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.



The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.



www.ctta-global.com



TWITTER @ CTTAGLOBAL

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CTTA Confirms Ronald Myles to Join Board of Advisors

Former CSIS and RCMP Operative to Counsel Management


MONTREAL, May 17, 2011 -- The Canadian Tactical Training Academy (CTTA) (Pink Sheets: CTTG)

The Canadian Tactical Training Academy, a leader in the worldwide training of peace and law enforcement officers, is pleased to announce that Ronald E. Myles has been selected to serve as a member of the Board of Advisors for the company.

The Board of Advisors, chosen for their demonstrated interest in and support of the company, are committed industry experts who serve as advocates for the company by promoting its goals, counseling company management, assisting with sales, introducing new initiatives, and publicizing the company. The Board is composed of some of the industry’s most renowned training innovators, counter-terrorist experts, and former high-ranking government agents. Mr. Myles will commence an initial one-year term on the board starting on May 11, 2010.

Today Ronald Myles stated, `I am pleased to be part of the CTTA team and look forward to using my expertise to assist the company in a time when the security and well being of free and democratic nations is under threat.`

Prior to becoming a member of CTTA’s Board of Advisors, Mr. Myles, a graduate of Concordia University, served in the intelligence community starting with the RCMP (Royal Canadian Mounted Police) where he was assigned to the surveillance unit of its Security Service. In the late 1970s Mr. Myles was assigned to the counter-terrorist desk in Montreal as an investigator and then as head of an operational unit. In 1984 the Security Service of the RCMP became, by decree, the Canadian Security and Intelligence Service (CSIS). Mr. Myles continued his career with CSIS until his retirement in 1997.

As an investigator, Mr. Myles conducted interviews, recruited and handled informants / collaborators within various ethnic communities; the main objective being to assess the threat posed to the national security by terrorist groups and general espionage. As a unit head, Mr. Myles was responsible for a group of investigators and communications analysts.

Liaison and the exchange of information with other organizations of the intelligence community is a crucial part in determining emerging trends relating to the CSIS mandate whether on the counter-terrorist or the counter-espionage investigations. In this capacity, Mr. Myles represented CSIS in many of the international and national conferences.

Mr. Myles is currently the President of CSJ International Inc., Consultants in Security.

About The Canadian Tactical Training Academy

The Canadian Tactical Training Academy (CTTA) is an organization devoted to the training of law enforcement, security, investigation, protection officers and all those who dedicate themselves to maintaining peace. The Academy also provides tailored security and safety-oriented civilian training at both the individual and corporate levels.

CTTA offers recognized tactical training programs of the highest level, as well as specialized programs for the fields of Intelligence and Investigation, Executive Protection and both Public and Private Security and Safety.

Above and beyond the quality of its training programs, the strength of an academy resides in the competency and capabilities of its instructors. CTTA`s instructors are carefully selected and have proven their superior skills in both the field and the classroom before they are entrusted with providing guidance and professional development to its students.

CTTA`s Mission is to facilitate professional training and operational objectives by offering the tools and guidance required to enhance careers and ensure survival!

CTTA offers specialized programs such as: Executive Protection, Investigation and Surveillance, Rapid Integrated Survival Kombat (RISK) System, Tactical Firearms, Handcuffing, Airport and Airline Security (IATA and ICAO standards), Ports Facilities and Maritime Security (ISPS Code), Basic SWAT Techniques, Corporate Safety Awareness, and much more.
CTTA`s civilian training programs are recognized by numerous notable corporations, and its instructors are proud members of several prestigious law enforcement and security associations.

Contacts:
Jocelyn Moisan, Angelo Marino and John Farinaccio
Canadian Tactical Training Academy
7000 Cote de Liesse, Suite 8
Montreal, Quebec, H4T 1E7, Canada
Phone: 514-373-8411

http://www.ctta-global.com
info@ctta-global.com
Twitter @ CTTAGLOBAL

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How the FBI's Strategy Continues to Evolve

http://www.officer.com/news/10271118/how-the-fbis-strategy-continues-to-evolve

The Canadian Tactical Training Academy’s Training Facility in Montreal is currently the site of the annual
re-certification of more than 250 security officers who comprise the Airport Patrol and are assigned to protecting the Montreal Pierre Elliot Trudeau International Airport (YUL) and the Montreal Mirabel International Airport (YMX).

There are two certification programs, each of which is valid for a two year period. Participants are re-certified in each program on alternate years. Certificates are issued by CTTA to successful participants upon completion of the program.

The security officers underwent their initial training under the auspices of CTTA.

The fully equipped training facility includes equipment such as body shields, focus gloves, batons, handcuffs, and Body Opponent Bags or “BOBs” for realistic training.
The training facility is located near the Trudeau airport and is fully booked until mid-June.

All of CTTA’s many courses can be conducted at the Montreal location except for live-ammunition firearms training which is given in the United States at a range used by US federal agencies and at private ranges in Canada.

International courses may be delivered at other locations around the world.


CTTA offers an Airport and Airline Security course which includes the following topics:

Airport Secuity Operations

-ICAO and IATA security standards
-Perimeter protection and access control
-Protecting public areas
-Protecting restricted area-Vehicule and pedestian patrols

Airline Security Operations

-ICAO and IATA security standards
-Passenger Profiling
-Passenger and employee screening
-Dealing with unruly passengers
-Cargo, courier and mail security

The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.


www.ctta-global.com

TWITTER @ CTTAGLOBAL

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U.S. would use military might to strike back against cyberattack

Obama's Plan Gives Cops a Boost to Track Down Cyber Criminals

WASHINGTON (www.lawofficer.com) — The Obama administration laid out plans Monday to work aggressively with other nations to make the Internet more secure, enable law enforcement to work closely on cybercrime, and ensure that citizens everywhere have the freedom to express themselves online.

And in the strongest terms to date, the White House made it clear the U.S. would use its military might to strike back if it should come under a cyberattack that threatened national security.

Coming in the aftermath of populist rebellions in the Middle East, the broad policy stresses Internet freedom and urges other nations to give citizens the ability to shop, communicate and express themselves freely online.

The White House plan emerges as international leaders are struggling to improve cooperation on global cybercrime and set guidelines for Internet oversight.

Cybersecurity experts have argued that the Internet cannot become a safer place until nations implement international agreements that better define and regulate cybercrime, provide oversight of the Internet, and that set out new standards and rules for industry as it increasingly moves its business into the largely ungoverned online world.

The challenges are vast. International leaders are looking for ways to better secure online financial transactions and other business and high-tech exchanges between nations and corporations that span the globe. They also are grasping for ways to crack down on hackers and other cybercriminals and terrorists who are routinely using the Internet to steal money, ferret out classified secrets and technology, and disturb or destroy critical infrastructure, ranging from the electrical grid and telecommunications networks to nuclear plants and transportation systems.

Acknowledging that the Internet can be a tool used by governments to crack down on dissidents or by criminals to steal data, Secretary of State Hillary Rodham Clinton said Monday that nations must agree on acceptable norms for cyberspace.

"What this document says, we want the Internet to be open and free and accessible and an economic engine to all people," said Clinton, during the White House rollout of the new policy document.

Clinton and other federal agency leaders said the U.S. will reach out to other nations to set voluntary standards for prosecuting cyber criminals, protecting intellectual property, securing networks and pursing terrorists who use cyberspace to plan attacks and woo followers.

For the Pentagon, it makes clear that the U.S. will respond to a major cyberattack in much the way it would respond to any other threat to the country. "We reserve the right to use all necessary means — diplomatic, informational, military and economic — as appropriate," said the policy. It adds, however, that the U.S. would exhaust all options before military force would be used.

The policy is more a set of guiding principles than a binding text, and there are no set deadlines or goals for reaching agreements with other countries.

"This is the future we seek, and we invite all nations and peoples to join us in that effort," said White House counterterrorism chief John Brennan.

White House cybersecurity coordinator Howard Schmidt, in an Associated Press Television News interview, said the policy will allow the U.S. to begin discussions with other countries about what is and is not appropriate activity on the Internet. Under the plan, nations must take responsibility for cybercrime within their borders.

As protests swept across the Middle East, from Tunisia and Egypt to Libya and Yemen, dissidents used social media sites such as Facebook, Twitter and YouTube to organize anti-government demonstrations. And in some cases, country leaders have tried to stifle the protests by shutting down websites or disrupting Internet traffic. Clinton has been vocal in her opposition to that, and the new policy formalizes those sentiments.

"That's one of the things we hope in the long term that will never happen again," Schmidt said.

He agreed it will take time to forge agreements around the globe, particularly with countries that are "not likeminded" and don't share American values of free expression.

The strategy will give everyday citizens who use the Internet the confidence to know "they'll still be able to do the things they do now, whether they blog, whether they purchase things online, or they communicate with friends, send pictures, or make Angry Birds happy," said Schmidt, referring to the wildly popular I-Phone application and game, Angry Birds.

James Lewis, a cybersecurity expert and senior fellow at the Washington-based Center for Strategic and International Studies, said the policy is a strong first step toward broader international agreements.

"For the first time we are saying what to do in cyberspace and what we think is important," said Lewis. "And we are linking cybersecurity to Internet freedom."

The plan also gives U.S. law enforcement agencies a boost as they work to track down cyber criminals in the borderless Internet world, a challenge that is fraught with difficulties, since countries' laws are different and in some places almost nonexistent.

Both the FBI and the U.S. Secret Service have based agents in a number of foreign countries, expanding their international cyber investigations, which often involve complex crime networks, often made up of hackers spread across several countries, people who never have met and may have communicated only anonymously online. A number of recent cases have involved arrests in Eastern European countries, but the threats also are increasing in Africa and South America, where cyber criminals have found sanctuaries because of their records of weak law enforcement.


The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

www.ctta-global.com

TWITTER @ CTTAGLOBAL

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Police Budget Cuts are Devastating for Athens

Violent crime is gaining dangerous momentum

Crime casts long shadow over Athens

Greece's debt crisis, shrinking economy and surging unemployment have transformed Athens, once considered one of Europe's safest capitals, into a city of fear.

Immigrants protest against recent racist attacks outside the Athens' City Hall. Violent crime has soared in the Greek capital, and security experts warn that it may get even worse as Greece sinks deeper into recession.


By Anthee Carassava, Los Angeles Times

May 31, 2011
Reporting from Athens— Manolis Kandaris' wife was in labor and he wanted to get her to a hospital, fast. So he reached for the car keys, fetched the video camera and dashed out to get his clunky Citroen running.

He never made it.

As he sprinted to the car, muggers attacked him about a block from his apartment. And when he resisted their attempts to wrench the camera from him, the 44-year-old pharmaceuticals executive was stabbed to death.

His wife found him lying in a pool of blood as she hobbled to the car with the help of her mother. She was taken to a maternity ward; he was taken to the morgue.

Long prided as one of Europe's safest capitals, this ancient metropolis is cowering in the shadow of harrowing crimes and lawless rampages.

Within 24 hours of the Kandaris killing, a 21-year-old man from Bangladesh was stabbed to death in what police suspect was a revenge killing. The following day, mobs of ultranationalist youths bolted through the center of Athens, battering scores of illegal immigrants. Three days later, masked youths enraged by a police beating firebombed a precinct in downtown Athens, critically injuring two men and a 55-year-old female flower seller.

"It never used to be this way," said Ioannis Makris, president of the Athens police union. "We're seeing a lot of rage as a result of the financial crisis, a lot of desperate people resorting to fistfights, not to mention gunfire and stabbings, for trite causes."

Amid a devastating debt crisis, shrinking economy and surging unemployment, violent crime has soared here, and security experts warn that it may get even worse as Greece sinks deeper into recession.

Armed robberies were at historic lows in the capital in 2007, but the figure had more than doubled in 2009, the onset of the financial crisis, according to police data. Thefts and break-ins jumped from 26,872 recorded cases in 2007 to 47,607 two years later; homicides likewise nearly doubled in the period.

Final statistics for 2010 are not yet available, but news reports and anecdotal evidence suggest that violent crime is gaining dangerous momentum.

"Greek society as a whole is at a breaking point," criminologist Angelos Tsigris said. "Things are going from bad to worse, and crime, which mirrors the state of a society at a given time and moment, will naturally follow that course."

Athens, home to nearly half the country's population of 11 million, is reeling. Although still benefiting from European Union investment infrastructure and its Olympic glow — it hosted the 2004 Summer Games — the once-glamorous capital is fading into money-strapped dishevelment.

Rising tides of illegal immigration are adding to Athenians' sense of malaise. A fairly homogeneous society, Greece has seen its ethnic makeup change dramatically in the last decade. Immigrants, legal and not, now account for as much as 15% of the population, and most of the new arrivals have settled in Athens.

Residents fear the disorder and lawlessness gripping the capital will hamper desperately needed recovery or, worse, incite further violence, including police brutality and vigilantism.

"I'm losing my city," Athens Mayor Giorgos Kaminis said. "Something has to happen fast.

"It's starting to look like Beirut in the 1970s," he said, referring to a rash of killings in the Lebanese capital that preceded that country's civil war.

A recent wave of public-safety budget cuts hasn't helped.

"Only a third of the 500 motorcycles and police cars are in operation for patrols," said Makris, the police union president. "The rest are in the pits because there's no money to service them. From boots to bulletproof vests, police resources are ailing in Athens."

In an effort to restore confidence, the Greek government recently announced a series of crime-busting measures, including increased street patrols. City hall officials said they had the government's assurance that the new campaign would get top funding priority. The amount, though, remained unclear.

"It all sounds encouraging," Tsigris said. "But at this point, it's like putting a wet rag in the muffler of a rickety car. It'll blow out and rupture other parts of the car in the process."

He and other security experts have long supported a sweeping overhaul of the capital's 17,000-member police force, nearly half of whom are assigned to clerical duties such as ferrying court documents to judges.

Frustrated residents, meanwhile, are taking things into their own hands.

At an impromptu shrine that sprang up at the site of Kandaris' killing, emotions run high. Angry crowds have sealed off the area, shielding mounds of flowers, candles and prayer notes behind a makeshift wall of dumpsters donned with Greek flags.

"Enough!" cried Giorgos Lambrou, head of a newly formed neighborhood watch team. "We're reclaiming our city, and this is the first patch."

Authorities this month announced the arrest of two Afghans in the killing.

"It's a good start. But it'll take much more for us to let up our fight," said construction worker Dimitris Efstathiou, taking up position at the shrine.

"I've been shot at twice, burgled three times and lost my job — and hope — to the crisis," he said. "Would you let up that easy?"


The Canadian Tactical training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

www.ctta-global.com

TWITTER @ CTTAGLOBAL

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CTTA in Talks to Establish Training School in United States

Department of Education Ruling Favors Training Which Leads to "Gainful Employment"

MONTREAL, June 2, 2011 (GLOBE NEWSWIRE) -- The Canadian Tactical Training Academy (CTTA) (Pink Sheets:CTTG) is pleased to announce that discussions have started with potential training partners in the United States.

CTTA has been negotiating with potential partners in Florida for the past several months. The goal is to establish a for-profit educational institution with a curriculum which addresses the staffing needs of the security industry.

Today's decision by the Department of Education is quite clear. They want graduating students to have access to "gainful employment" once their course of study is complete. CTTA and its partners are confident that they can provide a sturdy and effective curriculum to train professionals for the security industry.

The timing of this project would encompass several steps and CTTA will advise its investors of their progress in a timely manner. The goal of the program is to train students in fields as diverse as crisis intervention and counter terrorism.

"We believe the market is ready for this new school and we expect to offer the best programs in our industry," said Angelo Marino, Vice President of CTTA. "Security will continue to be a concern in an ever changing world and we want to proactively train the leaders of tomorrow who will help keep America safe."

The Department of Education ruling was well received by investors in for-profit schools. For example, shares in ITT Educational Services jumped 27% and Corinthian Colleges gained over 40%.

Canadian Tactical Training Academy has ongoing training programs in the United States.

The Canadian Tactical Training Academy (CTTA) is an organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

Risk factors and cautionary statement about forward-looking information

This press release includes forward-looking statements about our plans and future performance, including those under Outlook for 2011. These statements use such words as "may," "will," "expect," "believe," "plan," "anticipate," "contemplate," "target," "continue," "intend," "estimate," "project," and similar expressions identify forward-looking statements. They reflect our expectations and speak only as of the date of this press release. We do not undertake to update them. Our expectations (or the underlying assumptions) may change or not be realized, and you should not rely unduly on forward-looking statements.

CONTACT: Jocelyn Moisan, Angelo Marino and John Farinaccio
Canadian Tactical Training Academy
7000 Cote de Liesse
Montreal, Quebec, H4T 1E7, Canada

Phone: 514-373-8411
http://www.ctta-global.com
info@ctta-global.com

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Shares of for-profit colleges soar after U.S. eases rules on federal aid

June 2, 2011, 3:29 p.m. (from www.latimes.com)

Shares of for-profit colleges surged the most in six years after the Obama administration eased rules that would cut off federal aid to schools whose students struggle the most to repay their government loans.

Under the rules published Thursday, companies including University of Phoenix owner Apollo Group Inc. won't risk losing their federal funding until 2015, three years later than under a previous draft, the Education Department said.

Shares of Phoenix-based Apollo, the largest for-profit college company, rose $4.71, or 11%, to $46.90. The Bloomberg U.S. For-Profit College Index of 13 stocks rose 12%, the most since January 2005.

Calling the proposed rules a threat to their existence, for-profit colleges spent $6.6 million last year on lobbying and generated thousands of letters to the government in protest. The final version was delayed seven months, and some provisions were deleted or altered to favor the industry, said Jarrel Price, an analyst at Height Analytics in Washington.

"This is good for certain schools, and it's a home run for certain schools," he said. "Apollo is a clear winner."

Under the earlier proposal, loan-repayment rates at Corinthian Colleges Inc., Strayer Education Inc., Washington Post Co.'s Kaplan education business, DeVry Inc. and ITT Educational Services Inc. would have put them at risk of losing eligibility, according to Price.

Shares of Corinthian, of Santa Ana, jumped $1.07, or 27%, to $5.06. Strayer, of Herndon, Va., advanced $23.08, or 19%, to $144.95. Washington Post gained $20.46, or 5%, to $426.42. DeVry, of Downers Grove, Ill., rose $7.87, or 15%, to $61.86. ITT Educational, of Carmel, Ind., rose $14.94, or 21%, to $85.67.

Congress and state attorneys general are investigating the education companies' recruitment practices and use of government aid, which totaled $30 billion last year. The Education Department developed the rules to try to curb loan default rates at for-profit colleges that are twice as high as at public institutions and three times as high as at private nonprofit colleges.

The regulations seek to ensure that for-profit college graduates get jobs that allow them to repay their student loans. Although the harshest measures are being delayed, the regulations protect students from "exploitative" college programs that leave them with government-backed debt they can't repay, the Education Department said.

The rules "reflect input from the industry, and they're designed to give for-profit colleges every opportunity to reform without letting them off the hook," Education Secretary Arne Duncan said.

Under the rules, programs would remain eligible for federal aid if they meet at least one of three tests in a given year: at least 35% of former students are repaying their loan balance; yearly educational-debt payments of typical graduates account for a maximum of 12% of their total income; and those payments account for no more than 30% of their discretionary income.

Programs would have to fail all three tests in the same year for three out of four years before losing aid eligibility. The earlier draft would have cut aid to failing programs beginning next year.

About 5% of for-profit college programs are expected to lose eligibility, compared with 16% under the previous proposal, which gave colleges less time to comply.

For-profit colleges enroll about 12% of U.S. higher-education students, but they use about one-quarter of federal student grants and loans and account for 46% of student loan dollars in default, the Education Department said.

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LAPD seeks tighter regulations on toy guns

Chief Charlie Beck urges law requiring BB guns to be brightly colored to avoid confusion with authentic firearms.

By Sam Allen, Los Angeles Times

June 7, 2011
Los Angeles Police Chief Charlie Beck is proposing that the city require BB-gun replicas of actual firearms to be brightly colored so that police officers don't mistake them for real weapons.

The proposal, which the Los Angeles Police Commission will consider Tuesday, comes after two shootings involving officers and people with replica weapons, including one in which a teenager was wounded. Under the new rule, all such toys sold inLos Angeles would have the "entire exterior surface of the device white, bright red, bright orange, bright yellow, bright green, bright blue, bright pink or bright purple."

Guns would also be allowed if they were "constructed of transparent or translucent materials which permits unmistakable observation of the device's complete contents."

"This change will not ban such devices but will aid law enforcement in differentiating real firearms from BB devices and imitation firearms. It will also prevent the sales and possession of BB devices and imitation firearms in the city of Los Angeles that are similar in size and appearance to actual firearms," Beck wrote in a memo.

The guns come in various models that closely resemble real weapons such as Berettas, shotguns and pistols. Law enforcement experts say the toys can easily be mistaken for the real thing, especially in a situation in which an officer must react quickly and decisively.

On Dec. 16, three boys were playing with the guns on North Verdugo Road in Glassell Park when two LAPD officers stopped to investigate. An officer fired at one of the boys, believing the boy's gun was a real weapon, according to an LAPD news release. The boy was shot in the torso and underwent surgery.

Capt. David Lindsay, who headed the Northeast Division when the shooting occurred, said the division had faced several incidents in recent months involving toy guns, and noted that they have been taken from gang members and robbery suspects.

"It's a consistent issue for us. I saw the guns the kids had that night from a distance of 3 or 4 feet; when you first look at them, they look identical to a particular style of handgun, a Beretta 92F," Lindsay said in an interview earlier this year. He has since been transferred to a different position.

Los Angeles City Councilman Greig Smith said the December incident alarmed him and his staff because a local activist warned them about the toy guns several months earlier.

Les Salay, a Vietnam veteran, firearm instructor and father of three, had contacted Smith and presented him photographs of Airsoft guns that his daughter had purchased from ice cream trucks outside two schools near his family's Chatsworth home.

Salay said he had asked his daughter Ashley, 12, to try to purchase the guns because he wanted to see if vendors would sell them to her. She was able to buy several guns from the ice cream trucks, he said, two of which had warnings on them that they were intended for ages 18 and older.

"At an ice cream truck, there is no parent who can say 'no, no, no, you can't have that,' " said Salay, who also teaches gun safety to Boy Scouts. "To sell a 12-year-old girl a gun that looks like a real gun is a tragedy waiting to happen. And now it has happened."

The Los Angeles City Council passed an ordinance banning the sale of toy guns from ice cream trucks in 2005, but several distributors interviewed by The Times said some trucks still carry the guns.

"It's a few renegade trucks that do it," said Fred Karamati, owner of Avalon Ice Cream, a distributor in Los Angeles. He said that he no longer sells the guns to truck operators, but that they are widely available at toy wholesalers throughout the city.

Smith, who is also an LAPD reserve officer, said the guns pose a problem for police because officers typically have only seconds to react in a situation in which they believe a subject is armed. He considered a citywide ban of the replica weapons earlier this year.

"If you see something that just looks like a gun, you're going to shoot," Smith said after the Glassell Park shooting. "That's what you're trained to do. Your mind doesn't have enough time to process whether it's a real gun or a fake gun."

His office said Monday that he supported Beck's proposal.

The Canadian Tactical Training Academy (CTTA) is a for-profit educational organization devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.


www.ctta-global.com

Twitter @ CTTAGLOBAL

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No stripping, no pat-downs: Could this be the airport checkpoint of the future?

By Jane Engle
Los Angeles Times Staff Writer
June 7, 2011

"Passengers should be able to get from curb to boarding gate with dignity. That means without stopping, stripping or unpacking, and certainly not groping."

With that declaration, Giovanni Bisignani, director general of the International Air Transport Assn., unveiled a mock-up of an airport "Checkpoint of the Future" Tuesday at the annual meeting of the worldwide airline organization in Singapore.

The sleek, high-tech mock-up, in the works for more than a year, builds on the concept of airport screening that focuses on higher-risk passengers -- a vision recently endorsed also by the U.S. Transportation Security Administration and the U.S. Travel Assn.

The IATA proposal would funnel fliers through one of three checkpoint lanes based on their perceived security risk. Many fliers might be able to walk quickly through a tunnel while being automatically screened for explosives, metal and other threats. They would not need to remove clothing or unpack their bags for inspection.

The three lanes would be "known traveler," "normal" and "enhanced" security. Travelers, after presenting a passport or other document with a "biometric identifier," would be assigned to a lane based on "a risk assessment conducted by the government before the passenger arrives at the airport," an IATA news release said.

To access the fastest lane, "known traveler," you would have to register and submit to a government background check. You would probably also pay a fee to participate, Kenneth Dunlap, IATA's global director of security and travel facilitation, said in a recent interview.

If this sounds like the Registered Traveler program, which the TSA tested and abandoned a few years back, you're not far off. In that program, travelers were typically charged around $100 to undergo a background check and get access to shorter checkpoint lines, where they underwent basically the same screening as other passengers.

But in a recent interview, Dunlap said that under the IATA proposal, vetted travelers would be screened differently than others. For instance, although screened for explosives and metal, they might not have to remove coats or belts. He said he figured about 30% of fliers might opt for this "known traveler" process.

A much smaller number of travelers might be assigned to the "enhanced" lane, where they would receive a secondary screening. These would be people viewed as higher risk based on computerized background checks or suspicious behaviors, he said. Some people might also be randomly assigned to that lane.

Most travelers, Dunlap said, would go to the "normal" lane. They would move faster, in part, because more than 30% of travelers would be assigned to other lanes.

Don't expect the new checkpoint system to pop up any time soon. It would require significant design changes, and the technology for fully automated screening is not there yet.

But in a news release, IATA's Bisignani said: "We have the ability to move to the biometric scanning and three-lane concept right now. And while some of the technology still needs to be developed ... we could see major changes in two or three years' time.”

The Canadian Tactical training Academy (CTTA) is a for-profit educational institution devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

CTTA courses include Counter-Terrorism seminars,Airport and Airline Security, Physical Security and Protection of Infrastructure, among others.

www.ctta-global.com

TWITTER @ CTTAGLOBAL

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this stock has ZERO average volume on a daily basis, and you're the only person posting about it. it doesnt take a genius to tell it's a dead end stock. give it a rest dude.

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Kuwaiti Women Make it in Police Force

CTTA Pursuing Contracts in Middle East

There is a noticeable increase in the number of women joining the police training academy as Kuwaiti women are constantly encouraged to participate in all areas of society, according to women Lieutenants at the Support Authority Institute of the Saad Al-Abdullah Academy for Security Sciences.

The Arab Times spoke exclusively with four Lieutenants at the support institute of the academy - Head of the Department of Training Affairs, First Lieutenant Anisa Musfer Abdulla, Lieutenant in the Department of Learning and Examination Affairs, Hadeel Ebrahim Karam, Lieutenant in the Department of Learning, Training and Library Aids, Dalal Mohamed Mosa, and current Police Training Consultant at the academy, Lieutenant Mona Ali Abdul Rahim.

The Lieutenants explained the role of policewomen in Kuwait, the courses taken at the academy and the challenges women face in the police, where only men were allowed to participate in since the establishment of the State of Kuwait.


From left: First Lieutenant Anisa Musfer Abdulla, Lieutenant Hadeel Ebrahim Karam and Lieutenant Dalal Mohammed Mosa.

The first batch of female cadets in Kuwait graduated in March 25, 2009 in an elaborate ceremony attended by His Highness the Amir and Supreme Commander of the Armed Forces, Sheikh Sabah Al-Ahmad Al-Sabah, His Highness the Crown Prince, Sheikh Nawaf Al-Ahmad Al-Sabah, Vice President of the National Guards Corps, Sheikh Mishaal Al-Ahmad Al-Sabah, as well as His Highness the Prime Minister, Sheikh Nasser Al-Mohammed Al-Sabah, among other senior statesmen.

Last year the country has witnessed a landmark parliamentary election as well where four women competed fiercely with their male counterparts and were enthusiastically elected by their districts. According to the Lieutenants, the Kuwaiti police is just another sector an increasing number of women want to prove themselves in, that they are capable and just as good as men in serving in the police force.

Q: When did the training of women for the police force begin?

Lieutenant Mona: The Ministry of Interior of Kuwait has requested the assistance of the Kingdom of Bahrain in training the women for the police force here since Bahrain is the one of the first in the Gulf region to accept women in the police force since the 1970s. So far we have 800 policewomen in Bahrain. Although we started early, at the beginning there wasn’t much acceptance by the community and only a few women joined the first year of training. In Kuwait, however we have witnessed tremendous enthusiasm by women in the police force and people applying to the academy has noticeably increased this year. In Bahrain, we are just starting to train women in patrolling the field and at the current rate women are developing in the police force, they are not far behind this progress.

Lieutenant Dalal: People keep asking why it has taken so long for women to join the police force. They should know that for a long time His Highness the Amir was considering this development; however he was just studying the methods and approach of other Middle Eastern countries and weighing the pros and cons the decision may have on Kuwait. Our cultural and Islamic traditions say that who is supposed to talk to women, hear her problems or touch her is another woman. So any reason why women should not join the police force is not valid or scientific.

The decision for women to join was made in 2001 although they started training us in 2008 after finalizing all the documents and allocating our training facility. Our titles were different from what we have now. We were given the titles such as ‘security supervisor’ and ‘security assistant’, which we were not happy about. Nevertheless, due to the constant support of His Highness the Amir and His Highness the Prime Minister, our titles became exactly like those of male graduates upon graduation. Since then we’ve acquired equal status with men.

Even though all the other policewomen training academies in the Middle East have started earlier than Kuwait, they began slowly and modestly. Even though Kuwait started training women for the police force late, we have developed much quicker, in only a few years.

First Lieutenant Anisa: I’ve been fortunate enough to provide training in Kuwait from institute’s inception in 2008-2009. Our training of policewomen in the Kingdom of Bahrain began in 1970. We brought to Kuwait our experiences and what we are witnessing now is not any different from Bahrain. In 2009, we’ve graduated 27 policewomen - 16 lieutenants, 8 deputy police officers and 3 sergeants. Some of the work as trainers in the academy and a lot work in airport security and the woman’s prison.

Currently, there are approximately 48 women in training who are expected to graduate this year. Policewomen are available in most departments belonging to the Ministry of Interior, such as the criminal investigation unit, airport security, forensics and the immigration and passport departments of the airport. They also participate in any political events, provide personal security and administer the woman’s prison. As like their male counterparts, policewomen are on call 24 hours and are expected to follow orders on the spot.

Q: How would you describe Kuwaiti policewomen?

First Lieutenant Anisa: When we started in Bahrain only a few women were willing to join the police force, however, the women here rushed to register when the program began. The women in Kuwait are really enthusiastic to participate in every field available in their country. We have found them to be strong-willed and determined and they have proved themselves able to handle any situation.

Police officers have to have certain personality and physical traits to be able to handle their job positions. The women we accept at the Academy must pass certain tests provided by the Ministry to determine mental health and physical capabilities. They also must be well reputed in the community and with a clear criminal record. The women trainees take exactly the same courses of self-defense and effective communication male police trainees and they get trained on the same weapons.

In February CTTA announced that preliminary talks were underway with Kuwait and Qatar regarding a project to train thousands of police officers.

The Canadian Tactical Training Academy (CTTA) is a for-profit educational institution devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

www.ctta-global.com

TWITTER @ CTTAGLOBAL

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stop posting. your stock is dead

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Cameras Reduce Crime Rate to Zero in New Yory City Area


http://www.nytimes.com/2011/06/11/nyregion/the-high-line-park-is-elevated-its-cr ime-rate-is-not.html?ref=crimescene


The Canadian Tactical training Academy (CTTA) is a for-profit educational institution devoted to worldwide training of peace and law enforcement officers, as well as all other professionals involved in the fields of security, investigation, protection and the maintenance of order.

The Academy also provides tailored security and safety oriented civilian training at both the individual and corporate levels.

www.ctta-global.com

TWITTER @ CTTAGLOBAL

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