Gold ore mining All that glitters is not gold November 2013

Gold ore mining
All that glitters is not gold
November 2013
Publication No. 13-04
Contents
1
Overview
2
Gold price
3
Cost accounting
4
Cost structure
5
Outlook
Australia has the world’s largest gold reserves and is the second
largest producer (after China). The industry has total revenue of
$15.2 billion and profit of $3.5 billion and expanded rapidly as a result
of the counter cyclical gold price escalation following the GFC.
The price of gold tends to be counter-cyclical to general economic
conditions and increased investor demand following the GFC led to a
gold price increase of 12.9% per annum over the past five years. This,
in turn, drove industry production and revenue to new highs.
Cash costs form the foundation of mining performance measurement.
However, disclosures have tended to underestimate the true costs of
mining and selling an ounce of gold. New standards recently introduced
by the World Gold Council will provide greater transparency but also
materially increase reported costs.
The ‘goldilocks’ era of ever increasing gold prices is likely over and the
industry must achieve higher productivity growth to avoid contracting
profitability and mine closures. Whilst miners are firmly focused on
cost savings, the challenge ahead is significant.
Investors expect gold miners to deliver returns leveraged to the gold
price. These expectations have not been met and a paradigm shift is
required to regain investor confidence and build sustainable production
against a backdrop of lower gold prices.
1
Overview
Australia has the world’s largest gold reserves
and is the second largest producer (after China).
The industry has total revenue of $15.2 billion and
profit of $3.5 billion and expanded rapidly as a
result of the counter cyclical gold price escalation
following the GFC.
The gold mining industry has undergone a revival over the past
five years, with an annual average growth rate of 11% being
driven by an escalating gold price.
Australia’s gold mining industry has total revenue
of $15.2 billion and profit of $3.5 billion. The industry
expanded rapidly as a result of the counter
cyclical gold price escalation following the GFC.
$15.2 billion
Revenue
Gold is Australia’s third largest export (after iron
ore and coal). Australia has the world’s largest
reserves and is the second largest producer
(after China).
$3.5 billion
Profit
11.0%
The demand for gold, whether in ingot form or
fabricated into jewellery or coins, is primarily
driven by its role as a store of wealth. Industrial
uses for gold are very limited.
Annual growth (FY08-13)
6.8%
The majority of gold in Australia is mined through
open-cut production. This involves earthmoving
equipment removing waste rock (overburden) to
uncover gold bearing ore.
Annual growth (FY13-18)
265.0
Underground mining is used when the ore is located
some distance below the surface. Underground
mines may be standalone or, sometimes, they
are developed beneath worked-out open-cut
mines to recover ore that was uneconomical to
recover through overburden removal.
Gold mine output (tonnes)
Source: IBIS Research
Major markets
Electronics
7.3%
Dentistry
1.0%
4
Other
2.0%
Gold reserves
Reserves
Official
reserves
11.7%
Reserves 0
Jewellery
42.5%
2012 Production
2,000
4,000
6,000
8,000
100
200
300
400
China
Australia
Investment
35.5%
United States
Russia
Source: Australian Bureau of Statistics
South Africa
Gold mining production in Australia
Underground
20%
Peru
Canada
Indonesia
Open-cut
80%
Uzbekistan
Production 0
Source: US Geological Survey, January 2013
Source: IBIS Research
Geographical spread
5
The bulk of Australia’s gold ore is mined in Western Australia,
reflecting the geographic location of the lowest cost gold ore
resources.
Gold mining activity heat map
Hot
Warm
Neutral
Cool
Cold
Percentage of national gold ore mining revenue
Percentage of national population
Northern Territory
5%
1%
Queensland
6%
20%
Western Australia
70%
10%
South Australia
4%
7%
New South Wales
11%
33%
Victoria
2%
26%
Tasmania
2%
3%
Industry players
6
The industry has a moderate level of concentration, with
the top four miners accounting for nearly 60% of the overall
industry. There are approximately 200 other participants in
the industry, but they are much smaller in size.
Newcrest Mining
24.5%
Newmont
15.5%
Barrick Goldfields
11.1%
6.8%
Source: IBIS Research
The four largest participants are all global
participants with substantial offshore mining
interests. The next largest player, Evolution
Mining, only accounts for 4.3% of the industry.
The large number of smaller operators are
typically engaged in exploration or small scale
extraction and are often acquired by larger
players once viable ore deposits are identified.
Other
42.1%
Evolution Mining
4.3%
Concentration levels are increasing through
merger and acquisition activity. The smaller
players tend to lack the financial capacity to
support the substantial capital investment
required to undertake commercial extraction and
are unable to achieve the economies of scale
that larger players enjoy.
2
Gold price
The price of gold tends to be counter-cyclical
to general economic conditions and increased
investor demand following the GFC led to a gold
price increase of 12.9% per annum over the past
five years. This, in turn, drove industry production
and revenue to new highs.
Given a relatively fixed cost base, the fortunes of the industry
are largely tied to the rise and fall of global gold prices.
The price of gold tends to be counter-cyclical to
general economic conditions. As a store of value
and ‘safe haven’ from risk, the demand (and
price) of gold tends to increase during times of
economic uncertainty. Likewise, when economic
conditions improve, demand and price tends to
fall. Overlaid against this is demand from central
banks across the world and exchange rate
movements. The result is gold price volatility.
Gold price
AUD
USD
Dollar 2,000
per
Troy
ounce
1,600
1,200
800
400
0
Jan
1995
Jan
1997
Jan
1999
Jan
2001
Jan
2003
Jan
2005
Jan
2007
Jan
2009
Jan
2011
Source: S&P Dow Jones Indicies
Since the Global Financial Crisis investors have
invested heavily in gold. The increased demand
buoyed prices, resulting in a 12.9% average
annual price increase over the past five years.
Prices peaked around September 2011 and,
notwithstanding some short term fluctuations,
remained at around that level until the end of
2012. The story in the first half of 2013 has been
somewhat different. Gold price experienced
significant erosion, falling to a current low of
around AUD 1,400 per Troy ounce.
Key drivers of gold prices:
•
World GDP
•
90 day bank bill rate
•
AUD/USD exchange rate
Jan
2013
8
With investor demand for safe-haven assets
weakening against a backdrop of a strengthening
US dollar and rising US bond yields, market
conditions for gold have become less favourable.
This is driving reduced investor net long positioning
in the paper gold market and further reductions
in the holdings of physically backed gold ETFs
(exchange traded funds).
Investor faith in gold has been further
undermined by actions of the Indian
government, which in April 2013 increased
its import duty on gold from 6% to 8% to
address its current account deficit. As the
largest source of gold fabrication demand
and trade, this increase in duty has had a
strongly negative impact on import demand.
Forecast gold price
Current
Estimated
Dollar 2000
per
Troy
ounce
1600
1200
800
400
0
2010
2011
Source: Morgan Stanley Research
2012
2013
2014
2015
2016
2017
9
Industry revenue
10
The GFC and resultant resurgence in the price of gold revived
the gold mining industry. Production and revenue was in
decline in the early and mid 2000s but the industry has
experienced growth in recent years.
This growth has been driven both by increased
revenue from existing production (as a result of
the gold price increase) as well as increased
investment in production capacity spurred on by
the prospects of higher profits.
In the past five years production has increased
by 3% per annum and revenue has increased by
11% per annum. However, the recent fall in the
price of gold will have a dampening impact on
future revenue and production.
Industry revenue
Annual percentage change
Revenue
Billion $25
35%
Forecast
30%
$20
25%
20%
$15
15%
10%
$10
5%
$5
(5%)
0%
(10%)
0
FY04
FY05
FY06
FY07
FY08
FY09
FY10
FY11
FY12
FY13
FY14
FY15
FY16
FY17
FY18
(15%)
Source: IBIS Research
The recent fall in the price of gold has led
some market commentators to question
whether gold miners should have a more
active gold price hedging policy. According to
Thomson Reuters GFMS, the total amount
of future gold production that is currently
hedged is just over 100 tonnes, or 2.5% of
annual demand. That is down from 75%
at the end of the 1990s. At the turn of the
century investors started calling for absolute
exposure to rising gold prices and the
major miners ended up spending billions of
dollars to unwind their hedge books. We are
unlikely to see a general market return to
hedging. Those miners that currently have
hedge positions are typically funding-related
hedges, where lenders have required a
portion of production to be sold forward as
a condition of providing project financing for
new mines.
“IBIS forecasts revenue growth will
moderate to 6.8% per annum over
the next five years. Whilst around two
thirds of the moderation is forecast
to be accounted for by lower prices
for gold ore, around one third of the
moderation is expected to be driven
by a moderation in gold ore
production. In the past five years the
rising gold price has allowed miners
to expand production in existing
mines and develop new mines that
would have previously been
uneconomic. The recent fall in gold
prices will curtail much of this
activity. But it also has implications
for existing production.”
IBIS Research
3
Cost accounting
Cash costs form the foundation of mining
performance measurement. However, disclosures
have tended to underestimate the true costs
of mining and selling an ounce of gold. New
standards recently introduced by the World Gold
Council will provide greater transparency but also
materially increase reported costs.
Gold miners have historically reported costs on a ‘cash cost’
basis that underestimated the costs of sustainable production.
The World Gold Council has recently issued a guidance note
on ‘all-in sustaining costs’ and ‘all in costs’ metrics that
should provide greater clarity and transparency.
Cash cost
Adopted in 1996 - one of the first
attempts to standardise cost
reporting.
Essentially the direct cost of
mining and selling an ounce of
gold.
All-in sustaining cost
All-in cost
The ‘all-in sustaining costs’ is an extension of existing ‘cash cost’
metrics and incorporate costs related to sustaining production.
The ‘all-in costs’ includes additional costs which reflect the varying
costs of producing gold over the life-cycle of a mine.
‘Deferred stripping accounting’
was encouraged in 2002 to
standardise the cost of waste
stripping at open pit mines.
Cash costs form the foundation of mining
performance measurement. However,
disclosures are not subject to accounting
standards, are not standardised across the
industry and have been open to smoothing and
manipulation.
Cash costs ignore many major imposts such as
taxes, royalties, exploration, administration and
capital expenditure.
The gap between reported ‘cash costs’ and
actual underlying costs has been growing for
many years and a number of industry players
have been calling for a more inclusive and
transparent cost metric.
“The companies talk about this cash
cost measure with these ridiculous
levels but you don’t see it ever come
down to the bottom line as a profit.
Companies are reporting profits now
but ‘cash costs’ was a concept that
came up because at one point, when
gold prices were low, nobody made
any money and no-one wanted to talk
about being underwater although
they were.”
Ralph Aldis, US Global
12
The new metrics incorporate corporate overhead costs and
reclamation and capital costs for current operations (all-in
sustaining costs) and discontinued operations (all-in costs). As
such, they provide a fuller picture of the true costs of mining and
selling an ounce of gold.
Direct mining costs
Operational stripping costs
Royalties and production taxes
Third party smelting, refining and
transport costs
General and administration
Community costs
Reclamation and remediation
Capital expenditure
Capital exploration
Capitalised stripping and
underground mine development
Cash cost
All-in
sustaining cost
All-in cost












On-site
On-site and corporate
On-site and corporate
Current operations
Current operations
Current and
discontinued operations
Current operations
Current and
discontinued operations
Current operations
Current and
discontinued operations
Current operations
Current and
discontinued operations
Current operations
Current and
discontinued operations




The new guidelines are by no means perfect.
Stringent definitions of by-product credits,
sustaining capital, general and administrative
costs and exploration spending are lacking and
the guidelines do not account for acquisition costs,
development capital, interest expense and taxes.
The guidelines are also not a revolutionary
concept. Many analysts have already been using
this concept to derive their long term gold prices
and many miners already report sufficient data to
allow all-in sustaining costs to be calculated.
However, what has been lacking is a universal
formula. The new World Gold Council guidelines
provide an opportunity for fuller and standardised
cost reporting going forward. Whilst the
guidelines are not mandatory, it is anticipated the
majority of market players will adopt them.
Other reporting options include Full Cost Reporting
(all-in sustaining costs plus development capital)
and Complete Costs Reporting (all-in sustaining
costs plus development capital plus corporate
taxes plus interest expense).
“Now, we have a clear – well, clearer
– definition of how much it costs not
only to pull an ounce of gold out of
the ground but, ensure that there will
still be ounces of gold in the ground
to pull out at a later date.”
Moneyweb
13
The introduction of all-in sustainable cost reporting will
materially increase reported costs. This highlights the significant
cost inflation that occurred in the industry. Whilst the gold price
has risen sharply over the past 13 years, costs have risen even
higher. This has placed pressure on margins and, for marginal
producers, has raised the prospects of mine closures.
Average reported costs for the
largest producers is estimated
to increase from $672/oz
(cash cost) to $1,086/oz (all-in
sustainable costs)
Estimated 2013 cash cost versus all-in sustainable
cash cost
2013 cash costs
2013 AISC (all-in sustainable cost)
Goldcorp
Barrick Gold
Newmont Mining
Yamana Gold
Randgold
Kinross
Agnico Eagle Mines
Eldorado Gold
Goldfields
Centerra
Average
0
200
400
600
USD/oz
800
1,000
1,200
1,400
Source: Agnico Eagle
Complete cost versus gold price
All-in sustaining cost
Fully loaded all-in cost
Gold price
$1,800
Estimated
$1,600
$1,400
$1,200
$1,000
$800
$600
$400
$200
$0
1970
1975
1980
1985
1990
Source: Scotiabank GBM
For the first time since 2004, the complete cost
for the industry is above the gold price. Although
this was the case in the 1990s, when the price of
gold was unsustainably low. With gold prices
having increased by an average of 12.9% per
annum over the past five years, the same cannot
be said for the current situation.
1995
2000
2005
2010
2015
14
4
Cost structure
The ‘goldilocks’ era of ever increasing gold prices
is likely over and the industry must achieve
higher productivity growth to avoid contracting
profitability and mine closures. Whilst miners
are firmly focused on cost savings, the challenge
ahead is significant.
Purchases
31.0%
e
Wages
11.9%
Royalties
3.0%
Contractors
20.0%
Cost structure
Purchases
31.0%
Source: IBIS Research
16
Profit
23.0%
The cost structure of gold miners is largely fixed, especially
Cost structure
in the short term and in relation to fully operational mines.
Royalties
Given 3.0%
this, profitability tends to be volatile in line with
Depreciation
11.1%movements in the gold price.
Profit
23.0%
ases
0%
e
%
Purchases
Wages
11.9%
Royalties
3.0%
31.0%
Contractors
20.0%
Purchases
31.0%
Source: IBIS Research
31.0%
ases
0%
3.0%
11.9%
23.0%
11.9%
Purchases relate mainly to fuel, electricity and chemicals, although also include
23.0%costs, administration
20.0%
maintenance
and cartage. Energy costs have increased
significantly in recent years and are anticipated to continue to rise in the medium
term.Profit
23.0%
Profit
20.0%
11.1%
3.0%
Average profit of 23% compares with 39% for all industries within the sector.
Profit
23.0%
Contractors
31.0%
20.0%
11.1%
%
31.0%
1.1%
Purchases
31.0%
In order to take advantage of rising gold prices during the GFC, many gold miners
23.0%on mining contractors
20.0%
relied heavily
to provide the resources required to quickly
3.0%
expand production.
Contractor costs currently account for 20% of revenue, although
the recent cost focus by gold miners in response to falling gold prices and rising
costs, is likely to see reliance on contractors lessen.
Wages
23.0%
11.9%
3.0%
20.0% for 11.9% of revenue
Wages11.1%
account
3.0%and have been increasing at an annual rate of
8.5% per annum over the past five years. This trend is expected to continue over the
medium term.
Depreciation
3.0%
11.9%
20.0%
11.1%
1.1%
3.0%
Gold mining is capital intensive, reflective of average depreciation of 11.1% of
revenue.3.0%
For every dollar absorbed by wages, $0.94 is allocated to capital costs. This
ratio is higher than mining generally (approx $0.70) and the average for all industries
(approx $0.20). Net capital spending by the industry has been between $1.0 and $2.0
billion over the past five years.
Royalties
Source: IBIS Research
The industry is subject to royalties imposed by state governments. Whilst the royalty
percentages and method of calculation varies by state, they tend to average around
2% to 4% of revenue.
Focus on costs
17
The ‘goldilocks’ era of ever increasing gold prices is likely over.
To avoid the ‘bad news bears’ of falling terms of trade and ongoing low productivity growth (which would lead to contracting
profitability or, worse, mine closures), the Australian gold
mining industry must achieve higher productivity growth. Gold
miners have recognised the challenges ahead and have initiated
a renewed focus on costs and productivity.
Compared with international gold mines,
Australian gold mines tend to be small, with short
lives. Whilst traditionally mined from underground
mines, the rapid growth in gold production that
occurred during the 1980s and 1990s was based
on open-cut mining of large low-grade deposits
that were previously uneconomical to extract.
Cost inflation and falling gold prices are likely to
place pressure on some of these lower-grade
operations.
Drivers of cost inflation
Falling yields
Labour
g/t 2.0
Energy
1.5
State regulations
1.0
Lower grade deposit yields
0
2006
2007
2008
2009
2010
2011
Source: KordaMentha/333
Source: Goldfields Limited
“In the boom mining companies
invested in ways to maximise their
short-term production and sell that
output at what were very high prices.
Sometimes they signed labour
agreements that shouldn’t have been
undertaken because they gave unions
too much power and paid too much to
workers. Other times they entered
into agreements to subcontract out
significant parts of their operations.
“Other times miners simply
structured their mines to maximise
short-term output. Sometimes in
minerals like gold and copper they
deliberately targeted the high-grade
parts of the mine and they are now
left with lower grade ore bodies,
which have to be mined in a much
lower priced environment.”
Business Spectator
Business Spectator
Whilst gold miners are now firmly focussed on cost savings,
achieving targeted savings will take time and capital. The only
way to fix productivity problems is to undertake major changes in
the way mines operate. Laying off a few workers will not address
the issue. Significant investment is required, at a time when
revenue and profitability is under pressure from falling prices.
Targeted cost savings
General
contractor prices
Corporate
overheads
22%
13%
Blasting costs
13%
Direct labour costs
13%
Reduced
contract mining
7%
Transport costs
7%
Reduced
maintenance
7%
A recent survey of Australian mining and metals
firms by Morgan Stanley highlighted the extent of
cost savings targeted by the Australian mining
industry as a whole. On average respondents
were seeking cost savings in excess of 20% in
relation to general contractor prices and almost
15% savings in overheads, blasting costs and
direct labour costs.
The initial focus will be on general contractor
prices, followed by transport costs and corporate
overheads. Labour costs will not be targeted for
immediate savings.
This reflects the perceived difficulty in achieving
costs savings in areas such as labour costs.
General contractor prices will be
targeted first
1 = Fastest execution
General
contractor prices
Transport costs
Corporate
overheads
Blasting costs
Reduced
contract mining
Direct labour costs
Reduced
maintenance
0
1
2
3
4
5
6
7
8
9
10
9
10
Direct labour is seen as the most
resistant to cost saving initiatives
1 = Most resistant
Direct labour costs
Blasting costs
Corporate
overheads
Transport costs
Reduced
contract mining
General
contractor prices
Reduced
maintenance
“The immediate reaction of many
miners, particularly in the iron ore
sector, has been simply to sack staff.
That doesn’t solve the problem in the
long term. It often creates gaps in
their staffing and limits their ability
to produce. The only way to fix the
productivity problems is to undertake
major changes in the way mines
operate and that usually will require
capital and time... to be productive,
miners will have to invest in more
automated mining and remote
operational equipment covering
entire mines plus improve logistics
management and energy efficiency.”
Business Spectator
0
1
2
3
4
5
6
7
Source: Morgan Stanley Australian Mining Cost Survey
8
18
5
Outlook
Investors expect gold miners to deliver returns
leveraged to the gold price. These expectations
have not been met and a paradigm shift is
required to regain investor confidence and build
sustainable production against a backdrop of
lower gold prices.
Market performance
20
Whilst ASX listed gold miners have outperformed both the
metals and mining sector and the All Ordinaries as a whole
for most of the past five years, the recent fall in gold prices
has reversed this position.
Peformance for past five years
Peformance for past year
S&P/ASX 300 Metals and Mining
All ordinaries
All ordinaries - gold
S&P/ASX 300 Metals and Mining
All ordinaries
All ordinaries - gold
250
250
200
200
150
150
100
100
50
50
0
2008
2009
2010
2011
2012
2013
0
2008
2009
2010
2011
2012
2013
Source: Capital IQ
Source: Capital IQ
The falling gold price and declining gold
valuations have driven substantial non-cash
asset impairments, write-downs and restructure
costs for most industry players.
And, in turn, these have negatively impacted
market price performance and market valuation.
Recent selected impairments and
writedowns
Company
Writedown
Barrick Gold
$8.7 billion
Newcrest Mining
$6.0 billon
Kinross Gold
$2.3 billion
Goldcorp
$2.0 billion
Newmont Mining
$1.8 billion
Evolution Mining
$375 million
Oz Minerals
$220 million
Resolute
$70 million
Ramelius Resources
$58 million
Source: Various
Top ten ASX gold miner price change
Market Price change
capitalisation
% (1 year)
Newcrest Mining
9,026.2
(50%)
Regis Resources
1,650.6
(26%)
Millennium Minerals
616.2
(26%)
Evolution Mining
570.0
(50%)
Beadell Resources
551.8
9%
Resolute Mining
468.3
(47%)
OceanaGold
Corporation
444.3
(35%)
Medusa Mining
Limited
392.9
(59%)
Northern Star
Resources
350.0
(15%)
Papillon Resources
320.7
(8%)
Source: Capital IQ
A paradigm shift
21
Investors expect gold miners to deliver returns leveraged to
the gold price. These expectations have not been met and a
paradigm shift is required to regain investor confidence and
build sustainable production against a backdrop of lower gold
prices.
Gold price and gold equity returns
(2008 - 2013)
Gold Price (AUD)
Gold All Ords
Gold 200
Price
(AUD) 180
160
2,000 Gold
All
1,800 Ords
1,600
140
1,400
120
1,200
100
1,000
80
800
60
600
40
400
20
200
0
Aug
2008
Source: Capital IQ
0
Feb
2009
Aug
2009
Feb
2011
Aug
2010
Feb
2011
Aug
2011
Feb
2012
Aug
2012
Feb
2013
Action plan
22
A high gold price created an environment where production
volume at almost any cost still drove returns. Going forward,
miners will need to focus more closely on maximising riskadjusted rates of return and free cash flow.
Reduce
operating costs
Remove high cost
production
Individual asset by
asset focus
• Reconfigure for lower activity
• Contract renegotiations
• Labour reductions
• Optimise production
• Defer capital and stripping
• Utilise stockpiles
• Operate for free cash flow neutral or positive outcomes at every asset
• Review portfolio to optimise cash generation
• Delay expansion, exploration
Reduce capital,
exploration and
studies
• Prioritise low risk, high return brownfield growth opportunities
• Pursue greenfield opportunities only if they offer attractive, risk
weighted returns
• Seek opportunistic M&A of in-production assets where the path to value
is clear
”Returns will drive production.
Production will not drive returns”
Barrick Q2 2013 results presentation
“Australian goldminer Focus
Minerals has closed down its
operations completely because of the
slump in the gold price.”
Australian Financial Review, 17 July 2013
Mine strategies
23
Over the past few years miners have adopted a ‘Grow’ or
‘Grow +’ mining strategy in order to capitalise on the rising
gold price. As gold prices fall, strategies will shift to ‘Sustain’
or, in the case of the least economic mines, ‘Defend’.
Activity
Capital
AISC*
Cash flow
Maximum
mining
Growth
capital
Lowest
Optimised for
highest gold
prices
Expansion
capital
Lower
Optimised for
higher gold
prices
Sustaining
capital
Higher
Optimised for
lower gold
prices
Plant-critical
capital
Highest
Optimised for
lowest gold
prices
Grow +
Low gold prices cash flow scenarios
High gold prices growth scenarios
Growth
Plant extended
Cash flow
Long life
Grow
Growth
Accelerate
mining
Plant expanded
Cash flow
Long life
Sustain
Growth
Limit mining
Plant optimised
Cash flow
Long life
Defend
Growth
No mining
Plant run as-is
Cash flow
Long life
* All-in sustaining cost
Source: Newcrest Mining 2013 Financial Year results presentation
Contacts
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333 Collins Street
Melbourne Vic 3000
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Sydney NSW 2000
Level 11
37 St Georges Terrace
Perth WA 6000
Tel:
Fax:
Tel:
Fax:
Tel:
Fax:
+61 3 8623 3333
+61 3 8623 3399
+61 2 8257 3000
+61 2 8257 3099
+61 8 9220 9333
+61 8 9220 9399
[email protected]
[email protected]
[email protected]
Brisbane
Townsville
Singapore
Level 14
12 Creek Street
Brisbane Qld 4000
Level 6
75 Denham Street
Townsville Qld 4810
16 Collyer Quay
#30-01
Singapore 049318
Tel: +61 7 3338 0222
Fax: +61 7 3338 0298
Tel:
Fax:
Tel:
Fax:
[email protected]
[email protected]
Adelaide
New Zealand
Level 4
70 Pirie Street
Adelaide SA 5000
Level 16 Tower Centre
45 Queen Street
Auckland 1010, New Zealand
Tel:
Fax:
Tel:
Fax:
+61 8 8212 6322
+61 8 8212 2215
[email protected]
+61 7 4724 5455
+61 7 4724 5405
+65 6593 9333
+65 6593 9399
[email protected]
+64 9 307 7865
+64 9 377 7794
[email protected]
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