avalon airshow: connecting to resources

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Welcome to ICN’s Connecting to Resources 2015 AUSTRALIAN INTERNATIONAL AIRSHOW Tuesday 24 February 2015, 9.00am – 12.00pm

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Page 1: Avalon Airshow: Connecting to Resources

Welcome to ICN’s

Connecting to Resources

2015 AUSTRALIAN INTERNATIONAL AIRSHOW Tuesday 24 February 2015, 9.00am – 12.00pm

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Don Matthews

ICN Victoria

Executive Director

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Aston Smith

ICN Victoria

Manager – Resources program

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Sean Rooney

Victorian Government

Senior Project Manager - IMARC

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UNCLASSIFIED

UNCLASSIFIED

Connecting to Resources

Global opportunities and the International Mining and Resources Conference (IMARC)

Sean Rooney

2015 Australian International Airshow

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• The development of resources is a global business and occurs in every continent.

• The industry is defined and valued through commodity markets driven by demand for products.

• Emerging economies such as China, Central Asia, South East Asia and MENA are predicted to have significant growth over the next decades driven by population and increased urbanisation.

Resource Sector – Global Opportunities

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• The mining and resources and mining services sector is the single biggest investment priority for Australia.

• WTO ranks Australia 4th globally for fuels and mining exports in 2012 at $160 billion USD.

• Australia’s mineral production is forecast to grow from $164 billion in 2013/14 to $219 billion in 2018/19 (a 33% increase) as mining moves from exploration and construction to production.

• The Australian Industry Report 2014 acknowledged the difficulties facing the mining industry and its wider economic consequences. However the resources equipment, technology and services sector (RETS) was singled out to shine in coming years as world leaders in international competitiveness.

• The RETS sector encompasses many industry sectors, including mineral exploration, mining products, engineering consulting, construction, information and communications technology, financial services and professional services.

• The RETS sector is estimated in 2012 to be worth over $90 billion to Australia from mining alone.

Australian Context

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Why IMARC?

• Melbourne is the regional headquarters of major mining houses, resources equipment, technology and services (RETS) and financial institutions. Victorian RETS companies operate across all major mineral commodities and oil and gas.

• Victoria’s RETS sector is a leader in the delivery of product and service solutions and is worth an estimated $17 billion in 2012 (+1900 firms in the resources supply chain).

• Victorian RETS firms are internationally focussed with 53% of all companies currently exporting. Indonesia (18%), South Africa (18%) and China (15%) are the largest markets for RETS exports.

• IMARC helps businesses to connect with new markets and supply chains of the mining industry and promote their capability in the mining sector internationally.

• IMARC is a platform for businesses to diversify market exposure, develop new relationships in the mining sector, underpin growth and expansion and gain access to global supply chains.

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IMARC 2014

• An initiative of the State Government led by three of Australia’s leading industry associations.

• In its first year it attracted 2000 industry representatives, and 3300 visitors over 5 days and over 500 guests at the Gala Dinner.

• Attendees travelled from 30 countries making up 10% of overall delegates.

• IMARC provided a platform for Victorian companies to do business with the global resources industry. Around 50% of business surveyed indicated they will write business with contacts they met at IMARC.

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• Market Reach of 4.5 million in state, national and international publications.

• Over 50 media reps • Print, online, television and radio

IMARC 2014

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IMARC 2015 will be held 9 to 13 November 2015

• Australia’s mining and mining services credentials, coupled with Melbourne’s reputation for holding large scale events provides the perfect setting for IMARC.

• IMARC helps businesses to connect with new markets and supply chains of the mining industry. IMARC is making business happen in Australia and Victoria, with a thriving RETS sector that is growing, employing and investing in Australia and globally.

• IMARC brings together global leaders, investors, governments, and mining ministers from all over the world from the mining and resources and mining services sector.

• IMARC is now a natural focal point for businesses in the Asia Pacific

region.

• IMARC is good for your business and will give you the opportunity to build connections and access to global markets.

• Come to IMARC 2015 to see what Australia’s and the worlds resources sector has to offer.

IMARC 2015

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Questions

Engage in conferences, master classes, presentations and debates in Discovery & Exploration, Mining & Procurement, Community and the Environment Discover an exhibition showcase of innovation & cutting-edge technology

• For further information contact Sean Rooney on +61 (3) 9027 5487 | [email protected]

• Look at the website on www.imarcmelbourne.com • For Speaking, Sponsorship & Exhibiting enquiries contact Anita Richards

at [email protected]

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Aston Smith

ICN Victoria

Manager – Resources program

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Andrew Cordner

The Faculty

Managing Director

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Insights and practical tips in dealing with Procurement

Connecting to Resources and Defence – an ICN event

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Purpose of today

Established 13 years ago, the Faculty are management consultants that specialise in Procurement, Supply Chain and Logistics. With over 100 clients in Australia and around the world – many of which are mining based - we help buyers and sellers understand the Procurement process

Agenda

• Share key insights from a survey conducted by the Faculty in 2014 - how Procurement functions within Mining Organisations view Australian technology and supplier innovation

• Address what this means for SMEs and suppliers

• Identify some practical insights that will assist SMEs when dealing with Procurement in the future

Defining innovation

Some organisations treated innovation and continuous business improvement separately; others treated it is as one of the same. For the purposes of today, we are looking at both

Slide 16

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There are very limited insights into Procurement and their ability to drive productivity through supplier innovation

Slide 17

Research background

• A grant was provided by the Department of Industry in August 2013

• Aim was to conduct research into the current state of METS innovation in Australia

• More specifically, what are the challenges facing Procurement when it comes to understanding and driving innovation / business improvement.

But why concentrate on Procurement?

• General recognition that significant progress has been made with the supplier market / SMEs

• No one has looked at Procurement’s ability or capabilities to drive productivity through supplier innovation

Participants

• Over 100 survey responses / 40 companies

• 13 in - depth interviews

• 57% of respondents were Executives

• Looked at both buyers & METS suppliers

• The Steering Committee included BCA / MCA

/ Austmine / MESCA / CIPSA / Government

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Key findings: Procurement’s strategic priority is building greater “value” with suppliers

Slide 18

% of respondents

“Until we started doing Supplier

Relationship Management,

innovation was behind closed doors and we didn’t hear

about it” - CPO

“Cost Optimisation and improving

Productivity is critical – but this has to be done in conjuction

with our suppliers” - CPO

“Total Cost of Ownership

Reductions is critical – which

suppliers need to understand” – Procurement

Category Manager

What we heard from participants: What are the main drivers for buyers at the moment?

“The hardest part is getting the

business case up and the faith in the

numbers” - CPO

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Approximately 50% of respondents said that innovation is critical to their business all the time

Slide 19

0% 5% 10% 15% 20% 25% 30%

Other (please specify)

Oil & Gas Equipment,Technology and Services…

Oil & GasCompany/Owner/Operator

Mining Equipment, Technologyand Services Supplier

MiningCompany/Owner/Operator

How would you rate the importance of innovation across your industry?

5 – Critical all the time

4 – Critical but not now

3 – Important in specific circumstances. (Please specify)

2 – Nice to have

1 – Not important

“The Board has recognised that

supplier relationships and innovation must

drive our organisation

forward” - CPO

What we heard from participants:

“Innovation comes from everywhere. We spend lot of

time talking about it, prioritising it. My experience is

innovation needs 1) Sponsorship and 2) a champion”

- CPO

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Slide 20

Customer Service

Innovation

Risk Price

Building a Supplier value proposition – some things buyers want to see and hear

Customer Service

• Potential improvements in customer service

• Delivery – how and when

• Knowledge management processes and transfer

• Information sharing

Price • Cost reduction

opportunities • Savings delivery • Total cost of ownership

improvements • Demand management • Compliance

management

Innovation • New products to deliver top-

line growth • Systems and technology

improvements • New approaches to the shared

supply chain that reduce cost , reduce risk, improve customer service

Risk Management • Managing and

mitigating risks in all aspects of the supply

• Living and breathing safety

• Supply continuity • Reputation and brand

protection

So what? Suppliers need to be aware that buyer “value” includes customer service, risk management, innovation, and of course, price

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Slide 21

If I am a supplier just starting out and have no relationship with Procurement, what should I do?

No relationship

with Procurement

Define your value proposition

Fully understand an organisation’s prequalification process

Understand company’s main values and drivers for change – align yourself and your offering to these objectives

Practical tips

• Write down your Value Proposition – practice it

• Visit the company’s website. Read through prequal requirements

• Download the company strategy from website to understand drivers

• Live and breath the Company’s safety requirements

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Slide 22

If I am a supplier just starting out and have no relationship with Procurement, what should I do?

No relationship

with Procurement

Detail success in your innovation / work practices

Develop frameworks that will enable you to discuss innovation with the Mining stakeholders

Offer training & development to help understand your innovation / business / service offering - to Procurement and the business

Practical tips

• Develop case studies of previous work, articulating value

• Get citations from other clients – include in the prequal application. They may become your sponsor!

• Attend Procurement related conferences (eg CIPS)

• Download industry related reports

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Slide 23

Basic relationship

with Procurement

Look for opportunities to cross-promote success

Focus on building relationships with Procurement and other key stakeholders

Find a “champion” within the business that will talk on your behalf

Continue to demonstrate the bottom line “value”

Partner with leading suppliers that bring innovation (e.g. Tier 2), or develop it internally with R&D, to test and build the solution for customers

If I am a supplier that provides services but wants to grow the relationship with Procurement, what should I do?

Practical tips

• Map the buyer’s supply chain. Understand what other suppliers are doing

• Develop an Account Management plan to enhance relationships

• Understand stakeholder’s ability to influence

• Keep updating your case studies and citations

• Develop a website presence

• Keep relationships up with site managers / ops managers

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Slide 24

As well as Procurement, SMEs should also align themselves to the critical people in the decision making process

0 5 10 15 20 25 30

Director/Board

CEO, CFO, CPO or other C-Level

Senior Managers in Operations

Senior Managers in Procurement

Middle Managers in Operations

Middle Managers in Procurement

No. of Respondents

MiningCompanyMETS

Oil & GasCompanyO&GETS

Other

Who are the key decision makers generally in mining businesses?

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Lex McArthur

Jolimont Global

Managing Partner

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Connecting to Resources

Tuesday 24th February 2015

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The Opportunity

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A Collaboration of Industry Partners

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About Us

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No Cost

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Insights from Experience

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Insights from Experience

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Tools for Skilling-Up

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The “30 second” Form

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Aston Smith

ICN Victoria

Manager – Resources program

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Nick Grzegorczyn

Gasco Pty Ltd

CEO/ Managing Director

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AUSTRALIA’S LEADING PROCESS AND THERMAL ENGINEERING

COMPANY

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GASCO – Head Office – Bayswater, Melbourne

Design, Project Manage, Fabricate, Install, Commission and Service Heat Transfer Process Equipment

Combustion, Process & Thermal Engineering

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Gasco Offices

MELBOURNE

SYDNEY

BRISBANE

MALAYSIA

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Design and Project Management

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Workshop Fabrication

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Installation

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24 Hour service. Worldwide availability :

+61 (0)3 9237 7177

Service / Commissioning

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ISO 9001 QA Certificate

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ASME Stamps

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Awards

Awards: Innovation Australia Show Case 2011 ICN Industry Achievement Award Santos Directors Award

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Gasco Commencement Product Range - 1991

Bendix - FMP - Continuous automotive oven for brake pads Toyota Oven

Comalco Alumininum Smelters - Furnace Ford Hot Box

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Original Customers – 1991

• Toyota • Ford • ACI Fibreglass • Visy Paper • Dulux • Dupont • Nylex

Customers - 1991

• Johnson Tiles • ICI • Dunlop • Boral • Bradmill • Holden • Camalco

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Hot Oil Heater

Water Bath Heater Flares

Fired Heaters

Regeneration Gas Heaters

Thermal Oxidiser with WHRU. OMV Sawan

Heat Recovery Steam Generators

Electric Heaters

Gas Turbine Waste Heat Recovery Unit

Current Product Range

Gas Conditioning Skids

Enclosed Ground Flares

Fibreglass / Rockwool Plants

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Current Customers

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Gasco’s Transition 1991-2015

Staff in 1991 = 18 Staff in 2015 = 110

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1991 – 2004 2005 - 2015

• Customer focussed • Consolidated our customer focus further building key client relationships.

• Provided customised industrial heating equipment to manufacturers. E.g. Ford, Toyota, ACJ, Nylex & Visy.

• Gasco has diversified its product range and shifted its focus by designing, Project Managing, fabricates, installs, commissions & Services custom design equipment predominantly Oil & Gas, mining and power industries.

• Had reputation for quality and meeting equipment supply deadlines.

• Gasco maintains its reputation as a quality supplier meeting the customers delivery requirements. Gasco has strengthened its technical capability and refocussed OHS as the No. 1 priority within the company.

• Sitework including industrial company relocations.

• Sitework installing process equipment packages supplied for Oil & Gas, Mining and Energy & Power generation customers.

• Basic service of industrial and combustion equipment.

• Currently servicing many Gas Plants, Mining and Energy customers with Type B Service Technicians.

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2005-2015 – Chairman/Directors and CEO

Strong Board of Directors of 5 being all owners of the company (from left to right Ian Matthews, Sales & Marketing Director – Export, Alan Hovorka, Engineering Director – Process, Oil & Gas, Nicholas Grzegorczyn, CEO, John Peruzzo, Chairman & Workshop Director, Ed Strauks, Eng. Director – Combustion & Control. Covering critical areas of our business being Design, Project Management, I & E, Sales and Marketing, Finance and Operations.

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• Enterprise Connect continuous improvement recipient 2008 and 2013 – Benchmark review in comparison to International Companies. Implementing Lean Management strategies with Staff & Consultant’s input.

• Utilised ICN Gateway and Project Connect data bases to identify opportunities. Participated in ICN offices for the RISCI Resource Industry Supply Chain Index and Business Model Canvas. Also membership in Ausen & ARIN.

• Close contact with ICN offices Australia wide who assisted in identifying opportunities and organised Trade Mission Exhibitions and conferences which have lead to orders. For example: - Mortlake Gas Fired Power Station – Lend Lease / Origin (13 process skid package) - Santos Patricia Baleen Hot Oil Heater Package - Arrow Energy – Flare Package in Queensland

• Early engagement with our customers from Feasibility / Feed.

• Austrade Export Development Grant – claimed 8 years which assisted in winning orders in the following countries: Indonesia, Thailand, Malaysia, Papua New Guinea, Abu Dhabi, Bahrain, Oman, Vietnam, Turkmenistan and Pakistan.

2005-2015 - New Initiatives

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• Registered the Australian made and owned logo.

• Collaboration with clients for sole supply contracts. Alliance with other key suppliers on bids.

• Innovation of product lines. For downstream products now supplying upstream packages for FPU/FPSO’s. Currently completing R&D on circular WHRU which will be half the weight of a traditional API560 Design.

• Increased our technical capability by acquiring new software such as FRNC 5, FE Pipe, Flownex (CFD), Bentley Autopipe and Auto Plant and Inventor.

• Adding quality new staff who complete a personality and mechanical aptitude questionnaire test as an additional resource to appoint the right staff.

• Due to the quality of staff and software we able to tender on technically difficult projects and meet customer requirements for e.g. Chevron.

• ISO9001 Registered and ASME U, S & R Stamp Registrations

• Attend and exhibit major exhibitions which include APPEA, APIA, OTC Houston, Austmine, AOG and many others.

• Registering as a supplier of the major Oil & Gas and mining companies throughout Australia and Asia.

2005-2015 - New Initiatives

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• Sponsor a Trade Mission led by His Excellency Boediono Vice President of the Republic of Indonesia and attended by major Oil & Gas Representatives from Indonesia at the Park Hyatt. Attended by Pertamina, BPMigas and PGN.

• Introduced an afternoon shift into Gasco Workshop which enabled tighter deliveries to be achieved.

• Happy work environment providing staff , with a variety of work. We have welcomed back in excess of 5 staff.

• Strong supply chain in Australia.

• Focus on a whole of life solution to our equipment supply and provide the Customer a value proposition.

• To remain competitive for global projects we complete high value added work in Australia and simpler heavy fabrication work in South East Asia.

• Appointment of Agents in our target markets.

• 3 acquisitions have been made, Lightning Fabrication, Grimwood Heating and GCD International.

2005-2015 - New Initiatives

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Gasco produces a range of API560 Fired Heaters. Gasco has a unique capability in that we can do the complete package including supplying the Fired Heaters, burners and controls in house. We have supplied many PLC based Burner Management Systems with mass air-fuel

ratio control. We have a TUV registered in-house engineer.

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API 560 Fired Heaters

A fired heater for a reboiler application to meet the low NOX level required, meant a recirculated flue gas system was used.

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Fired Heaters Petronas/Technip, Turkmenistan

Gasco has supplied Fired Heaters to many countries. These three Fired Heaters were supplied to Turkmenistan.

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WATER BATH HEATERS, API 12K

The Water Bath Heaters can be used for heating high pressure gas, crude oil, vaporising duty and other applications.

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Water Bath Heater 6.3 MW API 12K Heater

This is a large 6.3 mega watt water bath heater for a gas fired power station. This has dual fire tubes and forced draft burners. We can also supply natural draft burners.

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Water Bath Heaters API 12K Exxon Neftegas Limited - Sakhalin

This is a crude oil heater designed for -35°C, Sakhalin Island, Russia. It had a dual fuel fired forced draft and to comply with the 50 parts per million NOX for

diesel firing, we incorporated a flue gas recirculation system.

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Hazardous Area Electric Heaters

• 2012 Gasco acquired Grimwood Heating • Gasco IECExd certified • As 1210 pressure vessels in-house • Thyristor controlled power

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GAS CONDITIONING SKIDS

Gasco supplies many types of gas conditioning skids:

• Emergency shut-down • Filter coalescer

• Water bath heaters • Shell and tube heaters

• Custody metering • Pressure reduction

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Metering Skid Mortlake Power Station

This is a custody metering skid, part of a gas conditioning plant for a 600MW Siemens Gas turbines power plant, comprising dual ultra-sonic meters and gas

chromatograph. Operating pressure 153 bar.

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Pressure Reduction Skid, 15300 KPA Mortlake Power Station

Pressure reduction skid with active and monitor pressure –reducing valves. Gasco has developed software to predict transience between the pressure reduction skid and

the gas turbine.

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FLARES

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Santos Flare

Utility flare for coal-seam methane. This has dual flame-front and electronic ignition for

pilots and incorporates a mole seal to reduce purge gas consumption.

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Anglo Coal 5X Seam Methane Enclosed Flares

A large enclosed ground flare installation for a coal mine.

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As an alternative to API 560 Fired Heaters. Gasco supplies a dual helical coil type which has a smaller footprint and lower weight. These are ideal for offshore heating applications

where weight is critical. Gasco has supplied these for many applications including bitumen heating, food industry, textile industry and timber industries.

HOT OIL HEATERS COIL TYPE

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Hot Oil Heater Hazardous Area Rated

This is a Santos heater shown previously under construction with inbuilt redundancy. Note dual-gas trains.

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11.3MW Hot Oil Heater Off Shore Platform Thailand

An 11.3 MW hot oil heater and circulating pumps supplied to an offshore platform in Thailand. Note that the compact size for an 11.3 MW heater.

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To eliminate VOC’s (volatile organic compounds) and odours, Gasco supplies a range of thermal oxidisers. Our range includes:

• Straight thermal oxidisers with no heat recovery

• Recuperative thermal oxidisers • Catalytic thermal oxidisers

• Regenerative thermal oxidisers • Catalytic regenerative thermal oxidisers

The selection of each type of thermal oxidiser depends on voc destruction efficiency and

fuel cost.

THERMAL OXIDISERS

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RTO for Acid Gas Woodside Pluto LNG

The unit was built on a 25m x 15m skid and weighed 250 tonnes. The unit was

completely assembled, piped and wired in the factory and shipped as a complete unit except for two 50m high stacks.

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Thermal Oxidizer & Hot Oil Heat Recovery BHP Billiton - Australia

This shows a thermal oxidiser with hot oil heat recovery. This was used for the destruction of BTEX.

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Gasco supplies a number of waste heat recovery systems. These are becoming important with emission trading schemes and the need to protect the environment and save money.

WASTE HEAT RECOVERY UNITS

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3 Waste Heat Recovery Units with Internal Bypass – BHP Billiton Petroleum

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Gasco are a licencee of ERK in Berlin, Germany for their world-famous corner-tube boiler design. ERK have in excess of 6000 references.

HEAT RECOVERY STEAM GENERATOR

HRSG

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Heat Recovery Steam Generator

41 tonne per hour HRSG with supplementary and fresh air firing. Two HRSGs being built for Solar Turbines for Santos Gas Processing Plant.

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Fibreglass / Rockwool Industry

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AUSTRALIA’S LEADING PROCESS AND THERMAL ENGINEERING COMPANY

THΛNK YOU FOR YOUR ΛTTENTION

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Morning Tea

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Aston Smith

ICN Victoria

Manager – Resources program

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Denver Alvis

Sullair Australia

Regional Sales Manager

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ENGINEERED PRODUCT DIVISION 23/03/2015

ICN Resources Conference Avalon Air Show

March 2015

Denver Alvis

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ENGINEERED PRODUCT DIVISION 23/03/2015 87

Our Organisation

Product Range

Cost of Compressed Air

Energy Efficient Technology

Reference Projects

Summary

Agenda

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ENGINEERED PRODUCT DIVISION 23/03/2015 88

Our Organisation

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ENGINEERED PRODUCT DIVISION 23/03/2015 89

Sullair USA

Sullair Shanghai

Sullair Australia

Sullair Shenzen

Sullair Facilities

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ENGINEERED PRODUCT DIVISION 23/03/2015 90

Product Range

CHAMPION STATIONARY PORTABLE TWO STAGE

N2 GAS SYSTEMS CHILLERS AIR PURIFICATION SHOPTEK STATIONARY

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ENGINEERED PRODUCT DIVISION 23/03/2015 91

Industries Serviced

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ENGINEERED PRODUCT DIVISION 23/03/2015 93

Sullair Air End

World renowned highly efficient Sullair Air End

Award winning design (patented technology)

Over 25 years operating life when maintained correctly

Rotors manufactured exclusively in Michigan City, USA

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ENGINEERED PRODUCT DIVISION 23/03/2015 94

Compressed Air Operating Costs

VOC – Variable Output Control

VSD Technology

High Efficiency Two Stage Compressors

Energy savings provide capital pay back

of < 2.0 years

Energy Saving Technologies

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ENGINEERED PRODUCT DIVISION 23/03/2015

Typical Life Cycle Cost of Compressors

* Calculation based on 0.9kg CO₂/kWhr, sourced from Dept of Climate Change

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ENGINEERED PRODUCT DIVISION 23/03/2015 96

Customer Requirements:

Maximum Energy Savings

Rugged, Durable, Long Service Life

Competitive Capital Pricing

Life Time Service & Support

Solution

Sullair High Efficiency Two

Stage Compressor

ICN – Reference Project

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ENGINEERED PRODUCT DIVISION 23/03/2015 97

ICN – Reference Project

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ENGINEERED PRODUCT DIVISION 23/03/2015 98

35 trained service staff nationally

35 fully equipped service vehicles with parts, tooling and diagnostics capability

National training capability internal, customers and distributor

partners

24 / 7 emergency breakdown response

National air-end rebuild centre for “swap and go” air end replacement

National Support Capabilities

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ENGINEERED PRODUCT DIVISION 23/03/2015 99

Denver Alvis

Email : [email protected]

Phone : +61 3 9073 9090

Mobile : +61 417 116 457

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Aston Smith

ICN Victoria

Manager – Resources program

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Cameron Kirkwood

Parsons Brinckerhoff

Director Development Global Mining

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WSP Parsons Brinckerhoff Mining Group Australia – Canada – Africa – Americas – Asia - Europe

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• Company overview and who is WSP Parsons Brinckerhoff • Global Mining Group • What we are doing about efficiency of services and project costs

– Standardised engineering and construction – Virtual design and construct – VDC – Asset information modelling – AIM – Knowledge Centre – Project Management Office – PMO – Commercial model

Contents

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WSP Parsons Brinckerhoff

WSP Parsons Brinckerhoff is a leader in developing and operating infrastructure around the world. Our 32,000 employees offer skills and resources in strategic consulting, planning, engineering, program/construction management, construction and operations. WSP Parsons Brinckerhoff has modified the focus of its business to meet market challenges by aligning with partners, applying robust governance and risk management practices and enhancing its business systems.

Finance Services

Engineering Services

Construction Services

Operations Services

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Major projects – current snapshot Medupi Power station (RSA) – Owner’s engineer for 4800MW coal-fired power station at a total Capex of $14.5b Air Liquide Hydrogen Cavern Storage (USA) – EPCM to develop 85bm3 gas storage facility Roy Hill (Au) – PMC for the development of a 50mtpa iron ore mine, rail and port facilities (Capex $7.5b) Te Mihi (NZ) – EPC in JV to develop geo-thermal power station Qatar Rail – Strategic program management services to develop rail transport system (Capex $22b) Carmichael Project (Au) – PMC for the development 60mtpa thermal coal mine including mine infrastructure, rail and port facilities. (Capex $7b)

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Our approach to business Our code of conduct We need to ensure that all employees make decisions that consistently allow us to conduct our business ethically. Our values Our four group-wide values of Integrity, Teamwork, Excellence and Respect form the basis of how we behave Zero Harm We are committed to achieving ZERO Harm across our business.

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WSP Parsons Brinckerhoff Mining Group

Fully integrated group utilising the mining PMO leveraging WSP Parsons Brinkerhoff global capability and specialist partners

Provides a full range of services Mine infrastructure engineering and planning Process, metallurgy and mine engineering Project finance services Engineering Procurement and Construction Management (EPCM) Traditional And EPCM @ Risk to provide performance based services Project Management Contractor (PMC) Operations and maintenance management services

Services provided though major projects group and regional based teams providing engineering and project management to projects from sustaining capital works through to major capital projects.

Sydney – Brisbane – Perth – Johannesburg – Vancouver – Toronto – St. Louis

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What we are doing about project costs to meet the market

Working to improve the cost-effectiveness of project delivery through: Standardisation – reuse of knowledge to deliver proven engineering designs

for studies, detailed design and construction methodologies via: Virtual design and construct (VDC) – use of visual modelling to integrate

design, time and cost to manage project delivery Asset information modelling (AIM) – to optimise, report, simulate and

integrate data through the whole asset lifecycle (commonly described as BIM) Knowledge Centre – historical information Project Management Office – defined process to deliver projects EPCM @ Risk – commercial arrangements with performance KPIs Project management initiatives – challenge, optimise , apply.

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The process P

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Business Management System & Governance

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Standard process, designs and documentation

Standardisation 1. Asset Information - knowledge centre 2. Quality - Standard quality process 3. Engineering - Standard design elements – workshops, tanks 4. Design - 3D model, specifications, drawings 5. Controls - 4D & 5D, schedule and cost. Project Controls Plan 6. Management – Generic Safety Plan, Construction Plan, Execution Plan 7. Procurement – standard tender documentation, suppliers and logistics plans. 8. Construction – standard JSA, safety plan, lift plans, laydown and sequencing 9. Stakeholders – Communications Plan, Commissioning Plan, handover 10. Closeout – Vendor data, as builds, quality data.

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Virtual design and construct process (VDC)

Using standard designs to optimise engineering development: VDC is a Parsons Brinckerhoff initiative developed to digitally or ‘virtually’ build a project prior to construction and operation.

The process involves the development of 3-D design integrated with the WBS and procurement strategy.

Apply time and cost to the components to manage and report on progress/cost for an accurate earned value.

Benefits include:: Design optimisation/value engineering - interface clash detection - construction sequencing

- collaboration using Computer Analysis and Visualisation Environments (CAVE) - improved time/cost management

- Safety in Design reviews - progress reporting.

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VDC interface clash detection

Clashes are automatically detected when design interfaces are overlayed or integrated. VDC can also highlight schedule conflicts.

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VDC – Time and cost management 4-D/5-D

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VDC model and construction time-lapse

Bridge deck replacement on the Bay Bridge approach San Francisco

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Asset information modelling (AIM)

Asset information modelling is a process involving the generation and management of digital representation(s) of physical and functional characteristics of a facility (commonly referred to as BIM).

AIM is not a new process; the fundamentals are the same as they have always been. Through harnessing this new technology vast amounts of information can be more accurately processed: managing projects and reporting to funders, owners and the

community complying with governance and statutory requirements reducing project costs, durations and optimising asset productivity. providing an accurate asset list for the operator

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Asset documentation – select the object in the model to access documentation

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Knowledge centre

Our knowledge centre is the location of our historical information for engineering, EPCM and business procedures: it is aligned with the Project Management Office (PMO) requirements.

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Project Management Office

PMO Scope of Services

Human Resources

SHEQ

Project Management

Risk and Opportunity

Management

Engineering & Design

BIM

Planning and Scheduling

Contracts and Procurement

Estimating / Budgeting

Cost Management

Change Management

Information Management

Construct & Commission

Operations & Maintenance Glossary – key terms relevant to the

discipline. Policies – these are ‘not negotiable’ and must be complied with Manuals – these explain the standard of work required to achieve the policy. Guidelines – these show how to achieve the standard required. Templates – examples, templates, lists, registers and proforma’s which are ready to use Software – software applications applicable to the discipline.

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Project Services Agreement (PSA) with a firm but reasonable commercial arrangement around incentives and penalties based on performance outcomes and agreed Terms & Conditions Define the exact scope, fee, schedule, deliverables and

responsibilities

Layout the budget structure, interfaces & responsibilities

Define the project specific targets, aligned with project objectives

Target Cost estimate for the scope

KRA’s and KPI’s

Project schedule targets for deliverables Steering group accountable for overall project performance Compensation mechanism – directs, reimbursable, services margin

& performance adjustments

EPCM @ Risk

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More information

For more information about WSP Parsons Brinckerhoff, this presentation, brochures, capability statements, project library, show reel and contact information please go to: pbworld.com

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Soumen Dutta

ICN Queensland

Senior Consultant – Adani

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How to Access Carmichael Coal, Rail and Abbot Point Terminal 0 Opportunities

Soumen Dutta 24th Feb 2015

Supported By

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Talking points for today • About the Project • Adani’s Pit to Plug Model • ICN’s role in the Project • Accessing Project Opportunities • Procurement Process • Evaluation Criteria at EOI stage • Help available

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About the Project Project Details • The Carmichael Coal Mine and Rail project is expected to operate for 60 years and will

produce up to 60Mtpa (million tonnes per annum) of coal at its peak. • Adani is proposing to developing mine, rail and port project in Australia. This is part of

the Adani Groups Pit to Plug business model.

Key features: The Carmichael coal mine comprises a Greenfield coal mine consisting of both open cut and underground mining, on-mine infrastructure and associated mine processing facilities (the Mine) and the Mine (offsite) infrastructure.

Carmichael Mine project comprises: • Three longwall underground systems • Six open cut pits truck-and-shovel equipment • Mine infrastructure and processing facilities • Workers accommodation village and associated facilities • Industrial area • Permanent airport site. • Up to five offsite Quarries

Mine:

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Rail:

North Galilee Basin Rail (NGBR) project comprises:

• A standard gauge, Greenfield rail line approximately 380 km in length.

• Operational capacity up to 100 Mtpa.

• Trains will operate up to 24 hours/day, 7 days/week, 365 days/year and will comprise three diesel or electric locomotives and 220 wagons per train.

• Train lengths will be approximately 4,000 metres, with each train carrying approximately 23,500 tonnes.

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Port: Abbot Point T0 project comprises:

• The proposed Abbot Point T0 Coal export terminal will comprise:

• A rail connection from the Mine track (i.e. NGBR) including turnout loops and loading facilities.

• Stockyard.

• Yard machines (i.e. stackers, reclaimers, stacker / reclaimers).

• Conveyor systems to transport coal from the NGBR to the stockyard and then to the shiploader.

• Out loading and off shore berths.

• Shiploaders.

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Project Timeframes: Carmichael Coal Mine Project

• Approval received from the Queensland Coordinator General on the 7th May 2014 • Approval received from the Commonwealth Environment Minister on the 28th July 2014 • Mining Lease Approval anticipated in Q3 2015 North Galilee Basin Rail Project

• Approval received from the Queensland Coordinator General on the 12th August 2014 • Approval anticipated from the Commonwealth Environment Minister by the 30th September

2014 Abbot Point T0 project • Approval received from the Commonwealth Environment Minister on the 10th December 2013

First Coal is expected by August 2017

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About Adani • Founded in India in 1988, the Adani Group has significant international

business interests in the resources, logistics and energy sectors. Employing more than 10,000 people across the globe, Adani has, in recent years, emerged as a major player in the coal mining industry.

• Adani Groups Australian subsidiaries including, Adani Mining Pty Ltd, will own and manage the Carmichael Coal Mine and Rail project.

• Adani is committed to making positive contributions to the communities we operate in by mitigating socio-economic risks and supporting social investment that encourages community self-reliance and sustainability.

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Procurement Process • The Procurement Process for the Project will involve the following phases:

• EOI Phase;

• RFP Phase; and

• Negotiation and Award Phase.

EOI PHASE

• Respondents will be assessed on the information provided in their EOI response against the Selection Criteria.

RFP PHASE

• The second phase of the Procurement Process will involve the release of an RFP to the Shortlisted Respondents. The RFP will require these Shortlisted Respondents to submit fully costed Proposals based on the requirements outlined in the RFP document.

NEGOTIATIONS AND AWARD PHASE

• Following detailed evaluation of Proposals, the Company, in its sole discretion, expects to select number of Respondents to proceed through the negotiation and award phase of the procurement process.

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What is ICN’s role in the Project – EOI Phase

To provide Full, Fair and Reasonable access to opportunities. Provide up to date information via the ICN Gateway for Work-packages and winning

contractors. Provide Adani and POSCO with a co-located ICN Specialist. Deliver Information Sessions

On the opportunities within the Project How to Create a Supplier Profile How to use ICN Gateway to access opportunities

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Mine packages

• Camp Accommodation • Offsite Civil Works • Coal Handling & Preparation Plant on EPC Basis • Underground Coal Mining Development Contract • Underground Coal Longwall System • Underground Development Equipment • Ventilation Shafts • Supply of Underground Diesel Equipment • Supply and Services of Explosives • Underground Coal Clearance Conveyor System • Design, Supply and Construct of North Galilee Water Piping System • Supply of Diesel D10 Fuel & Lubricants • Underground Main Ventilation Fans

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• Trackworks

• Earthworks and Structures

• Signalling and Communications

• Supply of Rails

• Supply of Turnouts & Catch Points

• Supply of Sleepers & Fasteners

• Detailed Design

• Quarry Development

• Fauna Survey Consulting Service

• Carmichael Rail Project - Any Opportunities

Rail Packages

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Abbot Point Terminal 0 Packages • Onshore Civil Works (CON-01)

• Marine Civil Works (COF-01)

• Materials Handling - Construction, Erection and Commissioning Works (CMH-01)

• Materials Handling - Stacker Reclaimers and Ship Loaders (CMH-02)

• Conveyor Drive Units (PMH-12)

• Conveyor Pulleys (PMH-11)

• Fenders and Quick Release Hooks (POF-02)

• Piles, Super Structure, Head Stocks (POF-01)

• Idlers and Frames for Conveyors (PMH-09)

• Belt Magnets, Metal Detectors, Weightometer (PMH-14)

• Belt Cleaning System (PMH-13)

• Moisture Analysers (PMH-06)

• Coal Sampling System (PMH-07)

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Abbot Point Terminal 0 Packages

• Electrical Switchroom (PMH-20)

• Belt for Conveyors (PMH-10)

• Instrumentation (PMH-17)

• Reelers and Vulcanising Machine (PMH-08)

• In-loading Steel Fabrication (PMH-01)

• Onshore Outloading Structural Steel (PMH-02)

• Offshore Outloading Structural Steel (PMH-03)

• Wagon Vibrator & Wagon Trigger (PMH-04)

• Uncoalers (PMH-05)

• Electrical Equipment (PMH-15)

• Control System (PMH-16)

• Cables (PMH-18)

• CCTV Systems (PMH-19)

• Power Transformers (PMH-21)

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Evaluation Criteria – Project specific Section Number

Content Page Limits

Cover Letter Max 3 pages

Executive Summary Max 6 pages

1 Commercial and Financial Position Max 5 pages

2 Relevant Project Experience Max 10 pages

3 Resources Availability Max 10 pages

4 Current Work Commitments Max 5 pages

5 Design Management Max 5 pages

6 Risk Management Max 10 pages

7 Innovation and Value for Money Max 10 pages

8 Local Industry Participation Max 3 pages

9 Health and Safety Max 3 pages

10 Environmental and Cultural Heritage Protection Max 6 pages

11 Quality Management Max 6 pages

12 Project Commitment Max 3 pages

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Work Package Level Questions Inloading Structure:

• Does your organization supply steel to Australian standard sizing?

• Does your organization supply steel to any other standard sizing?

• Does your organization fabricate and paint light/medium/heavy gauge structural steel?

• Does your organization prepare and pre-treat surfaces of fabricated steel to Australian Standard AS1627 (Metal Finishing)?

• Does your organization apply protective coating to Australian Standards AS2312?

• Does your organization pre-assemble structural steel into modules?

• Does your organization assemble mechanical components to pre-assembled structural modules?

• Can you provide after sales service and support in Queensland?

• Does your organization have more than $60 Million of annual sales?

• Does your organization have a credit-rating report from D&B, Veda Advantage, or equivalent? If yes, please let is know which standard?

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Where is help available ? • Watch Video Tutorials on ICN Gateway Home Page for: a) ICN Gateway Overview b) Create a Company Profile on ICN Gateway c) Submit an Expression of Interest on ICN Gateway d) Search for Suppliers e) Search for Opportunities

• Download User Guide from http://www.icn.org.au/qld_home • Call us on 1300 961 139 or 07 3364 0670 • Email us [email protected]

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Aston Smith

ICN Victoria

Manager – Resources program

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Panel Discussion

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Don Matthews

ICN Victoria

Executive Director

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Thank you

Connecting to Resources

2015 AUSTRALIAN INTERNATIONAL AIRSHOW Tuesday 24 February 2015, 9.00am – 12.00pm