Portfolio 26 hundred 2013 v1 by 26 Hundred

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Flyers and posters

THE ACT HEALTH PROMOTION GRANTS PROGRAM 2013/14 Health Promotion Sponsorship Funding Round

Funding Guidelines Sponsorship funding for organisations to create and promote healthy environments Closing Date: Monday 18 March, 2013

Developing a healthy food and drink culture throughout ACT schools.

Booklets and documents TOTAL SQ METRES

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Buy-Lease-Sale • Acquisition of untenanted building • Sale of newly tenanted building Property Management: • management of an individual facility • rental contract management • facility management • maintenance

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costs, property plays a vital role in the overall supply chain strategy.

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• identification of funding options • site and permit acquisition

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KPI METRIC

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Re-design of an existing portfolio to better balance cost versus risk, by analyzing key drivers: of transport, real estate, labor cost and tax incentives

• management of the 3rd party developer process • campus solutions to reduce start up and operational risks by leveraging resources, talent and knowledge within a campus environment.

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Asset-Management: • ongoing management of existing real estate portfolio • identification of additional opportunities for network re-design or portfolio cost/value maximization

LEASES

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5.3 Branding and collateral

Brand Application â &#x201E; Business Cards

Option A - White background

1.2

Logo Elements / Identity

Option B - Solid colour background

Kel Telford Chief Information Officer T +61 2 9657 7660 | M +61 (0) 419 438 174 | F +61 2 9657 7660 kelvin.telford@echoent.com.au

Echo Entertainment Group Ltd | ABN 85 149 629 023 Star City, 80 Pyrmont Street, Pyrmont, NSW 2009 echoentertainment.com.au

The examples on this page illustrate how the identity comes to life through interaction and application.

Business Card Side 1 Debossed 'Echo' logo

Business Card Side 2 Debossed show through from Side 1

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Invest Brand Guidelines

Welcome

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Booklets and documents

The Fresh Tastes program is about creating a healthy food and drink culture throughout every part of school life. Fresh Tastes supports schools to do this through six action areas: Cooking Food, Growing Food, Food from Home, Classroom Learning, Food for Sale, and Healthy Food and Drink Guidelines. Your school will choose one or two action areas to work through each year over three years.

The Mixing Bowl Healthy Recipes for One or Two...

First edition | October 2012

By now, your school will have formed a working group and have chosen which action areas to implement over the next year. Now it’s time to write an Action Plan to work out what your school wants to achieve (goals), and how to do it (strategies). You will have an Action Plan for each action area.

Action planning guide

This Action Planning Guide (the Guide) is a tool to help write an Action Plan for each action area.

The Guide includes a range of free activities, support services and resources to make action easy, particularly for teachers in the classroom. The Fresh Tastes team from ACT Health will work through the Guide with your working group at a planning workshop. At the end of the workshop, your school will have an Action Plan to follow for the year ahead.

The five steps you will follow, to write your school’s action plan, are:

A tool for writing your Fresh Tastes Action Plans

1. Goals for your Action Plan

A joint Australian, State and Territory Government initiative under the National Partnership Agreement on Preventive Health.

2. Strategies for your Action Plan

Contact the Fresh Tastes Team

3. Evaluating your Action Plan

4. Planning for sustainability

freshtastes@act.gov.au

5. Final checklist

www.health.act.gov.au

Fresh Tastes is coordinated the Health Improvement Branch, ACT Health.

FOREWORD FROM THE CHIEF MINISTER Cycling and walking are simple ways for children to incorporate physical activity into their everyday lives. When this replaces car journeys to school, the extra physical activity can improve health outcomes. Co-benefits include easing traffic congestion, reducing greenhouse gas emissions, creating safer environments and improving social cohesion, and potentially encouraging more parents to also engage in active travel.

This program is a joint Australian, State and Territory Government initiative under the National Partnership Agreement on Preventive Health. ACT Government is working in partnership on this program with:

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Although Canberra enjoys good cycling and walking infrastructure and high participation for recreation, unfortunately active travel to school rates are in decline as is the case across Australia. This initiative aims to increase walking, cycling and use of public transport among school students in the ACT. It has the potential to increase the proportion of children and young people participating in at least 60 minutes of moderate physical activity each day; and decrease the proportion of children and young people at an unhealthy weight

We would also like to acknowledge the input of Education and Training Directorate teaching staff, Terry Eveston and Justin Lenehan.

4 | Ride or walk to school

This program has been funded under the National Partnership Agreement on Preventive Health, Healthy Children Initiative to increase the levels of physical activity of children up to 16 years of age. It also aligns with Transport for Canberra, the International Charter for Walking and the National Bicycle Program 2011-2016 that ACT Government is a signatory to. Like other Australian jurisdictions, ACT has moved beyond walking school bus programs towards a broader, more integrated active travel program. This initiative is the outcome of an extensive review of programs around the world that promote walking and riding to school following a comprehensive consultation process.

Katy Gallagher, MLA

Chief Minister • •

Minister for Health Minister for Territory and Municipal Services

Government and non-government stakeholders have had input and ACT school students were given the opportunity to provide their views on what programs in the schools should look like. These consultations have resulted in a collaborative program relevant to the ACT situation and population. A dynamic group of non-government organisations committed to working with the ACT Government to increase the physical activity levels of children and young people have played a key role in the development of this plan and will continue to play a key role in its implementation. Their input is greatly valued and should be commended. While the Health Directorate is taking the lead for implementation of this program, a whole of government commitment is crucial for successful outcomes. Key Directorates are already active partners in this initiative and further partnerships will be considered to ensure we as a government contribute to an environment that promotes and supports students walking and riding to school as a normal part of everyday life. ACT government agencies that work in or around the school environment have nominated a representative to work alongside the Health Directorate to provide advice and integrated responses to barriers to riding and walking to school. I am very pleased to support this important initiative and look forward to seeing more students and families walking and riding to our schools in the ACT.

A game plan to encourage active travel in ACT schools | 5

Ride or Walk to School is an ACT Government initiative

Branding and collateral

Document layout Layout

Original stock images (Used on cover)

Document layout

Highlights A Blueprint for the Reform of the Australian Customs and Border Protection Service

Summary

The Blueprint is for our people and their representatives, industry, the community, partners here in Australia and internationally, and the government. It provides us all with a clear picture of the future and the areas we intend to focus on in the near term to realise our vision.

About the Service

The Service performs a vital role protecting the safety, security and commercial interests of Australia. Over 5,000 highly dedicated officers undertake this task for the Australian community, working closely with industry, other law enforcement partners, government and international agencies.

Need for Change

The future outlook for Australia’s border is particularly challenging. More than ever before, ensuring the security and integrity of our borders is essential for the economic prosperity and protection of the Australian community.

Contents

Highlights

Foreword by the CEO

Summary

The Border

About the Service

The Need for Change

Vision

Reform Tracks

Border Force officer

How I serve

The Experience – Towards 2020 and Beyond

Our Reform Achievements To-date

Our Transformation

David is a Border Force officer within the Service. He chose this career stream to be part of the Service’s frontline with a focus on protecting Australia’s borders. He passed fitness, medical and psychological tests to join the Border Force.

David is proud to have an active role serving the community. He acts with integrity, professionalism and respect when engaging with users of the Service across the entire border continuum, including air and sea ports, and Australia’s extended maritime domain.

Our Transformation

Our vision is founded on three tracks – Our People and Operating Model; Modernisation; and Integrity. A range of initiatives across seven transformations support the realisation of our vision.

Blueprint for Reform 2013-2018 Australian Customs and Border Protection Service

Culture, Leadership and Integrity

Workforce

Intelligence

Trade and Goods

Traveller

• Supported by Intelligence

Enforcement

• Highest levels of integrity

Enabling

Engagement

Implementation – Programme Management Office

• Professional

• Uniformed • Clear vocation

www.customs.gov.au

• Sense of purpose

Future Experience: Border Force Uniformed • Visible • Mobile

Blueprint for Reform 2013-2018 Australian Customs and Border Protection Service

BLUEPRINT FOR REFORM 2013 – 2018 Australian Customs and Border Protection Service

Criminal enterprises will continue to seek new and varied ways to move people and goods across the Australian border illegally. Organised crime activities are not just limited to illicit drug markets; organised criminals are involved in a range of activities across the border continuum, including revenue evasion, tobacco smuggling, money laundering and people smuggling.

Serious and Organised Crime The nature and type of commodities traded for illicit profit is likely to expand into the future, aided by the speed and complexity of new travel routes and supply chains. The Australian Crime Commission conservatively estimates that serious and organised crime currently costs Australia between $10 billion and $15 billion every year.8 Those trying to breach our borders are highly adaptable and opportunistic, and almost all major crime organisations have some form of international connection. This makes the border crucial for our operations and efforts against organised crime. This includes the maritime space, where the Service has invested significant resources to meet our responsibilities for responding to unauthorised maritime arrivals, illegal exploitation of natural resources, piracy, robbery and violence at sea, maritime terrorism and other risks.

• Highly skilled • Visible • Strong leadership • Multi-disciplinary

Previous efforts to combat organised crime have had significant success; however, the ongoing and pervasive threat associated with organised crime requires that our approach is dynamic, targeted, comprehensive and integrated with our law enforcement partners, both domestically and internationally. To continue to meet the challenge, our officers need to have the right tools and capabilities. We also need to ensure our officers are highly professional and resistant to corruption. Corruption is a serious and ongoing concern for all law enforcement and regulatory agencies, and recent events have highlighted the need to strengthen the Service’s anti-corruption and integrity measures.

$10-15 billion The Australian Crime Commission conservatively estimates that serious and organised crime currently costs Australia between $10 billion and $15 billion every year. 16

Significant progress has been made to harden the Service against corruption, including the introduction of drug and alcohol testing and targeted integrity testing. Chief Executive Officer Orders have also been issued on professional standards and the mandatory reporting of serious misconduct, corrupt conduct and

criminal activity (see page 26). Our reform will further strengthen our anti-corruption framework and controls. Meeting the challenges posed by organised crime and corruption requires a sustained effort to embed a culture hardened against corruption but which also allows an agile workforce to effectively respond to the changes in criminal behaviour. No matter how good our modern systems and intelligence platform, we cannot underestimate the edge that a uniformed border protection officer, with their intuition and presence, can provide us at the border. To strengthen our approach and our operational agility, we need to introduce improved command and control structures and enhance the skills and capabilities of our uniformed workforce. Across the Service we will also strengthen capability and leadership skills through enhanced recruitment processes, active career management, and structured professional development.

Australian Crime Commission, Organised Crime in Australia, 2011 p3

• Active career management • Structured training and development

Where I serve

My Career Opportunities

As a Border Force officer, David can be deployed regionally by domain (airport, seaport, cargo or maritime) or function (i.e. aircraft and vessel search, patrol, audit, investigate). Mobile technology supports his ability to meet operational needs, including real-time collection of intelligence.

As part of his career development, David is provided structured learning and development to equip him for a range of tasks. To progress his career, he is provided opportunities across the Service.

Document layout and event collateral Client Department of Defence Product Defence Health Services, Annual Report Medium Print Digital

Client Australian Army Product Iâ&#x20AC;&#x2122;m an Australian Soldier Medium Print Digital

Overview This booklet was used to promote the values of the Australian Army and to present Australian Defence History. It is regularly given out to international diplomats and high ranking officials.

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Overview This booklet was used to promote the values of the Australian Army and to present Australian Defence History. It is regularly given out to international diplomats and high ranking officials.

Website art direction Previous

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Photography art direction

Proposal and bid documents

Optus internal branding

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KEy ISSUE DISCUSSION: A changing climate Q&A with Brent Gerstle, Environment Manager and Corporate Responsibility Task Force Member replace physical movement of people. Teleconferencing is working now but with improvements to technology, and increased availability of high resolution video-conferencing, there will be less need for travel, resulting in better efficiencies for businesses.

EMPLOYMENT PARTNERSHIP AGREEMENT What role does Optus see itself playing in reducing global climate change? Optus, and the telecommunications industry more generally, will be a key facilitator in helping businesses grow and become more efficient, while reducing their carbon footprint. This will take the form of efficient telecommuting and reduced travel as telecommunications services

Our environment REduCInG OuR FOOTPRInT We are committed to reducing our environmental footprint and to implementing best practice in the management of our operations, processes, products, services and suppliers. Environmental Management

Environmental Management

We are committed to reducing our environmental footprint and to implementing best practice in the management of our operations, processes, products, services and suppliers.

• Policies, management systems and reporting

A changing climate

EPA2012

• Energy consumption and climate change

Minimising the impacts of our products and services 48 • • • •

Paper, packaging and recycling Working together in the supply chain Our operations Managing the impacts of network expansion

EMPLOYMENT PARTNERSHIP AGREEMENT

What are the key areas of focus for mitigating Optus’ operational impacts on climate change? At Optus we are looking across the whole business for areas where efficiencies can be achieved. In lighting and air-conditioning for the offices and network facilities we have implemented a wide range of actions. We are working towards implementing other fundamental changes. For

Policies, management systems and reporting Our Environmental Policy outlines our commitment to minimising the impact of our operations: • Establish and maintain processes and practices to comply with applicable environmental laws. • Minimise pollution of the environment from our operations. • Minimise waste generation by adopting the philosophy of reduce, reuse and recycle. • Seek to achieve best practice environmental management in all aspects of our operations. • Establish a framework to pursue environmental management on an ongoing basis with provisions for continuous performance improvement. • Encourage and assist contractors to pursue environmentally sound practices. • Ensure the community are involved and kept aware of construction and operational activities and that any of their questions or concerns are considered and answered promptly.

example, we are assessing the purchase of equipment on a Total Cost of Ownership basis to include the energy costs of operation rather than just the capital cost of purchase. How is Optus helping to reduce global climate change? Internally, we can ensure our systems are effective to manage energy efficiency in the best possible way. We are investigating methods of using on-site renewable energy to power our facilities. Concurrently we want to do the best we can for our customers by supplying services and systems that reduce their energy use while enhancing their customer experience.

This policy is supported by our Environmental Management System (EMS) which provides a framework for managing our environmental impacts. Based on the international standard ISO 14001:2004, our EMS enables us to monitor, control, report and improve our environmental performance. We provide training to all relevant employees to ensure they have knowledge of current regulatory requirements and our internal standards and policies. Our organisation-wide Green Taskforce oversees the implementation of our Environmental Policy and EMS. The Green Taskforce is supported by teams, such as our Energy Efficiency Team, which investigate and implement special environmental issues.

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Proposal and bid documents

Our global team is proud of our journey with you so far and are passionate about being a part of your future.

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2002

Due diligence for Britanic

Value-creating activities

Appendix 1. Your team

2009

Tax Restructuring in US, IT Systems advice

1995

2009 2005

Accounting for the transition to IFRS

Our people are our best asset and we offer our best to you from our Brisbane and global offices. We understand that the working relationship is paramount to you and as such was a key criterion when selecting the right team to work with you.

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2005

FLT enters ASX 200

2007

Application of group accounting policies into Liberty as part of acquisition accounting

2006

Private equity bid

2006

Vertical integration evolves as acquisition of niche businesses begin

We share this challenge and striving for greater global consistency is at the core of our strategic commitment to you. Our global audit approach has been reviewed and will support the objectives of Project Copernicus in many ways including: •

Value Simplicity – We will host Flight Centre Connect in late 2012 to fast track streamlining the global audit approach and share insights across the Group.

•

Challenging the Status Quo – Review of credit policy, procedures and controls to ensure One Best Way in the management of credit risk in the global corporate travel business.

•

Harnessing Global Intellect – We will connect you with our network of clients to workshop and share ideas on business topical issues. Clients such as APN News & Media, ANZ and Rio Tinto.

Steve and Leanne have extensive experience managing global clients such as Billabong and Rio Tinto and understand how an efficient and effective global audit should be delivered. They have already identified some key enhancements to our process. One of which is the accelerated integration program, whereby our head office team will work on the ground with any new territory that comes into the Flight Centre group audit. This will commence in FY13 with our Indian and Singaporean teams to ensure they understand the one best way to audit Flight Centre.

We need PwC to help us to connect with leading global companies

Combining our insights and learnings globally we will define and deliver One Best Way in regards to your global audit.

Global Confidence

Our j

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One Best Way

As a truly global organisation, a key challenge is ensuring consistency in your business model across the globe. With respect to different cultures, regulatory requirements and locally accepted practises to navigate, the focus required to achieve One Best Way, is a constant.

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Our team is supported by a selected group of subject matter experts, all of whom are currently working on the 2012 audit to bring insight and value including: • Accelerated month end close project – Stephen Loadsman • IT Controls remediation – Darren Griffiths • Cash Insights: Opportunities to streamline bank accounts – Ashley Rockman • Risk management framework insights – Sandra Birkinsleigh

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John Riccio will support Steve and the team. John is an internationally experienced partner specialising in online retailing and business transformation. He will work with the audit team to provide you with digital insights and leverage learnings from other industries such as retail and consumer and financial services.

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The team brings relevant technical excellence, industry expertise and a commercial mindset to help you achieve your objectives for consolidation and future growth. It is a team that will challenge when necessary, bring issues to the table as soon as they arise and act as an independent sounding board for management and the Board.

Heath

John Chris

Ben Will

Christie Katie

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We need a PwC global team that is able to grow with us in Asia

As the largest professional services firm in the world, we operate in more countries than any other professional services firm. Flight Centre is a priority account for our firm and we are passionate about partnering with you into the future. In Asia, we have the widest coverage of the Big Four and as your expansion strategy continues, will ensure you we have the team that is right for you. We acknowledge that we have had service issues in India and Singapore in the past and have worked with the leadership teams in Asia to identify the best partners to lead your audits. Suchita Sharma and Graham Lee have given a commitment to service quality, responsiveness and to deliver a coordinated and consistent Flight Centre audit in India and Singapore.

Luke Sayers, our Australia CEO is also the Vice Chairman of the Asian region. Luke has mandated Steve to ensure we have the right resources in place wherever you operate in Asia. He is committed to ensuring we provide you with a seamless, integrated and responsive Asia solution. We see ourselves as your “eyes and ears” in the region. With PwC, there is no transition cost or disruption on the global audit of the Flight Centre Group for you. Other firms will commit to investing their costs of transition. They cannot, however, prevent the need for management’s time and attention to be diverted. At a time when management has many competing priorities, a refreshed PwC audit will enable Flight Centre to stay focused on the issues that matter most.

Infographics Client brief

After creative input

Infographics What will BDTs do in the next 6 months?

Personalise the experience

•All Staff validate and complete their Profile so that News and Tools can be personalised.

Populate the PwC Online Intranet

•Content Publisher populates the PwC Online Intranet with business relevant content and news

Make content discoverable

•Search Lead prepares content for Google Search so that good content can be discovered, shared and re-used.

Create virtual team rooms

•Collaboration Lead supports Project Teamrooms to enable people to run projects in virtual teams.

Create communities of expertise

•Social Networking Lead supports groups in Spark so that to connect people and expertise.

PwC Online

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Design option #2 Building Digital Collaboration

Personalise the experience

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All Staff validate and complete their Profile so that News and Tools can be personalised.

Personalise the experience

All Staff Validate and complete their Profile so that News and Tools can be personalised

Populate the

discoverable

PwC Online Intranet

Make content

Content Publisher populates the PwC Online Intranet with business relevant content and news

Search Lead prepares content for Google Search so that good content can be discovered, shared and re-used.

Online

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virtual

Create team rooms

Collaboration Lead supports Project Teamrooms to enable people to run projects in virtual teams.

Create communities

Social Networking Lead supports groups in Spark so that to connect people and expertise.

expertise

User Feedback for next iteration through Spark

Populate the PwC Online Intranet

Content Publisher Populates the PwC Online Intranet with business relevant content and news

Make content discoverable

Create virtual team rooms

Prepares content for Google Search so that good content can be discovered, shared and re-used.

Collaboration Lead Prepares content for Google Search so that good content can be discovered, shared and re-used.

Create communities of expertise

PwC Online

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Pharmaceutical companies are facing challenges to their businesses created by the uncertain economy, globalisation of the industry and the impact of changes to the PBS

Improve engagement

Enhanced optimisation

Creating sustainable value

Greater control

Packaging

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Why invest in JBWere model portfolios? • Our extensive experience JBWere has been investing successfully in Australian equities since 1840. Our proven track record is a result of our consistent strategy of investing in high conviction portfolios. We pick the best blue chip stocks and invest in them over the long term.

JBWere Model Portfolios September 2011

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JBWere – Income Portfolio

The Growth Portfolio aims to provide investors with additional capital growth by investing in Australian shares that we believe have the potential to deliver superior returns over the medium to long term.

The Income Portfolio aims to provide investors with higher tax effective income by investing in Australian shares that deliver better dividend yields and high franking levels.

Investment objective

Outperform the S&P/ASX 200 Accumulation Index over the medium to long-term.

Investment strategy

A concentrated portfolio of Australian shares expected to provide superior capital growth. The portfolio targets low annual turnover as we have high conviction in the performance of the companies we invest in.

Number of shares

Around 15 – 25 stocks

Annual turnover Average holding periods Restrictions

• Quality research

Investing in a JBWere model portfolio via a separately managed account combines the benefits of direct share investing with the advantages of a professionally managed portfolio.

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It’s a more cost effective, tax efficient, transparent and flexible way of investing.

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‘you can offer your clients a better way to invest directly in australian shares.’

Quality research is the core of our business. Our team of investment strategy experts access a wide range of views from within Goldman Sachs & Partners Australia, Goldman Sachs International, the National Australia Bank and many external providers, enabling us to confidently navigate changing market conditions to deliver a truly independent view. Key benefits

Investment objective

Provide a higher level of income and franking credits than the S&P/ASX 200 Accumulation Index over the medium to long term.

Investment strategy

A concentrated portfolio of Australian shares expected to deliver a consistent income stream and high franking levels. The portfolio targets low annual turnover as we have high conviction in the performance of the companies we invest in.

20–40%

Number of shares

Around 15 – 25 stocks

$500,000

Annual turnover

15–30%

Portfolio can not invest in property trusts/REITs

Average holding periods

3–5 years

Restrictions

Portfolio can not invest in hybrid securities

• A competitive edge for your business

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JBWere – Growth Portfolio

You get access to the research and investment ideas of JBWere through our investment portfolios:

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JBWere – Growth Portfolio

What we look for in a stock

JBWere – Income Portfolio

Before a stock makes it into our research universe it needs to rate highly on issues such as:

• Risk management

JBWere Guidelines 2013 Page 15

Our strict investment process means we become your quality control for the stocks you’re investing in. • A cost effective solution By taking away the administrative burden we save you time and money, helping you focus on what’s important – your clients and your business.

A few examples

You will also find the MER of our portfolios competitive. • A more effective structure As your clients retain beneficial ownership of their shares they receive all dividends paid and the associated franking credits. • Transparency

an investment that talks your language

open the knowledge bank

the work you do today, guaranteed for tomorrow

a strategic investment of time

join the dots in your investment strategy

because giving shouldn’t be taxing

the a to z of custom investment advice

it’s time to enjoy your wealth

make your investments make a difference

You know exactly which shares your clients

• quality of management • business model • level of gearing • industry structure

How to invest

For more information please contact:

The JBWere model portfolios are available on various separately managed account platforms offered by different providers. To find out which platforms the portfolios are available on, and for a copy of the relevant offer document, please contact a member of JBWere’s dedicated team for financial planners.

Andrew Tracy (02) 9321 8552 andrew.tracy@jbwere.com Darcy Pethers (02) 9321 8599 darcy.pethers@jbwere.com Hamish Lindeman (03) 9679 1486 hamish.lindeman@jbwere.com David Bedford (03) 9679 1068 david.bedford@jbwere.com

Important Note: This document comprises general advice only. In preparing it, JBWere Pty Ltd (JBWere) did not take into account the investment objectives, financial situation or particular needs (‘financial circumstances’) of any particular person. Accordingly, before acting on any advice contained in this document, you should assess whether the advice is appropriate in light of your own financial circumstances or contact your advisor. If you were referred to JBWere through an investment advisor, that advisor may receive a financial benefit from JBWere for dealing in financial products on your behalf. Your JBWere advisor will give you details of any benefit payable to the investment advisor who referred you to JBWere. This document has been prepared by the Private Wealth Management team at JBWere. It is not a product of the JBWere Investment Strategy Group. The views and opinions expressed here may differ from the views and opinions expressed by the JBWere Investment Strategy Group or other departments or divisions of JBWere. To the extent that this document discusses general market activity, industry or sector trends, or other broad based economic or political conditions, it should not be construed as research or investment advice. To the extent it includes references to specific securities, those references do not constitute a recommendation to buy, sell or hold such security, and the information may not be current. Past performance is not a reliable indicator of future performance. The information contained in this document is based on our general understanding of taxation and other laws. You should consult with your taxation advisor before acting on the information or data contained in this document or contact your JBWere advisor if you require further assistance. JBWere Pty Ltd and its respective related entities distributing this document and each of their respective directors, officers and agents (‘ JBWere Group’) believe that the information contained in this document is correct and that any estimates, opinions, conclusions or recommendations contained in this document are reasonably held or made as at the time of compilation. However, no warranty is made as to the accuracy or reliability of any estimates, opinions, conclusions, recommendations (which may change without notice) or other information contained in this document and, to the maximum extent permitted by law, the JBWere Group disclaims all liability and responsibility for any direct or indirect loss or damage which may be suffered by any recipient through relying on anything contained in or omitted from this document. © 2011 JBWere Pty Ltd ABN 21 68 137 978 360, AFSL 341162. All rights reserved. No part of this document may be reproduced without the permission of the JBWere Group. JBWere Pty Ltd is 80.1% owned by National Australia Bank Limited and 19.9% owned by Goldman Sachs & Partners Australia Pty Ltd.

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