Contents Projects 05 Capital Raising 09 Digital Campaign 13 Community Engagement 19 Issue Management 27 Brand Building 43 Events 55 Business to Business 61 Video production 65 graphic & DIGITAL design 67The situation The South East Australia Gas (SEA Gas) underground gas pipeline – a joint venture between International Power, Origin Energy and TXU Australia - was constructed to transport gas from Port Campbell in Victoria to Adelaide. The construction area has spanned 680 kilometres with work crossing two States, 13 State and Federal electorates, 15 Local Government areas, the catchment of several hundred local, regional and metropolitan media outlets, and more than 660 properties over a 12-month period. Hughes Public Relations was appointed by the SEA Gas consortium in the feasibility stage of the project in 2001 to assist in managing communication with a broad range of stakeholders, who could impact upon the timely and cost-e ective delivery of this major “fast track” energy infrastructure project, and to protect the public reputations of the consortium partners. Objectives Key objectives of the communications program included: • Supporting positive government relations e orts at a local, state and federal level; • Supporting the e icient administration of regulatory requirements through clear and sensitive communication of environmental, cultural heritage and community commitments by the SEA Gas consortium; • Protecting and enhancing the reputations of the members of the SEA Gas consortium, particularly given that construction of the project was undertaken by an independent “turn key” contractor; • Managing landowner expectations to minimise disruption to “fast track” construction activities; • Managing inevitable issues and crises associated with construction of the project in a manner that allowed continuity of the construction process but which respected the regulatory and other commitments of the consortium. Elements Implementation of the communications program consisted of the following key elements: • Establishment of a Public A airs Team that met weekly via teleconference since before the commencement of construction with the Public A airs Team Chair reporting weekly to SEA Gas Directors; • Establishment of strict policies and procedures for Public A airs, Issues Management and Sponsorship (prepared by Hughes Public Relations); • Consultation with key project participants prior to commencement of the project resulted in the development of a Public A airs Guide identifying predictable risks to the project; • Compilation and regular updating of a comprehensive stakeholder database; • Regular direct Ministerial briefings by the Chair of the Public A airs Team; • Pro-active dissemination of information to regional media along the pipeline route prior to construction commencing in their region including news releases and fact sheets; • Prompt reactive media responses (where required) to manage issues identified through research; • Regular distribution of newsletters to all landowners and other stakeholders along the pipeline route; • Development of key messages to assist clear communication on potential issues prior to their emergence in the public arena; • Speaking engagements at local community organisations for the Project Liaison O icer and speaking engagements for SEA Gas Directors to reach government, regulators and industry stakeholders; • Regular provision of news and technical articles to industry journals to inform government, regulators and industry stakeholders; • Identification of key sponsorship opportunities; • Development and regular updating of a website including access to all news releases, environmental reports and other statutory documentation to ensure accessibility and transparency; • Preparation of a static display for positive branding of the project at public events. Outcome Construction of the SEA Gas pipeline was completed on budget, ahead of time, with progress marked by a virtual absence of negative media comment or community concerns. Its construction – in contrast – has generally enjoyed strong local community support, positive media coverage, strong local government advocacy and the continuing support of both the South Australian and Victorian State Governments. SEA Gas The communication pipeline projects 05 case studiesThe situation In April 2012, the Asian Pacific Group announced it would open its first Art Series Hotel outside of Melbourne in the Adelaide suburb of Walkerville and it would be named a er Aboriginal artist Tommy Watson. However, following this initial announcement very little communication was provided and the public perception was The Watson would be a hotel rather residential apartment building. In fact, the hotel was just a small component of the development and residential apartments would occupy the majority of the development. In late January 2013, Hughes PR was appointed to manage the launch of the 210 apartments onto the market and to establish the Asian Pacific Group’s credentials in South Australia. The consultancy was given ten weeks to develop and implement a plan which would build awareness and provide momentum in the lead up and following a public sales launch on Saturday 16th March, 2013. Objectives The Asian Pacific Group had a number of objectives for the launch of The Watson including to: • Establish the Asian Pacific Group’s credentials to provide purchasers with confidence in the project; • Assist the Asian Pacific Group develop relationships with local government and industry to support future growth in South Australia; • Position The Watson as a unique and desirable project for owner occupiers and investors; • Build registrations of interest and project enquiries; • Create a positive environment to support the project launch; • Identify and mitigate any risks associated with the project; and • Drive sales with the objective of selling down the project in less than 8 weeks. Elements Hughes PR developed a 3-stage Communications Plan which included: Stage 1 – Brand and Relationship Building • Coordinating and managing a project ‘ground breaking’ event with the Premier of South Australia, industry representatives and media; • Developing digital communications including web site content, establishing an Electronic Direct Mail program and managing online video content. • Project familiarisation for local key opinion leaders including retailers, council and residents; and • Media pitches – Work commencing onsite, The Watson’s role in regenerating Walkerville Terrace precinct, making Walkerville accessible for younger buyers, Adelaide development activity in 2013 (national media) and business profile piece on the Asian Pacific Group. Stage 2 – Project Launch • Coordinating and managing the Display Centre/Display Apartments VIP preview event and key stakeholders and Public Opening event. • Launch Electronic Direct Mail including new video and photos; • Video Production – Creating video packages from the two events; and • Media Pitches – Michael Klim to design pool, opening day media call, opening weekend sales and local buyers investing in The Watson Stage 3 – Post-launch brand and relationship building • Media Pitches – Sales updates, community playground plans and Asian Pacific Group’s plan for more SA projects; • Coordinating project success briefings; • Coordinating and managing a celebratory event for all onsite tradespeople; • Briefing on the project’s success and a site tour with Tom Koutsantonis MP, Minister for Housing and Urban Development and senior members of Renewal SA; and • Review of possible industry award submissions. Outcome Following the VIP launch and opening weekend, The Watson sold 139 of the 210 apartments at a value of $51.6 million. Two weeks later, this figure has risen to 160 apartments and by the end of April The Watson had sold 195 apartments at a value of $74 million. In six weeks and despite a very flat market where many local apartment projects were being shelved, The Watson had become the fastest selling apartment project in South Australian history. Hughes PR’s work has been recognised by the developers and through independent research with buyers as making a significant contribution to the project’s success. Research conducted with buyers showed 80% had registered as a result of seeing a media story. In ten weeks, the consultancy: • Coordinated and managed three major events including securing attendance from the Premier of South Australia at short notice; • Secured and managed all project suppliers and associated budget including photographers, caterers, audio visual, hire companies and signage specialists; • Produced 3 project videos which generated more than 3000 YouTube views; • Conducted project briefings for all key stakeholders and media; • Generated 20 individual pieces of national and local media coverage in 15 publications including coverage in The Australian, Financial Review, The Advertiser, Channel 7 and City North Messenger. The watson Sales launch projects 07 case studies09 case studies The situation In late July 2005 Hughes Public Relations was appointed by Clean Seas to assist with the communication of its October, 2005 Initial Public O ering of some $18 million. At the time, Clean Seas was virtually unknown beyond the Port Lincoln region and the inner circles of the Australian aquaculture industry. Its Chairman, Hagen Stehr, AO, was known as a successful “flamboyant tuna fisherman” but not widely acknowledged for his pioneering role in Southern Bluefin Tuna farming or the successful breeding, grow-out and multimillion-dollar worldwide export of South Australian kingfish and mulloway. The communication task facing Hughes Public Relations was threefold: 1. With relative speed, establish the credentials of Hagen Stehr and the Stehr Group as successful and credible pioneers of Australian aquaculture (prior to the announcement of the IPO and prospectus release in October 2005); 2. Aid the Board and the Due Diligence Committee formed for the public listing, with appropriate communication tools and opportunities to educate and excite the investment market about the commercial potential of Clean Seas, as a means of generating investment support for the company’s Initial Public O ering (through the issue of its prospectus on October 28, 2005); 3. Build and sustain investor interest in Clean Seas stock to coincide with the company’s listing on the Australian Stock Exchange on December 12, 2005. The communication strategy roll-out was based on achieving the above key outcomes within the timelines also outlined above. Objectives Hughes Public Relations’ task was to plan and implement a program in support of Clean Seas Tuna’s impending listing: • Identifying and briefing key aquaculture industry advocates (including key State and Federal MPs, senior bureaucrats and independent academics) to win support for sought-a er research dollars from leading government agencies for the world-first project to come to fruition; • Building interest in the State’s aquaculture industry and the Stehr Group in the context of the growing international requirement for protein food sources (increasingly from sustainable fishing); • Creating goodwill and support among the local community; • Specifically promoting the capital-raising program on the back of an announcement of Clean Seas Aquaculture’s success in obtaining a $4 million+ AusIndustry Commercial Ready Grant for the closure of the Southern Bluefin Tuna lifecycle; and • Promoting the Stehr Group’s e orts to date preparing for the breeding of tuna at Arno Bay, and then supporting the capital raising with ongoing positive communication through the media and other avenues. Elements The consultancy developed an objective-focused communication strategy comprising the following elements: • The consultancy established and coordinated a “communication team”; • Clean Seas Tuna Limited Chairman, Hagen Stehr’s profile was fine- tuned as the spokesman for the company; • Key media were targeted and kept informed; • The consultancy developed an outcome-focused PR Calendar; • The consultancy coordinated and oversaw the production of all supporting material to ensure all material was consistent and cohesive; • The consultancy identified and briefed key aquaculture advocates; • Organised and supervised media training for Clean Seas Chairman Hagen Stehr and his son, Clean Seas General Manager Marcus Stehr; • Organised an exclusive event to commemorate Clean Seas’ historic listing on the Australian Stock Exchange. Outcome Hughes Public Relations, through a carefully planned strategy and relationships established with key national business and financial journalists, achieved widespread and consistent positive publicity in the lead-up to the listing. Although Clean Seas was based in remote Port Lincoln, the consultancy achieved national media cut-through by involving company Chairman Hagen Stehr in relevant aquaculture industry articles with mass appeal to the public. Extensive coverage was achieved in The Australian, The Australian Financial Review, The Daily Telegraph, The Herald Sun, The Courier Mail, The West Australian, The Adelaide Advertiser and ABC, along with feature-style stories on the ABC’s Stateline program and in Business Review Weekly. Extensive coverage was also achieved more broadly on radio and television. The media coverage generated had a ripple e ect throughout the Australian and overseas investor communities. Financial analysts began tracking the company and its progress, alerting investors to the opportunity. The prospectus – which the consultancy played a key role in shaping and project managing – achieved very positive feedback from ASIC on presentation and review. Clean Seas Tuna Limited Fishing for investors CAPITAL RAISINGNext >