That $6bn TenderBook..., page-235

Hi Pioupiou
With reference to your comment
“......The foregoing list still leaves NWH exposed to securing most of its revenue in a fairly lumpy way, and relying on a relatively small customer base.
Increasing the customers numbers in the three tiers of government is an obvious path for NWH, and a path down which NWH can easily wend via its Golding business, and as we can see from RCR's contracts, RCR also can contribute to expanding business to new customers like Sydney Water.”..


In regards the small customer base, it is interesting that RCR made a ‘strategic decision’ in early 2016 to shut down much of it’s mining technology business .....especially in Queensland where coal was obviously not 2016’s flavour of the month and had not been for five years preceeding.
Overall there were 270 jobs lost and 14 Australian plants closed down ... specific to coal: “RCR intends to discontinue twelve unprofitable businesses highly exposed to this type of mining services..”.
The decision was made to only retain a few ‘key’ customers.

“4 April 2016
RCR EXITS COAL SERVICES AND SIGNIFICANTLY REDUCES FABRICATION CAPACITY AND REGIONAL PRESENCE IN MAJOR COST-OUT AND STRATEGIC RE-ORGANISATION
STRATEGIC REVIEW....”
https://hotcopper.com.au/documentdownload?id=uOMxKKzFkiWRTLKhOROKAxjvFDZpiw27rW73tOhr/M1NT7rKEY4XWRNvO1HhlFA=

https://thewest.com.au/news/wa/rcr-flags-270-job-losses-ng-ya-317510
Possibly there is room for Golding to reclaim some aspects of this lost business if it is now profitable to do so?

As far as Sydney Water goes it would be good to have clarification about our involvement with water projects as there is also a long i going contract in WA