Stu's Stories as at 2022

77 | P a g e Our Influence on the Printing Trade in Perth, WA Other than the fact that I thoroughly enjoyed my work, I have never given much thought to my time as a printing executive for Frank Daniels Pty Ltd during the 1970’s and 1980’s but, in later life, several people made comments that set me to remembering that which I helped to achieve. First I would like to point out that what I did was only possible because of the enormous support I had from my Managing Director, Des Williamson, factory manager, Bob Pratt, and all the staff who knocked themselves out to make everything happen…on time. Also, the extreme support of all the industry suppliers needed to achieve success. I was lucky that my time as a print exec coincided with the boom in all industries; to many known better as “The Bond Era”. It really started when I got involved with Bond Corporation’s financial report printing and saw that many of his various companies’ reports were very badly presented. I suggested they allow me to correlate it all so that the Bond companies came across as “diversified but unified”. This they agreed too. I got Neil Turner of Turner Graphics on board and the rest is history. There was something like 11 Bond companies at the time and Neil and his staff designed the reports for all, showing the companies as different but with a common theme that presented them as one cohesive group. The logistics of producing 10’s of thousands of reports (probably around a 100 thousand in total that first year if I remember correctly) in a matter of months was enormous. Not long before all the real pressure started, my MD, Des Williamson, asked me, “If we put in a large 4-colour press, will we have the work to keep it going?” I said, “Yes!” with fingers crossed behind my back. He got approval from the owners and ordered a large 5-colour press. Let me digress here for a moment. The original Frank Daniels had a philosophy that when things were bad, buy more machines. His heirs followed this philosophy. In my first couple of years with the company, this philosophy proved very right…and the following story backs it up. From the moment this new press was installed it worked two shifts a day and still could not cope with all the work, so Des then bought another 4-colour press to back it up. During the 3-4 months of the year that the financial printing was done, these two machines worked 24 hours a day, 6 days a week (and sometimes seven) on 12 hour shifts. The machinists found this very draining, but when I explained to them that the increased income derived through these few months made sure that we could always carry our entire staff through the lean times without making anyone redundant gave them the incentive to carry on and proved to be very true when the quiet times, caused by recessions, invariably came in the early part of each year. Not once did we ever lay off staff for lack of work. To reduce the stress on the machinists, I made myself available 24 hours a day so they would not have to make the decision whether to run with a suspect form, or stop. That load was on me. How did this influence the printing industry in Perth? First was the change in business approaches to presentation. Seeing the influence that Alan Bond achieved by waving around his reports made the