“We’ve definitely turned a corner and all the blood sweat and tears of the past seven months have started to unravel all the bad work that was done before. It shows the market that our plan is starting to work; we’re paying down debt and the business is turning around,” said Paperlinx executive director Andrew Price. According to the merchanting group’s figures, profits across its operations in Asia, Australia, Canada, and New Zealand grew by more than a third, however the company continued to be hamstrung by its European operations, which account for just over 70% of its revenue. To the year ending 30 June 2013, sales at the firm’s European operations dipped by 16% to A$1.9bn, compared with A$2.3bn in the previous year, which the company blamed on declining demand. However, European losses ballooned from A$23.6m to A$34.3m. In the UK, which accounts for around 30% of Paperlinx’s global revenues, Price said the recovery was “full steam ahead”. “We’re bringing back some serious volume. Margin is key though and we’ve got to do some work on that – that’s going to be our focus going forward,” added Price. The company did manage to reduce its debt level from A$147.8m to A$122.7m, largely thanks to the sale of some of its European operations. It also confirmed that it had extended some of its “key lending arrangements” including “amended facilities” in the UK, which it said would give it greater flexibility. “We’ve got plenty of cash for the first time through our debt facilities, so we’ve got enough to do what we need to do and we’ve got a plan,” said Price. In a statement, the chief executive Dave Allen said that Paperlinx’s ongoing restructuring, which has been largely focused on its European operations and cost A$26m in the past year, was expected to deliver A$35m-A$40m of savings annually from next year. He added that the Australian group was confident that the business would be “marginally profitable” in its 2014 full-year results. “The big stuff is done now, but restructuring the business has to be ongoing, it has to be part of our DNA so there are a few more things to do, but not on the same scale,” said Price. Overall sales from for the global merchanting group’s continuing operations dipped by almost 15%, from A$3.2bn in its previous financial year to A$2.8bn in 2012/2013. Underlying losses, which factor in restructuring costs, and the write-downs of the group’s European operations (A$25.1m in 2012/2013 and A$119.3m in 2011/2012) fell year-on-year from A$54.4m to A$39m. In its results statement, the company also revealed that it had entered into preliminary discussions with the hybrid shareowners to simplify its capital structure and in...

“We’ve definitely turned a corner and all the blood sweat and tears of the past seven months have started to unravel all the bad work that was done before. It shows the market that our plan is starting to work; we’re paying down debt and the business is turning around,” said Paperlinx executive director Andrew Price. According to the merchanting group’s figures, profits across its operations in Asia, Australia, Canada, and New Zealand grew by more than a third, however the company continued to be hamstrung by its European operations, which account for just over 70% of its revenue. To the year ending 30 June 2013, sales at the firm’s European operations dipped by 16% to A$1.9bn, compared with A$2.3bn in the previous year, which the company blamed on declining demand. However, European losses ballooned from A$23.6m to A$34.3m. In the UK, which accounts for around 30% of Paperlinx’s global revenues, Price said the recovery was “full steam ahead”. “We’re bringing back some serious volume. Margin is key though and we’ve got to do some work on that – that’s going to be our focus going forward,” added Price. The company did manage to reduce its debt level from A$147.8m to A$122.7m, largely thanks to the sale of some of its European operations. It also confirmed that it had extended some of its “key lending arrangements” including “amended facilities” in the UK, which it said would give it greater flexibility. “We’ve got plenty of cash for the first time through our debt facilities, so we’ve got enough to do what we need to do and we’ve got a plan,” said Price. In a statement, the chief executive Dave Allen said that Paperlinx’s ongoing restructuring, which has been largely focused on its European operations and cost A$26m in the past year, was expected to deliver A$35m-A$40m of savings annually from next year. He added that the Australian group was confident that the business would be “marginally profitable” in its 2014 full-year results. “The big stuff is done now, but restructuring the business has to be ongoing, it has to be part of our DNA so there are a few more things to do, but not on the same scale,” said Price. Overall sales from for the global merchanting group’s continuing operations dipped by almost 15%, from A$3.2bn in its previous financial year to A$2.8bn in 2012/2013. Underlying losses, which factor in restructuring costs, and the write-downs of the group’s European operations (A$25.1m in 2012/2013 and A$119.3m in 2011/2012) fell year-on-year from A$54.4m to A$39m. In its results statement, the company also revealed that it had entered into preliminary discussions with the hybrid shareowners to simplify its capital structure and in...

The listing, which was published in the 19 August issue of PrintWeek, remains one of our most popular annual features and invariably provokes lively debate, both before and after publication. The ranking was ultimately decided by the PrintWeek team, but with the invaluable input of the 2,500 people who contributed to the public vote. This year, Chris Ingram of York Mailing claimed the number-one spot, jumping 37 places in recognition of the fact that his company has increased turnover by around £60m over the past five years. It recently secured £10m of Business Growth Fund lending to enable it to acquire the Lettershop Group and push turnover to nearly £100m. Ingram himself is a passionate advocate for print and full of confidence for the industry’s future. “It’s easy for people to think the printing industry is in decline. The reality is, if you’re focused on very specific markets, it’s actually quite the reverse,” he commented earlier this year. For the full listing, please click here. Numbers 100 to 91 Numbers 90 to 81 Numbers 80 to 71 Numbers 70 to 61 Numbers 60 to 51 Numbers 50 to 41 Numbers 40 to 31 Numbers 30 to 21 Numbers 20 to 11 Numbers 10 to 2 Number 1...

The listing, which was published in the 19 August issue of PrintWeek, remains one of our most popular annual features and invariably provokes lively debate, both before and after publication. The ranking was ultimately decided by the PrintWeek team, but with the invaluable input of the 2,500 people who contributed to the public vote. This year, Chris Ingram of York Mailing claimed the number-one spot, jumping 37 places in recognition of the fact that his company has increased turnover by around £60m over the past five years. It recently secured £10m of Business Growth Fund lending to enable it to acquire the Lettershop Group and push turnover to nearly £100m. Ingram himself is a passionate advocate for print and full of confidence for the industry’s future. “It’s easy for people to think the printing industry is in decline. The reality is, if you’re focused on very specific markets, it’s actually quite the reverse,” he commented earlier this year. For the full listing, please click here. Numbers 100 to 91 Numbers 90 to 81 Numbers 80 to 71 Numbers 70 to 61 Numbers 60 to 51 Numbers 50 to 41 Numbers 40 to 31 Numbers 30 to 21 Numbers 20 to 11 Numbers 10 to 2 Number 1...

The machine, which was installed in its Theale, Reading site in June, is now housed along with the other two devices in a specially converted warehouse. This new equipment forms part of a £250,000-£300,000 investment strategy by the company to move away from solvent printing and output more direct-to-substrate UV work. The Scitex FB500 uses piezoelectric inkjet printheads, printing up to six colours, with optional white. It offers speeds of 16.4sqm/hr for indoor signage and 29.6sqm/hr for outdoor applications. Operations director Chris Lake said: “We started looking at these machines when we decided to move into direct-to-substrate printing, and we were looking for one that fitted in with our specific production needs. When saw the demonstrations we were very impressed.” He added that the company chose the device primarily because of its continuous feed using a moving belt, instead of fixed bed. “We were looking to expand capacity for our current health and safety signage printing for construction sites. But it has freed us up to do other things. We’ve been printing onto clear acrylic, which we’ve not been able to do before,” said Lake. He added that with the ability to print direct to substrate the FB500 had increased output and cut running costs. With 80% of the firm’s production on rigid substrates, the new equipment meant sticking vinyl onto board was no longer necessary, he said. “We’ve been able to be a lot more competitive in pricing because it has taken so much of the labour cost away.”...