Download pdf - Mahlab Report 2017€¦ · Mahlab Report 2017 Corporate 4 State of the market CORPORATE PRIVATE PRACTICE HIRING ACTIVITY Average national salary increase of 3.5% down from 3.8%

CORPORATE CORPORATE LAWYERS - COMPANY SECRETARIES

Mahlab Report 2017

Introduction 1Corporate Lawyers 6Company Secretaries 13

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1Mahlab Report 2017 Corporate

The Mahlab Report has always been informed by a unique mix of industry knowledge, research and discussions with clients and lawyers, with the aim of producing a useful, accessible guide for the legal profession.

We interviewed clients and lawyers and engaged in discussion groups, which enabled us to source information more widely from the legal profession about work conditions, remuneration and emerging trends.

We thank our consultants for their commitment, work and effort in providing quality search services to our clients and in assisting lawyers with career management and placement services. Their efforts and work have enabled the discussions regarding the legal profession, employment experiences, trends and remuneration which have informed the Mahlab Report 2017.

We thank all contributors for their frank perspectives and the generosity with which they have shared their information and experiences. It is this first-hand information that has equipped us to produce industry relevant reports that not only inform but also challenge best practice.

We invite you to join the social media conversation about #MahlabReport2017 by following @MahlabLegal or connecting with us on LinkedIn.

KEY FINDINGSValue and innovationAn increasingly savvy and demanding corporate client group, and investment in technology and innovation are the key elements driving the growth and speed of the legal profession this year. Corporates are demanding faster and cheaper solutions from their law firm panel members but also expect innovation and business partnering. Competition on price and service, including value-adds, is more ferocious than ever; innovation is the catch-cry of corporations in their demands of law firms.

Corporates have also led the way in their use of technology and a nimble work force, with a high take-up of technology to track external spend and manage process in compliance, litigation and transactional work and the employment on a needs basis of contract, secondee, part time and flexible staff. While law firms are also investing heavily in new technologies, many still struggle with flexibility of resourcing, the formation of contract labour subsidiaries notwithstanding.

Outsourcing of legal process by mid sized and larger firms and companies with a sophisticated in-house legal function is now the norm.

Corporates are retaining more and better work in-house. The trend is for only very specialised and very large transactions and litigation to be outsourced,

Mahlab Report 2017The Mahlab Report is a leading source of insight for employers and professionals into Australia’s legal industry. The Mahlab Report is recognised for its in-depth information about the legal profession, employment experiences, trends and remuneration tables.


IntroductionIntroduction

generally to the larger firms. Not surprisingly, firms of all sizes report a decrease in work flow outside these categories (and even within, as competition for each matter is heavy), although small firms may still retain high volume, low margin work from a corporate client. Private practice ‘winners’ are those firms with clients not large enough to hire their own lawyers – yet. Government continues to provide a steady work flow to panel firms, albeit at lower hourly rates.

New entrants, including US firms, have disrupted the local market particularly in Sydney and Melbourne. Well-established global firms (themselves newcomers only five years ago) are facing aggressive competition for their partners, many of whom have moved to new global entrants with deep pockets.

Firms feel pressured not only to cut their fees, but also to provide secondees, CLE, entertainment and engagement opportunities for their in-house counsel clients. At the same time, corporates are sourcing team members from the very firms that service them, building in-house capability beyond broad commercial law into specialised areas such as competition, finance and mergers and acquisitions.

Demand for lawyers with 3 to 6 years’ experience is particularly high. Areas of demand in private practice have centred on construction and infrastructure, (especially front-end), property, competition, IT, banking and finance, wealth management and general commercial including business structuring and trusts. Companies are competing head-on with their law firm providers for the same talent pool.

Legally qualified individuals are becoming more deeply embedded in the company, not only in legal and company secretary roles but also risk, compliance and regulatory. The general counsel role has in many instances expanded to encompass other service areas such as governance, corporate affairs and insurance. Company secretarial recruitment has been stable.

As opportunities change and develop in the corporate world, the path to partnership is slower than ever. Disgruntled senior associates, while paid well, are more inclined than ever to explore ‘loss-leader’ career choices in government and in-house law. Senior associates (and partners) are also more motivated than ever to explore careers outside the law.

The market has responded favourably, with senior lawyers being regarded as highly attractive candidates for non-executive directorships, CEO and senior government roles. Management consulting, participation in start-ups and quasi legal roles also attract many lawyers.

Equity partnership numbers are falling as equity is redistributed from existing equity holders whose status is changed to non-equity or they are encouraged to leave the firm. Salaried partnership is being used as a smokescreen: to all the world a partner but in reality, still an employee. Overall, partner income has fallen slightly this year.

Hiring activity has fallen in Perth but remains strong in Sydney and Melbourne. Brisbane is picking up; Adelaide remains flat.

The market has responded favourably, with senior lawyers being regarded as highly attractive candidates for non-executive directorships, CEO and senior government roles.


IntroductionIntroduction

RemunerationIn private practice, movement in remuneration has continued to be conservative, with an average national salary increase of 3.5%, down from 3.8% in 2016. However, this figure belies the ‘hot spots’ of demand and remuneration-based retention strategies. Hard-to-find and hard-to-replace lawyers in banking and finance, for example, might enjoy a 25% uplift upon promotion as a senior associate; new global entrants will pay well above the odds to secure partners and teams.

Some lawyers with 3 to 6 years’ post qualification experience in the larger firms enjoyed increases of 7–10%. High-achieving senior associates in similar sized practices were awarded increases of up to 10%, plus a bonus.

In-house remuneration movement is generally linked to corporate performance: lawyers are not singled out for special treatment. Having said that, in-house lawyers joining a company from private practice will usually find that their current remuneration is at least matched or a slight increase applied as inducement in a competitive market. Overall in-house remuneration has risen by a national average of 2.7% compared to 3.4% last year.

Bonuses in private practice are still applied where individual performance is exceptional; corporate bonuses are less common due to the company not hitting its targets. That said, 62% of lawyers working in the corporate sector still have a bonus component in their package, and this percentage has been fairly consistent for over five years.

Interestingly, an in-house candidate this year is more likely to ask for and receive compensation for the bonus they will forego if they change from one corporate to another.

InternationalInternational firms, especially those based in the US, have continued to enter the Australian market, in some instances through aggressive recruitment of whole teams.

Global instability and tighter visa rules has dampened enthusiasm for Australian lawyers seeking adventure in London and Australian firms’ interest in foreign lawyers, although inter-office secondments continue in the global firms and can be an effective retention strategy for mid level lawyers.

Katherine Sampson Lisa Gazis

62% of lawyers working in the corporate sector still have a bonus component in their package, and this percentage has been fairly consistent for over five years.


State of the market

CORPORATE

PRIVATE PRACTICE

HIRING ACTIVITY

Average national salary

increase of 3.5% down from 3.8%

last year

Average national salary

increase of 2.7% down from 3.4%

last year

Current partner market

is turbulent

General counsel role is

broadening

Partner income flattened

or fell

Outsourcing trend growing

Some work being lost to in-house

lawyers

Retaining more and better

work in-house

Increased recognition for corporates

Firms feeling pressure to cut fees

Investment in technology and innovation

Companies becoming more flexible

New entrants are disrupting local markets

Demand for lawyers with 3 to 6 years’ experience

Sydney

MelbournePerth

Adelaide

Brisbane


State of the market

UK, Asia and the Middle East

London

AREAS IN DEMAND GLOBAL MOVEMENTS

Opportunities still plentiful in UK, Asia and the Middle East but

London not as popular

International secondments and rotations have become more

commonplace within global firms

Global instability and tighter visa rules has reduced movement in and

out of Australia

Lower tax rates attract lawyers to Singapore and Hong Kong

Sydney

Melbourne

Corporate & Commercial

Corporate & Commercial

Property

Banking & Finance

Financial services

Property

Employment & Industrial relations

Media

Infrastructure & Projects

Technology

Health & Pharmaceutical


THE MARKETMomentum remained strong in 2017 with companies increasingly recognising the value of in-house legal support and the benefits of lawyers who can partner with the business.

An in-house career is still the most popular option for most lawyers, and corporate teams are growing. Demand for lawyers to join in-house teams is strongest for lawyers with 3 to 6 years’ experience, and general counsel roles have increased.

General counsel are increasingly becoming part of executive management teams and are seen as business strategists. More general counsel are reporting to the CEO and board and assuming broader responsibilities that may include risk and compliance, audit, insurance and company secretarial. In particular, we observed an increase in very senior strategic roles and in the compensation offered.

2017 was the year that cost containment, efficiency and value were on the minds of most general counsel. To this end, general counsel are using innovation and technology to enable their legal teams, and investment in this area is often greater than the external legal spend. There is also more partnering and collaboration with external legal providers to drive efficiencies.

Legal teams are now better resourced and more strategic, and a larger proportion of high quality legal work is handled in-house. Transactions are frequently split between an in-house team and an external law firm, with outsourcing and technology mostly used for lower value commoditised work.

Cost containment, efficiency and value General counsel must now manage legal demands while providing value to the business. They are more open to alternative forms of staffing and different ways of working, hiring and monitoring staff. General counsel are also creating efficiencies by redesigning and streamlining internal processes (including those for project management) and managing external legal spend. As a result, general counsel have reported improved lawyer utilisation, cost containment and overall greater efficiencies.

Many in-house teams are now staffed by a mix of permanent, part time, casual, contract hires, secondees, graduates and paralegals. General counsel are also hiring specialist lawyers to form centres of excellence able to provide services as good as those obtained from specialist law firms. Several companies have also set up their own contract hire registers to form a pool of skilled legal staff to draw on as needed. By making some of their fixed overhead costs variable, these companies can better manage budgets in volatile business markets.

While contract hiring is a cost-efficient option, contract lawyers complain about a lack of visibility within the business and a lack of control. If contracts are constantly renewed contractors may become frustrated with being a fixed term employee, which can lead to a lack of engagement with their principal and an erosion of trust.

General counsel are now also more likely to consider graduate hiring and training and have increased the use of paralegals to better resource teams, and to develop a pipeline of talent.

Corporate Lawyers


Innovation and technology General counsel are looking for innovation within the legal function and from their external providers as a way to enhance client service, improve business processes and manage costs. This innovation frequently involves the use of new technologies. In working with external law firms, general counsel seek collaborative business partners, tailored business solutions, and pricing and staffing options.

Disruption within the legal services market means that all players now work far more collaboratively to achieve efficiencies. This includes sharing analytics and resources, and advising on aspects of business transactions.

Stakeholders know they are just one part of a solution with several other providers and that this is the new way forward. Interestingly, a major Australian listed company collaborated with a leading law firm and ran workshops over a period of weeks, which involved lawyers brainstorming innovative ideas. As a result, the need for meetings and reports was significantly reduced.

Many general counsel reported that technology investment surpassed their budget for external legal spend. Technology is generally being used for pricing and outsourcing, namely, to assign and unbundle work to providers.

Technology is also used to manage documentation and to manage compliance, litigation and due diligence for transactional work. New technology can speed up service delivery, particularly in discovery, document review and data gathering as well as the reading of legal documents via new PDF readers/annotators.

Managing external costsAlthough many companies again reported an increase in external legal provider hourly rates this year, general counsel were still able to reduce legal spend, largely by keeping work in-house, pursuing alternative fee arrangements and unbundling work.

In managing costs, general counsel usually work with the procurement team to purchase legal services. They prefer fixed and flat fees, are more likely to opt for lower rates and will prioritise this over any previous relationships with trusted legal advisors

Outsourcing The trend of outsourcing continues to grow. A number of overseas service centres in diverse locations such as India, Ireland and South Africa are linked to law firms such as DLA Piper and Herbert Smith Freehills. These centres typically handle low value, commoditised work, although their service offering is growing.

General counsel as business strategists2017 saw an increase in the number of general counsel reporting to the CEO and board, and joining executive leadership teams.

Eighty-nine percent of general counsel reported that more senior executive leaders viewed them as ‘trusted advisors’. This highlights an increasing reliance on general counsel’s strategic business and leadership skills by management and marks an emerging shift in management thinking that recognises the impact of the legal function on the bottom line.

This view and the growing number of roles at this executive level have served to increase general counsels’ overall compensation.

The broader role The role of general counsel is becoming broader. They are managing larger teams, including non-legal ones such as company secretarial, risk, compliance, government relations and human resources teams.

The expanded role enhances a general counsel’s profile among senior management and allows them to further demonstrate value. The broader role also offers career development and advancement possibilities beyond a general counsel’s traditional remit.

General counsel and their teams also enjoy greater geographical responsibilities, with most legal teams being responsible for their company’s Australian and New Zealand operations. Other general counsel may have further reach to Asia, the Middle East and Europe. This trend will continue as businesses expand, particularly given the regulatory issues and risks involved in operating in multiple jurisdictions.

Corporate Lawyers


Corporate Lawyers

REMUNERATIONRemuneration reviews in 2017 remained flat with many candidates reporting increases of just above CPI (2.1%). The average national salary increase was around 2.7% compared to 3.4% in 2016. Remuneration increases have been conservative for a number of years and many companies increasingly rely on bonuses to reward and retain staff.

Sixty-two per cent of lawyers reported that they received a bonus, up from just over 60% in 2016 and 55% in 2015. Many who were entitled to a discretionary bonus or a structured short-term incentive received little or no bonus because their company did not hit threshold targets. Many lawyers did not see their bonus component as bankable.

Typical bonus potential is around 10–20% of salary. On-target amounts tend to be around 60–70%. These bonuses are only payable if an individual is still employed at the company on the date they are paid, not when declared. This year more lawyers sought a sign on payment from their new employer as compensation for the bonus they would forgo in their move.

Contract remuneration continues to be in line with permanent remuneration, pro-rated to the period of employment.

RECRUITMENTIt was an active year for the in-house market. General counsel continued to expand their teams, hiring specialist lawyers to build their capabilities and better service the business.

Areas of demand in Sydney were corporate/commercial law, compliance and regulatory law, competition and marketing law, financial services, infrastructure and project law, property, construction, employment/industrial relations and health and pharmaceutical law. The areas of demand in Melbourne were construction law, property, corporate and commercial law, technology, media and banking and finance. There was also a steady demand both in Sydney and Melbourne for lawyers with company secretarial skills.

Sydney and Melbourne were the most active markets, followed by Perth, Brisbane and Adelaide. Lawyers with 3 to 6 years’ post qualification experience (PQE) were most in demand in Sydney and Melbourne, followed by lawyers with 5 to 8 years’ PQE as companies are now busier, have less time to train new staff and need lawyers who are able to work autonomously. These roles were both new and replacement roles.

When a senior in-house lawyer leaves they are often replaced by a more junior employee. Reasons for this are cost, as well as using the hiring opportunity to bring in juniors to create a hierarchy and career paths. Due to the demand for mid level candidates the market is relatively tight for good quality lawyers. Strong mid level candidates seeking an in-house role may have multiple opportunities to consider at once. So far this has not put upward pressure on salaries, but it may in time.

Diversity and gender balanceThere has been a greater emphasis on gender-balanced shortlists as a way to achieve diversity in the workplace. Senior managers now recognise that diverse hiring practices not only bring the competencies required for a role but also the people who can help the organisation grow by challenging approaches and processes.

RETENTION Retaining skilled and valued staff is a priority for general counsel. As in-house teams grow and there are more lawyers, bottlenecks occur.

The increased use of contract lawyers, secondees and outsourcing also reflects that linear legal careers are no longer static or assured. These trends, combined with stagnant salary reviews, mean that general counsel must rely more heavily on their company’s employee value proposition (EVP) to retain staff. The EVP may include offering better work-life balance (especially working from home), bonuses, long-term incentives, and non-financial benefits such as opportunities to attend conferences and development courses.


In order to attract and retain good junior and mid level lawyers, general counsel may allow them to participate in business ‘think tanks’ on innovation and the use of technology to improve legal services and processes.

This can be done as part of hackathons or even in workshop situations. This has proved particularly popular with ambitious creative lawyers keen to be at the cutting edge of legal developments and interested in new ways of working.

Staff development and career path planning are also key retention strategies. Training programs, mentoring, secondments, embedding lawyers into the business and treating them as genuine business partners, are all ways to develop and engage. Other strategies include opportunities to move to other offices (nationally and internationally) in more senior roles as well as into commercial roles.

Additionally, general counsel are offering more responsibilities to senior in-house lawyers who operate in a flat structure as a means of developing and retaining them. Typically responsibilities involve compliance, company secretarial, governance and corporate affairs. Other development opportunities include training in project management, influencing and communicating, financial and business management and presentation skills.

Some in-house lawyers pursued a career outside of law in 2017. There was increased interest in opportunities such as non-executive director roles, management consulting and roles with start-ups.

Job satisfactionWhile most lawyers are satisfied with their career, many believe their career paths and advancement opportunities are uncertain.

In-house lawyers reported working longer hours in 2017, and feeling that they could not achieve work-life balance. This was a growing concern for many in-house lawyers.

Flexibility in many companies has increased alongside the introduction of activity based work. The trend toward flexible work arrangements has improved job satisfaction, with more lawyers working from home and/or another office location. With video messaging, email and the company intranet to keep them connected these lawyers do not feel isolated from their company or their team.

OUTLOOKThe in-house market will remain active as general counsel continue to respond to the changing regulatory environment and the complexities of business. Legal teams will continue to grow and lawyers will enjoy a broader scope of responsibility beyond traditional siloed roles.

Embedding lawyers into the business and utilising their skills more broadly is now ingrained in corporate culture. Lawyers will broaden their roles and skills in compliance, regulatory and risk.

General counsel will keep looking for new ways to develop and retain lawyers. New areas of development will include training in areas such as innovation and technology, project management, influencing and communicating, financial and business management and presentation skills.

The drive for efficiency and innovation will ensure legal service delivery is dynamic, extending beyond connectivity to enable a variety of work, enhance project management and to provide better analytics around legal services generally.

Corporate Lawyers


SYDNEYYear Level Range Mode

1 $70,000 – $90,000 $86,000

2 $85,000 – $108,000 $103,000

3 $95,000 – $127,000 $122,000

4 $120,000 – $150,000 $135,000

5 $130,000 – $168,000 $155,000

6-8 $150,000 – $180,000 $170,000

8-10 $170,000 – $225,000 $195,000

10+ inc DGC $200,000 – $270,000 $240,000

MELBOURNEYear Level Range Mode

1 $62,000 – $82,000 $78,000

2 $82,000 – $96,000 $92,000

3 $90,000 – $118,000 $112,000

4 $90,000 – $135,000 $125,000

5 $123,000 – $155,000 $143,000

6-8 $145,000 – $175,000 $165,000

8-10 $175,000 – $220,000 $185,000

10+ inc DGC $180,000 – $245,000 $228,000

Corporate Lawyers’ Salaries

Salary bands in the corporate market tend to be very broad. An individual’s position within a band will depend on a number of factors including background and experience of the individual, size of the organisation and its legal function, industry sector and level of management responsibility within the role. For tailored advice please contact our consultants.

Figures refer to total package including benefits but excluding bonuses and share options.


Corporate Lawyers’ Salaries

BRISBANEYear Level Range Mode

1 $65,000 – $85,000 $75,000

2 $75,000 – $95,000 $90,000

3 $85,000 – $120,000 $106,000

4 $100,000 – $135,000 $120,000

5 $110,000 – $158,000 $137,000

6-8 $135,000 – $170,000 $158,000

8-10 $150,000 – $210,000 $175,000

10+ inc DGC $180,000 – $250,000 $220,000

PERTHYear Level Range Mode

1 $70,000 – $85,000 $77,000

2 $75,000 – $100,000 $88,000

3 $90,000 – $122,000 $112,000

4 $100,000 – $140,000 $128,000

5 $120,000 – $160,000 $138,000

6-8 $140,000 – $180,000 $170,000

8-10 $160,000 – $220,000 $190,000

10+ inc DGC $190,000 – $250,000 $220,000

ADELAIDEYear Level Range Mode

1 $60,000 – $70,000 $67,000

2 $65,000 – $80,000 $77,000

3 $75,000 – $90,000 $88,000

4 $80,000 – $120,000 $105,000

5 $100,000 – $140,000 $123,000

6-8 $125,000 – $145,000 $139,000

8-10 $140,000 – $185,000 $168,000

10+ inc DGC $170,000 – $225,000 $205,000

Salary bands in the corporate market tend to be very broad. An individual’s position within a band will depend on a number of factors including background and experience of the individual, size of the organisation and its legal function, industry sector and level of management responsibility within the role. For tailored advice please contact our consultants.

Figures refer to total package including benefits but excluding bonuses and share options.


There is no single remuneration standard for the general counsel role and packages offered for this position will vary. While their salary reviews were modest at around 2.5% on average nationally, their bonuses and long-term incentives (LTIs) were rewarding. Seventy-six per cent of general counsel reported they received a bonus and 69% reported that their LTIs were worth more than in previous years.

Several factors influence the remuneration of a general counsel, including:

• the size of the legal team (if any);

• geographical reach;

• whether the general counsel is a member of the executive leadership team (ELT) with a direct reporting line to the CEO;

• industry sector;

• whether that organisation is publicly listed or not.

Some general counsel roles are relatively narrow, solely managing the legal affairs of the company; others may have a broad portfolio of responsibilities including company secretary and corporate governance matters, insurance, risk, compliance, human resources, and/or government and public relations.

The location of the general counsel role may also influence salary if outside a capital city (for example a regional role). In general, salaries for general counsel in an ASX 200 company in Sydney, Melbourne, Brisbane, Adelaide and Perth do not vary. In the unlisted environment, and in smaller companies, the location of the role may directly impact remuneration. Hobart and Darwin have few general counsel roles, and salaries tend to be slightly lower than in the other capital cities.

The total remuneration package for a general counsel can be significantly higher than their base salary because they have the potential to earn significant bonus percentages. On average, a general counsel will have a short-term incentive (STI) component of 20–40%. Long-term incentives are often paid in addition to STIs for general counsel in ASX listed companies and/or when the general counsel is a member of the ELT. Again, LTI percentages vary but are commonly 20–40% and usually vest over a three-year period.

General Counsel Remuneration


Company Secretaries

THE MARKETIn 2017, company secretaries faced cost pressures and demands for greater efficiency while taking on broader roles and handling ever-increasing workloads. While in-house legal teams grew, the company secretariat remains a relatively lean function in most companies.

There are still ambiguities in company secretarial roles, with overlapping legal, compliance and risk responsibilities. In smaller companies the company secretary often has a dual role, which is typically part of the general counsel purview.

There is a greater reliance on company secretaries to offer advice and assistance in navigating the regulatory environment. This, along with the complexities of business and the associated risk, means that the company secretary now has greater visibility and influence within the senior management team.

Technology continues to play a big role in creating efficiencies in the company secretarial area and resourcing demands are often met by automation rather than hiring. This keeps the demand for company secretaries reasonably controlled.

COMPANY SECRETARY ROLESIn 2017, company secretaries in major ASX listed companies looked to increase their teams. While most roles were for candidates with around five years’ experience (ideally obtained in an ASX listed company), there was also a steady stream of roles for candidates of around 8 to 12 years’ experience.

Demand for company secretaries to lead teams was more subdued as there is generally less mobility at this level.

REMUNERATIONAlthough it is difficult to assess the contribution of a company secretary, there is greater understanding and respect for the role given the complexities and risks of the regulatory environment.

Average national salary increases were around 2.7%, and some 75% of company secretaries received a bonus based on both individual and company performance. These increases are in line with recent years and are dictated by factors such as the size of the company, whether it is publicly listed, the scope and responsibilities of the position, the level of experience and qualifications of the company secretary, and how the role is perceived by senior management.

RETENTIONCompany secretaries in 2017 were more active in the market with a small increase in the number of roles from previous years. Most roles were for senior level candidates to join teams or replacement roles.

Generally, company secretaries are more conservative than legal professionals when it comes to career movement. They stay longer on average in one company and seek career development from within rather than moving to a new employer.

As company secretaries take on broader roles they seek greater development opportunities to increase skills and advance their careers. These opportunities include additional training in governance, compliance, finance, business, project management and business presentation skills.

Other retention strategies include paid study leave, flexible and remote work and opportunities to work on strategic projects and opportunities.


PUBLICLY LISTED COMPANIESYear Level Range Mode

Sydney $155,000 – $485,000 $257,500

Melbourne $135,000 – $460,000 $245,000

NON-PUBLICLY LISTED COMPANIESYear Level Range Mode

Sydney $125,000 – $305,000 $215,000

Melbourne $120,000 – $280,000 $185,000

Company Secretaries’ Salaries

Salary bands for company secretaries are broad. An individual’s position within a salary band will depend on a number of factors including background and experience of the individual, size of the organisation and its secretariat function, industry sector and level of management responsibility within the role. For tailored advice please contact our consultants.

Melbourne

Level 1, 535 Bourke Street, Melbourne 3000 T: (03) 9629 2111 E: [email protected]

Sydney

Level 3, 15 Castlereagh Street, Sydney 2000 T: (02) 9241 1199 E: [email protected]

@MahlabLegal

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www.mahlab.com.au