DOCSLIB.ORG

Annual Report 2020 Our Charter

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2020 Our Charter Annual Report 2020 BHP Annual Report 2020 BHP Annual Report Bringing people and resources together to build a better world Our Charter We are BHP, a leading global resources company. Our Purpose Our Values To bring people and resources Sustainability together to build a better world. Putting health and safety first, being environmentally responsible and supporting our communities. Our Strategy Our strategy is to have the best Integrity capabilities, best commodities Doing what is right and doing what we say we will do. and best assets, to create long-term value and high returns. Respect Embracing openness, trust, teamwork, diversity and relationships that are mutually beneficial. Performance Achieving superior business results by stretching our capabilities. Simplicity Focusing our eff orts on the things that matter most. Accountability Defining and accepting responsibility and delivering on our commitments. We are successful when: Our people start each day with a sense of purpose and end the day with a sense of accomplishment. Our teams are inclusive and diverse. Our communities, customers and suppliers value their relationships with us. Our asset portfolio is world-class and sustainably developed. Our operational discipline and financial strength enables our future growth. Our shareholders receive a superior return on their investment. Mike Henry Chief Executive Off icer February 2020 The Annual Report 2020 is available online at bhp.com. BHP Group Limited. ABN 49 004 028 077. Registered in Australia. This Annual Report covers BHP’s assets (including those under exploration, Registered office: 171 Collins Street, Melbourne, Victoria 3000, Australia. projects in development or execution phases, sites and closed operations) BHP Group Plc. Registration number 3196209. Registered in England and that have been wholly owned and/or operated by BHP and that have been Wales. Registered office: Nova South, 160 Victoria Street London SW1E 5LB owned as a joint venture (1) operated by BHP (referred to in this Report as United Kingdom. Each of BHP Group Limited and BHP Group Plc is a ‘operated assets’ or ‘operations’) during the period from 1 July 2019 to member of the Group, which has its headquarters in Australia. BHP is a 30 June 2020. Our functions are also included. Dual Listed Company structure comprising BHP Group Limited and BHP Group Plc. The two entities continue to exist as separate companies but BHP also holds interests in assets that are owned as a joint venture but not operate as a combined group known as BHP. operated by BHP (referred to in this Annual Report as ‘non-operated joint ventures’ or ‘non-operated assets’). Notwithstanding that this Annual The headquarters of BHP Group Limited and the global headquarters of the Report may include production, financial and other information from combined Group are located in Melbourne, Australia. The headquarters of non-operated assets, non-operated assets are not included in the BHP BHP Group Plc are located in London, United Kingdom. Both companies Group and, as a result, statements regarding our operations, assets and have identical Boards of Directors and are run by a unified management values apply only to our operated assets unless stated otherwise. team. Throughout this publication, the Boards are referred to collectively as the Board. Shareholders in each company have equivalent economic and voting rights in the Group as a whole. In this Annual Report, the terms ‘BHP’, the ‘Company’, the ‘Group’, ‘our (1) References in this Annual Report to a ‘joint venture’ are used for convenience business’, ‘organisation’, ‘we’, ‘us’, ‘our’ and ‘ourselves’ refer to BHP Group to collectively describe assets that are not wholly owned by BHP. Such Limited, BHP Group Plc and, except where the context otherwise requires, references are not intended to characterise the legal relationship between their respective subsidiaries as defined in note 13 ‘Related undertakings the owners of the asset. of the Group’ in section 5.2 of this Report. Those terms do not include non-operated assets. Contents 1 Strategic Report 1.1 Chair’s Review 4 4.8 Employee policies 169 1.2 Chief Executive Officer’s Report 5 4.9 Corporate governance 169 1.3 BHP at a glance: FY2020 6 4.10 Dividends 169 1.4 Performance 8 4.11 Auditors 169 1.5 Our operating environment 22 4.12 Non-audit services 169 1.6 Capability and culture 44 4.13 Political donations 170 1.7 Sustainability 51 4.14 Exploration, research and development 170 1.8 Samarco 75 4.15 ASIC Instrument 2016/191 170 1.9 Portfolio: Our business 78 4.16 Proceedings on behalf of BHP Group Limited 170 1.10 Summary of financial performance 95 4.17 Performance in relation to environmental regulation 170 1.11 Performance by commodity 100 4.18 Share capital, restrictions on transfer of shares and other 1.12 Other information 108 additional information 170 2 Governance at BHP 5 Financial Statements 2.1 Chair’s letter 110 5.1 Consolidated Financial Statements 172 2.2 Board of Directors and Executive Leadership Team 112 5.2 BHP Group Plc 230 2.3 Role and responsibilities of the Board 118 5.3 Directors’ declaration 242 2.4 Board meetings and attendance 119 5.4 Statement of Directors’ responsibilities in respect 2.5 Key Board activities during FY2020 120 of the Annual Report and the Financial Statements 243 2.6 Stakeholder engagement 122 5.5 Lead Auditor’s Independence Declaration under 2.7 Director skills, experience and attributes 124 Section 307C of the Australian Corporations Act 2001 244 2.8 Board evaluation 127 5.6 Independent Auditors’ reports 245 2.9 Nomination and Governance Committee Report 128 5.7 Supplementary oil and gas information – unaudited 254 2.10 Risk and Audit Committee Report 130 2.11 Sustainability Committee Report 135 6 Additional information 2.12 Remuneration Committee Report 136 6.1 Alternative Performance Measures 260 2.13 Risk management governance structure 137 6.2 Information on mining operations 269 2.14 Management 137 6.3 Production 277 2.15 Our conduct 138 6.4 Resources and Reserves 280 2.16 Market disclosure 138 6.5 Major projects 304 2.17 Conformance with corporate governance standards 138 6.6 Sustainability – performance data 305 2.18 Additional UK disclosure 139 6.7 Legal proceedings 330 3 Remuneration Report 6.8 Glossary 333 3.1 Annual statement by the Remuneration Committee Chair 142 7 Shareholder information 3.2 Remuneration policy report 144 7.1 History and development 342 3.3 Annual report on remuneration 150 7.2 Markets 342 7.3 Organisational structure 342 4 Directors’ Report 7.4 Material contracts 343 4.1 Review of operations, principal activities and state of affairs 166 7.5 Constitution 343 4.2 Share capital and buy-back programs 167 7.6 Share ownership 347 4.3 Results, financial instruments and going concern 167 7.7 Dividends 349 4.4 Directors 167 7.8 American Depositary Receipts fees and charges 350 4.5 Remuneration and share interests 168 7.9 Government regulations 350 4.6 Secretaries 168 7.10 Ancillary information for our shareholders 352 4.7 Indemnities and insurance 168 Forward looking statements duration and severity of the COVID-19 pandemic and its impact on our This Annual Report contains forward looking statements, including: business; political uncertainty; labour unrest; and other factors identified statements regarding trends in commodity prices and currency exchange in the risk factors set out in section 1.5.4. rates; demand for commodities; production forecasts; plans, strategies and Except as required by applicable regulations or by law, BHP does not objectives of management; closure or divestment of certain assets, undertake to publicly update or review any forward looking statements, operations or facilities (including associated costs); anticipated production whether as a result of new information or future events. or construction commencement dates; capital costs and scheduling; Past performance cannot be relied on as a guide to future performance. operating costs and supply of materials and skilled employees; anticipated Sale of Onshore US productive lives of projects, mines and facilities; provisions and contingent liabilities; and tax and regulatory developments. On 28 September 2018, BHP completed the sale of 100 per cent of the issued share capital of BHP Billiton Petroleum (Arkansas) Inc. and 100 per cent of the Forward looking statements may be identified by the use of terminology membership interests in BHP Billiton Petroleum (Fayetteville) LLC, which held including, but not limited to, ‘intend’, ‘aim’, ‘project’, ‘see’, ‘anticipate’, the Fayetteville assets, for a gross cash consideration of US$0.3 billion. ‘estimate’, ‘plan’, ‘objective’, ‘believe’, ‘expect’, ‘may’, ‘should’, ‘will’, ‘would’, ‘continue’ or similar words. These statements discuss future expectations On 31 October 2018, BHP completed the sale of 100 per cent of the issued concerning the results of assets or financial conditions, or provide other share capital of Petrohawk Energy Corporation, the BHP subsidiary that held forward looking information. the Eagle Ford (being Black Hawk and Hawkville), Haynesville and Permian assets, for a gross cash consideration of US$10.3 billion (net of preliminary These forward looking statements are based on the information available as customary completion adjustments of US$0.2 billion). at the date of this Annual Report and are not guarantees or predictions of future performance and involve known and unknown risks, uncertainties and While the effective date at which the right to economic profits transferred other factors, many of which are beyond our control and which may cause to the purchasers was 1 July 2018, the Group continued to control the actual results to differ materially from those expressed in the statements Onshore US assets until the completion dates of their respective transactions. contained in this Annual Report. BHP cautions against reliance on any In addition, the Group provided transitional services to the buyer, which forward looking statements or guidance, particularly in light of the current ceased in July 2019.
Load more

Recommended publications
  • BHP Economic Contribution Report 2017 1 Chief Financial Officer’S Introduction
    Economic Contribution Report 2017 We have a long-standing commitment to transparency. We are proud of the value we generate and how this contributes to building trust with the communities in which we operate. In this Report Chief Financial Officer’s Introduction 2 Tax and our 2017 Financial Statements 20 FY2017 Total economic contribution 3 Basis of Report preparation 21 Our contribution throughout the value chain 6 Glossary 22 Approach to transparency and tax 9 Independent auditor’s report to the Directors Our payments to governments 14 of BHP Billiton Plc and BHP Billiton Limited 23 Corporate Directory 24 BHP Billiton Limited. ABN 49 004 028 077. Registered in Australia. Registered office: 171 Collins Street, Melbourne, Victoria 3000, Australia. BHP Billiton Plc. Registration number 3196209. Registered in England and Wales. Registered office: Nova South, 160 Victoria Street London SW1E 5LB United Kingdom. Each of BHP Billiton Limited and BHP Billiton Plc is a member of the Group, which has its headquarters in Australia. BHP is a Dual Listed Company structure comprising BHP Billiton Limited and BHP Billiton Plc. The two entities continue to exist as separate companies but operate as a combined Group known as BHP. The headquarters of BHP Billiton Limited and the global headquarters of the combined Group are located in Melbourne, Australia. The headquarters of BHP Billiton Plc are located in London, United Kingdom. Both companies have identical Boards of Directors and are run by a unified management team. Throughout this publication, the Boards are referred to collectively as the Board. Shareholders in each company have equivalent economic and voting rights in the Group as a whole.
    [Show full text]
  • Corporate Governance
    Strategic report Governance and remuneration Financial statements Investor information Corporate Governance In this section Chairman’s Governance statement 78 The Board 80 Corporate Executive Team 83 Board architecture 85 Board roles and responsibilities 86 Board activity and principal decisions 87 Our purpose, values and culture 90 The Board’s approach to engagement 91 Board performance 94 Board Committee information 96 Our Board Committee reports 97 Section 172 statement 108 Directors’ report 109 GSK Annual Report 2020 77 Chairman’s Governance statement In last year’s Governance statement, I explained that our primary Education and focus on Science objective for 2020 was to ensure there was clarity between the Given the critical importance of strengthening the pipeline, Board and management on GSK’s execution of strategy and its the Board has benefitted from devoting a higher proportion of operational priorities. We have aligned our long-term priorities its time in understanding the science behind our strategy and of Innovation, Performance and Trust powered by culture testing its application. It is important that the Board has a and agreed on the metrics to measure delivery against them. working understanding of the key strategic themes upon The Board’s annual cycle of meetings ensures that all major which our R&D strategy is based. These themes have been components of our strategy are reviewed over the course complemented by Board R&D science thematic deep dives. of the year. Our focus was on the fundamentals of our strategy: human The COVID-19 pandemic impacted and dominated all our genetics, the immune system and AI and ML, as well as to lives for the majority of 2020.
    [Show full text]
  • Empirical Inference of Related Trading Between Two Securities: Detecting Pairs Trading, Merger Arbitrage, and Strategy Rules*
    Empirical inference of related trading between two securities: Detecting pairs trading, merger arbitrage, and strategy rules* Keith Godfrey The University of Western Australia Working paper: 5 September 2013 The traditional approach to studying pairs trading is to simulate profitability using ex-post historical prices. I study the actual trades reported anonymously in security pairs and build statistical inferences of related trading. The approach is based on the time differences between trades. It can distinguish intrinsically related securities from pseudo-random sets, find stocks involved in merger arbitrage in massive sets of paired index constituents, and infer dominant trading rules of mean reversion algorithms. Empirical inference of related trading can enable further studies into pairs trading, strategy rules, merger arbitrage, and insider trading. Keywords: Inferred trading, empirical inference, pairs trading, merger arbitrage. JEL Classification Codes: G00, G10, C10, C40, C60 The availability of intraday trading or “tick” data with time resolution of a millisecond or finer is opening many avenues of research into financial markets. Analysis of two or more streams of tick data concurrently is becoming increasingly important in the study of multiple-security trading including index tracking, pairs trading, merger arbitrage, and market-neutral strategies. One of the greatest challenges in empirical trading research is the anonymity of reported trades. Securities exchanges report the dates, times, prices, and volumes traded, without identifying the traders. In studies of a single security, this introduces uncertainty of whether each market order that caused a trade was the buy or sell order, and there are documented approaches of inference such as Lee and Ready (1991).
    [Show full text]
  • To Arrive at the Total Scores, Each Company Is Marked out of 10 Across
    BRITAIN’S MOST ADMIRED COMPANIES THE RESULTS 17th last year as it continues to do well in the growing LNG business, especially in Australia and Brazil. Veteran chief executive Frank Chapman is due to step down in the new year, and in October a row about overstated reserves hit the share price. Some pundits To arrive at the total scores, each company is reckon BG could become a take over target as a result. The biggest climber in the top 10 this year is marked out of 10 across nine criteria, such as quality Petrofac, up to fifth from 68th last year. The oilfield of management, value as a long-term investment, services group may not be as well known as some, but it is doing great business all the same. Its boss, Syrian- financial soundness and capacity to innovate. Here born Ayman Asfari, is one of the growing band of are the top 10 firms by these individual measures wealthy foreign entrepreneurs who choose to make London their operating base and home, to the benefit of both the Exchequer and the employment figures. In fourth place is Rolls-Royce, one of BMAC’s most Financial value as a long-term community and environmental soundness investment responsibility consistent high performers. Hardly a year goes past that it does not feature in the upper reaches of our table, 1= Rightmove 9.00 1 Diageo 8.61 1 Co-operative Bank 8.00 and it has topped its sector – aero and defence engi- 1= Rotork 9.00 2 Berkeley Group 8.40 2 BASF (UK & Ireland) 7.61 neering – for a decade.
    [Show full text]
  • Westpac Online Investment Loan Acceptable Securities List - Effective 3 September2021
    Westpac Online Investment Loan Acceptable Securities List - Effective 3 September2021 ASX listed securities ASX Code Security Name LVR ASX Code Security Name LVR A2M The a2 Milk Company Limited 50% CIN Carlton Investments Limited 60% ABC Adelaide Brighton Limited 60% CIP Centuria Industrial REIT 50% ABP Abacus Property Group 60% CKF Collins Foods Limited 50% ADI APN Industria REIT 40% CL1 Class Limited 45% AEF Australian Ethical Investment Limited 40% CLW Charter Hall Long Wale Reit 60% AFG Australian Finance Group Limited 40% CMW Cromwell Group 60% AFI Australian Foundation Investment Co. Ltd 75% CNI Centuria Capital Group 50% AGG AngloGold Ashanti Limited 50% CNU Chorus Limited 60% AGL AGL Energy Limited 75% COF Centuria Office REIT 50% AIA Auckland International Airport Limited 60% COH Cochlear Limited 65% ALD Ampol Limited 70% COL Coles Group Limited 75% ALI Argo Global Listed Infrastructure Limited 60% CPU Computershare Limited 70% ALL Aristocrat Leisure Limited 60% CQE Charter Hall Education Trust 50% ALQ Als Limited 65% CQR Charter Hall Retail Reit 60% ALU Altium Limited 50% CSL CSL Limited 75% ALX Atlas Arteria 60% CSR CSR Limited 60% AMC Amcor Limited 75% CTD Corporate Travel Management Limited ** 40% AMH Amcil Limited 50% CUV Clinuvel Pharmaceuticals Limited 40% AMI Aurelia Metals Limited 35% CWN Crown Limited 60% AMP AMP Limited 60% CWNHB Crown Resorts Ltd Subordinated Notes II 60% AMPPA AMP Limited Cap Note Deferred Settlement 60% CWP Cedar Woods Properties Limited 45% AMPPB AMP Limited Capital Notes 2 60% CWY Cleanaway Waste
    [Show full text]
  • Annual Report and Financial Statements 2016 Introduction
    ANNUAL REPORT AND FINANCIAL STATEMENTS 2016 INTRODUCTION Antofagasta is a Chilean copper mining group with signifi cant by-product production and interests in transport. The Group creates value for its stakeholders through the discovery, development and operation of copper mining assets. The Group is committed to generating value in a safe and sustainable way throughout the commodity cycle. See page 2 for more information CONTENTS STRATEGIC REPORT GOVERNANCE FINANCIAL STATEMENTS 01-05 66-119 120-187 OVERVIEW 2016 highlights 1 Leadership Independent auditors’ report 122 At a glance 2 Chairman’s Governance Q&A 68 Consolidated income statement 127 Letter from the Chairman 4 Senior Independent Director’s Q&A 70 Consolidated statement Governance overview 71 of comprehensive income 128 Board of Directors 72 Consolidated statement of Executive Committee 76 changes in equity 128 06-27 Effectiveness Consolidated balance sheet 129 STRATEGY Board activities 78 Consolidated cash flow statement 130 Professional development 80 Notes to the financial statements 131 Effectiveness reviews 82 Parent company financial statements 181 Statement from the CEO 8 Accountability Question and answer 9 Nomination and Governance Committee 85 Investment case 10 Audit and Risk Committee 88 Our new operating model 11 Sustainability and Stakeholder Our position in the market 14 188-204 Management Committee 92 Our strategy 16 OTHER INFORMATION Projects Committee 94 Key performance indicators 18 Remuneration Risk management 20 Five year summary 188 Committee Chairman’s Principal
    [Show full text]
  • Itraxx Europe & Crossover Series 35 Final Membership List
    iTraxx Europe & Crossover Series 35 Final Membership List March 2021 Copyright © 2021 IHS Markit Ltd T180614 iTraxx Europe & Crossover Series 35 Final Membership List 1 iTraxx Europe Series 35 Final Membership List......................................... 3 2 iTraxx Europe Series 35 Final vs. Series 34.............................................. 7 3 iTraxx Crossover Series 35 Final Membership List ................................... 8 4 iTraxx Crossover Series 35 Final vs. Series 34........................................11 5 Further information ...................................................................................12 Copyright © 2021 IHS Markit Ltd | 2 T180614 iTraxx Europe & Crossover Series 35 Final Membership List 1 iTraxx Europe Series 35 Final Membership List iTraxx Sector IHS Markit Ticker IHS Markit Long Name Autos & Industrials AIRBSE AIRBUS SE Autos & Industrials VLVY AKTIEBOLAGET VOLVO Autos & Industrials AKZO AKZO NOBEL N.V. Autos & Industrials ALSTOM ALSTOM Autos & Industrials AAUK ANGLO AMERICAN PLC Autos & Industrials AZN ASTRAZENECA PLC Autos & Industrials BAPLC BAE SYSTEMS PLC Autos & Industrials BASFSE BASF SE Autos & Industrials BYIF BAYER AKTIENGESELLSCHAFT Autos & Industrials BMW BAYERISCHE MOTOREN WERKE AKTIENGESELLSCHAFT Autos & Industrials BOUY BOUYGUES Autos & Industrials CNHIND CNH INDUSTRIAL N.V. Autos & Industrials STGOBN COMPAGNIE DE SAINT-GOBAIN Autos & Industrials COMPFIAG COMPAGNIE FINANCIERE MICHELIN SA Autos & Industrials CONTI CONTINENTAL AKTIENGESELLSCHAFT Autos & Industrials DAMLR DAIMLER
    [Show full text]
  • Annual Report 1999 an International Financial Services Group
    An international financial services group Annual Report 1999 National Australia Bank Limited ACN004044937 The National’s International Franchise Our Vision Contents To be the world’s leading financial services company. 1999 @ a Glance 2 Our Mission Financial Highlights 4 We tailor financial services to help Corporate Highlights 6 individuals, families, businesses and The Board of Directors 8 communities to achieve their goals. Group Leadership Team 10 Our Values Year in Review by the Chairman Service to our customers and the Managing Director 11 Quality in everything we do Business and Personal Professionalism and ethics in all our Financial Services 16 actions Products and Services 18 Competitiveness and a will to win Growth and development of our Global Wholesale Financial Services 20 people National Services Information Continuous productivity improvement Technology Enterprises 22 Growing profit for our stakeholders Community Relations 24 Key Business Units 26 Financial Information and Analysis Description of Business 30 Financial Review 36 Financial Calendar United Kingdom Asia Australia United States Report of the Directors 75 15 December 1999 Final dividend payable Financial Report Financial Statements 80 16 December 1999 Annual General Meeting Notes to the 27 January 2000 1999–2000 Q1 Results Financial Statements 84 Directors’ Declaration 165 4 May 2000 1999–2000 Q2 Results Auditors’ Report 165 July 2000 Interim 1999–2000 dividend paid Form 20-F Cross Reference Index 166 27 July 2000 1999–2000 Q3 Results Shareholder Information
    [Show full text]
  • Orora Investor Briefing November 2013 Contents
    Orora Investor Briefing November 2013 Contents • The demerger of Orora Limited • About Orora Limited • Strategic Direction of Orora • Orora Leadership • Board & Management Teams • Summary Orora Ltd 2 The demerger of Orora Limited The steps to the demerger 3 Demerger to be completed this calendar year Event Date Announced intention to demerge 1 August 2013 Scheme Booklet lodged with ASX 1 November 2013 Scheme and General Meeting (SGM) 9 December 2013 Demerger effective date (last date Amcor shares will trade cum-entitlement) 17 December 2013 Orora shares commence trading (deferred settlement basis) 18 December 2013 Scheme record date 24 December 2013 Demerger implemented 31 December 2013 Orora shares commence trading (normal settlement basis) 3 January 2014 Process is “on track” Orora Ltd 4 About Orora Limited The newest global packaging brand 5 Orora is set up for success • Strong, well-positioned core business • Focused portfolio & good industry structures • Stable, defensive earnings streams • Experienced Board & Executive Team with track record of performance • Cost reduction opportunities a key factor in expected near term earnings growth • Strong financial profile/metrics • Strong balance sheet • Well-capitalised businesses • Near-term earnings growth in company’s direct control • Strong cash flows • Proposed dividend payout 60 – 70% - dividends to be franked to the extent practicable • Disciplined approach to future growth • Capital management optionality Orora Ltd 6 The Orora Limited Group – A focused company Orora Australasia 26
    [Show full text]
  • CSL Limited Annual Report
    CSL Limited Limited CSL CSL Limited Annual Report Annual Report 2017/18 2017/18 Driven by Our Promise™ Contents 02 About CSL 04 Our Businesses AGM NEW TIME YEAR IN REVIEW AND VENUE! 06 Key Business Highlights 08 Financial Highlights ANNUAL GENERAL MEETING 2018 10 Year in Review Wednesday, 17 October 2018 at 1pm 15 August Annual profit and final dividend Clarendon Auditorium announcement BUSINESS PROFILES Melbourne Convention and Exhibition Centre 11 September Shares traded ex-dividend 20 CSL Behring (MCEC), South Wharf, Melbourne 3000 12 September Record date for final dividend 28 Seqirus AGM LIVE WEBCAST 32 Research and Development 12 October Final dividend paid The CSL Limited Annual General Meeting will be 17 October Annual General Meeting OUR COMPANY webcast through CSL’s website CSL.com 31 December Half year ends 36 Directors Log on to the home page of CSL’s website and 38 Global Leadership Group then click on the item called Annual General 2019 40 Share Information Meeting webcast. 41 Shareholder Information 13 February Half year profit and interim dividend announcement 43 Corporate Governance at CSL SHARE REGISTRY 13 March Shares traded ex-dividend Computershare Investor Services Pty Limited FINANCIAL REPORT 14 March Record date for interim dividend Yarra Falls, 452 Johnston Street 46 Directors’ Report 12 April Interim dividend paid 54 Auditor’s Independence Declaration Abbotsford VIC 3067 30 June Year ends 77 Consolidated Statement of Postal Address: GPO Box 2975 14 August Annual profit and final dividend Comprehensive Income Melbourne
    [Show full text]
  • THE MAKING of the NEWCASTLE INDUSTRIAL HUB 1915 to 1950
    THE MAKING OF THE NEWCASTLE INDUSTRIAL HUB 1915 to 1950 Robert Martin Kear M.Bus. (University of Southern Queensland) A thesis submitted in fulfilment of the requirements for the degree of a Master of Philosophy in History January 2018 This research was supported by an Australian Government Research Training Program (RTP) Scholarship STATEMENT OF ORIGINALITY I hereby certify that the work embodied in the thesis is my own work, conducted under normal supervision. The thesis contains no material which has been accepted, or is being examined, for the award of any other degree or diploma in any other university or other tertiary institution and, to the best of my knowledge and belief, contains no material previously published or written by another person, except where due reference has been made in the text. I give consent to the final version of my thesis being made available worldwide when deposited in the University’s Digital Repository, subject to the provisions of the Copyright Act 1968 and any approved embargo. Robert Kear ii ABSTRACT Aim of this Thesis The aim of this thesis is to chart the formation of the Newcastle Industrial Hub and to identify the men who controlled it, in its journey from Australian regional obscurity before 1915, to be the core of Australian steel manufacturing and technological development by 1950. This will be achieved through an examination of the progressive and consistent application of strategic direction and the adoption of manufacturing technologies that progressively lowered the manufacturing cost of steel. This thesis will also argue that, coupled with tariff and purchasing preferences assistance, received from all levels of government, the provision of integrated logistic support services from Newcastle’s public utilities and education services underpinned its successful commercial development.
    [Show full text]
  • Olympic Dam 07 As Always, Safety Remains Our Strong Focus for the Remainder of 2018
    ISSUE 27 - JULY 2018 Consider it done. INSIDE Site Updates Do you fear your own body? 50 YEARS OF MINING CONTRACTING Redpath Leading Young Professional Development Opportunities in Mining Mines Rescue in Redpath Supporting the Community redpathmining.com 1 MANAGING DIRECTOR’S MESSAGE Table of Contents “BE DILIGENT IN MAINTAINING AN Managing Director’s Message 02 INCREASED SAFETY FOCUS AND REMEMBER SAFETY - Site Updates FIRST, LAST AND ALWAYS.” Cannington 03 George Fisher 04 We are half way through 2018 and on reflection; the business has notably seen various achievements throughout this MICO 05 period. Lady Loretta 06 As always, safety remains our strong focus for the remainder Olympic Dam 07 of 2018. As time continues to accelerate it is increasingly Narrabri 08 essential to remember that your safety is important, remain Raiseboring diligent not complacent. We want everyone to get home safely 09 and as the business continues to grow our slogan Safety - First, Last and Always should remain paramount. HR Report 10 A summary of our notable achievements in safety Staff Profiles 12 performance for 2018 are as follows: • Cannington ROM - 2037 days TRI free Safety Report 13 • Cannington U/G - 3728 days LTI free • George Fisher - 1287 days LTI free Do you fear your own body? 14 • Plant Yard - 1057 days TRI free and 4821 days LTI free • Olympic Dam - 907 days LTI free Achievement & Recognition Program 16 • Narrabri Vent Shaft - 365 days TRI free • Redpath Australia - 1221 days LTI free Redpath Safety Innovator 17 New system evolution and implementation is a key component for our technology influenced society and likewise Australia Celebrates 50 years of 18 is very important to our business.
    [Show full text]