ANNUAL INTEGRATED REPORT 2017 F.18A
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3 Day Glaciers and Tranzalpine from Christchurch Get Ready to Be Inspired
3 Day Glaciers And Tranzalpine From Christchurch Get ready to be inspired. FROM $872 PER PERSON, TWIN SHARE Travelling with Inspiring Vacations allows you to explore the wonders of the world in a variety of different ways. We have partnered with a worldwide network of local travel experts to bring you culturally unique and delightfully unforgettable travel experiences. Whether it is meandering through narrow canyons by rail, cruising the idyllic waters of the Mediterranean or touring through t... Book Now TOUR ITINERARY The information provided in this document is subject to change and may be affected by unforeseen events outside the control of Inspiring Vacations. Where changes to your itinerary or bookings occur, appropriate advice or instructions will be sent to your email address. Call 1300 88 66 88 Email [email protected] www.inspiringvacations.com Page 1 TOUR ITINERARY DAY 1 Destination Queenstown Franz Josef Meals included Accommodation N/A Note: This is an independant tour. Transportation and accommodation is included, but you have the flexibility to explore each location at your own pace. Commentary is included on longer duration coach sections. Leaving Queenstown, travel by luxury coach through the stunning scenery of the South Island. Your driver guide will provide entertaining commentary and point out sites of interest as you pass by the crystal-clear waters of Lake Dunstan, Lake Wanaka and Lake Hawea. After a morning tea break in Makarora on the border of Mount Aspiring World Heritage Park, you'll travel through the Haast Pass, journeying through native beech forest and over the Southern Alps, before emerging on the West Coast, arriving in the afternoon at the small village of Franz Josef. -
Annual Report Contents 01 02 03 04 Year in Review Financial Statements Shareholder Information Resources and Reserves
2018 Annual Report Contents 01 02 03 04 Year in review Financial statements Shareholder information Resources and reserves Chairman’s and CEO’s report 6 Income statement 45 Shareholder information 92 Tenement schedule 98 Operating and financial review 10 Statement of comprehensive income 46 Coal resources and reserves 101 Our commitment 16 Balance sheet 47 Corporate directory 112 Our people 32 Statement of changes in equity 48 Directors’ report 36 Statement of cash flows 49 Remuneration report 38 Notes to the financial statements 50 Additional information 81 Independent auditor’s report 84 2 Bathurst Resources Limited Annual Report 2018 3 Strong safety record Coal production under with LTIFR at 1.2 management up from 0.4Mt to >2Mt Contributed Invested $161.1m $52.7m to the New Zealand economy in CAPEX Successful acquisition of New offshore joint three new operating mines venture secured Financial figures noted are Bathurst and 65 percent equity share of BT Mining. 4 Bathurst Resources Limited Annual Report 20172018 01YearYear in in Review review InIn thisthis sectionsection Chairman’sChairman’s andand CEO’sCEO’s reportreport OperatingOperating andand financialfinancial reviewreview OurOur commitmentcommitment OurOur peoplepeople Directors’Directors’ reportreport RemunerationRemuneration reportreport Section 1: Year in review 5 Chairman’s and CEO’s report We are delighted to share with you the 2018 Annual Report for Bathurst. This year has marked a significant shift in the size and scope of Bathurst’s operations, with exciting opportunities just around the corner. Delivering on our promises Extensive risk management assessments were also performed, alongside a focus on site training and worker engagement FY 2018 saw the successful acquisition of the previous practices. -
Table of Contents
Table of Contents 1. Executive Summary ................................................................................................................................................. 1 1.1. Overview ........................................................................................................................................................... 1 1.2. Key Findings – Markets and Visitor Hubs ......................................................................................................... 1 1.3. Key Findings – Additional Factors to Drive Visitor Growth ............................................................................... 3 1.4. Key Findings – Financial Results ...................................................................................................................... 4 1.5. Sensitivity Analysis ............................................................................................................................................ 7 1.6. Marketing Conclusions ...................................................................................................................................... 7 1.7. Project Operational Risks .................................................................................................................................. 8 1.8. Financial Conclusions ..................................................................................................................................... 10 1.9. Summary Conclusions ................................................................................................................................... -
Rail Network Investment Programme
RAIL NETWORK INVESTMENT PROGRAMME JUNE 2021 Cover: Renewing aged rail and turnouts is part of maintaining the network. This page: Upgrade work on the commuter networks is an important part of the investment programme. 2 | RAIL NETWORK INVESTMENT PROGRAMME CONTENTS 1. Foreword 4 2. Introduction and approval 5 • Rail Network Investment Programme at a glance 3. Strategic context 8 4. The national rail network today 12 5. Planning and prioritising investment 18 6. Investment – national freight and tourism network 24 7. Investment – Auckland and Wellington metro 40 8. Other investments 48 9. Delivering on this programme 50 10. Measuring success 52 11. Investment programme schedules 56 RAIL NETWORK INVESTMENT PROGRAMME | 3 1. FOREWORD KiwiRail is pleased to present this This new investment approach marks a turning point that is crucial to securing the future of rail and unlocking its inaugural Rail Network Investment full potential. Programme. KiwiRail now has certainty about the projected role of rail Rail in New Zealand is on the cusp of in New Zealand’s future, and a commitment to provide an exciting new era. the funding needed to support that role. Rail has an increasingly important role to play in the This Rail Network Investment Programme (RNIP) sets out transport sector, helping commuters and products get the tranches of work to ensure the country has a reliable, where they need to go – in particular, linking workers resilient and safe rail network. with their workplaces in New Zealand’s biggest cities, and KiwiRail is excited about taking the next steps towards connecting the nation’s exporters to the world. -
Wellington Network Upgrade
WELLINGTON NETWORK UPGRADE Better rail services for the region. Around 500,000 Wellingtonians and visitors take over 14 million passenger journeys each year on our Metro Rail Network. KiwiRail, Greater Wellington Regional Council and Metlink are working together to modernise the rail, thanks to investment of almost $300 million from the Government to enable: Train services to be more reliable. More people and freight travelling on rail in the future. The Wellington Metro Upgrade Programme is being delivered on a busy, well-maintained but ageing network where trains run 18 hours a day. The focus of our work is: Renewing existing network infrastructure to improve rail services. Renewing traction power overhead line system and signals power supply, and improving the track across the network including inside the four major tunnels. Adding capacity to the network so more people can travel on trains in the future while still allowing for freight services. This includes: Double tracking between Trentham and Upper Hutt. Improvements to Wellington station approaches. Changes at Plimmerton. More information www.kiwirail.co.nz (Wellington Metro Upgrade) HUTT LINE DOUBLE TRACKING More frequent, reliable trains. The 2.7 kilometres of rail line between Trentham and Upper Hutt is being double tracked so trains can travel in both directions at the same time. This will allow more frequent and reliable services along this section of the busy line from Wellington to Upper Hutt and Wairarapa. Stations are being upgraded and we are making it safer around our tracks. Wairarapa Existing Upper Hutt Future Connecting new second track to the network Level crossing upgrade at Blenheim Street Wallaceville Closing pedestrian crossing just North of Wallaceville New platform with shelters will be built in the style of Ava’s (pictured). -
LOWER NORTH ISLAND LONGER-DISTANCE ROLLING STOCK BUSINESS CASE PREPARED for GREATER WELLINGTON REGIONAL COUNCIL 2 December 2019
LOWER NORTH ISLAND LONGER-DISTANCE ROLLING STOCK BUSINESS CASE PREPARED FOR GREATER WELLINGTON REGIONAL COUNCIL 2 December 2019 This document has been prepared for the benefit of Greater Wellington Regional Council. No liability is accepted by this company or any employee or sub-consultant of this company with respect to its use by any other person. This disclaimer shall apply notwithstanding that the report may be made available to other persons for an application for permission or approval to fulfil a legal requirement. QUALITY STATEMENT PROJECT MANAGER PROJECT TECHNICAL LEAD Doug Weir Doug Weir PREPARED BY Doug Weir, Andrew Liese CHECKED BY Jamie Whittaker, Doug Weir, Deepa Seares REVIEWED BY Jamie Whittaker, Phil Peet APPROVED FOR ISSUE BY Doug Weir WELLINGTON Level 13, 80 The Terrace, Wellington 6011 PO Box 13-052, Armagh, Christchurch 8141 TEL +64 4 381 6700 REVISION SCHEDULE Authorisation Rev Date Description No. Prepared Checked Reviewed Approved by by by by 1 27/07/18 First Draft Final DW, AL JW JW DW 2 24/10/18 Updated First Draft Final DW JW JW DW Revised Draft Final (GWRC 3 05/08/19 DW DW PP DW Sustainable Transport Committee) 3 20/08/19 Updated Revised Draft Final DW DS PP DW Amended Draft Final 4 26/09/19 DW DW PP DW (GWRC Council) 5 02/12/19 Final DW DW PP DW Stantec │ Lower North Island Longer-Distance Rolling Stock Business Case │ 2 December 2019 Status: Final │ Project No.: 310200204 │ Our ref: 310200204 191202 Lower North Island Longer-Distance Rolling Stock Busines Case - Final.docx Executive Summary Introduction This business case has been prepared by Stantec New Zealand and Greater Wellington Regional Council (GWRC), with input from key stakeholders including KiwiRail, Transdev, Horizons Regional Council and the NZ Transport Agency (NZTA), and economic peer review by Transport Futures Limited. -
Bay of Plenty Region Passenger and Freight Rail FINAL Report May 2019
1 | P a g e Bay of Plenty Passenger and Freight Rail Phase 1 Investigation Report May 2019 Contents Page Contents Page ......................................................................................................................................... 2 1.0 Introduction ................................................................................................................................ 4 2.0 Overall Findings and Future Opportunities ................................................................................. 6 2.1 Overall Findings ....................................................................................................................... 6 2.2 Future Opportunities ............................................................................................................ 10 3.0 Bay of Plenty Passenger and Freight Rail Investigation 2019 ................................................... 13 3.1 Phase 1 Investigation ............................................................................................................ 13 3.2 Stakeholders / Partners ........................................................................................................ 13 3.3 New Zealand Transport Agency Business Case Approach .................................................... 14 3.4 Bay of Plenty Rail Strategy 2007 ........................................................................................... 14 4.0 National Strategy and Policy Settings ...................................................................................... -
BBOP Stronman Mine CS.Indd
Working towards NNL of Biodiversity and Beyond Strongman Mine – A Case Study (2014) 2 Publication Data Title: Working towards NNL of Biodiversity and Beyond: Strongman Mine – A Case Study (2014) Authors: Amrei von Hase, with contributions from Gary Bramley, Mark Pizey, Kerry ten Kate, and Ruth Bartlett. The report is available from http://www.forest-trends.org/documents/strongman_2014 © Solid Energy New Zealand Limited and Forest Trends 2014 Reproduction of this publication for educational or other non-commercial purposes is authorised without prior written permission from the copyright holder provided the source is fully acknowledged. Reproduction of this publication for resale or other commercial purposes is prohibited without prior written permission of the copyright holder. The fi ndings, interpretations and conclusions expressed here are those of the authors and do not necessarily refl ect the views of Solid Energy New Zealand Limited. Any errors are purely the responsibility of the authors. About this Document Solid Energy became a member of the Business and Biodiversity Offsets Programme (BBOP) and offered the Strongman Mine II as a pilot project in 2007. In 2009, Solid Energy together with BBOP published a case study on the biodiversity management and offset work undertaken at Strongman up to that point (available at http://www.forest-trends.org/documents/fi les/doc_3124.pdf). The present document serves as an update on the mine’s progress since then and following a second-party evaluation (pre-audit) against the BBOP Standard on Biodiversity Offsets (BBOP, 2012). For more detail and a history of the company’s work in applying the mitigation hierarchy and biodiversity offsetting, it is useful also to refer back to the 2009 case study. -
Hokitika to Westport Tourist Rail Feasibility Study: Stop/Go Report
Table of Contents 1. Executive Summary ................................................................................................................................................. 1 1.1. Overview ........................................................................................................................................................... 1 1.2. Key Findings – Markets and Visitor Hubs ......................................................................................................... 1 1.3. Key Findings – Additional Factors to Drive Visitor Growth ............................................................................... 3 1.4. Key Findings – Financial Results ...................................................................................................................... 4 1.5. Sensitivity Analysis ............................................................................................................................................ 7 1.6. Marketing Conclusions ...................................................................................................................................... 7 1.7. Project Operational Risks .................................................................................................................................. 8 1.8. Financial Conclusions ..................................................................................................................................... 10 1.9. Summary Conclusions ................................................................................................................................... -
Schedule of Responsibilities Delegated to Associate Ministers and Parliamentary Under-Secretaries
Schedule of Responsibilities Delegated to Associate Ministers and Parliamentary Under-Secretaries 14 June 2018 276641v1 This paper is presented to the House, in accordance with the suggestion of the Standing Orders Committee in its Report on the Review of Standing Orders [I. 18A, December 1995]. At page 76 of its report, the Standing Orders Committee recorded its support for oral questions to be asked directly of Associate Ministers who have been formally delegated defined responsibilities by Ministers having primary responsibility for particular portfolios. The Standing Orders Committee proposed that the Leader of the House should table in the House a schedule of such delegations at least annually. The attached schedule has been prepared in the Cabinet Office for this purpose. The schedule also includes responsibilities allocated to Parliamentary Under-Secretaries. Under Standing Orders, Parliamentary Under-Secretaries may only be asked oral questions in the House in the same way that any MP who is not a Minister can be questioned. However, they may answer questions on behalf of the principal Minister in the same way that Associate Ministers can answer. The delegations are also included in the Cabinet Office section of the Department of the Prime Minister and Cabinet website (http://www.dpmc.govt.nz/cabinet/ministers/delegated), which will be updated from time to time to reflect any substantive amendments to any of the delegated responsibilities. Hon Chris Hipkins Leader of the House June 2018 276641v1 2 Schedule of Responsibilities Delegated to Associate Ministers and Parliamentary Under-Secretaries as at 14 June 2018 Associate Ministers are appointed to provide portfolio Ministers with assistance in carrying out their portfolio responsibilities. -
West Coast Wonder Fall in Love With
WINTER 2018 A COMMUNITY MAGAZINE BROUGHT TO YOU BY THE CHRISTCHURCH AIRPORT TEAM Sven Martin Sven Photo: WEST COAST FALL IN LOVE WONDER WITH DUBAI SPIRITED CYCLING ALL BLACKS TO PLAY IN CHRISTCHURCH A REASON TO STUDY WALLS plus SOUTH ISLAND ACTIVITIES AND EVENTS 2 HELLO DESTINATION DUBAI 3 YOUR AIRPORT HEADLINES WORLD AIRPORT AWARDS WIN It’s official – your airport is one of the best in the world! GATEWAY In the recent World Airport Awards, Christchurch Airport was named the Best Regional Airport in Australia/Pacific. These are the most prestigious accolades for the world TO THE airport industry because they are voted by air travellers. This year they were based on 13.82 million airport survey questionnaires completed by 105 different nationalities of FALL IN LOVE SOUTH! airline customers in 550 airports. BUSIEST SUMMER EVER Christchurch Airport recorded its busiest month on record over summer – twice in fact! In December, the number WITH DUBAI As the of passengers through the terminal (638,043) was the highest ever recorded here and equals more than the entire More and more South Islanders are temperatures population of Canterbury and the West Coast through visiting Dubai, both on a modest budget lower, many of the doors. In March, we beat that record, with more than 650,000 passengers in the month. Over the summer we or for a luxury experience. Either way, the us head to the saw a total of 5.5% growth (4.1% domestic, 8.9% international) rave reviews are compelling. mountains or the on the same time the previous year, which itself was a record year. -
Planning Evidence, Karen Bell
UNDER the Resource Management Act 1991 ("RMA") AND IN THE MATTER of a notice of requirement ("NoR") for a designation by KiwiRail Holdings Limited ("KiwiRail") for the Palmerston North Regional Freight Hub ("Freight Hub") under section 168 of the RMA STATEMENT OF EVIDENCE OF KAREN BELL ON BEHALF OF KIWIRAIL HOLDINGS LIMITED PLANNING 1. SUMMARY 1.1 KiwiRail has lodged a NoR to designate approximately 177 ha of land for a Regional Freight Hub in Palmerston North. The designation will provide for the construction and operation of the Freight Hub on the North Island Main Trunk Link ("NIMT"). In selecting the preferred location for the Freight Hub, I consider that KiwiRail has undertaken a robust assessment of alternatives. 1.2 The Freight Hub will result in significant positive effects, including reduction in greenhouse gas emissions by enabling freight transport by rail, national, regional and local economic benefits from both the construction and operation of the Freight Hub, as well as landscape and visual amenity benefits from landscape planting. These benefits will help to support Palmerston North's growing role as a key logistics and distribution hub for the North Island, building upon the services already provided for at the existing rail yard on Tremaine Avenue ("Existing Freight Yard"). 1.3 The scale and complexity of a project like this means there will be a range of adverse effects as a result of the construction and operation of the Freight Hub. However, I consider that with the range of mitigation measures and the management tools (including the future Outline Plan of Works phase) incorporated into the design of the Freight Hub and the Proposed Conditions, these effects can be avoided, remedied or mitigated.