Fox's Classic Car Collection Moved
Total Page:16
File Type:pdf, Size:1020Kb

Load more
Recommended publications
-
Real-Time Smart Fleet Analytics John Ansley, Linfox Hoyoung Jeung, SAP
Real-Time Smart Fleet Analytics John Ansley, Linfox Hoyoung Jeung, SAP Our vision is to deliver service excellence and adaptable supply chain solutions across Asia Pacific Linfox Logistics locations Lindsay Fox bought his first truck in 1956. When he bought his second truck he wrote on it: Today Linfox Logistics delivers sophisticated supply chain solutions to customers in 10 countries in the Asia Pacific region with: 19,200 jobs 5,000 vehicles 4M square meters of warehousing Tier 1 IT platforms based on SAP software We earn the right to grow with our customers by delivering consistently excellent service and continuous improvement © 2013 SAP AG or an SAP affiliate company. All rights reserved. 2 Safety and the environment are cornerstones of our business Our Vision Zero safety journey Our environmental program Linfox Asia-Pacific LTIFR 20,7 12,7 8,3 4,5 3,2 2.1 1.8 • We have a target of reducing our rate of greenhouse gas (GHG) emissions by 50% by FY06 FY07 FY08 FY09 FY10 FY11 FY13 2015 based on 2007 emission rates YTD • At the end of FY12 we had reduced our rate of GHG emissions by 38%. Linfox’s Vision ZERO program has been adopted as an industry standard by the Australian Logistics Council and • We are continuing to improve using technology to Australia’s National Transport Commission map carbon footprints of supply chains we are involved in © 2013 SAP AG or an SAP affiliate company. All rights reserved. 3 We are proud to work with our customers © 2013 SAP AG or an SAP affiliate company. -
1. Gina Rinehart 2. Anthony Pratt & Family • 3. Harry Triguboff
1. Gina Rinehart $14.02billion from Resources Chairman – Hancock Prospecting Residence: Perth Wealth last year: $20.01b Rank last year: 1 A plunging iron ore price has made a big dent in Gina Rinehart’s wealth. But so vast are her mining assets that Rinehart, chairman of Hancock Prospecting, maintains her position as Australia’s richest person in 2015. Work is continuing on her $10billion Roy Hill project in Western Australia, although it has been hit by doubts over its short-term viability given falling commodity prices and safety issues. Rinehart is pressing ahead and expects the first shipment late in 2015. Most of her wealth comes from huge royalty cheques from Rio Tinto, which mines vast swaths of tenements pegged by Rinehart’s late father, Lang Hancock, in the 1950s and 1960s. Rinehart's wealth has been subject to a long running family dispute with a court ruling in May that eldest daughter Bianca should become head of the $5b family trust. 2. Anthony Pratt & Family $10.76billion from manufacturing and investment Executive Chairman – Visy Residence: Melbourne Wealth last year: $7.6billion Rank last year: 2 Anthony Pratt’s bet on a recovering United States economy is paying off. The value of his US-based Pratt Industries has surged this year thanks to an improving manufacturing sector and a lower Australian dollar. Pratt is also executive chairman of box maker and recycling business Visy, based in Melbourne. Visy is Australia’s largest private company by revenue and the biggest Australian-owned employer in the US. Pratt inherited the Visy leadership from his late father Richard in 2009, though the firm’s ownership is shared with sisters Heloise Waislitz and Fiona Geminder. -
Duke's & Orr's Dry Dock Pump House, Melbourne, Victoria
Engineers Australia Engineering Heritage Victoria Nomination Engineering Heritage Australia Heritage Recognition Program DUKE’S & ORR’S DRY DOCK PUMP HOUSE, MELBOURNE , VICTORIA May 2014 2 Front Cover Photograph Caption “The way it was in the 1940s through the eyes of a shipwright. Melbourne photographer Jack Cato captured the atmosphere of the dry dock in this study of the entrance to Duke’s & Orr’s in the 1940s. The mitre gates are closed and pumping out is well under way”. Image: Jack Cato. Reproduced at page ix of Arthur E Woodley and Bob Botterill’s book Duke’s & Orr’s Dry Dock. The caption is also taken from the book with thanks to the authors. 3 TABLE OF CONTENTS PAGE Table of Contents 3 1 Introduction 5 2 Heritage Nomination Letter 7 3 Heritage Assessment 8 3.1 Item Name 8 3.2 Other/Former Names 8 3.3 Location 8 3.4 Address: 8 3.5 Suburb/Nearest Town 8 3.6 State 8 3.7 Local Govt. Area 8 3.8 Owner 8 3.10 Former Use 8 3.11 Designer 8 3.12 Maker/Builder 8 3.13 Year Started 8 3.14 Year Completed 8 3.15 Physical Description 8 3.16 Physical Condition 9 3.17 Modifications and Dates 9 3.18 Historical Notes 12 3.19 Heritage Listings 17 4 Assessment of Significance 18 4.1 Historical significance 18 4.2 Historic Individuals or Association 18 4.3 Creative or Technical Achievement of the Pump House 20 4.4 Research Potential of the dry dock and Pump House 20 4.5 Social Significance of the dry dock 21 4.6 Rarity relating to the dry dock and Pump House 21 4.7 Representativeness of the Pump House pumping machinery 23 4.8 Integrity/Intactness of -
Just Group Sues to Halt CFO Nicole Peck Defection to Cotton on the AUSTRALIAN
01/10/2018 Just Group sues to halt CFO Nicole Peck defection to Cotton On THE AUSTRALIAN Just Group sues to halt CFO Nicole Peck defection to Cotton On By BEN BUTLER, BUSINESS REPORTER 12:00AM JULY 7, 2016 • H COMMENTS Solomon Lew’s Just Group has launched legal action in a bid to stymie the defection of chief financial officer Nicole Peck to retail rival Cotton On. In a lawsuit filed with the Victorian Supreme Court, Just accuses Ms Peck of breach of contract, including a confidentiality clause, and seeks to prevent her taking up the Cotton On job for two years. Ms Peck lasted less than five months as head of Just, a subsidiary of Mr Lew’s listed Premier Investments that controls retail brands such as womenswear chain Dotti, pyjama group Peter Alexander and stationer Smiggle. She quit in May. Just also sought an order forbidding her being represented by law firm Ashurst, which has in the past acted for Cotton On, because of a “a real and sensible risk of inadvertent disclosure of commercially sensitive and confidential information by Ashurst to Cotton On”. The company also raised the possibility Cotton On might be paying Ms Peck’s legal costs. However, in a judgment on Friday, judge Andrew Keogh found Ashurst does not currently act for Cotton On. In a rebuke to Just, Justice Keogh said a subpoena issued by the company seeking information about the case from Ashurst “clearly represents a fishing expedition, and has no legitimate identifiable forensic purpose”. https://www.theaustralian.com.au/business/just-group-sues-to-halt-cfo-nicole-peck-defection-to-cotton-on/news-story/cd99edf8a38d5e9c774a115950a… 1/2 01/10/2018 Just Group sues to halt CFO Nicole Peck defection to Cotton On “There is no evidence to establish the probability that Ashurst will in future act for Cotton On, or that any confidential information obtained by Ashurst in the conduct of the current proceeding will be directly relevant to a future retainer with Cotton On,” he said. -
Victoria Harbour Docklands Conservation Management
VICTORIA HARBOUR DOCKLANDS CONSERVATION MANAGEMENT PLAN VICTORIA HARBOUR DOCKLANDS Conservation Management Plan Prepared for Places Victoria & City of Melbourne June 2012 TABLE OF CONTENTS LIST OF FIGURES v ACKNOWLEDGEMENTS xi PROJECT TEAM xii 1.0 INTRODUCTION 1 1.1 Background and brief 1 1.2 Melbourne Docklands 1 1.3 Master planning & development 2 1.4 Heritage status 2 1.5 Location 2 1.6 Methodology 2 1.7 Report content 4 1.7.1 Management and development 4 1.7.2 Background and contextual history 4 1.7.3 Physical survey and analysis 4 1.7.4 Heritage significance 4 1.7.5 Conservation policy and strategy 5 1.8 Sources 5 1.9 Historic images and documents 5 2.0 MANAGEMENT 7 2.1 Introduction 7 2.2 Management responsibilities 7 2.2.1 Management history 7 2.2.2 Current management arrangements 7 2.3 Heritage controls 10 2.3.1 Victorian Heritage Register 10 2.3.2 Victorian Heritage Inventory 10 2.3.3 Melbourne Planning Scheme 12 2.3.4 National Trust of Australia (Victoria) 12 2.4 Heritage approvals & statutory obligations 12 2.4.1 Where permits are required 12 2.4.2 Permit exemptions and minor works 12 2.4.3 Heritage Victoria permit process and requirements 13 2.4.4 Heritage impacts 14 2.4.5 Project planning and timing 14 2.4.6 Appeals 15 LOVELL CHEN i 3.0 HISTORY 17 3.1 Introduction 17 3.2 Pre-contact history 17 3.3 Early European occupation 17 3.4 Early Melbourne shipping and port activity 18 3.5 Railways development and expansion 20 3.6 Victoria Dock 21 3.6.1 Planning the dock 21 3.6.2 Constructing the dock 22 3.6.3 West Melbourne Dock opens -
LINDSAY FOX AC “Leadership Education Is in Life… ”
2020 Exchange Pty Ltd ABN 86 161 073 927 All correspondence to: PO Box H345 Australia Square NSW 1215 1300 550 618 2020Exchange.com.au EXPERT RESOURCE PROFILE – LINDSAY FOX AC “Leadership education is in life… ” Lindsay Fox was born in Sydney in 1937; attending a school for academically gifted boys until quitting at the age of 16 to become a truck driver like his father. He was described as a ‘brilliant’ student, just one that no one knew what to teach. At the ripe age of 19, Lindsay convinced a trucking yard to sell him his first truck. Today, Linfox is one of the largest privately owned Australian- based transport and warehousing groups with operations in 11 countries. The Linfox Group employs more than 30,000 people, operates warehousing the size of 250 Melbourne Cricket Ground’s, a fleet of more than 6,000 vehicles and carries out distribution operations for major global companies. Lindsay has extensive involvement in Australian and International circles and apart from his business interests is well recognised and active in community based sport and charity work. From September 1992 to December 1993, Lindsay Fox together with Bill Kelty of the ACTU introduced a national campaign called ’Work for Australia’. This campaign encouraged companies and local communities to generate jobs for the unemployed with the aid of Government subsidies and programs. Upon conclusion, over 60,000 jobs were pledged through their efforts and Lindsay and Bill were awarded 'Victorians of the Year' by the Sunday Age. The success of this campaign set the foundations for NETTFORCE. -
Sustainability Report Based on Financial Year 2020 Contents
Sustainability Report Based on Financial Year 2020 Contents About this Report Message from the CEO 3 This is Port of Melbourne’s second About Port of Melbourne 4 Sustainability Report and has been prepared in accordance with the Global Reporting Initiative (GRI) Contributing to the Economy 8 Standards: ‘Core option’. This Report outlines our performance for Financial Our FY20 Sustainability Highlights 10 Year (FY) 2020, across the environmental, social, economic, and governance systems that Port of Melbourne is responsible for. Sustainability at Port of Melbourne 12 Following the publication of our first Sustainability Report in 2019, we reviewed our approach to strengthen transparency and achieve industry Our Stakeholder Community 22 alignment. Changes made include: • reporting year: Financial Year 2020 (as opposed to calendar year); Our Workplace 30 • applying Global Reporting Initiative (GRI) Standards; and • conducting a Stakeholder Materiality Assessment Our Environmental Responsibilities 37 to help guide our approach to sustainability decision-making and inform our Sustainability Strategy, supporting Framework and Policy Our Investment in Infrastructure 46 which is currently being developed. Governance 48 Reporting Boundary Our reporting boundary includes Port of Melbourne’s corporate office, located in Appendix 50 Melbourne’s Docklands District, and other Port of Melbourne-controlled external sites, assets and activities. These include our Short Road Glossary 51 maintenance facility, Port Education Centre, common user facilities, hydrographic surveying vessel, pool cars, and staff operations. It does GRI Content Analysis 52 not include our regional offices based in New South Wales or Tasmania. Electricity and water data relate to our office and Port of Melbourne- controlled external sites. -
Trade Relocation Expanding Melbourne’S Port Capacity
FACT SHEET Trade relocation Expanding Melbourne’s Port Capacity A key element of the creation of additional container capacity within the Port of Melbourne is the construction of a new international container terminal at Webb Dock East. To facilitate this work, shipping operations at Webb Dock East berths 3, 4 & 5 ceased on 1 July 2014. Until completed, the wharves at 3, 4 and 5 Webb Dock East will be under the control of the Corporation’s appointed maritime works contractor, McConnell Dowell, which will upgrade and modify the wharves. The closure of the three berths at Webb Dock will create the need to reallocate trade to other locations including Webb Dock West and Appleton Dock. These docks will be managed by Australian Amalgamated Terminals (AAT). Berth priority arrangements are in place to efficiently accommodate car trade in particular and ensure that Victoria continues to deliver its manufactured cars to world markets. There is also a temporary automotive laydown area, which is a secure car park for the short term storage of new vehicles, north of Williamstown Rd. Berthing of vessels at Appleton Dock and Webb Dock West are being managed in accordance with the berthing priority arrangements ‐ AAT is responsible for the allocations of all berths, Webb Dock West berth 2, Appleton Dock berths 1 (D & E) and 2 (B & C). Bass Strait coastal trade operators, Toll and SeaRoad, will continue with ‘business as usual’ during this period. Terminal operators and the Port of Melbourne Corporation are working closely to create ‘predictive schedules’ that will wherever possible minimise impacts, or at the very least, forecast ahead enabling co‐ordination across the supply chain. -
I I I I I I I I I I I I I I I I I I I .F
I I MELBOURNE DOCKLANDS STRATEGIC OPTIONS I I CONSULTANTS' REPORT No. I 8.2.2.5b I Ground contamination overview study I / I I I I I I I I I I DOCK LANDS I 711.5 TASK FORCE 099451 DOC strategic I options cr I . f I IN[I~iiliil~ir M0045880 I I DOCKLANDSTASKFORCE I I I I MELBOURNE DOCKLANDS REDEVELOPMENT I I Final Report on I GROUND CONTAMINATION OVERVIEW STUDY I ...~'.".~ . ~ . .~~ , I I Infrastructure Library May 1990 I I I I CAMP SCOTT FURPHY PTY. LTD. in association with I GOLDER ASSOCIATES PTY. LTD. II I I I I I I I I I I I I I I I 711.5 DOI07583 099451 DOC Melbourne docklands I strategic strategic options: options cr consultants' report f I I I I I I I DOCKLANDSTASKFORCE MELBOURNE DOCKLANDS REDEVELOPMENT I GROUND CONTAMINATION OVERVIEW STUDY TABLE OF CONTENTS I, PAGE NO. I 1. INTRODUCTION 2. STUDY SCOPE 2 I 2.1 General 2 I 2.2 Study Limitations 4 3. SITE DATA 5 I 3.1 Geology 5 3.2 Site History 7 I 3.3 Industrialalnd Commercial Heritage 11 I 3.4 Present Land-use 14 4. PRELIMINARY CONTAMINATION ASSESSMENT 15 I 4.1 General 15 'I 4.2 Impact of Land Reclamation 17 4.3 Impact of Industry 19 I 4.4 Potential Ground and Groundwater Contamination 21 5. REMEDIATION STRATEGY DEVELOPMENT 24 I 5.1 General 24 I 5.2 Factors Influencing the Selection of a Site Remediation 24 5.3 Appropriate Remediation Technologies 25 I 5.4 Remediation Requirements 27 I 6. -
Annual Report 2012 Mark Mcinnes Solomon Lew CEO Premier Retail Chairman and Non-Executive Director
Annual Report 2012 Mark McInnes Solomon Lew CEO Premier Retail Chairman and Non-Executive Director FRONT COVER: Features Abbey Lee Kershaw for Portmans. Abbey is one of the world’s most in demand models. Chairman’s Report The Directors of Premier Investments Limited (‘Premier’) have pleasure in submitting to shareholders the Annual Report for the year ended 28 July, 2012. The retail environment in Australia continues to be The upswing in profit Premier has achieved this challenging and it is likely to remain so in the financial year demonstrates the effectiveness of short term. Macro pressures on retailers, combined these initiatives. Moving forward, management’s with the structural changes taking place in the core focus will be to ensure that the business is industry, will continue to test all participants in the prepared to meet market conditions while retail industry. effectively managing our growth opportunities. The benefits from this approach will be leveraged as In this context, we are particularly pleased to general market conditions normalise and improve. present a strongly improved financial result to our shareholders for the 2012 financial year. Highlights of this year’s result include: While Premier Retail’s sales figures underline the » Successful implementation of strategic review difficult trading environment, Premier’s financial initiatives is delivering strong profit results discipline and operational efficiency has delivered despite tough retail environment shareholders a comparatively strong result in spite » Premier consolidated net profit after tax of the tough conditions. This, in our view, is what (NPAT) of $68.2 million, up 68 per cent on sets Premier Investments apart from our peers. -
Submission to the Inquiry Into Infrastructure & the Development of Australia's Regional Areas
SUBMISSION TO THE INQUIRY INTO INFRASTRUCTURE & THE DEVELOPMENT OF AUSTRALIA’S REGIONAL AREAS PARLIAMENT HOUSE CANBERRA PRINCES FREEWAY ACTION COMMITTEE May 1999 l:\infrastructure inq\submissions\electronic subs\sub244-e.doc Submission to The Inquiry into Infrastructure and the Development of Australia’s Regional Areas INTRODUCTION ........................................................................................................1 THE PRINCES FREEWAY ACTION COMMITTEE............................................2 REGIONAL DEVELOPMENT ..................................................................................3 IMPACTS ON SMALL - MEDIUM SIZE BUSINESS ............................................4 AVALON AIRPORT AUSTRALIA PTY LTD ............................................................4 GEELONG CEMENT ....................................................................................................7 GENERAL ECONOMIC IMPACTS OF THE PRINCES FREEWAY.................9 1. OVERVIEW ...............................................................................................................9 2. THE VITAL LINK .....................................................................................................9 3. THE BENEFITS OF AN UPGRADE ......................................................................10 4. HOW TRAFFIC DELAYS COST BUSINESS AND THE COMMUNITY ..........10 5. SAFETY AND THE COST TO THE COMMUNITY ............................................11 ATTACHMENTS .......................................................................................................12 -
Appendix 1 Citations for Proposed New Precinct Heritage Overlays
Southbank and Fishermans Bend Heritage Review Appendix 1 Citations for proposed new precinct heritage overlays © Biosis 2017 – Leaders in Ecology and Heritage Consulting 183 Southbank and Fishermans Bend Heritage Review A1.1 City Road industrial and warehouse precinct Place Name: City Road industrial and warehouse Heritage Overlay: HO precinct Address: City Road, Queens Bridge Street, Southbank Constructed: 1880s-1930s Heritage precinct overlay: Proposed Integrity: Good Heritage overlay(s): Proposed Condition: Good Proposed grading: Significant precinct Significance: Historic, Aesthetic, Social Thematic Victoria’s framework of historical 5.3 – Marketing and retailing, 5.2 – Developing a Context: themes manufacturing capacity City of Melbourne thematic 5.3 – Developing a large, city-based economy, 5.5 – Building a environmental history manufacturing industry History The south bank of the Yarra River developed as a shipping and commercial area from the 1840s, although only scattered buildings existed prior to the later 19th century. Queens Bridge Street (originally called Moray Street North, along with City Road, provided the main access into South and Port Melbourne from the city when the only bridges available for foot and wheel traffic were the Princes the Falls bridges. The Kearney map of 1855 shows land north of City Road (then Sandridge Road) as poorly-drained and avoided on account of its flood-prone nature. To the immediate south was Emerald Hill. The Port Melbourne railway crossed the river at The Falls and ran north of City Road. By the time of Commander Cox’s 1866 map, some industrial premises were located on the Yarra River bank and walking tracks connected them with the Sandridge Road and Emerald Hill.