Western Australia (WA) is set to play a leading role in the development of renewable hydrogen infrastructure, facilitated by amenable State Government policy settings and the establishment of bodies like the Western Australian Renewable Hydrogen Council to facilitate industry engagement.
As Australia faces record levels of debt and deficit in the wake of the COVID-19 pandemic, Western Australian Treasurer Ben Wyatt today bucked the trend to post a $1.2 billion surplus in the State Budget, followed by surpluses in the range of $363 million in 2021-2022 to $1.5 billion in 2023-2024. Buoyed by high iron ore prices, which enabled Western Australia to bank $8.4 billion in royalties in 2019/20, the coffers are well placed to support the State’s economic recovery and combat the ongoing threat of the coronavirus. The Budget assumes that Western Australia’s borders will remain closed until April 2021. Importantly,
From ‘Back in Black’ to a more than $966 billion budget blackhole in 2024, Federal Treasurer Josh Frydenberg has handed down the most significant budget in Australian history. Since the onset of the COVID-19 pandemic, the Government has provided $257 billion in direct economic support to cushion the blow and strengthen the recovery. The 2020-21 Budget commits a further $98 billion including $25 billion in direct COVID-19 response measures and $74 billion in new measures to create jobs. The 2020-21 Budget is focussed on measures to stimulate a private sector-led recovery that drives economic growth and employment, as well as trying to
Nearly $190 billion - or close to 10 per cent of Australia's GDP - has now been pledged to the country's economic recovery from the COVID-19 crisis.
It's a disconcerting feeling - receiving targeted Facebook advertising that aligns frighteningly closely with a topic you've just been talking about.
Want to make a splash with clients and stakeholders? There’s a lot of value in a live event – despite the challenges — writes Emma Britton. In a world where we connect online at an ever-quickening pace, hosting a live event or holding a face-to-face catch up can seem … outdated. It’s inconvenient. You have to juggle calendars. People might not show. Why host an event when you can blast out an EDM to your contacts to get your message across? Why bother with networking when you can sit at home and tweet (or even pretend you were at the function
Will 2018 be better than 2017? Even if 2017 was a corker, you’d be expecting that your management team will be saying ‘yes’. Continuing on the same path is not a strategy, in the same way that hope is not a strategy. Yet it is staggering how many companies don’t have a coherent strategy to communicate to their stakeholders. Sure, they might have a management team in place and a core business that is humming. However, many can’t articulate where they see their business going or what it will look like in one, three or five years’ time. Often the plans for creating value
It is that time of the year again, when the leaders of the majority of public companies have the opportunity to showcase their annual efforts to their investors and provide an insight into the prospects for the future. As the bulk of AGMs get underway this month, corporate services Morrow Sodali offered advice to business leaders on how best to engage with shareholders, including activist shareholders, using New York-based fund manager BlackRock – the world’s largest investor with more than $US5 trillion of assets under management – as a profile case. In the report, Morrow Sodali chairman John Wilcox said shareholders like
Government Relations Director Richard Harris looks at how to talk up a new business project to a busy government audience. New business projects have long been the lifeblood of the WA economy. But getting community and government support for these projects is becoming more difficult as members of the public and special interest groups become more active and sophisticated in their use of communications tools in opposing developments. More than ever, it is critical for project developers to view stakeholder communications at the core of their activities rather than as a “nice to have” add on. And the evidence is that good communications from