Article by Daniel Wild courtesy of the West Australian
Momentum is building for bi-partisan reform between the WA State Labor Government and the Federal Coalition Government to cut red tape and boost economic growth.
As reported in these pages on November 27, the McGowan Government has reached out to the Federal Government to establish a “one-stop shop” for environment approvals.
This means that WA would be able to conduct the environmental assessment on major projects in the State, such as gas, gold, and iron ore developments, removing the need for assessment at the Federal level as well.
This is a very important development which could reduce the approval time of major projects by up to six months. The fast-tracking would not alter environmental standards because it is the duplication between State and Federal regulations that is to be removed, rather than reducing underlying regulatory obligations.
In announcing the initiative, Premier Mark McGowan said “industry has been crying out for bilateral approvals and we are responding to these calls.
This plan ensures we maintain the highest environmental standards, but don’t get bogged down in bureaucracy.” This is an example of Team WA working across party lines to achieve sensible economic reform. At the Federal level, red tape reduction is being led by the highly capable Ben Morton, who is the Assistant Minister to the Prime Minister and the Federal Liberal member for Tangney.
The bipartisan initiative comes at an important time. Across the nation business investment is just 10.9 per cent of GDP, which is lower than it was during the Whitlam years and is slightly above the recessionary lows of the early 1990s.
New private sector business investment in WA is 54 per cent below the 2013 peak which is holding back productivity, employment, and wages growth.
While there are non-policy reasons for this decline, it is red tape which has caused the decline to business investment to be deeper, wider, and more protracted than it otherwise would be.
Recent research by the Institute of Public Affairs estimated there are 107,817 regulatory restrictions contained in WA legislation alone.
To put this in context, New South Wales has a population around three times that of WA, yet has slightly fewer regulatory restrictions on the books.
Regulatory restrictions refer to instances in legislation which restrict or compel behaviour, including words such as “should”, “must”, and “shall not”. Importantly, IPA research found that the Department of Mines, Industry Regulation and Safety was responsible for imposing the most regulation on the West Australian economy with 17,097.
This was followed by the Department of Jobs, Tourism, Science and Innovation with 16,272 regulatory restrictions, and the Department of Justice with 15,226 restrictions.
It is a big problem that the two departments which have primary oversight of the WA resources sector and job creation, respectively, are also responsible for imposing the most regulation. This will undermine the ability of the McGowan Government to achieve its ambitious objective of overseeing the creation of 150,000 new jobs in WA over the next five years, which includes some 30,000 new regional jobs.
To understand the problem of red tape in the resource sector, consider the Roy Hill iron ore project in the Pilbara. The Roy Hill project required some 4967 licences, permits, and approvals for the pre-construction phase alone, approximately 79 per cent of which were imposed by the State Government.
And while Roy Hill has been able to successfully navigate the reams of red tape, many other projects, particularly those being undertaken by smaller businesses, cannot.
To further build on the encouraging bipartisan effort to cut red tape, the WA and Federal Governments should also introduce a one-in, two-out approach where two regulations must be repealed for every new one introduced.
This will place a binding constraint on bureaucracy to ensure there is a steady decline in regulation.
Daniel Wild is Director of Research with the Institute of Public Affairs
Article by Vanessa Zhou courtesy of Australian Mining
Roy Hill is on the verge of commissioning a processing plant that will help boost shipping of iron ore from the Pilbara site to 60 million tonnes a year.
The bright pink wet high intensity magnetic separator (WHIMS) plant will be a key contributor to Roy Hill’s production target once it is operational.
Roy Hill received approval last year to increase its shipping capacity.
The plant will use two types of magnets to capture the high-grade ultrafine iron ore that is not captured when it travels through Roy Hill’s current process plant.
This ultrafine ore will no longer end up in Roy Hill’s tailings dam, but instead be redirected via its existing processing plant to the fines stockpile.
Roy Hill chief executive Barry Fitzgerald said the project was the first of its kind to be used in a hematite environment by an Australian iron ore company the size and scale of Roy Hill.
“The WHIMS plant will reduce our environmental impacts by decreasing our tailings waste by approximately four million tonnes a year, as well as provide that four million tonnes a year as additional iron ore without increasing the amount of material mined (because it’s already part of the material that has been mined,” Fitzgerald said.
The plant is painted pink in accordance with Roy Hill chairman Gina Rinehart’s desire to raise breast cancer awareness among the staff.
“(It is) Mrs Gina Rinehart’s desire to encourage our staff to be supportive of breast cancer patients, and in honour of our many female staff on the Roy Hill team,” Fitzgerald said.
“Our staff continue to raise money to help breast cancer patients and or research. It is the first pink WHIMS plant in the world.”
Roy Hill expects to start commissioning this month and deliver first ore by December.
The biggest privately owned mine in Australia is about to pull the trigger on a significant expansion as Gina Rinehart’s Roy Hill iron ore operations prepare to switch on a magnetic separation plant.
Roy Hill has spent the past 14 months building a high-intensity magnetic separation plant at the back end of its processing facility, designed to strip the last and smallest particles of iron from the wet tailings it deposits at the mine’s dam.
When fully built, the wet high-intensity magnetic separation plant (WHIMS) will deliver another four to five million tonnes of high-grade iron ore to Roy Hill, taking the mine’s export capacity to about 60 million tonnes.
It is understood the new product will grade between 61 per cent and 64 per cent iron, and will be used as a blending stock to upgrade product from lower-grade parts of the 22km-long deposit, and extend the life of the mine.
Before the WHIMS plant was built, the ultrafine iron ore particles it separates from waste were deposited in Roy Hill’s tailings dams and it is understood the company is considering feasibility studies to test the viability of reprocessing some of that material to recover iron ore previously lost into the dams.
Roy Hill says the WHIMS plant is the first of its type in the Pilbara’s iron ore industry.
It is believed the success of the plant is being closely watched by other miners in the area, particularly Fortescue Metals Group, which operates a similar wet beneficiation plant to Roy Hill at its nearby Christmas Creek and Cloudbreak mines.
Commissioning of the first stage of Roy Hill’s WHIMS plant is due to begin this month, and the plant is not expected to be fully operational until about the middle of next year.
The plant will help hold up the profitability of Roy Hill amid an expected softening of iron ore prices next year, as Vale’s Brazilian mines — curtailed after tailings dam disasters early this year — slowly return to full capacity.
Roy Hill chief executive Barry Fitzgerald said the WHIMS facility, painted bright pink as part of Mrs Rinehart’s “desire to encourage our staff to be supportive of breast cancer patients”, was the first separation plant to be used by a large-scale Australian iron ore miner at a hematite iron ore operation.
“The WHIMS plant will reduce our environmental impacts by decreasing our tailings waste by approximately four million tonnes per annum, as well as provide that four million tonnes per annum as additional iron ore without increasing the amount of material mined (because it’s already part of the material that has been mined),” he said.
“Commissioning began this month and we are targeting first ore in December.”
Despite teething troubles early in its life, Roy Hill is expected to hit 55 million tonnes a year nameplate exports in the 2019-20 financial year.
Spurred by surging iron ore prices early this year, Roy Hill booked a $1.4bn after-tax profit in 2018-19 — only its third full financial year of operations after shipments from the mine first began in December 2015.
Roy Hill is 70 per cent-owned by Mrs Rinehart’s Hancock Prospecting, with Japanese trading giant Marubeni holding 15 per cent, Korea’s POSCO 12.5 per cent and China Steel Corporation owning 2.5 per cent.
The reporter travelled to the Pilbara as a guest of the Chamber of Minerals and Energy.
Interview with Roy Hill CEO Barry Fitzgerald, courtesy of Mining Technology.
Maptek recently collaborated with Roy Hill as part of a project to find new ways to accelerate orebody knowledge and inform mine planning. One outcome of the collaboration was the delivery of a new machine learning approach to grade estimation.
We spoke to Roy Hill CEO Barry Fitzgerald to understand Roy Hill’s approach to technology partnerships, and how to get the most out of an innovation partnership.
Could you tell me what the partnership between Maptek and Roy Hill looked like?
We’d been looking to make sure our mine planning and understanding of our orebody is at the highest level possible, and were open to leveraging emerging technologies to realise this. We had people within our own team working towards a solution who had worked with people from Maptek previously. By talking with Maptek we identified that we had some common outcomes that we could work towards.
From a Roy Hill perspective we saw that by working with Maptek collaboratively, and in particular by not trying to own all the IP, we could move the product forward in a way which achieved much better outcomes for both of us. We had the operational knowledge and knew where we were trying to drive the product to – adding value – and obviously Maptek had the technology and the smarts and understanding of their system to bring the product to life.
So we had some really clear outcomes together, we had a collaborative environment which wasn’t driven by IP knowledge or ownership or anything like that. We managed it in a very professional way by having key governance meetings where we made sure we resolved issues in a timely manner and had weekly progress conversations both on a technical and at thinking level.
Fundamentally I think it was a really good combination of shared purpose and understanding of what was really going to add value to us and obviously the understanding from a technical point of view about how we could best do that.
Was there anything that surprised you during the partnership?
We knew that there was a lot of value to be unleashed, but if someone asked us to define what that value was, it probably would have been difficult for both of us to put a figure on it. We worked out if we worked together we could probably achieve something significant – and that’s what we did.
We leveraged automation and disruptive technology, to make the geologists the masters of their processes and systems, and that freed them up and that’s where we got the value. It freed our geologists so they now have time to critically think about the world rather than be process driven; and Maptek developed each program to drive that. The outcome we got was a really enhanced process in terms of what we could achieve as a business and I think the other outcome which probably surprised us was the level which we could bring technology and new thinking into the final outcome.
It’s interesting you talk about the critical thinking rather than process drive for the staff and the people. How important is this change of thinking?
If you think about the past, what we did was we spent a lot of time bringing the data together, collating it and putting it into a form which you could understand. We had quite long timeframes to do that, which were quite intensive on people.
Through this partnership with Maptek, we ended up developing a virtual reality model of the Roy Hill project and we used some machine learning technology for the geological modelling. We have been able to automate a lot of the processes and we can then generate a means of virtually looking and walking through the orebody and understanding it. That allows you to understand the complexity and the scale of the project.
I think that is something which is unique because it means the people who are doing the work are changing from grinding out the numbers to saying ‘I’ve now got the model, let’s walk through it and understand it.’ It allows you to visualise it in depth and in cross section so it allows you to work through it in three dimensions. It’s not a big step from there to then add the time dimension as well as the mine develops. There’s a huge amount of opportunity to look at the way things work.
How satisfying is it to see the mine presented in this whole new way?
It’s added a lot for our own staff in terms of what we’re doing with the orebody and it makes it much more accessible to a whole range of other people. You no longer need someone who’s looked at the plans that you get from the normal process to familiarise themselves. Not everyone has the capacity to understand or visualise things, and so what you can do is you can make it much more accessible to a whole range of people by saying ‘Hey, come have a look at this!’ and they can suddenly walk through it and they’re immersed in it.
We have what we call a ROC Ed program where we have school children visiting our office and we allow them to use this technology and walk through the orebody using VR headsets.
It works so well because many young people just get the technology and that allows us to bridge both the knowledge and age gap.
Was there a specific outcome from the project involving Maptek that was the most important or rewarding for the company, and what did that mean for Roy hill?
AI algorithms were included in the project and one of the things we did was compare the algorithms’ outcome with what we would do through a manual process. In the manual process, you had a very time-intensive, human resource-intensive process against the very short AI process. When we did an assessment of the accuracy of both of those we found a very high correlation. This demonstrated its benefits and gave us the confidence that AI was not only time-saving but it was accurate. We’ve moved on from that original one to use it for other challenges and it’s given us confidence to further explore using AI.
The second point relates to the comment I made about it providing an immersive experience. This project has made understanding our orebody much more available to a broader range of people; and given the people who have to use it on a day-to-day basis a whole new perspective, as it allows them to see it differently. It’s really taking our business forward to understand Industry 4.0 and disruptive technologies.
My view is that all of these technologies are becoming consumerised. What I mean by that is that 20 years ago, research used to be very specific, and you had to have a detailed program and then go off and pursue it. But these days, you’ve got technologies and techniques, and it’s very much like going into a supermarket where you can buy them and place them together to make yourself a great cake. What we’re seeing is that we’ve got various technologies around, such as machine learning, where we can apply them to solve problems which in the past would have been too time consuming or too difficult to do using conventional methods.
Another outcome is that it creates an awareness that as we move forward in our professional development, both individually and as a business, we need to change our understanding about the impact of digital transformation. We need to be prepared and challenge the way we work, to look for new ways, and as we develop our skills and workforce, we can change and empower them to be more receptive to using these other, emerging technologies.
What were some other positive outcomes for Roy Hill and its people?
I think the point about ROC Ed is really important. What we’ve got the ability to do now is to demystify mining, which has traditionally been very much a mechanical and physical thing, to a certain extent. To be able to immerse students in an orebody, gives them the insight that there is this huge amount of technology involved in mining and shows them the applicability of STEM in the mining industry. It gives them a really good sense of awareness, and I think in our society the need to encourage people into STEM is really important.
From a Roy Hill perspective it’s given us the ability to give all the people in the organisation who are not very involved in the mine planning – an understanding of our orebody. For people associated with the mining itself but not the mine planning, it gives them a better way to recognise what we do, and to put what they do on a day-to-day physical context into a more holistic picture. It’s enriched the opportunity for a lot of people to understand things in a broader way.
So this new visualisation is powerful for more than just geologists?
I’d agree with that. It does mean that you can you can really make it much more accessible to people, but still in a detailed way. It it shows the complexity but still allows people to understand the complexity whether that be through the visualisation or the AI.
Can you tell me a bit about what’s next?
What we have identified is that there are lots of ways we can leverage the technology. We’ve seen it work for our current orebody which we’ve been mining and it gives us the confidence to look at other orebodies. It gives us the ability to look at orebodies which haven’t been mined because we now have a much better understanding of how we can do it. I think it really does change the way that we start off mine planning – the value adding of orebodies – because we can look at them in a more holistic manner.
Having the confidence with the machine learning and AI means there is now a range of problems, which in the past we would have thought were too hard, too expensive or too time consuming, that are now viable.
Is there anything else you’d like to add?
One of the driving principles at Roy Hill is that we see ourselves as a relatively small and agile company. From our perspective, working closely with suppliers and technology companies is a great way of leveraging that. It’s important that we as a company have an operating environment and approach to collaboration, partnerships and innovation that meets the needs of both parties, and this reduces some of the more traditional constraints that people have operated under – about who owns what – and all those other issues. I think what we’re showing is that the speed of delivery and the benefit of delivery outweighs some of those other traditional constraints which others impose on innovation relationships.
Article by John Stensholt, courtesy of The Australian
What a year it has been for Gina Rinehart.
With iron ore prices surging for much of the year and an improvement in its production, Rinehart’s Hancock Prospecting doubled its net profit to a whopping $2.6bn for the 12 months to June 30.
That result showed just how quickly Hancock has grown in only a few years. The company, of which Hancock owns about 76.55 per cent directly, achieved revenue of $1.6bn in 2016 – or about $1bn less than its profit this year – and a net profit of $443m that year.
It means Hancock’s net profit has leapt about six times in only about 36 months. Revenue has jumped to $8.4bn in the same time.
But an analysis of several of the subsidiaries of Hancock that form part of the company’s overall balance sheet shows Rinehart has made several canny deals and acquisitions in recent years.
Rinehart’s wealth was estimated at $13.12bn when The List – Australia’s Richest 250 was published by The Australian at the end of March, based in part on Hancock’s financial results last year.
Her after tax profit compares with the $4.7bn result for the listed Fortescue Metals Group, chaired by fellow billionaire Andrew Forrest. FMG currently has market capitalisation of about $28bn, meaning’s Rinehart’s wealth valuation is on the way up if it was calculated on a comparative basis.
There was a time when Hancock made most of its money via payments that flow through its Hope Downs iron ore joint venture with the listed Rio Tinto, but Rinehart’s cherished $US10bn ($160bn) Roy Hill iron ore mining operation is now well and truly up and running and making good money.
Now 70 per cent owned by Hancock, Roy Hill made a $1.38bn profit for the 2019 financial year – or about the level of profit the overall Hancock group made a year earlier – from revenue of $5.16bn. Roy Hill also has about $5.6bn assets on its balance sheet.
Rinehart secured a massive debt funding package worth more than $US7bn back in 2014, the largest mainland resource debt funding deal in the world, and Roy Hill made its first shipment of iron ore from Port Hedland in December 2015.
Separate accounts for many of the other companies owned by Hancock also show how good her timing has been.
Take last year’s acquisition of the formerly ASX-listed Atlas Iron, which has port capacity at Port Hedland. Hancock paid $418m in a deal that was finalised in November last year.
At the time, Atlas was coming off a 2018 year for which it had posted a $166m net loss that included an impairment of $92m due to challenging market conditions.
But the 2019 Atlas accounts show just how well it has performed. Net profit was $142m and revenue rose from $546m to $702m, while operating costs fell from $586m to $513m.
A month after Hancock bought Atlas Iron, in December 2018, Japan’s Marubeni Corporation – which owns 15 per cent of Roy Hill – bought 1 per cent of it for $4.5m to give Atlas a valuation of $450m, but it could be worth more than $850m now based on its 2019 financial result.
In May, Hancock secured Canadian coking coal prospect Riversdale in a $744m deal. Riversdale already has more than $150m in net assets on its balance sheet.
Hancock said it has about $259m in listed equities. One good share investment has been ASX-listed gold explorer Catalyst Metals. Rinehart paid $13m for an 11 per cent stake in March, which is now worth more than $21m.
Rinehart is also one of the biggest agricultural land holders in Australia, both via the Outback Beef cattle business, two-thirds owned by Hancock and the minority stake held by China’s Shanghai CRED, and Hancock Prospecting itself.
According to AgJournal, Hancock owns at least 2.22 million hectares across more than 14 properties in Western Australia, the Northern Territory, Queensland and NSW and is the nation’s second-largest producer of beef.
Hancock’s balance sheet shows almost $300m worth of livestock across both current and non-current assets and $137m in agriculture revenue in 2019.
Outback Beef cut its losses from $20m to $15m, according to its 2019 financial report, and it has net assets of $352m.
As mining companies face increased pressure to optimise operations, industrial software company AVEVA is perfectly placed to provide the next wave of innovative solutions.
The next leap in productivity at mine sites is set to stem from advances in the dynamic technology market, as operators figure out new ways to optimise output from assets.
While mining companies are already beginning to introduce a broad range of innovative solutions to maximise productivity, reduce costs, and improve safety, including artificial intelligence (AI), mixed reality (XR) and the Internet of Things (IoT), there is a race of sorts in the tech industry to constantly provide the next advancement.
AVEVA, which has built a strong reputation in the mining industry with its software platforms, is leading the way in providing digital technology that spans companies’ global portfolio across operations and asset lifecycles.
Its solutions unify data from first engineering designs to operations, analysing and managing engineering information, processes and supply chain, so that companies can maximise productivity, reduce downtime using predictive analytics, and bring new projects online faster and more cheaply.
Against the backdrop of global uncertainty and a volatile commodity market, AVEVA is in a “sweet spot” as mining companies become increasingly demanding for innovation in digital technology, according to head of Pacific Zone, Damien McDade.
“At AVEVA, we encompass industrial Internet of Things, artificial intelligence, alternative realities and virtual reality all together within a unified operational lifecycle platform that can help companies maximise profitability, minimise risk and enhance automation and control,” McDade explains.
“You only have to look at a world-leading mining company like Roy Hill, based in Perth. They have embraced AVEVA’s solutions to create a remote operating centre that spans the entire mining value chain.
“Not only does this enable their team to optimise their efficiency from pit to port, but it also dovetails perfectly with their global supply chain, ensuring that they can pinpoint revenue opportunities before they arise, and scale their operations to fit. This innovative approach is adapted from a concept first developed in the oil and gas industry, but it’s a flexible model which all mining operators can benefit from.
“This is our sweet spot and opportunity. Typically, across the board, the mining industry is trying to squeeze more out of assets and empowering its workforce through digitisation. This is where we come into play.
“Our technology can help companies increase operational efficiency and give their teams better data on which to base their day-to-day and strategic decision making. Those two things together can transform return on investment and sharpen operational focus.”
McDade and the team will be at AVEVA’s World Conference in Brisbane (at Howard Smith Wharves) on November 19-20.
With leading practitioners from around the globe and subject matter experts as speakers, the AVEVA team will offer Australian users a snapshot of the technology future, showing customers and industry peers what the company is working on.
Some of the company’s top partners will also be able to showcase their capabilities, including Stratus Technologies and Callisto.
“We believe we have some of the best industrial software and we want people to see the very latest, relevant content,” McDade says.
Much of the discussion will revolve around digital engineering, operations centres, asset predictivity, and cloud operations, which is the next leap in information storage and analytics.
While cloud-based analytics are available today, mining companies are only using it for what McDade describes as “non-critical infrastructure”, to be put simply – information that, if lost, wouldn’t be catastrophic.
The big question AVEVA challenges the mining industry with is “are you truly ready for cloud?
Embracing the full potential of cloud-based operations will require a reorganisation of how many traditional mining companies operate, but AVEVA has numerous concrete examples of the benefits this can bring, including at Roy Hill’s base in Perth.
AVEVA will also showcase its hybrid model, which allows mining companies to take noncritical performance information to the cloud and leave critical infrastructure on its current systems.
This progression is just one of the company’s bold plans for how digital technology can benefit Australian mining companies. These are available today, capitalising on Australia’s track record of leading the way in innovative technology, according to McDade.
“It comes down to what it takes to make a business stand up in Australia in terms of cost of doing business – other countries would argue that the competitive cost base we have here is due to technology, which Australian companies are often the first to introduce,” McDade says.
While AVEVA works across a range of industries, mining accounts for a significant proportion of business, which justifies its recent announcement that Brisbane will be the new base for its Pacific region headquarters.
The city offers a central location and is described by McDade as an emerging “tech hub”, making the decision a logical one.
From its Brisbane base, AVEVA intends to ramp up a focus that spans across a broad range of mining and other industrial companies’ operations, such as value chain optimisation, which allows for visibility across the entire value chain, from planning to scheduling to inventory.
Optimisation also extends to mining companies’ production data, which AVEVA turns into insights with downtime analysis, delay accounting and process optimisation.
Critical to companies maximising productivity is also the management of asset performance, with AVEVA offering tools that predict potential equipment failures so they can be planned for and averted, alongside digitising operating procedures and maintenance activities as part of a holistic approach to engineering, operations and maintenance, all based on unified, accurate and up-to-the minute data.
This provides a glimpse into the potential offered by digital mining at a time where companies are under increasing pressure to maximise productivity amidst volatile market conditions.
AVEVA is in the perfect position to capitalise on Australia’s dynamic mining market, with the nation’s reputation as the epicentre of resources technology only continuing to grow.
Roy Hill continues to champion the need to cut red tape in order to reduce the regulatory burden on business.
The Institute of Public Affairs has released a video highlighting just how enormous the issue is, identifying not only red tape that’s created through the legislative process as a problem, but the implications of government delegating power to make regulations to regulatory bodies. Watch the video here.
NEWMAN, Western Australia. August 15, 2019. UK-based Trans Global Projects Group (TGP) has delivered a shipment of 62 modules weighing 68,000 tonnes to the Roy Hill iron ore mine near Newman in Western Australia.
Roy Hill, owned by privately-held Hancock Prospecting, encourages its suppliers to paint their equipment pink in support of breast cancer awareness. In 2018 Berge Bulk showed its support by painting the superstructure of its 210,000 DWT iron ore carrier Berge Toubkal pink.
According to Hancock executive chairman Gina Rinehart, with a net worth over US$15 billion, breast cancer is Australia’s most commonly diagnosed cancer and now affects nearly one in eight Australian women.
Rinehart established the practice of painting Roy Hill mining equipment pink in recognition of cancer sufferers and naming them after employees. In May this year it christened two more 296-tonne capacity Hitachi mega trucks with the names of two female cancer survivors.
Speaking at the ceremony (pictured) Rinehart said 42 percent of the mine’s truck drivers are women – a record in the Australian mining industry.
To deliver the latest pink mining equipment, TGP shipped the modules from Dalian to Port Hedland and after “intensive” biosecurity checks they travelled a further 400 kilometres on a single lane road to the Roy Hill site.
“Through expert planning, innovative engineering and careful coordination, our team was able to successfully deliver these modules, despite the particularly challenging conditions,” commented TGP CEO Colin Charnock, “We are very proud to have helped our client support such an important cause with the delivery of these pink modules. Thanks to the diligent and tireless efforts of our team, these modules will now help the mine further demonstrate its commitment to breast cancer prevention, diagnosis, treatment and survival.”
In addition to project logistics management, TGP services include ship chartering, logistics consultancy and transport engineering.
The 2019 Women in Industry Awards are crowded by females who have made a difference in their field. Roy Hill manager operations planning Jodi Moffitt reveals the life and career obstacles she has overcome on her way to success at the event.
Former Roy Hill Community Foundation Fellowship recipient and recent medical graduate Yarlalu Nanmurr Thomas has returned to northern Australia for groundbreaking research to improve Indigenous health.