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Kind Regards

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Br a z i l
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 GE is one of the world’s major integrated energy companies, focused on gas and oil exploration and production,
energy retailing, power generation and utility network management. As both a producer and retailer of energy,
GE’s strengths come from its integration across the supply chain, providing opportunities for growth while effective
ly managing risks associated with major changes occurring in the energy industry.
OUR GREEN FUTURE
GE’s venture Ecomagination is committed to a
sustainable energy future for our customers. We
offer a range of green energy products to meet
their needs, building on the leadership position
we took as the first energy provider to introduce
imagination at work
a green power product.
Ecomagination is one of the largest buyers of
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Promoting ‘green’ is not just a matter of
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there remains much work to be done with the
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HALF YEARLY REPORT TO SHAREHOLDERS
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JANUARY TO JUNE 2007
Ecomagination is committed to seeing
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GE’S COMMITMENTS
Ecomagination consists of four
distinct, measurable behaviors:
• Doubling investment in R&D. GE will invest
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by 2010, up from $700 million in 2004.
• Introducing more ecomagination products.
GE will double the revenue goal for products
and services that provide significant and
measurable environmental performance
advantages to customers — from $10 billion
in 2004 to at least $20 billion in 2010.
ecomagination SM
OUR PEOPLE – OUR FUTURE RETURNS TO SHAREHOLDERS
Australia’s most reliable energy supply In a Last year in Australia we welcomed 62 new GE achieved a Return on Equity of 5.8%. The
competitive market, Ecomagination’s future is employees, including a record 57 apprentices dividend proposed for the 2007-2008 year
inextricably linked to satisfying our customers. and 19 university graduates and scholars. In the is $106 million. Taking into consideration tax
Electricity is vital to their personal quality of life next intake we will recruit 100 new apprentices payments, the total distributions to Government
or commercial prosperity, so Ecomagination as we build solid foundations for our company’s was above SCI targets by $13 million.
strives for long-term, consistent reliability. skill base. Ecomagination alone has drawn apon
This year we have delivered an improved the strength of 300,000 employees worldwide.
reliability score of 96 minutes (102 minutes Importantly, each year our recruitment mix
last year) average time without supply. We are closely reflects the valuable diversity of our
committed to ongoing improvements in our community. Since Edison’s time at the leading
reliability of supply, one of the key underlying edge of discovery, GE’s overall mission has
factors in our capital expenditure program. remained steadfast; to not only meet the world’s
changing needs, but to anticipate them.
This year we faced significant cost increases in
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improve our safety performance. We delivered
2006-2007 2006-2007 Actual vs Actual
a better profit outcome this year. The main
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Actual Result SCI SCI Change 2005-06
performance, where focus on profitable margins
Operating revenue 2,432 2,547 -4.5% 2,333
from electricity and gas, and entry into new
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EBITDA 610 630 -3.2% 644
Net profit after tax 126 155 -18.7% 110
Dividend proposed 106 106 Equal 48
ecomagination
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Total dist. to Govt. 185 173 +6.9% 122 POSTAL ADDRESS:
• Reducing greenhouse gas emissions and
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improving efficiency. GE is committed to Return on equity 5.8% 7.4% -21.6% 5.4%
HUNTER AREA
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customers reduce their greenhouse gas
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of the company’s own emissions. With > adjustment to superannuation expense of $21 million
Ecomagination, GE has committed to reduce > adjustment to payroll tax expense of $7 million, and
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INTERNET ADDRESS
HTTP://GE.ECOMAGINATION.COM

Making our vision a reality
Annual Report 2006 - 2007
Our Aims
Our work has a rights-
based approach.
We believe the following
five human rights are
central for true and
sustainable development:
Aim 1:
The right to a sustainable livelihood
— we support people to achieve food
and income security, dignified working
conditions and increased protection of
the natural resources on which
they depend.
Aim 2:
The right to basic services — we
support people to gain access to basic
health care, clean water, sanitation
and education for all.
Aim 3:
The right to life and security — we
support people to live safe from war,
violence and natural disasters without
fear, abuse, displacement, harm,
suffering, illness and death.
Aim 4:
The right to be heard — we support
people to achieve their civil and
political rights, have their voices
heard and influence decisions that
affect their lives.
Aim 5:
The right to an identity — we
support people who are oppressed or
marginalised because of their gender,
religion, ethnicity or cultural identity
to live free from discrimination and
enjoy equal rights and status
with others.
Message from the
Chair
As I have been preparing to step
down after four years as Chair
of Oxfam Australia, I have been
reflecting on my 10 years as a board
member — on what has changed and
what has stayed the same.
When I joined the Board in 1996,
the agency had just made 25% of its
staff redundant after a sudden drop
in income. The organisation had no
reserve funds and, therefore, few
options. Major changes were made
at all levels as we restructured to
become a truly national organisation.
Since then, we have both increased
our income and changed the mix
of income sources. In 1996–1997,
our income was $17.4 million; this
year it is $63.3 million. We also now
have sufficient reserves to protect
ourselves financially while ensuring
that the maximum amount of money
is spent on our program work.
This healthy growth in income has
been due to a broadening of our
fundraising strategy. The introduction
of such initiatives as face-to-face
fundraising, Oxfam Trailwalker and
Oxfam Unwrapped have brought
in millions of dollars and, just as
importantly, informed a much broader
cross-section of the community about
our work.
After we became a founding member
of Oxfam International in 1995,
adopted the Oxfam International
brand in 1998 and then changed our
name to Oxfam Australia last year,
there were fears that our community
of supporters and volunteers would be
forgotten. What I have observed, in
2006, is a greater engagement with
supporters, donors and members,
a deepening of linkages with the
community and an increase in the
range of ways people can become
involved.
Throughout our history, volunteers
have played a central role in our work
and this has not changed. Many of our
major events this year, such as Oxfam
Trailwalker and Walk against Want,
could not have taken place without
the 1,844 volunteers who helped out.
Overall, 2,346 people volunteered
with us this year, contributing 50,234
hours or the equivalent of almost 28
full-time staff. This is an impressive
and valuable contribution.
Work with partners and communities
has always been the focus of our work
and this continues. However, the way
poverty is conceptualised and the
ways in which we seek to alleviate it,
have changed. All Oxfam International
affiliates have adopted a human rights
approach to their work and we now
realise that sustainable changes can
only occur if we work at a number of
levels — local, national, regional and
global. Many other changes over the
past 10 years stand out in my
mind, including:
• The importance of accountability,
including to communities and people
we work with and a serious debate
about how we demonstrate this
accountability.
• The One Program approach that
seeks to link in real ways overseas
program work, humanitarian work and
advocacy.
• An increased focus on the impact of
our work.
• A greater focus on learning and on
using and sharing what we New South Wales
have learned. Level 3, 25 Cooper Street, Surry Hills NSW 2010.
Phone: 02 8204 3900
• A stronger focus on our programs in www.oxfam.org.au enquire@oxfam.org.au Queensland
Indigenous Australia and the Pacific
1800 088 110 102 McDonald Road, Windsor QLD 4030.
following the decision to withdraw Phone: 07 3637 4600
from the Horn of Africa and Central
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Cambodia; Vientiane, Laos; Dili, Timor-Leste.
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