The Way Ahead

108 Pages·2010·2.1 MB·English

The Way Ahead
Port of BrisBane CorPoration Limited AnnuAl RepoRt 2009/2010
About this report
Scope Readership a Gri Content index is included at
the Port of Brisbane Corporation the report aims to provide accurate the back of this report to show how
Limited (PBC) annual report information to meet the needs of our we have reported against the Gri G3
is a summary of our corporate stakeholders, that is, all individuals and Profile disclosures and Performance
performance during the 2009/2010 groups that are affected by, or have an indicators. net Balance has provided
financial year. the report covers interest in, our activities. a verification statement at the end of
both our financial and non-financial the report.
We have used our historical knowledge
reporting in one volume. the and subsequent executive workshops for ease of reference we have
accompanying Cd contains our annual to define our stakeholders. included a glossary of terms, a list
financial report for the year ending of abbreviations and an index.
30 June 2010, and a Pdf copy of the these include, but are not limited to:
whole report. • shareholders/owners Privatisation – top material issue
the report contains data from our • our employees as part of this year’s consultation
internal systems, which was valid • importers and exporters with stakeholders, we have added
as at 30 June 2010. in some cases, • port operators privatisation and its effects to our
where there have been significant • freight forwarders materiality register. the sale of the
developments after the close of the • commercial partners port has been addressed on a number
reporting year, we have identified • government departments of levels throughout the report,
these and included them to give the • shipping lines and agents including how we have engaged
report more longevity. • transport companies with our port customers, community
• the community representatives and employees.
Content • the media. materiality is a concept that looks
the report outlines our operational, in light of the Queensland at determining and reporting on
social, environmental, economic and Government’s Renewing Queensland those issues that stakeholders see
financial performance against key Plan, which includes the privatisation as important, or of concern, to our
business strategies, objectives and of the Port of Brisbane, we expect a operations. our materiality register
targets set out in the Corporate Plan new group of stakeholders will take currently contains 16 issues identified
and statement of Corporate intent an interest in this report. by stakeholders during routine
(sCi). it also looks at the challenges engagement activities. Besides
ahead. Transparency in reporting privatisation, issues of concern include
the seven key business strategies as part of our commitment to dredging, port access, environmental
addressed in this report are to: transparent and material reporting of performance and port efficiency.
our activities as a port manager, over
• accelerate and plan for trade and Progress on sustainability
the past four years we have obtained
revenue growth assurance from an independent at PBC sustainability means
• deliver on our infrastructure projects party on selected parts of our social, facilitating trade through our port
• facilitate improved port access environment and economic reporting. facilities and logistics infrastructure
• manage strategic investments and We have also used the Global to benefit the Queensland economy
associated business activities reporting initiative sustainability while protecting, sustaining and
• drive port efficiency and reporting Guidelines (Gri G3 enhancing the environment, the
sustainability Guidelines) to help structure, report well-being of our people and the
• develop a culture that supports and benchmark our non-financial community. We do this through
people, their learning and growth performance reporting. sustainable business principles,
in a changing environment risk-based processes and transparent
• optimise financial returns Where relevant to our operations, governance practices throughout
appropriate to the economic we use environmental, social and our business.
conditions. economic Gri indicators to report
on our performance. other key We have continued to embed
the report includes our corporate performance indicators are unique or sustainability into the operation of the
governance – the systems by which the material to our business e.g. dredging, company, and this year developed a
organisation is directed and managed water, sediment, and mangrove quality. set of corporate goals for the future.
– and introduces the members of our in the coming year we will allocate key
Board and executive team. this year we made a decision, in light performance indicators to these goals
of the major changes required as part
the financial review, and our to provide a framework for reporting
of the sale of the company, to limit the
statements of Comprehensive income on the company’s future operational,
independent assurance of this report
and financial Position are available environmental, social, economic
to a Gri level check and verification
on pages 78-89. the financial and financial performance.
of our greenhouse gas and energy
review provides an annual and a
systems and data. We engaged
five-year overview of our key financial
net Balance to provide this service.
objectives and targets.
Our vision,
mission and values
these goals are as follows: Our Vision Our Values
Trade facilities and services:
to facilitate the growth and efficient to be australia’s leading port: Safety first
here for the future.
movement of trade through the port safety will be our priority in
by exemplary customer service and everything that we do.
operational excellence.
Our Mission
Valuing people
Infrastructure delivery and
operation: to provide and manage to grow trade through the We will operate on the basis of
port infrastructure to meet trade and port in a sustainable manner, teamwork, mutual trust, respect
property demands by adopting leading which optimises stakeholder and integrity, while maximising
and innovative modes of delivery satisfaction and shareholder opportunities for personal
and operation. returns, by: and professional growth and
development.
Environmental leadership: to add • driving port efficiency
value to the business by exceeding • promoting strategic Customer focused
the environmental performance investments in a competitive
We will act professionally,
expectations of our port stakeholders. environment
enthusiastically, and be motivated
Our people: to empower our people • adopting leading planning to provide the highest levels of
to reach their professional potential by principles and management customer service to both our
ensuring their safety, health and well systems internal and external customers.
being, and providing opportunities • working cooperatively to
for growth. ensure a safe and secure port Commercially astute
environment
Stakeholder engagement: to develop We will act commercially
• providing world-class
and maintain a positive corporate by focusing on optimising
infrastructure
reputation by building relationships shareholder returns and
• behaving at all times in line
with our stakeholders that foster managing our business risks.
with our corporate values.
mutual understanding and inform
our decisions. Deliver on our promises
We are committed to achieving
Financial performance: to provide
long-term financial value to the outcomes that we promise
shareholders by optimising financial our stakeholders.
returns and assessing risks and
Sustainable outcomes
opportunities.
We consider the financial,
Feedback options environmental and social impacts
We are committed to open and of what we do, and commit
accountable governance and to activities that benefit the
welcome your feedback on our Queensland economy, our natural
reporting. a feedback form for the environment and the wider
report is located on page 103. community.
You can also send your feedback
Continuous improvement
electronically through our website
at http://www.portbris.com.au/ We will improve all aspects of
our activities, through innovation,
contactus
learning, and sharing and
this report, and past reports, can be
management of knowledge.
accessed on http://www.portbris.
com.au/newsmedia/annualreport
Hard copies can be requested from:
Corporate affairs
Port of Brisbane Pty Ltd
Locked Bag 1818
Port of Brisbane QLd 4178
australia
or telephone [phone].
Contents
about this repor t ifC
Describes the scope, boundaries and readership of this report.
our vision, mission and values ifC
our highlights 1
A snapshot of our financial, operational, social and
environmental performance during 2009/2010.
our organisation 2
Our business, responsibilities, stakeholders, and
structure, including an introduction to the Board of
Directors and their committees, and the Executive Team.
Privatisation milestones 3
A look at some of the most significant milestones
associated with privatisation of the port during 2009/2010.

Chairman and Ceo’s report 12
Our Chairman, David Harrison, and Chief Executive Officer,

Jeff Coleman, discuss major achievements and key results for
the year and strategies for the port’s future.
Key corporate strategies 16
Our performance against seven core business strategies,
objectives and targets as outlined in the Corporate Plan
and Statement of Corporate Intent (SCI).
our operational performance 21
Our performance on operational aspects, including
trade, port efficiency, and infrastructure
and property development.
Case study: Motor vehicles 27
Case study: Captain Bishop Bridge 31
our social performance 37
Our performance that relates to our people,
safety programs and community engagement.
Case study: Innovation 43
our environmental performance 49
Performance on our dredging and environmental
monitoring projects, and on energy use and control
of greenhouse gas emissions.
Case study: Natural foreshore 53
Case study: New Port Office 59
Corporate governance 67
An overview of our corporate governance
processes and performance for the year.
our economic and financial performance 77
The General Manager Finance and Business Services,
Darryl Mutzelburg, outlines our economic impact,
financial review and financial results for 2009/2010.
Financial year in review 82
Financial performance 5-year analysis 84
Statement of comprehensive income 88
Statement of financial position 89
Gri content index 90
independent Verification statement 95
index 96
Glossary and abbreviations 98
Port of Brisbane map 100
Contact us 102
feedback form 103
our financial reports (on Cd) iBC
Insert section title Port of Brisbane Corporation Limited Annual Report 2009/2010 1
Our highlights
Financial Result Target
$’000 $’000
In the wake of tough global
Total revenue 420,329 277,989
economic conditions, we achieved
strong financial results due to solid EBIT 321,620 176,621
growth in trade, rental and services
Net profit 232,300 108,400
income, and the proceeds from
divested assets. See pages 78-79
Expenses 125,305 125,351
Return on assets 12.1% 6.4%
Operational People Environment
Container trade bounced back to We completed our internal Here for We are on track to reach our climate
positive growth after last year’s the Future leadership development change commitments for fuel
tough conditions, increasing 2.5% training for all non-managerial efficiency, recycling, and climate
to reach 918,999 teus. See page 22 staff. See page 42 change resilience. See page 54
We made significant progress on We are currently piloting an internal We completed an inventory of the
major port infrastructure projects, mentoring program to connect port’s landside emissions.
including Berths 11 and 12, and the people with more experienced See page 61
Captain Bishop Bridge project. managers from across the
We moved into our new Port Office
See pages 27, 30-31 organisation. See page 42
– our third to be rated a 5 star
We completed a range of non-core We addressed the material issue building for design by the Green
asset upgrades and improvements, of privatisation for our employees Building Council of Australia, and
before handing them over and stakeholders through the first in Australia to be awarded
to government as part of the established communication under the version 3 criteria.
Renewing Queensland Plan. channels. See pages 38 and 45 See page 59
See page 29
Six of our employees sustained
We implemented a range of Lost Time Injuries (LTIs). We have
initiatives to improve port efficiency redeveloped our workplace health
and productivity. See pages 32-33 and safety strategy to change
employees’ behaviour and continue
to prioritise safety first. See page 40
2 Port of Brisbane Corporation Limited Annual Report 2009/2010 Our organisation
Our organisation
The company has six Our organisational structure
main divisions, which Queensland Community
are responsible for Shareholding Ministers
ensuring that we meet The Honourable Andrew Fraser MP, Treasurer and Minister for Employment
and Economic Development
our corporate objectives. The Honourable Rachel Nolan MP, Minister for Transport
A General Manager,
Board of Directors
who is also a member
Chairman, David Harrison
of our Executive Team, Deputy Chairman, Catherine Sinclair
Loftus Harris AM
leads each division. Susan Rix
Professor Ted Brown AC
Peter Lancaster
Bill Guest
Board Committees
Audit and Risk Committee
Susan Rix (Chairman)
David Harrison
Peter Lancaster
People and Culture Committee
David Harrison (Chairman)
Loftus Harris AM
Susan Rix
Planning, Construction and Environment Committee
Catherine Sinclair (Chairman)
Professor Ted Brown AC
Bill Guest
Privatisation Process Committee
David Harrison (Chairman)
Catherine Sinclair
Loftus Harris AM
Susan Rix
Executive Team
Our organisation Port of Brisbane Corporation Limited Annual Report 2009/2010 3
Privatisation milestones
2 June 2009
Executive Team
Chief Executive Officer Announcement of the State Government’s Renewing
Queensland Plan, which included the sale of a number
GM Corporate Services
of government assets, including the Port of Brisbane.
Corporate Information
People and Culture (Quality,
People Services, Health and Safety)
1 November 2009
GM Port Operations
Transfer of Port of Bundaberg to Gladstone Ports
Port Operations
Corporation Limited.
Security Services
GM Finance and Business Services
9 April 2010
Information Technology
Financial Operations Transfer of Northshore Hamilton land to the Urban Land
Financial Management Development Authority (a number of port-related activities at
Commercial Services Hamilton where there are existing leases in place remain the
Business Development
responsibility of the port manager until the leases expire).
GM Port Development
Strategy and Engineering
1 June 2010
Dredging and Channels
Reclamation and Land Development Transfer of boat harbours at Manly, Scarborough, Cabbage
Maintenance
Tree Creek and moorings at Gardens Point to the Department
Engineering and Construction
of Transport and Main Roads.
GM Planning, Environment, Community Transfer of City Reach land to the Department of Public Works.
Environment
Transfer of other non-port land holdings to Department of
Planning
Environment and Resource Management.
Sustainable Business
Public Relations
Property
1 July 2010
Hospitality
The Queensland Government restructures PBC to create Port
GM Corporate Governance
of Brisbane Pty Ltd (PBPL), a wholly owned subsidiary of PBC,
Corporate Affairs to be the port manager, and lessee of port land, buildings,
Risk Management infrastructure and other assets.
Company Secretary
PBC continues as the Port Authority for the Port of Brisbane.
Before December 2010
Shares in PBPL to be sold to private owners.
Queensland Government to retain the land holdings of the port,
infrastructure and certain powers (that will be delegated to PBPL
as the port manager).
4 Port of Brisbane Corporation Limited Annual Report 2009/2010 Our organisation
The success of our Who we are Upon the sale of the port, the port
At the time of this reporting period lessee (PBPL) will enter into a
business, and the port,
(up to 30 June 2010), the business 99-year lease agreement with PBC,
is linked intrinsically to the of managing and operating the and shares in PBPL will be sold.
relationships we have port was undertaken by the Port of Where we are
Brisbane Corporation (PBC). PBC is
with our stakeholders. a Government Owned Corporation, Situated on the southern side of the
established on 1 July 1994 under the mouth of the Brisbane River, just
We work with them to Government Owned Corporations Act 24km from the city’s Central Business
drive productivity, increase 1993 (GOC Act). We manage one of District, our port has world-class
Australia’s fastest-growing container cargo-handling and warehousing
trade, and reduce our ports, with the Transport Infrastructure facilities. It also provides an interface
environmental footprint. Act 1994 providing the framework for between rail, road and sea transport
our responsibilities. On 1 July 2007, at the Brisbane Multimodal Terminal
PBC changed from a statutory to a (BMT). Over the past 20 years,
company GOC, registered with the investment in infrastructure and assets
Australian Securities and Investments has totalled over $1.3 billion.
Commission, becoming the Port of
Other landholdings and facilities
Brisbane Corporation Limited.
are located at various sites upriver,
We have two shareholding Ministers including Port West at Lytton,
– the Treasurer and Minister Hemmant, Colmslie, Port North at
for Employment and Economic Pinkenba, Eagle Farm, and Hamilton.
Development, Hon Andrew Fraser MP, See map on page 100.
and the Minister for Transport, Hon
Rachel Nolan MP. Our boundaries
The port’s limits extend geographically
We are a government owned entity,
from Caloundra to the southern tip
but operate on a commercial basis
of Moreton Island. They include the
and in a competitive environment, to
shipping channel, which is dredged
ensure that we meet the objective of
to a maximum depth of 15m below
corporatisation under the GOC Act
LAT (Lowest Astronomical Tide).
– ‘to improve Queensland’s overall
Our management responsibility
economic performance’.
extends 16km up the Brisbane River
On 2 June 2009, the Queensland to Breakfast Creek.
Government announced its Renewing
In total, we have approximately
Queensland Plan, which included the
1,803.24ha of wet and dry land, of
sale of the port to private owners.
which 63% is designated for industrial
On 1 November 2009, the Port of use, 1% for commercial use, and
Bundaberg, managed by PBC since 36% for environmental/buffer or
1 October 2007, was transferred to community purposes.
the Gladstone Ports Corporation
Limited (GPC).
On 1 July 2010, the Queensland
Government restructured PBC to
create a wholly owned subsidiary,
PBPL, to be the port operator/
manager. PBPL will continue to
operate as a GOC subsidiary until the
sale process is completed.
Our organisation Port of Brisbane Corporation Limited Annual Report 2009/2010 5
Port precincts
Port of Brisbane (Fisherman Islands)
Port Gate
Port West
Port North
Hamilton
Colmslie
M
1 G
ate
w
a
y M
otorwa way
y or
ot
GatBerwidagye Port of Brisbane M
What we do We lease and manage land for We do not provide stevedoring
Our primary role is to facilitate trade port-related purposes. We proactively services, towage services, or
growth through the commercial manage development under the transport operations (other than the
management of an efficient and Sustainable Planning Act 2009. BMT), nor do we control shipping
customer-focused port. To this We are also responsible for movements. We do seek to actively
end, we provide the necessary maintaining navigable access influence the performance of these
infrastructure through the sustainable to the port for commercial shipping. service providers, as they are
planning and development of new For this purpose, we have our essential elements of an efficient
facilities, and the maintenance and own dredging fleet, including an and successful port.
management of existing facilities. ocean-going dredger, the Brisbane.
We are also responsible for the The Brisbane also undertakes
security and protection of the port’s dredging at other Queensland and
infrastructure and assets, and the Australian ports under commercial
provision of risk-based security contract arrangements.
services.
6 Port of Brisbane Corporation Limited Annual Report 2009/2010 Our organisation
Our stakeholders Our people Our business risks
Our values focus on providing As at 30 June 2010, we employed We actively manage our risks from
exceptional levels of customer 338 people in a variety of both financial and non-financial
service, and delivering on the professional, technical, trade, perspectives. Our business risks
promises we make to our stakeholders. hospitality, and administrative roles. include, but are not limited to:
Our stakeholders cover a range We have 11 different workplaces:
• maintaining efficient road, rail and
of sectors, and are detailed in the Port Office (our head office),
channel access
following table: Port of Brisbane Operations Base,
• appropriate disposal of dredged
Reclamation Site Office, Land Care
material
Site Office, the Brisbane, BMT,
Our stakeholders Visitors Centre, Jetty Kiosk at Manly • port efficiency and productivity
• national and international economic
Boat Harbour, Port Central Café,
Financial shareholders conditions
Northshore Riverside Café and our
• our ability to attract and retain
• our Shareholding ministers city office.
experienced employees
Business customers Some of our employees are • maintaining a strong safety culture
represented by trade unions, including: for our employees
• importers
the Maritime Union of Australia, • maintaining appropriate governance
• exporters
Australian Maritime Officers Union, structures
• freight forwarders
• customs brokers and Australian Institute of Marine and • provision of adequate infrastructure
• transport companies Power Engineers. to cater for future growth
• port operators • regulatory compliance.
We are committed to providing a
• shipping agents
• shipping lines safe and healthy environment for Ongoing risk identification and review
• stevedores our employees, and place a high of internal processes continues to
• suppliers priority on reducing the number of be a key focus of our day-to-day
safety incidents. We encourage the operations. This process begins
Government stakeholders development of our staff through with the annual review of our major
training and professional development business risks at a corporate level
Federal:
programs. during the production of our five-year
• Department of Infrastructure,
Transport, Regional Development See Our employees on page 38. Corporate Plan and 12-month SCI.
and Local Government (DITRDLG) It continues throughout the year with
strategic management workshops,
State:
weekly Executive Team meetings,
• Department of Transport and
Main Roads (DTMR) and regular Board and Board
• Department of Infrastructure Committee meetings. At all of these,
and Planning business risks are discussed and
• Maritime Safety Queensland (MSQ) appropriate management strategies
• Department of Environment and
are developed.
Resource Management (DERM)
• Queensland Treasury See Recognise and manage risk on page 73.
Local:
• Brisbane City Council
• Moreton Bay Regional Council
Community stakeholders
• environmental groups
• community groups
• schools and universities
• visitors to the port
• local and wider community
• media