Our strategy

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About Port Otago

Port Otago’s strategy is to be “always open”.

Our vision

We exist to provide a safe, efficient and always open gateway to and from the world for our customers. We provide such excellent service that no customer wants to leave, while at the same time providing a secure return to our owner and being a respected neighbour in our community.

Delivering on our strategy

Port Otago has used Integrated Reporting principals for the past six years. Based on the six capitals (listed below) this reporting approach brings together financial and non-financial reporting, focusing on what’s most important to our stakeholders and business.

Goals

1. Our kaimahi

  • Develop a culture where workforce safety is the number one priority and our team looks out for each other so that everyone goes home safe.
  • Build a workplace where the wellness of our team is supported through teamwork, accessible leadership, and open and honest communication.
  • Build our planning capability to improve our service offering to our customers.
  • Make decisions based on accurate real-time data.

2. Our wider team

  • Be a great neighbour by respecting what is important to our community and iwi and enhancing our social licence to operate.
  • Provide space for customers adapted to their needs with increased storage at Southern Link for better delivery windows, making us the preferred option for our customers.
  • Build stronger relationships with our customers, partners and suppliers to better understand them, measure progress and plan for the future.
  • Make decisions based on accurate and complete data.

3. Our harbour taoka and beyond

  • Execute our climate change plan covering climate change risk assessment, adaptation/mitigation strategies, reporting framework and current baseline.
  • Preserve our beautiful harbour and its biodiversity by listening to our community and iwi, taking care and monitoring these precious taoka closely.
  • Reduce our noise.

4. Our know-how and skills

  • Decisions based on accurate real-time data.
  • Doing more with the same, safely.
  • Improve our efficiency through automation and digitisation, such as systems for berth management, property management and supply chain connectivity.

5. Our assets

  • Leverage existing infrastructure to be always open:
    • In-house dredging capability making us open for growth.
    • Renewable harbour defences making us the first port open post extreme weather, ready to support others.
  • Space for customers adapted to their needs: Provide buffer capability to be always open:
    • Increased storage at Southern Link inland port for increased acceptance windows, making us the preferred option for our customers.
  • Grow the bulk business by increasing storage capacity and enhancing shipping flexibility with Victoria Channel improvements. Relocate storage (where it makes sense), develop wharf replacement options and work with customers on fit-for-purpose infrastructure to meet future needs.
  • Work with our government, the New Zealand Cruise Association and ports to market New Zealand as a cruise-friendly destination to attract cruise ships back to New Zealand.
  • Continue to build a sustainable property portfolio as a fundamental part of the port’s financial sustainability.

6. Our financial value

  • Space for customers adapted to their needs: provide buffer capability to be always open:
    • Attract exports/imports for sustainable growth.
  • Provide consistent shareholder dividends with a portfolio that optimises returns, builds resilience and facilitates investment in the future.