Our strategy

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

We are a regional economic enabler with enduring relevance. More than that, the port has a bold strategy to be an always open port for our stakeholders, supply chain and fellow ports. We want to be the “go-to” port for supply chain solutions, to keep Otago and, more broadly, New Zealand produce reaching the rest of the world. This requires a clever strategy and investment in our people, our infrastructure, our storage solutions and our logistics, in collaboration with our customers and partners. 

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 owners and being a respected neighbour in our community.

Port Otago has used Integrated Reporting principals for the past five 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

• Build a better business: Decisions based on accurate and complete data.
  • Doing more with the same, safely.
• Develop a culture where workforce safety is the number one priority and our team looks out for each other so that everyone goes home safely.
• Build a workplace where the wellness of our team is supported through teamwork, accessible leadership, and open and honest communication.

2. Our wider team

• New Zealand’s always open port: Leverage existing infrastructure to be always open.
  • Adapting, building on our social licence, making our consenting smoother.
• Space for customers adapted to their needs: Provide buffer capability to be always open.
  • Increased storage at Mosgiel Hub for better delivery windows, making us the preferred option for our customers.
• Be a great neighbour by respecting what is important to our community and iwi and enhancing our social licence to operate. 
• Build stronger relationships with our customers, partners and suppliers to better understand them, measure progress and plan for the future.

3. Our harbour taoka and beyond

• Reduce property climate change risk resulting in less volatility.
• Agree our climate change aspirations and targets.
• Execute our climate change plan covering climate change risk assessment, adaptation/mitigation strategies, reporting framework and current baseline.
• Understand and adapt to potential future climate change impacts on our assets.
• 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

• Build a better business: Decisions are based on accurate real-time data.
• Doing more with the same, safely.
• Investigate the value in future resilient supply chain services, e.g. green corridors, cold ironing and alternative fuels, including the costs, benefits and local demand.
• Improve our efficiency through automation and digitisation, such as systems for berth management, property management and supply chain connectivity.
• Work with our supply chain partners to embrace new and agile ways of working landside.
• Develop a strong platform to train and develop our team.
• Establish effective processes to protect the port from cyber attacks and respond rapidly.

5. Our assets

• New Zealand’s always open port: 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 Mosgiel Hub for increased acceptance windows, making us the preferred option for our customers.
• Grow the container business by investing in additional storage and depot capability.
• 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.
• Improve the quality of cruise business by engaging with the cruise industry, investing in Pilot accommodation, maintaining capability and a new pilot boat.
• 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.
• Build a better business: Decisions based on accurate and complete data.
  • Property enables the port, a successful business in its own right, resulting in reliable returns.
• Provide consistent shareholder dividends with a portfolio that optimises returns, builds resilience and facilitates investment in the future.