Port Nelson is the maritime gateway for Te Tauihu
A vital hub for economic activity and a key facilitator of our region’s continued growth and prosperity.
Introduction
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E aronui ana ki ō tātou tāngata kei te manawa pātuki o Whakatū, me mihi ka tika hoki.
Mai i ngā pae maunga ki Tangaroa takapou whāriki, Papatūānuku e hora ake nei.
Ko tā tātou i Te Tauihu, he tautoko i ngā wawata, he hāpai anō hoki i te oranga o te hapori.
E kōkiri whakamua ana te kounga hei painga mā ō tātou kiritaki.
E aronui ana ki te taiao, kia tū, kia oho, kia mataara ki te anamata.
E kaha whakaputa mai ana i ngā hua mā te hunga whaipānga.
E mahi ngātahi ana, e aro ngātahi ana ‘ki te hāpai i te puawaitanga ā-rohe’.
We acknowledge our people, who are at the heart of Port Nelson.
We honour the mountains, the sea and the land under, in, and upon which we operate.
We recognise our role within Te Tauihu and support the aspirations and wellbeing of our community.
Driving excellence across the supply chain for our customers.
Respecting the environment in which we operate and pushing towards a sustainable future.
Delivering strong and sustained returns for our shareholders.
Working and striving together ‘to facilitate regional prosperity’.
Mā te tika, mā te pono, me te māramatanga, ka tutuki pai ai te kaupapa.
Through following a sound process, through determination and clarity of thought, anything is possible.
With a legacy reaching back over 150 years, owned by our community and fundamental to its prosperity, the weight of responsibility on this generation of Port people to continue to be a catalyst and facilitator of regional prosperity is significant.
The challenges up to 2030 will be many and include: importers and exporters needing efficiency and speed to market; a need to respond to global warming and contribute to its reduction; supporting our people in what is becoming a more diverse and difficult work environment, where we share a growing intolerance for hurting the people who come to our workplace; operating within a growing community and being a good neighbour; and providing strong and sustained returns to the community in an increasingly volatile world.
The success of the way in which we respond to these challenges will ultimately be determined by our five main stakeholders: Our Customers, Our Environment, Our People, Our Community and Our Shareholders.
2030 Strategy
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The WHY is to achieve our purpose: To Facilitate Regional Prosperity.
Kia āhei ki te kōkiri whakamua ki te taumata ā-rohe.
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The WHAT targets the expectations of our customers and shareholders. There are three elements to our service and economic model that we seek to grow and improve:
Port operations
Logistics planning
Property investment and ownership
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The HOW recognises that the way we deliver the WHAT must meet our values and cultural aspirations including:
Our people as one team, safe and united
Global warming and sustainability
Iwi and Māori engagement
Diversity and equity
Community engagement and a social licence to operate
2024 Annual Plan
We start 2024 with a robust framework of plans to guide our next steps. Engaging with our team and bringing them on the journey is critical in the early part of the year. For this reason, we have retained our 2023 annual theme, Connection / whanaungatanga, for the year.
The 2024 financial year is the first year of the Long-Term Strategic Plan 2024 – 2030. This plan sees Port Nelson work towards a performance level and trusted connection with its stakeholders such that they become ‘champions’ of the Port. This first year of the plan focuses on laying the foundations for success. As a result, many of the key initiatives for the year are related to strengthening existing stakeholder relations, systems and work platforms
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The push for stronger continuous improvement will be founded on a deep understanding of our business and its comparison with industry benchmarks; this is reflected in our Dashboards. Strengthened knowledge of our customers and their demands will enable us to respond to their future needs, ensuring we retain all current customers.
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To drive an environmental impact reduction strategy requires a strong understanding of our emissions (physical and carbon) and how we reduce these, as well as strengthening the connections with our people and community in the environmental area that can inspire future climate change and sustainability action.
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The all-encompassing focus on protecting our people from Covid over the last three years requires us to refresh our safety foundations. These include a Safety culture founded on clarity, compliance, consistency and care; and systems that support engagement and enable continuous improvement.
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Our desire to be a trusted partner with iwi and Māori can only start by building knowledge and connection with iwi and our kaimahi Māori. Likewise, trust from our community can only be achieved if we continue to demonstrate transparency and openness in our dealings.
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The disrupted supply chain arising from Covid is settling; the need is now to return to previous profitability levels before moving to levels of profit that reflect a fair return to shareholders while also enabling value to remain with our customers and suppliers. We also need to improve our digital platforms and knowledge of our future infrastructure requirements to be fit for the next seven years and beyond.
2024-2030 Strategic and Annual Plans
Our Customers
Our People
Our Environment
Our Community
Our Shareholders
Export vs Import %
Cargo Metrics.
The below graphs shows Port Nelson’s cargo metrics up to 2026FY.