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Broome Port Authority - Parliament of Western Australia

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6.9. Strategy and Future Performance<br />

BrPA invests in holistic employee training and facilitates both individual and corporate selfs<br />

performance<br />

improvement through a process <strong>of</strong> internal appraisals and benchmarking the port’<br />

levels against those <strong>of</strong> other ports and logistics organisations. During the year individual employees<br />

achieved qualifications at certificate levels three and four in frontline management while others<br />

attained certificates or diplomas in administration or management.<br />

Two surveys, conducted to establish whether port performance and capabilities conform with<br />

customer and stakeholder requirements, recorded that all but 4% <strong>of</strong> respondents were satisfied. A<br />

series <strong>of</strong> internal audits reviewed internal business processes in order to inform managers <strong>of</strong> how<br />

well their area <strong>of</strong> business performed and results <strong>of</strong> these processes were satisfactory, albeit with<br />

several areas for improvement.<br />

An ongoing process <strong>of</strong> risk management inclusive <strong>of</strong> financial, operational, safety and environment,<br />

administrative, and project areas and activities ensured that BrPA addressed vulnerabilities and<br />

became a more resilient organisation.<br />

6.10. Events Subsequent to Reporting Date<br />

No events were recorded after the reporting date.<br />

6.11. Likely Developments<br />

At the time <strong>of</strong> writing this report there are no likely developments that might impact upon the<br />

operations <strong>of</strong> the port authority.<br />

6.12. Directors Emoluments<br />

The following tabulations are provided in accordance with Section 13(c)(i) <strong>of</strong> Schedule 5 <strong>of</strong> the <strong>Port</strong><br />

Authorities Act 1999 - the nature and amount <strong>of</strong> each major element <strong>of</strong> remuneration for each<br />

Director and the three named key management personnel <strong>of</strong> the <strong>Authority</strong> who received the highest<br />

remuneration:<br />

Table 6 – Director’s Emoluments 2011<br />

Short term<br />

Postemployee<br />

employment Total<br />

benefits<br />

benefits remuneration<br />

Cash salary & Superannuation<br />

Director’s name<br />

fees<br />

benefits<br />

L. Shervington 12,236 1,101 13,337<br />

I Burston 22,500 - 22,500<br />

K Male 25,000 2,250 27,250<br />

G Morris 16,500 1,485 17,985<br />

M Gamble 16,500 1,485 17,985<br />

D Albert 16,500 1,485 17,985<br />

Total 109,236 7,806 117,042<br />

Page 33 <strong>of</strong> 79

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