Port Nelson Annual Report 2007 (pdf)

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P O R T P E O P L E 1 4 Port Nelson has a proud track record of a stable and skilled workforce, with staff numbers steady over the past year with 93 permanent, fixed term and part-time staff. Casual staff boosted the total hours worked to the equivalent of 132 full-time equivalents. This year three staff members reached the milestone of 25 years service bringing the total number of ‘silver servers’ to nine, one of whom has clocked up 44 years service. H E A L T H A N D S A F E T Y Port Nelson values its reputation for speed and efficiency in vessel turnaround, but never at the expense of compromising the safety of staff and on-site contractors. The Health and Safety Committee’s ‘bottom up’ approach encourages input and suggestions from all staff members and ensures buy-in to safe working practices. The committee has been operating now for over 17 years and represents employees from all worksites within the port, as well as the CEO and three members of the Executive Team. L I F E S T Y L E P R O G R A M M E S A range of health checks are offered to staff. All permanent staff and some casuals have their hearing and vision checked annually by an occupational health provider. Identified employees in certain work areas are given lung function tests and some employees have regular blood tests to detect substances such as heavy metals or fumigants. A new initiative this year was ergonomic assessments for all the forklift drivers in the Cargo Logistics division. In 2006 we trialled a ‘Health and Wellbeing’ programme, where all permanent staff and qualifying casuals could claim $500 to improve their physical health, educational and personal development or emotional wellbeing. There has been an excellent uptake with staff applying to spend their wellness dollars on such items as gym memberships, computer equipment, tramping gear, massage therapy, life coaching, night school fees and bicycles. For several years we have undertaken pre-employment drug tests for permanent and casual staff; as well as ‘incident and reasonable cause’ drug and alcohol testing, to further enhance workplace safety standards. In early autumn each year we offer free ‘flu injections’ to all permanent staff, and in late spring staff are offered a melanoma skin check at an on-site GP clinic. Other Sun Smart measures are the provision of hats and sunscreen to outdoor workers. Our Employee Assistance Programme continues to support staff with counselling services for work or other matters. This service is offered to employees at no cost by a contracted professional organisation. We have a subsidized medical insurance scheme in place, we continue to offer a number of retirement seminars each year and we offer companysubsidised superannuation schemes for all permanent waged staff. L O S T T I M E I N J U R I E S ( L T I ’ S ) We are pleased to report a small decrease in LTI’s over the past year, down from twelve to nine. Our target LTI frequency rate of 1.5% was not met, with an end of year result of 3.27%. A port is a workplace with inherent dangers and the potential for ‘human error’. Any accidents are thoroughly investigated and new safety measures are added to our prevention programme where necessary. We remain committed to our long-term company goal of ‘Together towards Zero’ (LTI’s). A C C I D E N T C O M P E N S A T I O N Port Nelson Ltd is an Accredited Employer in the Work Safety and Management Practices Programme, and successfully met the tertiary level for the first time when we were audited in early 2007 - an achievement that gives us a great sense of pride and accomplishment. We continue to be a ‘reimbursing employer’ and we value the ability to have employees remain on the payroll system with all wage and salary deductions continuing without interruption. S U P P O R T I N G S T A F F E N D E A V O U R S The number of sports events that we compete in as a company is growing. In May a large staff team competed in the third Port Nelson Blokes’ Day Out, with a social event to follow; and we supported female staff to enter the Taylors’ Women’s Triathlon. Staff were helped to attend out of town representative sports events and to support local sports clubs and teams. Staff were also given support to attend professional and personal development courses. C O M M U N I C A T I O N All staff receive the company magazine RePort Nelson, which includes the ‘Safe Harbour’ feature, with a focus on health and safety matters. Safe Harbour includes the results of a scheme that rewards staff who report ‘near misses’ by putting them in a draw for a night out at the movies complete with a café voucher. This year we introduced an internal newsletter with input from all departments. This has been well received and covers a wider range of subjects - from new machinery to the results of sports’ sweepstakes. Summaries of monthly incident reporting are regularly posted on staff noticeboards along with safety messages. We have had good feedback on the noticeboard at the port gate, which records the number of days since the last lost time injury.
“I’m proud to work for a company that takes good care of its people and provides an all-round engaging, stimulating, positive work environment. There are challenges, but our people are the heart of the company - we’ve got strong social networks and we have fun!” Karen Barnett, HR & Quality Manager, Port Nelson Limited (left) with team members Jim Lane and Suzanne Thompson. T R A I N I N G We undertook organisation-wide training with a management consultant at the end of 2006, with the aim of improving our internal communications and enhancing our workplace culture. The staff newsletter was one result and we also went through a ‘starfish’ exercise, where staff were challenged to come up with a six week project that would make a positive difference in their work area. There have been ongoing updates for forklift drivers, first aid certification refresher training, seasonal induction for casual staff, and staff have also attended business, administration, supervisory, legal compliance and administration courses throughout the year. Marine staff have been to Launceston in Australia for port simulator training, senior staff have been supported in tertiary study in commerce and engineering, and we have continued to send two staff members per year to the Outward Bound eight day ‘Navigator’ course. G O V E R N A N C E The Finance and Risk Committee and Remuneration Committees met as required by their respective Terms of Reference and have been effective in terms of dealing with matters that may not warrant full Board attention. Both committees report to the Board. D I R E C T O R C H A N G E S During the year two well known directors retired, Messrs Dickinson and Sturgeon. Mr Dickinson had served on the Port Nelson Board for 12 years and Mr Sturgeon 16 years. In September 2006 Mr Sturgeon was replaced by Bronwyn Monopoli and in December Mr Dickinson was replaced by Tim King. Ms Monopoli is a Nelson based Chartered Accountant and Mr King Deputy Mayor of Tasman District Council. Both new Directors bring considerable complementary experience to the Board. B O A R D A N D S U B C O M M I T T E E C O M P O S I T I O N A S A T 3 0 J U N E 2 0 0 7 Board Nick Patterson (Chair) Phil Lough (Deputy Chair) Tim King (Deputy Mayor Tasman District Council) Paul Matheson (Mayor Nelson City Council) Peter Schuyt (CFO NZ Post Group) Bronwyn Monopoli (Principal – Bronwyn Monopoli Chartered Accountants) Finance and Risk Committee Peter Schuyt (Chair) Bronwyn Monopoli (Director) Martin Byrne (Chief Executive Officer) Parke Pittar (Chief Commercial Officer, Company Secretary) Remuneration Committee Nick Patterson (Chair) Phil Lough (Director) Meeting attendance Meeting type Board Finance and Risk Remuneration Meetings held. . . . . . . . . . . 11 . . . . . . . . . . . . . . 3 . . . . . . . . . . . . . . . . . .1 B Dickinson* . . . . . . . . . . . . 5 . . . . . . . . . . . . . . . 2 . . . . . . . . . . . . . . . . . . T King*. . . . . . . . . . . . . . . . . . 6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . P Lough. . . . . . . . . . . . . . . . . 9 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 P Matheson* . . . . . . . . . . . .10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B Monopoli . . . . . . . . . . . . . 7 . . . . . . . . . . . . . . . 1 . . . . . . . . . . . . . . . . . . N Patterson . . . . . . . . . . . . . 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 P Schuyt . . . . . . . . . . . . . . . . 11 . . . . . . . . . . . . . . 3 . . . . . . . . . . . . . . . . . . M Sturgeon . . . . . . . . . . . . . 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 * Attendance includes any meeting attended by alternates. F U R T H E R G O V E R N A N C E P R O G R E S S During the year a Delegated Authorities Policy was developed. The policy’s aim is to ensure there is appropriate control over expenditure limits and provide for delegation when key Authorised Signatories may be absent. The policy brought together some existing policy directives in addition to allowing for a review of best practice as it related to Port Nelson Ltd. Additionally, in September 2006 the Risk Framework was finalised providing management and the Board with an up to date risk profile related to Port Nelson’s specific risks. At the end of the Financial Year the final stages were being completed on an updated Fraud Policy, thus ensuring that an appropriate framework is in place to manage any suspected fraudulent events should they occur. Port Nelson’s Governance Framework continues to be reviewed and enhanced where appropriate on an annual basis. 1 5
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Page 9 and 10: Port Nelson’s support of the Nels
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Port Nelson Annual Report 2007 (pdf)

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