Our Background

North Queensland Bulk Ports Corporation Limited (NQBP) became a port authority on 1 July 2009, under the Transport Infrastructure Act 1994, for the seaport facilities at Hay Point, Mackay, Abbot Point, Weipa and Maryborough.

We are one of Australia’s largest port authorities by tonnage throughput and more than half of Queensland’s trade, by tonnage, pass through our ports. Our aim is to be the recognised leader in the delivery of bulk cargo infrastructure.

The sea port facilities we manage are vital to the export and import performance of Queensland and Australia. NQBP ports handle bulk shipments of coal, bauxite, sand, sugar, grain, petroleum and general cargo. Coal is by far the main commodity handled, but each port and each commodity is important in its own right.

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As a port authority, NQBP is responsible for:

  • strategic port planning
  • port business development
  • port infrastructure development
  • environmental management and marine pollution (within port limits)
  • port security and safety
  • port efficiency
  • maintaining navigable port depths for shipping
  • issuing licences, leases and permits to other organisations for use of port land, infrastructure, and facilities (NQBP has a multi-user access policy in place at its ports to facilitate highest possible utilisation of port infrastructure, and greatest possible operational efficiency).

Port pilotage operations and navigation are the responsibility of NQBP for the Ports of Hay Point and Mackay.  The Port of Townsville provides pilotage services for the Port of Abbot Point and Ports North is responsible for pilotage services at Weipa.  Stevedoring and towage services are outsourced to approved contractors at all of NQBP’s ports.

The Team

Delivering world class ports cannot be done without the efforts of our people.

NQBP continues to look for ways to improve on what we do and that includes our staff. It is important that employees feel valued, supported and encouraged to perform and develop their knowledge, competencies and skills.

The origin of NQBP

NQBP was formed as a result of the 2008 Queensland Government Review of the Queensland Port Network Structure. The outcome of the review has led to a regional five Port Authority model with the aim to meet the long term supply chain and trading needs of the State of Queensland.

The outcomes included the directive to divest of certain ports under the management of Ports Corporation of Queensland, with the remaining to merge with Mackay Ports Limited. On 2 July 2009, the ports of Hay Point, Abbot Point, Weipa and Maryborough merged with Mackay to become part of the new port authority of North Queensland Bulk Ports Corporation Limited (NQBP).

NQBP is a company under the Corporations Act and the Government Owned Corporations Act 1993 (GOC Act) and a port authority under the Transport Infrastructure Act 1994.

Under the GOC Act, NQBP’s activities are governed by:

  • a Statement of Corporate Intent, which is an agreement between the organisation’s Board and its shareholding Ministers;
  • a five year Corporate Plan.

As a GOC, NQBP operates according to commercial principles, raises its own revenue and make the dividend and tax equivalent payments to the Queensland Government.

CORPORATE GOVERNANCE
  • Code of Conduct
    NQBP’s business is dependent on good relations and fair treatment of customers, employees and the public. The principles defining the work performance and ethical conduct expected of all Directors and employees is outlined in our Code of Conduct.
  • NQBP Board
    NQBP’s Board sets the corporate direction and goals, oversees management to ensure it achieves the corporate goals, and reviews the progress of the organisation. The Board Charter sets out the roles and responsibilities of the Board and of management.

    To assist the Board in discharging its duties, NQBP has three Board committees and each of these has a charter in place that sets out its role.

  • NQBP Management
    A rigorous management performance review process is applied to ensure NQBP executives act responsibly and efficiently, delivering on the organisation’s strategic plans.  Applied to this performance review is a performance pay scheme for executives. The recommended payments are determined by the Board and reported to shareholding Ministers.
    The Board and its related Committees also review remuneration recommendations for the CEO and executives. Learn more about NQBP’s performance review process and remuneration arrangements.
  • Risk Management and Assurance
    NQBP takes a proactive approach to managing the risks in its business. These risks may include financial risks such as fraud, foreign exchange and contract control; project governance risks; safety risks for employees and members of the public; security risks for port facilities and users; risks of environmental releases, land contamination or nuisance impacts; information technology risks, reputational risks, strategic risk issues and risks of breaches of legislation or licences.

    The focus of risk management within NQBP is to ensure effective integration over time into organisation processes so that risk management not only protects value, but creates value.

    NQBP has a risk management policy and guidelines that provide the strategic framework for risk management, as well as detailing roles and responsibilities. As part of a regular review process, the policy is updated annually and re-endorsed by the Board.