RIGHT TO INFORMATION

Review date 24 April 2012

ABOUT US

Who We Are And What We Do
1. North Queensland Bulk Ports Corporation Information

North Queensland Bulk Ports Corporation (NQBP) was formed as a result of the 2008 Queensland Government Review of the Queensland Port Network Structure. The outcome of the review is a regional five Port Authority model with the aim of meeting the long term supply chain and trading needs of the Queensland. The outcomes included the directive for Ports Corporation of Queensland to divest of certain ports under its management, with the remaining ports merging with Mackay Ports Limited. On 2 July 2009, the ports of Weipa, Abbot Point, Mackay, Hay Point and Maryborough merged with Mackay to become part of the new port authority of NQBP.

2. Annual Report

NQBP’s annual reports highlight NQBP’s activities and achievements for current and previous years, including our performance report, corporate governance, financial summary and financial statements.

The NQBP Annual Reports should be read in conjunction with the Independent Auditor’s Report Statements which are available below.

4.  Vision, Mission and Values

NQBP defines its purpose and focus in its Vision, Mission and Values.

5.  Constitutional and Legal Governance

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:

  • Statement of Corporate Intent, which is an agreement between the organisation’s Board and its shareholding Ministers; and
  • a five-year Corporate Plan.
The Board of NQBP assumes overall responsibility for corporate governance. It monitors the performance of the business, its management and staff, both directly and through the established Board Committees.

5.1  Role of the Board

Board Charter is in place that sets out the key roles and functions of our Board. As NQBP is a company GOC incorporated under the Corporations Act 2011, the statutory duties imposed on directors under that legislation also apply to our Board. The Board is also required to have due regard to relevant legislation, relevant binding policies of the Queensland Government, as well as NQBP’s policies. The Board has delegated various functions to management but has reserved certain matters to the Board. This allocation of responsibility is set out in an Instrument of Delegation approved by the Board.

5.2 Membership of the Board

Collectively, members of the Board should possess:

  • a thorough understanding of the core activities of NQBP and the environment in which it operates to make informed decisions
  • a commitment to the continual improvement of NQBP operations, strategic direction and policy framework
  • strong business acumen, management skills and financial and operational reporting
  • a high level of understanding of best practice employee relations, industrial relations and remuneration and motivation concepts
  • a high level of competency in financial and operational reporting
  • an inquiring attitude, objectivity and independence
  • a strong, demonstrated sense of probity and ethical conduct.

5.3 Review of Board and Committee Performance

The Chair has weekly briefings from the Chief Executive Officer, and also with managers as required, on all relevant aspects of NQBP’s activities and performance. Detailed verbal and written briefings on various issues are provided to the Chair and/or Board as necessary. NQBP has a Governance Policy in place, and this document outlines the process for evaluation of Board and committee performance.

On an annual basis, the Chair discusses with directors their competencies, as well as Board performance. A review of Board performance is conducted annually, with an external/independent review being undertaken every second year. This review covers such matters as the role of the Board, including in relation to strategy, the effectiveness of the Board in monitoring organisational performance and its oversight of risk management and compliance, as well as stakeholder communication and networking. Other items reviewed include policy framework, Board papers/agendas, meeting dynamics and committee structure.

The Corporate Governance and Planning Committee’s role includes reviewing Board processes, with the Committee making recommendations to the Board in relation to improvement of Board processes arising out of these reviews of Board performance. The Human Resources and Industrial Relations Committee also reviews development needs and opportunities in relation to directors on a regular basis throughout the year. In addition, each committee (in accordance with their charters) addresses competency and performance issues at least annually, as well as information needs. The Board then reviews the performance of each committee on an annual basis. Shareholding Ministers are informed of any key issues arising out of the performance reviews. The Chair will also raise any material concerns about Board performance directly with the shareholding Ministers if need be.

5.4 Code of Conduct

NQBP’s business is dependent on good relations and fair treatment of customers, employees and the public, with due consideration of the operating requirements of the business. The principles defining the work performance and ethical conduct expected of all directors and employees are:

  • respect for the law and the system of government
  • respect for persons internal and external to the organisation
  • integrity
  • diligence
  • economy and efficiency.

NQBP’s key policies in relation to this include the Code of Conduct, Disclosure and Conflicts of Interest Policy, Integrity Framework Policy (Official Misconduct and Public Interest Disclosures), Whistleblower Protection Policy and Trading (Securities) Policy and the Fraud Control Policy.  A full list of NQBP’s policies can be viewed on Our Policies page.

5.5 Operating Environment

In conducting its business, NQBP is subject to relevant legislation and government policy. Government ownership is represented through two shareholding Ministers: the Treasurer and Minister for Trade and the Minister for Transport and Main Roads. The shareholding Ministers appoint the Board of Directors and approve the Statement of Corporate Intent, which sets the business objectives each financial year. They may act jointly to issue directions to the Board as well, in accordance with the GOC Act. The Minister for Transport and Main Roads has specific powers under the Transport Infrastructure Act 1994 to:

  • approve Land Use Plans; and
  • approve the disposal of any freehold land or the exercise of tenure greater than 25 years over any NQBP strategic port land.

5.9 Communications with Shareholding Ministers

The key disclosure requirements under the GOC Act require NQBP to reasonably inform shareholding Ministers about its operations and financial matters as well as material risk factors.

Regular communications are initiated with key stakeholders, including shareholding Ministers and government representatives. Quarterly reports are provided to shareholding Ministers and their representatives, as well as individual ministerial briefings on specific issues.

The Chair and the Chief Executive Officer meet with shareholding Ministers and their representatives on a regular basis. NQBP management also meets with representatives of OGOC and Queensland Transport each month after the Board meeting to update them on relevant issues.

NQBP’s policies do not prescribe the type and level of disclosure to shareholding Ministers. The Board and NQBP management team exercise their judgement on a case-by-case basis as to what matters should be disclosed in order to comply with the GOC Act disclosure requirements.

5.8 Review of Performance for Management and Employees

NQBP operates a performance pay scheme for executives. The performance pay comprises two components:

  • 70% based on group performance; and
  • 30% based on individual performance.

The following pre-agreed (at the start of the 2012/13 financial year) performance criteria was used to determine the level of the group component of the payment.

Performance Indicator

Weighting for Management Bonus

Develop master plans for the ports to enable development and growth30%
Promote and facilitate development and management of infrastructure at ports30%
Improve organisation capability to improve efficiency, performance and business improvement20%
Financial metrics10%
Operational/efficiency metrics10%
Total100%

The recommended payments are determined by the Board after the end of the financial year and paid and reported to shareholding Ministers in accordance with current guidelines.

5.9 Communications with Shareholding Ministers

The key disclosure requirements under the GOC Act require NQBP to reasonably inform shareholding Ministers about its operations and financial matters as well as material risk factors.

Regular communications are initiated with key stakeholders, including shareholding Ministers and government representatives. Quarterly reports are provided to shareholding Ministers and their representatives, as well as individual ministerial briefings on specific issues.

The Chair and the Chief Executive Officer meet with shareholding Ministers and their representatives on a regular basis. NQBP management also meets with representatives of OGOC and Queensland Transport each month after the Board meeting to update them on relevant issues.

NQBP’s policies do not prescribe the type and level of disclosure to shareholding Ministers. The Board and NQBP management team exercise their judgement on a case-by-case basis as to what matters should be disclosed in order to comply with the GOC Act disclosure requirements.

Privacy Plan

NQBP has developed a Privacy Plan to comply with the 10 National Privacy Principles.