Thinking differently and doing business better
We recognise that NQBP’s future success depends on how innovative, creative and different the organisation is in operating, developing and growing our ports, our communities and our people.
NQBP has commenced the development of a robust strategy to help identify opportunities and recognise the importance of the implementation of smart and innovative solutions.
A number of internal innovation workshops were held during the year to help generate and implement business improvement efficiencies, with the primary aim being to deliver value to shareholders and customers.
Supported by an Innovation Culture Program, NQBP adopted an innovation process and framework across the organisation. The framework provides structure for sustainable cultural change, and integrated innovation management infrastructure to enable employees to participate in the Smart Ports journey.
Building Port Profiles
NQBP developed individual sub-branding profiles to heighten the profile of each of the four individual trading ports, and further increase NQBP’s overall brand presence. To improve our individual port brand presence, new signage was commissioned and will be installed to better profile NQBP’s four trading ports.
In 2015-16, a social media video campaign featured everyday members of NQBP’s Port of Hay Point and Mackay communities sharing their understanding of the value and benefit NQBP’s ports play in the export of key commodities. The video series which focused on sugar, sorghum, coal and fuel was shared on a range of digital platforms including NQBP’s website, social media and YouTube channel. The project had a wide reach and achieved high interaction and viewing, resulting in successful engagement with stakeholders in a digital space.
A focus on improving information management systems in 2015-16 saw the implementation of a number of new software programs which also resulted in a reduction in paper usage and an improvement in productivity.
A streamlined and improved payroll process including online time sheet management and employee rostering. In 2016-17, digital signature software will be tested to further reduce paper usage, while and a changeover from paper-based to online forms will also be implemented, improving processes and data captured.
In 2015-16, NQBP undertook an audit to identify opportunities to further integrate digital processes and systems into the business, via both new and existing platforms. Planning has also advanced on the development of a new website to enhance ecommerce and engagement with stakeholders and is expected to be delivered in 2016-17.
NQBP upgraded its CCTV system at the Port of Mackay to improve security surveillance.
The new state-of-the-art surveillance system enhances safety and security for the port and port users. NQBP’s port security staff have the ability to monitor all on-water movement in the area, around the clock. This initiative increases response time and the deployment of resources in the unlikely event of a security incident.
Simulation trials and investigations during the year have helped to deliver improved capabilities in ship operation in severe weather conditions at the Port of Hay Point.
NQBP marine pilot Captain Luca Orlandi worked with fellow pilots, tug masters and key stakeholders to conduct a three-day simulation trial to investigate the addition of a third tug to further improve NQBP’s pilot practices. Following the success of the trial, Captain Orlandi presented the results at the Transas Simulation User Conference (SimUC2016) in Singapore, focusing on the effectiveness of simulators to conduct important safety training.
A drive to develop software for NQBP pilot planning and reporting saw the advancement of electronic passage plans as well as an electronic chart and display system to replace old paper charts. NQBP’s marine pilots started training in 2016, with across the board competency expected by 2017.