PORT KEMBLA PORT CORPORATION 2004 ANNUAL REPORT

MOVING > AHEAD CONTENTS

Highlights 2003/04 02 Chairman’s Report to Shareholders 03 Acting Chief Executive Officer’s Report 04 Board of Directors 06 Management Structure 07 Economic Performance 08 Business Growth 09 Customers 10 Financial 11 Port Infrastructure 12 Results Trade and Financial 14 Environmental Performance 16 Social Performance 19 People 20 Community 21 Corporate Governance Statement 23 Statutory Information 26 Index 32 Financial Statements Pocket

ISSN-1327-2721 PORT KEMBLA IS UNDERGOING AN >EXCITING TRANSITION. OUR STRATEGY OF DIVERSIFICATION IS ON COURSE TO DELIVER MEASURABLE VALUE FOR THE ECONOMY AND THE COMMUNITY.

>>OUR VISION OUR MISSION By 2020, we will be the most profitable, We will actively promote and facilitate thriving, sustainable and integrated port trade growth and the provision of regional port manager in Australia. infrastructure and services, providing:

> commercial returns to shareholders; > competitive advantages to a wide range of customers and port service operators; and > benefits to the community and environment.

01 HIGHLIGHTS 2003/04

> All financial performance targets were achieved > Major external environment audit concludes for the year including Net Profit before Tax and that Port Kembla Port Corporation was Significant Items of $7.4 million and a Dividend compliant with relevant state and federal of $2.3 million. environmental legislation.

> Trade of 22.1 million tonnes was up on > A benchmark community awareness program expectations but down marginally on the is completed with the production of the 2004 previous year, mainly the result of the drought Community calendar – the result of a visit to in NSW and a softening of coal against the school program and over 300 entries to a volume in the previous year. school drawing competition.

> NSW Premier announces NSW Ports Growth Plan > Production and publication of a regular with resultant trade in break bulk and containers community newsletter titled “Your Port” to transfer from Port Jackson to Port Kembla which is delivered to all households in the from 2006. Illawarra region.

> A 130 metre extension to the Multi Purpose > All non-financial key performance indicators Berth is announced and commenced at a cost were achieved during the year. of around $14 million. > Significant enhancements to Port Kembla > Port Kembla Port Corporation is one of the first Harbour water quality monitoring including ports to have its Port Security Plan approved and development related monitoring with assistance meets the Federal Government’s 1 July 2004 from the University of Wollongong. deadline for implementation. > The Corporation secured the inaugural Illawarra Business award for “Corporate and Social Responsibility” in 2003.

PERFORMANCE INDICATORS TARGET ACTUAL 2003/ 2003/ 04 04

Trade (million revenue tonnes) 20.8 22.1 Vessel Visits 521 567 Return on Assets 6.3% 9.2%* Return on Equity 5.0% 12.7%* Net Operating Profit before Tax & Significant Items ($M) 2.8 7.4 Pilotage Delivery Service 98% 99.8% Availability of Navigation Aids 99% 99.9% Vessel Queuing caused by PKPC (hrs) Nil Nil Berth availability when required 100% 100% Lost Time Injury – Frequency Rate 0 40 Lost time due to industrial disputes (days) 0 0

* Excludes Significant Items. 02 CHAIRMAN’S REPORT TO SHAREHOLDERS

The Hon Michael Egan, MLC Treasurer, Minister for State Development and Vice President of the Executive Council.

The Hon John Della Bosca, MLC Special Minister of State, Minister for Commerce, Minister for Industrial Relations, Assistant Treasurer and Minister for the Central Coast.

On behalf of the Directors, I am pleased to present the ninth Annual Report of the Port Kembla Port Corporation. This report covers the Corporation’s operations and statement of accounts for the year ending 30 June 2004 in accordance with the provisions of the Annual Reports (Statutory Bodies) Act, 1984 and the applicable provisions of the Public Finance and Audit Act, 1983 and the State Owned Corporations Act, 1989. The report is submitted for presentation to Parliament.

The major highlight of the reporting period was the NSW Premier’s announcement of the NSW Ports Growth Plan. The Plan affords major opportunities for Port Kembla and both the Board and management have focussed extensively on capitalising on these opportunities for the Illawarra region. The subsequent announcement of funds for the extension of the Multi Purpose Berth and the positive progress on commercial negotiations associated with the establishment of a multi purpose cargo facility are key indicators of a buoyant future for the Port.

In financial terms the Corporation’s results for 2003/04 have again been above expectations. Return to Shareholders of $2.3 m and Net Profit Before Tax and Significant Items of $7.4 m were considered a satisfactory result.

Port Kembla’s diversification program has continued with the performance of non coal/steel/grain trade and trade across our Multi Purpose Berth among the highlights for the period. The volumes in our core commodities of coal and steel related cargoes were the mainstay of the overall trade figure and balanced to some extent the continued lower volume of grain.

On behalf of the Board I would like to acknowledge the efforts of our Management Team and the staff, all of whom continue to strive to achieve the best possible outcomes for the Corporation, the region and the state.

RHP Elvy Chairman, Board of Directors

03 ACTING CHIEF EXECUTIVE OFFICER’S REPORT

The 2003/04 financial year represented an important step forward for the Port Kembla Port Corporation. Sound trade and financial performance offset the continued impact of drought on grain trade and significant NSW Government announcements have stepped up the momentum in the transition of the Port.

Throughout the year the Corporation has maintained its focus on its current business and customer base to ensure customer service and port operational standards were maintained. A structured approach to port development has been underpinned by a commitment to effectively integrate new activities within the existing business model.

The organisation’s persistence in seeking to diversify the trade base for the long-term sustainability of Port Kembla was recognised with the announcement by the Premier of the initiatives contained in the NSW Ports Growth Plan. Under the plan it is envisaged that current Port Jackson based break bulk and containerised cargoes will be encouraged to trade through Port Kembla from 2006.

The implications in terms of infrastructure requirements, trade profile and economic benefit for the Illawarra region and NSW are already evident in the Corporation’s activities and will drive growth and development for the foreseeable future. The Corporation has worked closely with the Illawarra Related Port Industries Group to promote the need to develop cost effective landside logistics support as well as assist with the development of appropriate off-port land to ready the augmented Port Kembla package for the market. There are numerous challenges ahead including delivering a cost effective supply chain solution.

One of the major endeavours for 2003/04 was the implementation of new port security measures from 1 July 2004. The Corporation has successfully delivered an integrated port security system on time and with minimum disruption to meet the requirements of the Federal legislation. Port Kembla was in fact one of the first Australian ports to have its port security plan approved by the relevant government authority.

04 Above: Work starts on berth extensions. Right: Artist’s impression of proposed general cargo terminal.

In broad terms the Corporation’s performance on In terms of our social performance in 2003/04 the Corporation environment, economic and social measures was in line with has had another strong year. The program of community expectations and the groundwork established in previous partnerships and initiatives has been strengthened with years on triple bottom line initiatives has continued to yield support for cultural, sporting and environmental community sound results. groups. The completion of the 2004 Community calendar and associated drawing competition by local school students Trade for the period reached 22.1 million tonnes which was helped increase our association with the local community. ahead of forecast but marginally down on last year. Steel and The results of the second community survey indicated the coal were again the cornerstone of the trade volume. Trade Community Communication Strategy is improving awareness in non-traditional cargo was up by 30% on the previous year and profile of the Corporation’s activities and initiatives. The with expectations that this will grow significantly over the next Corporation’s sustainability work was recognised with the few years. The demand for Port Kembla steel and related securing of the inaugural Illawarra Business “Corporate and materials was the standout result at 11.5 million tonnes. Social Responsibility” award in late 2003.

The announcement of a 130 metre extension to the Multi On the staff front the Employee Perception Survey was Purpose Berth was the largest project undertaken during the carried out during the year and it sought employee views on period and the contract for construction was awarded prior a range of issues. As a result, a Staff Consultative Committee to the end of the financial year. Expectations are that work was established to work through the opportunities that were will be completed early in 2005 enabling concurrent two ship identified in the survey. operations at that berth. It is anticipated that over 40 jobs, including two apprentices, will be sustained during the The trade outlook for the coming year is positive though construction stage of the berth. Options for further berth trade forecasts for grain remain uncertain. Further progress developments are being modelled with a view to improving in discussions with Australian Amalgamated Terminals on the the prospect of car import trade relocating to Port Kembla development of the new multi user cargo facility in the Inner in the future. Harbour in the coming year will provide a clearer picture on the extent and volume of new trade. The success of Port Kembla Gateway in attracting new dry bulk trade in the form of copper concentrates has provided On behalf of the Board of Directors and the management a further positive stimulus to trade volumes this year and the team I would like to recognise the dedication and hard work Gateway’s proposed redevelopment will assist in continuing of our staff in achieving these results. The organisation is to attract new dry bulk trade to the Port. undergoing a period of transition and the staff have remained committed and focussed to the task and the challenges On the environmental report card we have again performed that are before us. The spirit of the local community and strongly. A number of sustainability projects have been the support of a broad range of stakeholders including the delivered and the progress toward an accredited business community, port users, government and media has Environmental Management System has been encouraging. been one of the outstanding features of the last year. We look The Corporation has maintained its support of a number of forward to working with all of our stakeholders to ensure we important environmental community groups including the maximise the benefit that the Port of Port Kembla can deliver Port Kembla Harbour Environment Group and the Friends to the local community and the Illawarra and NSW economies. of Tom Thumb Lagoon. The importance of water quality and sediment monitoring has been emphasised with the major Jim Glasson development work to be undertaken in the Inner Harbour, and Acting Chief Executive Officer close relationships have been established with the University of Wollongong and the University of NSW on this front.

05 BOARD OF DIRECTORS

1 2 3 4 5 6

1 Bob Elvy BSc(Eng), BCom(Accy), FIEAust, FCPA, FCIS, FAICD 4 Rod Thompson BComm, CPA Chairman, Non Executive Director Staff Director Director and Chief Executive Officer of the Cleary Bros Port Kembla Port Corporation’s Information Technology Group as well as holding other directorships. Mr Elvy Manager, Mr Thompson has been an employee for was a past National Director and State Chairman of a seventeen years and was elected to the Board by the staff professional association, has chaired boards of both of the Corporation. He holds a Bachelor of Commerce charitable and sporting associations and is a Fellow Degree, a CPA qualification and is a Registered Tax Agent. of Engineering, Accounting, Company Secretarial He is also involved in local community and sporting activities. and Company Directors’ Institutions. 5 Warren Greentree BE, MengSc 2 Louise Meyrick BA, DipEd, MComm, M Dispute Resolution Non Executive Director Non Executive Director Part year – Term of appointment expired on 3 December 2003. Director, Meyrick & Associates Pty Ltd since 1997. Over Former Illawarra Electricity General Manager, Mr Greentree the last 19 years she has consulted in the corporate holds the Degrees of Master of Engineering Science and development area for private and public sector organisations Bachelor of Engineering. throughout Australia and overseas and in particular in the 6 Philip McGavin BE(Hons), FIEAust, FAICD, CPEng maritime, manufacturing, and mining sectors. Managing Director

3 Robin Buckham MComm, BA DipEd Part year – Removed as Director by the Governor of NSW pursuant to Clause 7(2) Non Executive Director of Schedule 8 of the State Owned Corporations Act 1989 on 23 April 2004. Director Marketing, Recruitment and Partnerships at the Chief Executive Officer of the Port Kembla Port University of Wollongong for the last six years, and Chief Corporation for 8 years, Mr McGavin was appointed as Operating Officer of ITC, the University’s commercial arm. its Managing Director in September 1999. He also served Ms Buckham was previously Manager Oil & Gas Pipelines on several other boards and committees of charitable, with Tubemakers. She is also Chair of the Illawarra Area business and industry organisations. He holds an Honours Consultative Committee, and on the Advisory Board of Degree in Civil Engineering, Fellowship of the Institute of The Illawarra Institute of TAFE. Engineers (Aust) and the Australian Institute of Company Directors and is a Chartered Professional Engineer.

06 MANAGEMENT STRUCTURE

1 Jim Glasson 2 Brian Ward 3 Warwick Reader 4 Andrew Dunne 1 2 3 4 5 5 Dennis Parsons

Warwick Reader Business Development • Strategic Planning General Manager Marketing Business Planning • Sustainability and TBL Marketing and Promotions • Statistic/Information & Strategic Development Business Analysis • Port Pricing

Andrew Dunne Planning/Development • Capital Works Commercial Negotiation • Asset Management General Manager Commercial Project Management • Engineering Advice & Engineering Property Leasing • Customer Liaison Jim Glasson Acting CEO

Dennis Parsons Marine Operation • Environmental Planning Port Operating Licence • Quality Assurance General Manager Marine Emergency Response • Cargo Control & Port Operations Port Security

Financial & Risk Management • IT Systems Brian Ward & Services • Treasury Management • OH&S Chief Financial Officer Employee Relations • HR Policy & Administration Compliance & Reporting

07 ECONOMIC PERFORMANCE

THE FLOW OF ONGOING ECONOMIC BENEFIT FROM THE PORT HELPS TO SUSTAIN JOBS AND BUSINESSES IN THE ILLAWARRA REGION.

08 Existing, new and potential cargoes for Port Kembla.

BUSINESS GROWTH

Total trade through Port Kembla for the year 2003/04 was Objectives 22.1 million tonnes. This volume was slightly lower than the > Maximise sustainable competitive advantages for previous year and a further indicator of the impact of drought existing and new customers. on grain trade. Continued strong trade in steel and coal combined to deliver a result that was close to 10% > Facilitate the enhancement of Port service provider above expectations. efficiencies and security. Coal export performance of 8.3 million tonnes and iron ore Key Results 2003/04 trade of 7.7 million tonnes represented the largest volumes > Value added benefits provided to customers e.g. rail of commodities traded during the year. The indications are spur upgrade in Outer Harbour, MPB extension and that these commodities will remain firm in the immediate ePORTS online booking system. term. Iron ore reached its highest level in three years and the coal result, although down against last year, maintained > Strategy implemented to maintain and increase stable performances over the last four years. Overall steel grain market share. related trade of 11.5 million tonnes reflected the continued Achieved non-traditional trade growth of 30% > demand for Port Kembla steel. over the previous year. > Marketing promotions and communications Grain was marginally down against last year at 809,000 targets achieved. tonnes but still a long way behind the figures in excess of 2 million tonnes achieved prior to last year. The continued > Increase in PKPC web site visitation. impact of drought in the growing regions provides further > Pilotage service and navigation aid targets achieved. uncertainty about volumes looking forward. > Queuing and port entry time targets achieved. In overall terms the non steel, grain and coal cargo volume > QA Audit compliance maintained. remained above the million tonne mark and was up 30% > Internal audits completed as scheduled. against the previous year. The volume was the second highest of the last five years and sets the platform for further growth. Significant Projects It will be given further impetus with the initial impact of the > Work commenced on extension of the trade from Port Jackson expected in 2006. Multi Purpose Berth. The closure of Port Kembla Copper reduced dry and liquid > General cargo terminal project commenced. bulk cargo volumes for the year, though this was offset with > Strategic Marketing Plan reviewed and updated. the success of Port Kembla Gateway in attracting new cargo > Attracted US timber imports and log exports. from the Central West of NSW. A contract to handle copper concentrate exports from the Newcrest mine in Cadia and > Log export site re-established in Outer Harbour. the Rio Tinto mine in North Parkes will double Port Kembla > Oil Berth upgraded for other cargoes. Gateway’s present throughput to 800,000 tonnes a year. > Ship Line handling improvements initiatives. Port Kembla Gateway has committed approximately $8 million to an upgrade of the facility to handle this and other new business.

09 ECONOMIC PERFORMANCE CONTINUED

CUSTOMERS

Other new trade developments included the import of The efforts of the Port Kembla Port Corporation to diversify sawn timber products and the return of export log trade. the trade base and to capitalise on the opportunities The sawn timber products, originating from the US, have contained within the NSW Ports Growth Plan have continued been traditionally imported through Sydney; however, in parallel with an ongoing focus on the needs of existing expectations are that they will continue to trade through customers. The Corporation recognises the need to ensure Port Kembla on a regular basis. The Oil berth was also that new activities are effectively integrated with the current upgraded to enable import of new cargoes and the trade base, and that the long term sustainability of the port re-emergence of the bunker fuel trade. Acid imports and our business is linked to the viability of our customers. for local industry requirements replaced the acid exports A major demonstration of the close work between the lost as a result of the closure of Port Kembla Copper. Corporation and existing customers has been the effective The strategy of identifying and investing in projects that implementation of new port security measures. Extensive new will contribute to the long term viability and trade growth in arrangements for Port Kembla’s Maritime Security Zone were Port Kembla was rewarded with a number of key measures in developed and in place for the Federal Government’s deadline the NSW Ports Growth Plan announced by the NSW Premier on 1 July 2004 as a result of this cooperation. The Corporation during the year. As a result of a reconfiguration in Sydney’s has been proactive in developing the policy and systems Port Jackson and the readiness of Port Kembla, new trade necessary to comply with the requirements of the in break bulk and containerised cargoes is expected to Federal Maritime Transport Security Act 2003. commence within 2 years and increase as leases expire in Sydney Harbour. The Port is also well placed to handle We value our existing commercial the import of motor vehicles when the Glebe Island lease relationships. New activities will finishes in 2012. be effectively integrated with the The Corporation has worked closely with the Illawarra Related needs of our current customers. Port Industries Group, consisting of regional and industry development stakeholders, to ensure that Port Kembla is An indicator of the success of port development in line with able to position a competitive and integrated package in customer’s needs has been the success of Port Kembla the market place in time for the opportunity associated Gateway in attracting significant contracts in copper with Port Kembla’s new infrastructure. concentrates across No. 6 Jetty. The configuration of port Commercial negotiations commenced with Australian side land and infrastructure in the Outer Harbour to manage Amalgamated Terminals (AAT) with a view to establishing the overall trade needs of the Port have contributed to the a multi user general Cargo Facility adjacent to the Multi Gateway’s capacity to effectively compete and service its Purpose Berth. The new facility will incorporate cargo customers’ needs. In particular the Salty Creek culvert storage and handling facilities behind the berth that installation and the extension of rail spurs in the Outer will involve significant private sector investment for Harbour have contributed to options for log unloading infrastructure and cargo handling equipment. operations and the handling of copper concentrates. In relation to commercialising the initiatives in the NSW Ports Growth Plan the Port Kembla Port Corporation and Australian Amalgamated Terminals (AAT) committed to a Memorandum PILOT DELIVERY SERVICE (%) AVERAGE MONTHLY QUEUING Target is minimum 98% PER VESSEL (Hours) of Understanding (MOU) to jointly establish and develop a multi user general cargo facility in Port Kembla’s Inner 01/02 99.6 01/02 1.9 Harbour. The MOU is a symbol of the considerable close 02/03 99.8 02/03 1.5 working arrangement in 2003/04 that will cement major 03/04 99.8 03/04 1.7 economic benefits for the port and the region.

10 The sawn timber trade commenced in Port Kembla during the year.

FINANCIAL

Our port safety performance exceeded the requirements of the Port Safety Operating Licence and our commitment Objectives to Quality Assurance was reflected in our continued Lloyds > Optimise the Corporation’s financial performance ISO9002 quality accreditation. Service delivery indicators for and MVA. customers and the Port, such as Pilotage Service reliability > Optimise information technologies to achieve and Navigation Aids availability, once again exceeded targets. all corporate goals. The Port Corporation’s strategic marketing plan was reviewed during the reporting year. The revised strategy takes into Key Results 2003/04 account the transition of Port Kembla’s business profile > Financial performance reporting and analysis and the shift from marketing the potential of Port Kembla delivered as scheduled. to the utilisation of the planned new terminals and facilities. > Capital structure study completed. Importantly this is also in the context of maintaining and enhancing customer service levels and responsiveness > Achievement of IT Strategic Plan milestones. to the needs of existing customers. > Achievement of IT Security Plan performance measures – no violations. Customer relations were supported by a structured and active > Achievement of IT service delivery targets. communication program, plus regular meetings of the Port User Council, with the Corporation continuing its commitment Significant Projects to open communications on port developments and operations. > Monthly monitoring of performance. > Development of revised 2003/04 SCI. TRADE INDICATORS – Summary Table > Reviewed of TM1 software use and integration 2003/ 2002/ 04 03 with other IT systems. > Strategic review of business risk commenced. Total Trade (million rev tonnes) 22.1 22.7 > Implementation of ePORTS web based ship Exports (million rev tonnes) 12.5 13.1 booking system. Imports (million rev tonnes) 9.6 9.6 > IT Strategic and Security Plans produced. Vessel Visits (No.) 567 598 Gross Registered Tonnage (million) 15.9 16.3 Major Commodities (million rev tonnes) The Corporation’s overall financial performance for the > Coal exports 8.3 9.0 2003/04 financial year was solid although again impacted by > Iron Ore imports 7.7 7.6 the drought’s effect on grain trade. The Dividend of $2.3 million to the Corporation’s shareholder, the NSW Government, > Steel Product exports 2.6 2.8 represented a good result for the people of NSW. > Grain exports 0.8 0.8 Operating Revenue of $25.6 million was above forecast but down against last year. This reflected some softening in coal volume and continued lower volumes of grain. Net Profit before Tax and Significant Items was $7.4 million and the Operating Margin of $11.4 million was a solid result. This showed that the Corporation has continued to build on trade yield and cost control initiatives. Overall the Corporation exceeded all the financial targets outlined in the Corporate Plan.

11 ECONOMIC PERFORMANCE CONTINUED

PORT INFRASTRUCTURE

The Corporation received a Community Service Obligation (CSO) in the order of $3.2 million from the NSW Government Objectives for the Port Kembla Coal Terminal rental relief package. > Ensure that infrastructure is developed to meet This amount represents the approximate difference between the needs of the port. the actual amount of income received by the Corporation > Ensure that all maintenance is carried out under the NSW Government’s rental relief scheme for the for required business needs. Coal Terminal and what would have been payable under the original Lease schedule. Key Results 2003/04 Other key indicators showed that Return on Assets > 10 year Capital Expenditure plan prepared. achieved 9.2% and Return on Equity was 12.7% – both > Project expenditure within acceptable tolerance being before Significant Items. for time and budget. The Corporation maintained its current Standard & Poors > Port and Terminal Security Plans approved credit rating and the completion of the capital structure study by required date. prepared the Corporation for the financing of the considerable > All Port Operating licence standards were met. port development activity over the next few years. > Berths available 100% of required time. Capital expenditure and maintenance expenditure for the > Urgent work order responses within target time. period was in line with last year and demonstrated the > Market review for general supply contract. Corporation’s obligation to practical asset management. > Major capital projects delivered on time and budget. Commitments to the extension of the Multi Purpose Berth, including the letting of the construction contract to Austral Significant Projects Constructions, will increase capital expenditure substantially > Multi Purpose Berth 130 metre extension in the short term. work commenced. Expenditure with locally based suppliers plus Corporation > Western Basin Geotech investigation undertaken. salaries and wages is estimated to have injected over > Re-established Outer Harbour rail spur line. $8.8 million into the local economy during 2003/04. > Dredge spoil sites identified. The Corporation’s information technology systems and > Major maintenance program completed. resources were effectively managed during the period with > Hazard identification and OHS System revised. all key performance indicators achieved. The completion of > Electronic plan register nearing completion. the IT Strategic and Security Plans provides the platform for continued administrative and communication efficiency gains > Outer Harbour shed development with lessee. while providing requisite security. > Inner Harbour layout options completed. > Oil berth upgraded to handle new products. > Infrastructure built for Port Security requirements.

12 Above: Steel piles for the Multi Purpose Berth extension.

The Corporation’s port development strategy has been As with the previous year considerable preparation work was underpinned by market and customer considerations and this also undertaken to support the strategic pursuit of new trade has contributed to the long term opportunities for the Port. options. Bridgework over Salty Creek freed up additional land The reliability and availability of suitable port infrastructure is for cargo storage and the re-establishment of the Outer Harbour one of the fundamental requirements to the ongoing conduct rail line spur provides for additional rail capacity. The longer-term of marine operations. In both of those areas the Corporation vision for the development of the Outer Harbour continues to has delivered above the targets laid out in the Corporate Plan. be explored. The NSW Port Growth Plan and the associated infrastructure requirements will drive major port capital works in the short Major expenditure was committed to the maintenance of to medium term. Port Kembla Port Corporation assets during the year and the ongoing program of breakwater maintenance represented The total expenditure on new infrastructure and maintenance one of the largest ongoing engineering activities. for 2003/04 was over $7 million. The announcement of the Multi Purpose Berth extension by 130 metres at a cost of New infrastructure was developed to support the $14 million represented the single largest project commenced increased Port Security measures put in place at the during the period. It is estimated that this project will sustain Corporation operated facilities including increased fencing, around 40 jobs during the construction of the berth extension. surveillance and access control points for accredited Maritime Industry Participants. Concept and design work for the proposed multi purpose cargo facility behind the Multi Purpose Berth has been The response time for actions on urgent work undertaken and the planning approval processes have been requests/advices was better than target with work on commenced. Further infrastructure options for the Inner average acted upon in less than one day from notification. Harbour have also been considered for port growth and design The operational performance of navigational aids was and cost estimates prepared for future berths if warranted. also well above the standards set out in our Port Safety Operating Licence contributing to the safe and efficient Investment in infrastructure is movement of vessels. our platform for change. Our public URGENT WORK REQUESTS Average response time in days and private sector partnerships will Target is maximum 2 days create jobs during construction and 01/02 0.3 when operational. 02/03 0.6 03/04 0.1

13 RESULTS – TRADE AND FINANCIAL

PORT KEMBLA TRADE – 2003/04 (REVENUE TONNES)

OVER- INTER- INTRA- OVER- INTER- INTRA- IMPORT SEAS STATE STATE TOTAL EXPORT SEAS STATE STATE TOTAL

Iron Ore & Concentrates 681,485 5,074,424 185,284 5,941,193 Coal – Black 7,102,464 1,194,817 33,611 8,330,892 Iron Ore Pellets 513,382 1,119,963 89,361 1,722,706 Iron & Steel Products – Slabs 863,052 864,664 0 1,727,716 Dolomite 0 358,795 0 358,795 Iron & Steel Products – Coils 577,732 56,031 28,432 662,195 Pig Iron 0 257,943 0 257,943 Wheat 647,210 0 0 647,210 Limestone 215,846 41,980 0 257,826 Copper Ore & Concentrates 247,734 18,982 0 266,716 Cement Clinker 192,500 0 0 192,500 Steel Products – Pipes, Etc. 195,516 50,156 6,290 251,962 Crude Fertilisers 87,643 64,033 0 151,676 Coke ( Incl Coke Breeze ) 210,145 33,576 0 243,721 Coal – Black 101,028 22,431 0 123,459 Barley 128,180 0 0 128,180 Petroleum Coke 85,099 0 0 85,099 Slag 0 66,631 0 66,631 Gypsum 22,831 54,658 0 77,489 Coal Tar 0 0 58,110 58,110 Manganese Ore 0 65,833 0 65,833 Plate 35,930 0 360 36,290 Steel Products – Pipes, Etc. 52,523 5,934 0 58,457 Canola 27,500 0 0 27,500 Sulphuric Acid 24,491 17,156 11,701 53,348 Sulphuric Acid 3,623 13,726 5,501 22,850 Soda Ash 42,938 0 0 42,938 Logs 19,778 0 0 19,778 Iron & Steel Products – Slabs 0 0 30,499 30,499 Other Grains 6,300 0 0 6,300 Copper Slag 26,400 0 0 26,400 Unknown Code 50 0 1,784 1,834 Ferro Manganese 0 24,754 0 24,754 Iron And Steel Scrap 1,631 0 0 1,631 Fuel Oils 0 12,989 9,218 22,207 Aluminium Metal 500 0 0 500 Superphosphate 17,510 0 1,596 19,106 Indust. Mach. & Equip. 391 0 0 391 Sawn Timber 17,309 0 19 17,328 General Cargo 257 0 0 257 Petroleum Oil, Crude 15,342 0 0 15,342 Zinc 168 0 0 168 Copper Ore & Concentrates 14,485 0 0 14,485 Agric. Mach. Equip & Parts 74 0 0 74 Pumice, Garnet 13,061 0 0 13,061 Construction Mach. Parts Etc 24 0 0 24 Sodium Sulphate 0 5,762 3,989 9,751 Motor Vehicle Parts & Access. 10 0 0 10 Copper Metal 9,013 0 0 9,013 Ships, Boats and Floating Structures 8 0 0 8 Iron And Steel Scrap 0 8,549 0 8,549 TOTALS EXPORTS 10,068,277 2,298,583 134,088 12,500,948 Pulp ( Incl Woodpulp & Pellets ) 5,479 0 0 5,479 Coke ( Incl Coke Breeze ) 0 4,980 0 4,980 Container Throughput (T.E.U.) 852 Paper & Paperboard – Other 2,316 2,000 0 4,316 (Tonnages Included In Table Above) Bauxite 3,083 0 0 3,083 TOTAL PORT TRADE 12,217,449 9,441,388 465,755 22,124,592 Clays 2,426 0 0 2,426 Total Container Throughput (T.E.U.) 965 Refractory Bricks 2,130 0 0 2,130 Non-Metallic Min'l Prod's. 476 0 0 476 Zinc 0 387 0 387 General Cargo 678 45 0 350 Iron & Steel Products – Coils 25 189 0 214 Plate 44 0 0 44 Ships, Boats and Floating Structures 40 0 0 2 TOTAL IMPORTS 2,149,583 7,142,805 331,667 9,624,055

Container Throughput (T.E.U.) 113 (Tonnages Included In Table Above)

14 RETURN ON ASSETS (%) MAJOR TRADING COMMODITIES – EXPORTS 03/04 01/02 11.8 Coal 66.6% 02/03 9.8 Steel products 21.1% 03/04 9.2 Grain 6.5% Copper Concentrates 2.1% Other 3.6%

RETURN ON EQUITY (%) MAJOR TRADING REGIONS – 01/02 18.2 EXPORTS 03/04 02/03 13.3 Japan Korea & East Russia 30.2% 03/04 12.7 Australia 19.5% East Asia 9.0% Western Europe 9.0% South Asia 8.2% OPERATING PROFIT BEFORE South-East Asia 5.0% TAX & SIGNIFICANT ITEMS ($M) South America – East Coast 3.4% 01/02 10.4 North America – West Coast 3.2% 02/03 7.8 Mediterranean 2.8% Red Sea 2.3% 03/04 7.4 Persian Gulf 2.0% New Zealand 1.5% Other 3.9%

TRADE THROUGHPUT (M. Rev. Tonnes) MAJOR TRADING COMMODITIES – 01/02 23.5 IMPORTS 03/04 02/03 22.7 Iron Ore 79.6% 03/04 22.1 Dolomite 3.7% Pig Iron 2.7% Limestone 2.7% NON COAL/GRAIN/STEEL TRADE Cement Clinker 2.0% í000 Rev. Tonne s Crude Fertilisers 1.6% 01/02 1272 Other 7.7% 02/03 949 MAJOR TRADING REGIONS* – 03/04 1092 IMPORTS 03/04 North America – West Coast 27.5% Japan Korea & East Russia 19.8% South America – East Coast 19.4% VESSEL VISITS (No.) Central America 15.3% 01/02 650 South-East Asia 6.1% 02/03 598 East Asia 3.5% Persian Gulf 2.1% 03/04 567 New Zealand 1.9% North America – East Coast 1.6% Other 2.8%

* Excludes Australia which accounts for 80% of all imports.

15 ENVIRONMENTAL PERFORMANCE

THE PORT’S ENVIRONMENT HAS NEVER BEEN BETTER. EACH YEAR WE COMMIT MORE RESOURCES AND SET OUR OWN STANDARDS HIGHER.

16 Biological settlement plates used to monitor the health of marine organisms in the Harbour. ENVIRONMENT

The Corporation’s ongoing focus on environmental Objectives performance was evident through all areas of the business > Promote the principles of ecologically in 2003/04. The leadership position that the Corporation has sustainable development in the management promoted in terms of sustainability principles has resulted in of Corporation activities. new and continuing initiatives that are delivering improvements across a range of indicators. > Ensure a safe and secure working Port. The innovative sustainability program being implemented Key Results 2003/04 by the Port Kembla Port Corporation has been recognised > Reduction in energy use but slight increase in by the Illawarra business community with the inaugural greenhouse gas emissions per employee against Sustainability: Corporate and Social Responsibility Award previous year. at the 2003 Illawarra Business Awards. > One staff environmental field day was conducted. The program of sustainability projects across the organisation > Supported university research project on the Port. ranged from the development of an accredited environmental > Continued support for Friends of Tom Thumb Lagoon system (EMS) through to the continued support of the Port and Port Kembla Harbour Environment Group. Kembla Harbour Environment Group. > Undertook monitoring for air, soil, water, sediment, An Environmental Audit was completed by URS Australia groundwater and biodiversity in the port. who found that the Corporation was compliant with relevant > No PKPC breaches of NSW EPA operating licences. state and federal environmental legislation. The Corporation > Completed documented emergency response plan. is currently developing an environmental management system > Response time standards maintained for harbour (EMS) designed to meet the ISO14001 standard. The EMS oil spills. will be built into the existing quality management system and should be completed next year. > Three minor in-port oil incidents successfully contained and remediated. The amount of work the Corporation has undertaken on environmental initiatives continues to increase. Work Major Projects undertaken in preparation of the Multi Purpose Berth > Commenced preparation of a Greenhouse Gas extension and the other port development projects also Reduction Plan. indicates the integration of environmental considerations > Commenced development of Environmental into port planning. Management System (ISO 14001). The Corporation recorded an increase in Greenhouse Gas > Staff assistance at Tom Thumb Lagoon. emissions compared to the previous year but was still below > Assisted University of Wollongong and University the emission levels of the 1995-96 benchmark year. Once of NSW Marine Centre in examining harbour biodiversity. again electricity consumption has continued to decrease > Commenced continuous water quality monitoring due to consolidation of staff into two buildings and power in the harbour. saving devices fitted to all lighting. Corporation energy consumption of 154kWh per square metre is well below > External Environmental audit completed. the national average of 270kWh per square metre. The > Asbestos register created for PKPC assets. preparation and commencement of the Greenhouse Gas > Groundwater monitoring system developed. Reduction Plan for the Corporation will enable targeted > Dredge spoil disposal permit application initiated. reductions in emissions in future years.

17 ENVIRONMENTAL PERFORMANCE CONTINUED

There were no breaches by the Corporation of the NSW EPA > WRAPP Policy – The Corporation’s Waste Reduction operating licence and the high standards for response time and Purchasing Policy (WRAPP) was updated and has and deployment for marine spills have been maintained. included new initiatives for materials recycling in PKPC’s Continual monitoring for port environmental incidents construction and maintenance program. complements the documented emergency response plans. > Sustainability Assessment Screen – The Corporation has developed a Sustainability Assessment Screen for We are working with others to better analysing new projects against economic, environmental the environment. Our partnerships and social parameters. This process is designed to assist are strong and built on open in decision-making and highlight key advantages and communication. disadvantages of major proposals. A review of environmental priorities was also undertaken The main environmental projects and initiatives underway during the year and importantly the results of the Community or undertaken in 2003/04 are outlined below: Survey show a clear alignment between the Corporation’s priorities regarding environmental risks (oil spills, introduced > Groundwater and Soil – Initial whole-of-port soil and marine pests, contaminated land, silt and sediment etc.) and groundwater analysis has been conducted to determine the importance placed on them by the community. the contamination status of non-leased area under PKPC management. The study indicated that no significant As a result of the review of priorities a number of projects environmental threat is posed from soil or groundwater have been identified for the coming period. Two of the contamination. The study also directed a course of significant projects relate to stormwater and introduced future monitoring to address the issue. marine pests:

> University of NSW Biological Study – The University > Review of Stormwater Impacts to the Harbour – of NSW extended its initial invertebrate study from examination of stormwater inlets into the harbour and 2002/03 to undertake a full scientific study analysing the an examination of (a) what pollutants are entering the potential impacts of the Multi Purpose Berth extension harbour and/or (b) what pollution control devices would on marine invertebrates in the port. be appropriate. > University of Wollongong Water Quality – The University > Marine Pests Monitoring Scheme – Introduced marine of Wollongong has installed two data-loggers to continuously pests are becoming a major economic issue for Australian record water quality during the duration of the MPB Ports. This project would devise a simple and effective extension project. It is the first time water quality data means of ensuring that the major marine pests which are has been continuously collected in the port. threats to Australian ports are monitored for presence > Sediment Studies – In the past year the Corporation in Port Kembla. has undertaken extensive studies examining the status of sediment within the port for the purposes of maintenance and capital works dredging. The research has provided TOTAL GREENHOUSE GAS EMISSIONS valuable information for assessing port development Measured as tonnes of carbon dioxide equivalent (t CO2-e) projects and environmental management practices. 95/96 00/01 01/02 02/03 03/04 Electricity Usage 304 299 333 287 279 Fuels 297* 323 347 279 319 Total (t CO2-e) 601 622 680 566 597

* Estimate

18 SOCIAL PERFORMANCE

PUBLIC AND STAFF SAFETY IS PARAMOUNT. THERE IS NO ROOM TO COMPROMISE WHEN IT COMES TO THE SAFETY OF OUR PEOPLE AND OUR COMMUNITY.

19 SOCIAL PERFORMANCE CONTINUED

PEOPLE

EMPLOYEE NUMBERS Objectives 01/02 42 > Optimise the application of employee resources for 02/03 46 the benefit of the Corporation and its employees. 03/04 46 > Provide for the safety health and welfare of our staff in the work place. LOST TIME INJURY Key Results 2003/04 Frequency Rate* 0 > Common Training conducted in Port Security, OHS 01/02 Hazard Awareness & Risk Management. 02/03 0 > Position specific training provided for staff within 03/04 40 agreed timeframes. * The number of lost time injuries per million hours worked > Staff goal alignment sessions conducted to timetable. > OHS Policy revised and updated. SICK LEAVE > Three LTI incidents (target is zero). (Days per employee) > Workplace inspections conducted to timetable. 01/02 3.2 > OHS Policy and Procedures Manual updated. 02/03 1.9 03/04 1.6 Significant Projects > Marine Pilot EBA completed. > Focus group meetings conducted with staff. > Staff Consultative Committee established as outcome A regular program of meetings with employees occurred of staff survey. throughout the year to convey performance against corporate > General Managers surveyed for staff training needs. goals, current challenges and new developments. These meetings were programmed on a monthly basis at Branch > Workshop for management arising from staff survey. level and bi-annually at an organisation wide level. Ensuring > OHS compliance and risk review completed. staff duties and performance were aligned to the Corporate > PKPC OHS Manual completed. goals was a key objective of the meetings.

An Employee Perception Survey conducted during the year Over the past year a focus on staff development, a safe sought employee views on a broad range of issues including working environment and fair workplace conditions have working conditions, management practices and organisation ensured positive outcomes for both the Corporation and culture. The survey results were used as the basis for focus its staff. New trade won for Port Kembla, new commercial group meetings with staff to discuss the findings and develop arrangements, cost control and staff driven sustainability actions. This initiative resulted in the formation of a Staff activities are examples of these outcomes. Consultative Committee to develop and implement workplace Throughout 2003/04 the Corporation’s staff have undertaken improvements that make the Corporation ”an even better training and development aligned to their duties and to health, place to work”. safety and security needs of the organisation. An average of sixty seven hours per employee was spent in staff development.

20 Corporation continues initiatives with local schools and the Port Kembla Surf Lifesaving Club.

COMMUNITY

During the year considerable time and effort has been assigned to Occupational Health and Safety compliance. Objectives OH&S policies and procedures have been reviewed and an > Increase the level of stakeholder satisfaction and OH&S Manual has been produced. Additionally, registers of support for the Port and Corporation. potential hazards have been developed and communicated > To be a socially and environmentally responsible to staff, contractors and site visitors. A total of seven injuries organisation within the community. were sustained this year of which three resulted in lost time. The Corporation also finalised procedures for managing and Key Results 2003/04 auditing contractors with respect to OH&S issues and the OH&S Committee continued to meet on a regular basis. > There was an increase in community awareness of the Port Corporation and its role. Another important project during the year was the negotiation > Positive local media profile of community activities and implementation of the Assistant Harbour Master/Duty was achieved. Pilot Enterprise Agreement. > Completed PKPC 2004 Community Calendar. Relatively low staff turnover, low absence rates and the > Presentations to targeted community stakeholder emphasis on team based performance are significant drivers groups completed. in achieving the Corporation’s objectives. The Corporation > Effective community sponsorships provided recruited and appointed a new General Manager Marine (see Statutory information). and Port Operations. > Progressed Port Kembla Heritage Park development. The Corporation also continued with a number of staff based initiatives including the Heartstrong Program and Significant Projects Flu Vaccinations. All Corporation employees were afforded > Published bimonthly “Your Port” feature in a medical check-up to give brief analysis of their heart community press. condition. The Heartstrong Program was for the identification > Production and distribution of stakeholder newsletter. of any warning signs of heart stress and was completely > Visits and presentations to 8 local schools. confidential. As per the previous year the Corporation also extended optional flu injections for staff. > Conducted local schools Calendar drawing competition. > Continued involvement in relevant community and There was no lost time in the Port Corporation due to environmental groups. industrial disputation during 2003/04. > Completed public port access plan. > Implementation of PKPC Community Investment Policy.

Since adopting a sustainability approach to business the Port Kembla Port Corporation’s community initiatives have fostered the objective of being a good corporate citizen within the Illawarra community. During 2003/04 the delivery of a number of important projects, continued community support and a commitment to effective communication have shown improvement in the key indicators in the Corporation’s Community Survey.

21 SOCIAL PERFORMANCE CONTINUED

Illawarra Business “Sustainability” Award.

The Corporation’s 2004 Community Survey showed that on the port, the role of the Port Corporation and the port’s community communication activities are raising awareness environment during the visits. The schools were supplied and profile for the Corporation and its activities. Some of the with copies of the calendars to distribute throughout their broad findings of the survey include: school communities.

> Awareness of communication strategies were outstanding Further initiatives and activities that reflect the Corporation’s – 50% aware of at least one activity; commitment to good corporate citizenship include: > Across the survey rises in perceived performance; > Beacon Foundation – The Corporation has become > Alignment between community concerns and PKPC a supporter of the Shellharbour Beacon Foundation priority on environmental risks; ‘No Dole’ Program at Oak Flats and Warilla High Schools. > Continued high level of support for port diversification The Corporation has supported a group of students who and development; obtained their ‘Green Card’ through completing a course > Recall of PKPC as port manager up by a third against on worksite health and safety. The Corporation also the 2002 Survey; supplied fashion safety glasses to the students involved. > The community recognises a greater importance in the > Tom Thumb Lagoon – A staff field day with tree plantings Port of Port Kembla to the region, especially in terms and water quality monitoring contributed to the continued of existing employment and creation of new jobs; and rehabilitation of the lagoon. The Corporation also made > Solid recognition of community sponsorships. water quality monitoring equipment available to the Friends of Tom Thumb Lagoon to allow them to undertake Enhancing our local community. Our testing of the waterway and tributaries. ongoing initiatives have generated > CAPSTRANS Study – The Corporation has become part positive results within the region. of a study conducted by the University of Wollongong Centre for Asia Pacific Social Transformation Studies (CAPSTRANS) and industry partners. The study is This effectiveness was also recognised by industry focusing on the impacts of ports on their surrounding and community peers with two accolades. The Corporation communities and will examine Port Kembla in conjunction was the recipient of the inaugural Sustainability: Corporate with ports in Vietnam, Bangladesh, Malaysia and India. and Social Responsibility Award at the 2003 Illawarra Business Awards. and was a finalist in the “Corporate > Staff Involvement Survey – The Corporation’s staff Good Citizen” Award at the 8th Annual Australian involvement survey has again shown that staff are making Shipping and Transport Awards. significant contributions for the benefit of the local community. The survey revealed an average of 60 hours The Corporation continued to be a significant financial and per employee in participating in activities that were in-kind contributor to the Port Kembla Heritage Park during for the benefit of the local community (e.g. community 2003/04. The Corporation also remained as the major committees, presentations, assisting researchers, supporter of the Port Kembla Surf Life Saving Club and fundraising etc). support for Port Kembla’s Junior Rugby League and Junior Cricket Clubs also continued during the year. In addition to project activities the Corporation provides technical input into many community based organisations. An innovative visit to schools program conducted throughout Some of the community groups in which staff provide in-kind the year by the Corporation has had an enthusiastic response support includes Port Kembla Harbour Environment Group, from eight primary schools in the port’s immediate catchment Port Kembla Heritage Park Inc., Friends of Tom Thumb area. The schools participated in a drawing competition Lagoon, and Australia’s Industry World Limited. designed to generate the pieces of art work to be featured in the 2004 Port Kembla Port Corporation’s Community calendar. Over 300 students contributed drawings based 22 CORPORATE GOVERNANCE STATEMENT

This statement outlines the Corporation’s Corporate Conflict of Interest Governance practices that were in place throughout the Directors are required to submit disclosures of pecuniary financial year. These practices are dealt with under the interests which are reviewed on a regular basis. In the event following headings: Board of Directors, Internal Control that a potential conflict of interest may arise, affected Framework, Ethical Standards, Environment, Risk Directors must withdraw from all deliberations concerning Management, Audit Committee, and Remuneration the matter. They are not permitted to exercise any influence Committee. over other Board members.

Board of Directors Remuneration The State Owned Corporations Amendment Act 1995 The State Owned Corporation’s Amendment Act 1995 provided for the appointment of between 3 and 7 Directors provides for the voting shareholders to determine the by the Governor on the recommendation of the voting remuneration of the Chairperson and Directors of State shareholders. The voting shareholders are presently Owned Corporations. the Hon M R Egan MLC, Treasurer, Minister for State Development and Vice President of the Executive Council, Performance Evaluation and the Hon J J Della Bosca MLC, Special Minister of State, Minister for Commerce, Minister for Industrial Relations, The Board conducts an annual review of its operations. Assistant Treasurer, and Minister for the Central Coast. In conducting this review the Board uses for assistance the following: There were 13 meetings of the Board during the year. > 1997 Auditor-General’s Executive Summary of Corporate The number of Board meetings attended by Directors Governance in Practice; was as follows: > KPMG’s Toolkit for the Company Director. ELIGIBLE TO ATTENDED ATTEND As a means for Directors to focus on special interest areas of the Corporation’s operation, the Board has established Bob Elvy, Chairman 13 13 a portfolio map that assigns each Director a specific area Robin Buckham,* Director 11 11 of the Corporation’s business. This allows the Directors Warren Greentree,** Director 6 6 to focus on topics of interest and to proactively provide Louise Meyrick,*** Director 13 13 support to management.

Rod Thompson, Staff Director 13 13 The Chairman meets with Directors individually to discuss and Philip McGavin,**** Managing Director 9 9 review the performance of the Board of Directors as a whole as well as Director’s individual performance. The Board also * Term expired 3 December 2003 and was re-appointed 17 March 2004. annually reviews the terms of reference and membership of ** Term expired 3 December 2003. *** Term expired 24 February 2004 and was re-appointed 17 March 2004. its Committees as part of its evaluation. **** Contract terminated 23 April 2004. Shareholders Through the Statement of Corporate Intent the Board and the voting shareholders agree each year on key performance The Board aims to ensure that the shareholders are informed targets for the Corporation. The Board is responsible for the of all major developments affecting the Corporation’s state overall Corporate Governance of the Corporation including of affairs. Information is communicated to shareholders its strategic direction, establishing goals for management and as follows: monitoring the achievement of these goals and conduct of > The Annual Report is distributed to the shareholders. operations. The Board delegates responsibility for executive The Board ensures that the Annual Report includes management of the Corporation to the Chief Executive Officer relevant information about the Corporation’s operations who has regard to matters reserved for the Board. during the year, changes in the state of affairs and details of future developments; The Board is responsible for the internal control framework and has developed a set of policies, procedures and practices > Quarterly reports which provide details of actual and which set criteria and enable the Board to monitor compliance forecast performance against the Corporation’s agreed with statutory, legal, stakeholder and best practice requirements. Statement of Corporate Intent (SCI); There are two committees of the Board, being the Audit > The Half-yearly Report contains summarised financial Committee and the Remuneration Committee. information and a review of the Corporation’s operations during the period; > Proposed major changes in the Corporation which may impact on agreed performance indicators are discussed with shareholders’ representatives; 23 CORPORATE GOVERNANCE STATEMENT CONTINUED

> Completion of an annual Statement of Corporate Intent. Environment This document covers, in financial and business terms, The Corporation aims to ensure the highest standard of a ten year horizon and sets out the Corporation’s environmental care is achieved. The Board of Directors and business strategy; and management ensure that the Corporation’s environmental > At the annual meeting with shareholders at which time policies are adhered to, and that the Corporation is aware the SCI is signed. of and complies with all relevant environmental legislation.

In addition to the above the Corporation’s Chief Executive Risk Management Officer maintains regular contact with the shareholders and The Board of Directors, through the Chief Executive Officer, their representatives. oversees a range of risk management strategies concerning worker safety, treasury functions, and asset and business Internal Control Framework risks. The Corporation has in place specific arrangements The Board acknowledges that it is responsible for the overall to identify risk areas, including: internal control framework, but recognises that no cost > Review by the Board of the Annual Budget; effective internal control system will preclude all errors and irregularities. To assist in discharging this responsibility, the > Guidelines, limits and controls for all financial exposures; Board uses Internal Auditors to ensure compliance with > A comprehensive annual insurance program; internal controls and has instigated the following: > Policies to ensure that capital expenditure and > Financial reporting – there is a comprehensive budgeting expenditure commitments above a certain limit system with an annual budget approved by the Directors. are authorised by the Board; Monthly results are reported against budget and revised > Occupational Health and Safety reviews of the workplace; forecasts for the year are prepared regularly. The > Regular Port safety and security inspections; Corporation reports to shareholders quarterly, half-yearly > Quarterly review of key business risks facing the and yearly; Corporation; > Functional speciality reporting – the Corporation has > Environmental Management Plan; identified a number of key areas which are subject to regular reporting to the Board, these being Debt and > A whole of business risk assessment; and Investment Management, Environmental, Legal, and > A questionnaire (issued quarterly) to all Directors and Occupational Health and Safety; senior management which seeks to identify any claims > Investment appraisal – the Corporation has clearly defined or potential claims against the Corporation. guidelines for capital expenditure. These include annual budgets, detailed appraisal and review procedures and Audit Committee Board delegated levels of authority; and The Audit Committee is comprised of between three and > Obtaining a detailed Management Representation letter five non executive Directors, with its Membership and Terms from senior management confirming the application and of Reference reviewed on an annual basis by the Board of appropriateness of the internal controls in use across Directors. Current Committee members were appointed the Corporation. on 29 March 2004. The role of the Committee is to advise on the establishment and maintenance of a framework of Ethical Standards internal control and appropriate ethical standards for the management of the Corporation. The Committee also gives The Board acknowledges the need for continued the Board of Directors additional assurance regarding the maintenance of the highest standards of Corporate quality and reliability of financial information prepared for Governance practice and ethical conduct by all Directors use by the Board in determining policies or for inclusion and employees of the Corporation. The Corporation’s Code in financial statements. There were four meetings of the of Conduct has been distributed throughout the organisation. Audit Committee during the year. The number of meetings All Directors, managers and employees are required to attended by members was as follows: act with the utmost integrity and objectivity, striving at all times to enhance the reputation and performance of the ELIGIBLE Corporation. The Corporation’s Code of Conduct also ATTENDED TO ATTEND provides guidance on how to resolve uncertainties and Warren Greentree*, Chairman 1 1 how to deal with suspected breaches by others. Louise Meyrick**, Chairman 3 3 Bob Elvy 4 4 Robin Buckham 4 4

* Term expired 3 December 2003. 24 ** Appointed to Audit Committee 29 March 2004. To assist the Audit Committee in carrying out its duties and Remuneration Committee functions it invites the Internal and External Auditors, the The Remuneration Committee is composed of all the Chief Executive Officer and Chief Financial Officer to all non executive Directors with its membership and Terms of its meetings to provide comment and explanation where of Reference reviewed on an annual basis by the Board required. The responsibilities of the Audit Committee include: of Directors. > Reviewing financial statements and other information The role of the Committee is to annually review the distributed externally and improving the quality of the performance and remuneration of the Chief Executive Officer accounting function; and senior managers, and to review as appropriate the terms > Monitoring the activities and reviewing the reports of and conditions of the Chief Executive Officer’s and senior both internal and external auditors to ensure audits are managers’ employment contracts with recommendations conducted in an effective manner and prompt remedial to the Portfolio Minister as required. action is taken by management where major deficiencies This evaluation is based on specific criteria, including the in controls or procedures are identified. The Committee Corporation’s financial performance, enhanced client services is also charged with ensuring that no management and achievement of long term strategic goals. The evaluation restriction is being placed upon the auditors; is taken into account in determining the Chief Executive > Monitoring the establishment of an appropriate internal Officer’s and senior manager’s remuneration. control framework and considering enhancements; There were six meetings of the Remuneration Committee reviewing reports on any major defalcations, frauds held during the year. The number of meetings attended by or thefts from the Corporation and ensuring that the members was as follows: Corporation’s Fraud Control Plan is adhered to; ELIGIBLE > Taking an active interest in ethical considerations ATTENDED TO ATTEND regarding the Corporation’s policies and practices; Bob Elvy, Chairman 6 6 > Approving the program of internal audit visits to be Warren Greentree* 2 2 conducted each financial year and the scope of the Robin Buckham 6 6 work to be performed; and Louise Meyrick 6 6 > Considering and discussing the external audit plan including the impact on the financial statements of any * Term expired 3 December 2003. proposed or actual changes in Corporation accounting policies; reviewing the fees proposed for the audit work; reviewing the results and findings of the audit, the draft financial statements and the audit report, to make the necessary recommendations to the Board for the approval of the financial statements, and reviewing the performance of the external auditors.

25 STATUTORY INFORMATION

FUNCTIONS AND OBJECTIVES > the facilitation and provision of appropriate port security measures and facilities; Principal Objectives > the management and maintenance of Corporation and The Port Kembla Port Corporation (PKPC) was established Ministerial assets, including land, berths and wetland areas; under the Ports Corporatisation and Waterways Management > the active facilitation of business growth in the Port Act1995 with the purpose to manage the Port of Port Kembla. by planning, marketing and promoting our services The principal objectives prescribed under this Act are: and facilities; a to be a successful business and to this end: > carry out activities in a commercial business manner; i to operate at least as efficiently as any comparable > lead, plan and facilitate the development of efficient, businesses, effective and reliable services in the Port; and ii to maximise the net worth of the State’s investment > provide corporate services to the above activities and in the Port Corporation, and ensure the business maintains sufficient financial and iii to exhibit a sense of social responsibility by having other resources to remain viable. regard to the interests of the community in which it There are no non-commercial activities undertaken by the operates and by endeavouring to accommodate Port Kembla Port Corporation. these when able to do so, b to promote and facilitate trade through its port facilities, Core Objectives and The objectives outlined below are from the latest Corporate c to ensure its port safety functions are carried out properly. Plan and are based on the organisation’s six Goals. They are:

Mission Economic Performance We will actively promote and facilitate port trade growth > To ensure that Port Kembla is the “Port of Choice” for and the provision of infrastructure and services, providing: targeted new and existing customers and investments. > commercial returns to shareholders; > To proactively facilitate the provision of appropriate port infrastructure and services for new and > competitive advantages to a wide range of customers existing customers. and port service operators; and > To continually enhance the shareholder and market > benefits to the community and environment. value of the Corporation.

Core Business Environmental Performance The Port Kembla Port Corporation is responsible for the > Develop a leadership role on environmental issues provision of port management at the Port of Port Kembla, related to the Port. including Port shipping management. The Corporation also provides a number of wharf and property assets to be used Social Performance for the purpose of unloading, loading and storing cargo > To ensure all personnel have the skills, knowledge moving through the Port. and motivation to achieve the Corporation’s goals The Port predominantly services the needs of regional and objectives. industry though potential customers for our facilities from > To be a socially and environmentally responsible other locations and businesses are being sought by the organisation within the community. Corporation. The nature and scope of the main activities of the Corporation are: Committees > provision of Port shipping management and safety Corporation officers participated in the following external services, including vessel movement scheduling, boards/committees: navigation services and channels; > Association of Australian Ports and Marine Authorities > provision of pilotage services; Council (Regional Port Rep.) – Jim Glasson > provision of unload and load facilities such as berths > Association of Australian Ports and Marine Authorities and equipment for private sector tenure or common use; Port Operations and Technical Group – Dennis Parsons > provision of onshore facilities such as land and access > Australia’s Industry World Limited (Director) to enable the movement and storage of cargo or the – Warwick Reader development of Port related industries; > Bulk Liquid Industry Association – Warwick Reader > Cram Foundation (Director) – Chris Townend > Illawarra & Monaro District Emergency Management Committees – Jim Robinson 26 > Illawarra Transport Team – Warwick Reader There are no female executive officers for the current and prior reporting years. > NSW Marine Pests Working Group – Chris Doyle > International Harbour Masters Association There is one executive officer on or above Senior Executive – Dennis Parsons Level 5 for the current and prior reporting years. > Port Kembla Harbour Environmental Group The contract of the Managing Director, Mr Philip McGavin, (Deputy Chairman) – Chris Doyle was terminated on 23 April 2004 by the Governor of NSW on > Port Kembla Heritage Park Inc. – Brian Ward, the recommendation of the Board under clause 6 of schedule Geoff Cornwall and Rod Thompson 9 of the State Owned Corporations Act 1989. > Port Kembla Port User Council – Jim Glasson On the recommendation of the Board, the Minister for > Related Port Industries Growth Group – Jim Glasson Transport Services temporarily appointed Mr Jim Glasson > Sea Freight Council of NSW Inc. – Warwick Reader as Acting Chief Executive Officer effective from 6 May 2004, > Transport NSW National Plan Technical Working Group pending the Board selecting a new Chief Executive Officer. – Jim Robinson Number of Executive Officers > University of Wollongong Commerce and Business Number of executive officers, including Acting Chief Chapter Alumni (Treasurer) – Brian Ward Executive Officer, with remuneration equal to or exceeding > University of Wollongong Oceans and Coastal Research equivalent of SES Level 1: Centre (Honorary Fellow) – Chris Doyle End of current reporting year 5 > University of Wollongong Faculty of Engineering Visiting End of previous reporting year 5 Committee – Philip McGavin Number of positions filled by women: > Wollongong, Eurobodalla & Bega Valley Local Emergency End of current reporting year 0 Management Committees – Jim Robinson End of previous reporting year 0 > Wollongong Regional Branch CPA Australia (Chair) – Brian Ward Executive Salary Reporting > Wollongong Unicentre Limited (Non-Executive Director) In reporting executive salaries, the following information – Brian Ward is provided for the year ended 30 June 2003.

Significant Committees Established/Abolished AT RISK SALARY RANGE PERFORMANCE There were no significant PKPC committees established BAND TOTAL POSITIONS INCENTIVE RANGE or abolished during the year. 1 1 $200,000 – $250,000 $25,000– $35,000 Chief and Senior Executive Officers 2 – $150,000 – $200,000 $15,000 – $20,000 Executive Service 3 2 $125,000 – $150,000 $12,500– $15,000 There is one Chief Executive Officer, namely the Acting 4 2 $100,000 – $125,000 $10,000– $12,500 Chief Executive Officer who is on a four month appointment. A search is currently underway to secure the services of a permanent Chief Executive Officer.

PRINCIPAL OFFICERS TITLE NAME QUALIFICATION

Managing Director (part year) Philip McGavin BE (Hons), FIE Aust, FAICD, CPEng

Acting Chief Executive Officer (part year) Jim Glasson BUrb & Reg Plng (Hons)

Chief Financial Officer & Corporate Secretary Brian Ward BBus, MBA, CPA, GAICD

General Manager Marketing & Strategic Development Warwick Reader BSc (Hons), M Urb Plng

General Manager Commercial & Engineering Andrew Dunne B Eng (Civil)

General Manager Marine & Port Operations (commenced 2/2/04) Dennis Parsons Master Mariner, Grad Dip Maritime Bus

General Manager Marine & Port Operations Bill Hoogendoorn Master Mariner, Grad Dip Bus (Shipping), (finished 21/1/04) Grad Dip Bus (Port & Terminal Management)

27 STATUTORY INFORMATION CONTINUED

Customer Service > Commercial and financial services include commercial Guarantee of Service and property services to existing and potential customers The Port Kembla Port Corporation Customer Service Guide within given time frames and payment of creditors lists the level of service in its operations. The main areas of remains within credit terms. The Port Corporation is a service include: member of the Port User Council, a body representing all the facility operators and service providers in the Port. > The management of shipping operations, for which Regular meetings are used to discuss various service the Port Corporation has ISO 9002 quality certification, delivery standards associated with the Port as a whole requires 24 hour pilotage service, emergency response, including the Port Corporation’s services. ship scheduling and provision of shipping information. The Quality System also includes, under a Port Safety Consumer Response Operating Licence, performance standards for the A small number of complaints were received during maintenance of criteria set against Channels, Berths 2003/04 regarding operational issues within the Port. and Depths, Handling Dangerous Goods, Emergency These complaints related to ship delays and cargo storage Response, Navigation Aids, Pilotage Service, Pilotage allocation at the Multi Purpose Berth. The issues were Exemptions and Port Communications. These functions addressed with the relevant parties at the time and were are audited by Lloyd Register on a regular basis to ensure reviewed to ensure equitable outcomes for all concerned. compliance with the performance criteria set by the Minister for Transport Services. Full ISPS compliance for Exemptions from the Reporting Provisions the security regulated Port of Port Kembla as well as the As a Statutory Corporation in competition the Port Kembla Multi Purpose Berth facility. Compliance was achieved Port Corporation is exempt from some areas of the Annual before 30 June 2004. Reports (Statutory Bodies) Act 1984 and Regulation 1995 > Engineering services include response to requests for (ARSBA & ARSBR), the Public Finance and Audit Act 1983 assistance and information. The response time for Urgent (PF&AA) and Public Finance & Audit (General) Regulation Advices this year was under one day, which more than 1995 (PF&AGR) (refer Table below). met our maximum performance indicator target of 2 days.

The following matters are exempt but require reporting in a summarised form:

Preparation of manufacturing and trading statements S.41B(c) PF&AA Income/expenditure on a program or activity basis S.1 P.1 Cl.13 PF&AGR Summary Review of Operations S.7 ARSBA & Sc.1 ARSBR Management activities Schedule 1 ARSBR Consultants Schedule1 ARSBR Consumer response Schedule 1 ARSBR Risk management Schedule 1 ARSBR Human Resources (overseas visits only) Schedule 1 ARSBR Controlled entities (PKPC has none) Schedule 1 ARSBR Financial statements of controlled entities Schedule 1 ARSBR

The following matters are exempt:

Amounts set aside for provision for known commitments S.1 P.1 Cl.4 PF&AGR Amounts appropriated for repayment of loans etc. S.1 P.1 Cl.6 PF&AGR Excess of non-current assets value over replacement costs S.1 P.3 Cl.13 PF&AGR Budgets – outline and details S.7 ARSBA & Cl.6 ARSBR Research and Development Schedule 1 ARSBR Land Disposal Schedule 1 ARSBR Payment of Accounts including time Schedule 1 ARSBR Significant judicial decisions Schedule 1 ARSBR Investment Management Performance Cl.12 ARSBR Liability Management Performance Cl.13 ARSBR 28 Staff > Promote the use of the Merit Selection Techniques Employee Assistance Scheme Refresher training accessible through the Government’s The Corporation again funded the provision of an web site. independent, professional and confidential counselling > Staff Consultative Committee to continue to address service for all employees and their families. The use of workplace equity issues. these services was promoted through staff meetings > Develop new methods for delivering EEO training and one-on-one discussions. and information.

Occupational Health and Safety Status Report on Ethnic Affairs Priority Statement There were three lost time injuries sustained in the 2003/04 Given that the Corporation employs relatively few staff and reporting period. There were no work related illnesses or does not provide direct services to the community our ethnic prosecutions under the Occupational Health & Safety Act affairs responsibilities are limited. However, the Corporation during the year in review. The OH&S Committee continued its does support the principles of cultural diversity. Practices meetings on a regular basis to review safety performance and adopted in the past year that confirm this support include: identify opportunities for the promotion and improvement of safe working practices. Regular workplace inspections were > Merit based recruitment practices; conducted to identify and eliminate hazards. > Provision of an Employee Assistance Program, which includes interpreter services; All staff have been informed of the process of risk > Working arrangements that accommodate cultural assessment and encouraged to participate in hazard and religious differences; identification and elimination. > Incorporation of non-discriminatory clauses in Equal Employment Opportunity agreements; and Statements supporting the EEO Principles can be found > A commitment of land, buildings and financial resources in the Corporate Plan, Code of Conduct and Enterprise to the creation of the Port Kembla Heritage Park to Agreements. These documents are freely available to all staff. commemorate local history and targeting the cultural Mechanisms are also in place to ensure timely, effective and diversity of the local community. confidential resolution of workplace grievances. Throughout the 2004/05 year it is relevant and appropriate Major EEO Outcomes Achieved 2003/04 that the Corporation continues to support cultural diversity > The negotiation of Enterprise Agreements ensured and thereby retain the practices adopted in 2003/04. that EEO provisions were retained. Additionally stronger links will be established with educational > Merit principles continue to be applied in recruitment, institutions and community groups to build lasting and selection, evaluation and development opportunities. mutually beneficial relationships. > The Corporation was represented at the small Disability Plan agencies workshop and planning session conducted The Corporation regularly reviews its administrative and by the Office of the Director of Equal Opportunity in operational facilities to ensure they satisfy current and Public Employment. anticipated needs of employees and customers with > Fair practices and behaviours are promulgated in the disabilities. Wherever possible the Corporation seeks to development of policy and procedures. accommodate the special needs of persons with disabilities. In the past year examples include: Major Outcomes to be Achieved 2004/05 > As an adjunct to our social performance objective, ensure > Return to work programs for employees injured away from the Corporation is promoted as a responsible corporate the workplace, and citizen in its dealings with staff, customers and local > Awarding a contract for services to an organisation communities. employing people with disabilities. > Assist racial, ethnic and other religious minority groups Social Programs in local communities to be recognised and play an active There were no Social Programs funded by the Corporation role in local cultural affairs. during the year. > Triple Bottom Line reporting will ensure the Corporation maintains a focus on people and community issues Action Plan for Women whereby principles of fairness and equity will prevail. This whole of government strategy seeks to improve > Merit based selection procedure to include the position of women in seven key areas: employment, Personality Assessment. education and training, violence against women, health and quality of life, microeconomic reform, transport, and the overall position of women in the community. 29 STATUTORY INFORMATION CONTINUED

The Corporation supports the integration of needs and Competitive quotes are then sought from these companies concerns of women into their everyday work. Principles for contract works. Public tenders are called for works greater of merit and respect are embodied in the PKPC Code than $50,000 in value. of Conduct, Enterprise Agreement and Corporate Plan. A number of period contracts are also called on a two or Representation of women on selection committees, three yearly basis. These include an electrical maintenance evaluation panels, occupational health and safety committee, contract for the Port, hydrographic survey, port security project teams and negotiating groups raises the awareness of services, breakwater maintenance, berth cathodic protection, employment rights and issues for women. Access to training port-wide landscaping maintenance contract and a cleaning and development opportunities, aligned to individual and contract for Corporation premises. Other contracts are let workplace needs, is available through Corporation funded following competitive tendering. internal and external programs. Legislation Flexible work arrangements have been negotiated to allow an appropriate balance between work and family obligations. During 2003/04 the Port Kembla Port Corporation operated The Corporation adheres to the principle of equal pay for under a range of legislation including: equal work. > Navigation Act 1901 > Maritime Services Act 1935 Code of Conduct The Code of Conduct and Fraud Prevention Strategy remain > Marine Pilotage Licensing Act 1971 unchanged from last year. > Marine Pollution Act 1987 > State Owned Corporations Act 1989 Overseas Visits > Marine (Boating Safety – Alcohol and Drugs) Act 1991 There were 2 overseas visits during 2003/04. > Ports Corporatisation and Waterways Management Maritime Simulator Training, Port Kelang, Malaysia for Act 1995 Captain Buckthought (29/2/04 – 6/3/04) and > Dangerous Goods Regulations 1978 Captain Myles (5/10/03 – 11/10/03). > Commercial Vessels Act 1979 > Protection of the Environment Operations Act 1997 Consultants > Maritime Transport Security Act & Regulations 2003 Total spent on consultants by the Corporation for the 2003/04 financial year was $388,000. The classifications and nature of The Marine Safety Act 1998 is partially proclaimed. When this expenditure is as follows: fully proclaimed it will repeal and replace the Navigation Act, Maritime Services Act, Marine Pilotage Licensing Act, > Finance and accounting/tax – $53,000 Commercial Vessels Act and the Marine (Boating Safety – (review of capital structure) Alcohol and Drugs) Act and all regulations under those Acts. > Management Services – $28,000 (marketing and economic studies) Legal Matters > Environmental – $7,000 Legal Changes (environmental advice) The following changes to legislation occurred during the year: > Engineering – $300,000 > Marine (Safety Equipment) Regulations – amendments (port development) relating to life jacket use. Factors Affecting Achievement of > Marine Pilotage Licensing Regulations Operational Objectives > amendments made to replace “Government Health There were no unforeseen factors during the year that Officer” with “HealthQuest” for certification of physical impacted upon the achievement of the Port Kembla Port fitness of pilots. Corporation fundamental operational objectives. > Marine Safety Act 1998 – issues relating to appointing the Independent Transport Safety and Reliability Regulator Contract and Market Testing (ITSRR) and other matters. The Corporation has in place a policy for the engagement of > Marine Pollution Regulation 2001 – minor amendments. contractors. A list of pre-registered contractors for various types of work is created every two years via a public Expression of Interest.

30 Subordinate Legislation Act timeframe. Inquiries for access to documents under the There were no departures from obligations under the Act may be made to: Subordinate Legislation Act. FOI Officer Port Kembla Port Corporation Funds Granted to Non-Government PO Box 89 Port Kembla NSW 2505 Community Organisations The Port Kembla Port Corporation provided grants to Waste Reduction and Purchasing non-government community organisations during the year. The Port Corporation has a Waste Reduction and Purchasing These were: Policy in line with Government requirements. Progress has been made in the following areas: COMMUNITY GROUPS Reducing the generation of waste: Illawarra Business Chamber Event Sponsorship $ 5,000 > The increasing use of electronic information for internal South Coast Labour Council Anniversary Dinner $ 1,000 work requests, memos, engineering plans and diagrams, Aboriginal Elders Conference Sponsorship $ 350 property and lease management has reduced the need Port Kembla Harbour Environment Group $ 1,000 for paper copies and toner cartridge use.

Port Kembla Junior Rugby League Club $ 500 Resource recovery: Port Kembla Cricket Club Juniors $ 500 > All toner cartridges and clean paper are recycled. Shellharbour City Beacon Foundation $ 200 > Port demolition material is reused for landscaping, Port Kembla Mission to Seafarers $ 200 maintenance and traffic barriers. University of Wollongong Environmental Science Program $ 1,500 > Gardening and landscaping waste is recycled onto landscaped areas. Lifeline $ 500 > The Port Corporation provided bins for collection Port Kembla Blue Nursing Service $ 500 purposes throughout its workplace for Mixed Paper Port Kembla Heritage Park Inc. $45,000 Only and Non-Recyclable Waste. Total $56,250 > Other materials recycled included motor oils, small amount of scrap metal, and batteries. Publications Use of recycled material: General Publications > The Corporation has supported the start up of a small The following publications were made available to customers business that provides recycled timber dunnage to ships. and to the general public during the year. All publications This business reused approximately 1,800 cubic metres were free of charge. of waste timber, the equivalent of 360 trees. > Port Kembla Port Corporation Annual Report 2002/03 > Approximately 25% of toner cartridges used are of a recycled type. > Port Kembla Port Guide and Tide Tables 2004 Use of recycled paper for printers and photocopiers. > ‘Your Port’ community newsletters > > ‘Harbourline’ stakeholder newsletters Disclosure of Controlled Entities > Port Kembla – Port Facilities guide There are no controlled entities. > PKPC Community & School 2004 Calendar > Port Kembla – Port Security Arrangements flier Assets Major Acquisitions The total external cost of producing the 2003/04 Except for items outlined in the Capital Program there have Annual Report is $20,000. been no other major assets acquired by the Corporation during the 2003/04 financial year. The Annual Report is also available on the Corporation’s internet site at www.kemblaport.com.au/News_184.htm Electronic Service Delivery The NSW Government made a commitment for all appropriate Freedom of Information government services to be available electronically via the One request for information was received during the 2003/04 Internet by 31 December 2001. The Corporation continues to year under the Freedom of Information Act 1989. The request review its services to determine which ones may be delivered was granted in full and provided within the legislative in a cost effective manner via the Internet.

31 INDEX

A Action Plan for Women 29 Audit Committee 24

B Board of Directors 06, 23 Business Growth 09

C Capital 12 Chairman’s Report 03 Committees 26, 27 Community 05, 21, 22 Consultants 30 Core Business 26 Customer Service 28 Customers 10

D Disability Plan 29

E Environmental Performance 17 Front cover of the 2004 Community Calendar. Equal Employment Opportunity 29 Ethnic Affairs 29 Exemptions 28

F Financial performance 11 Freedom of Information 31

I Infrastructure 12

L Legal Matters 30 Legislation 30

M Mission 26

O Objectives 26 Occupational Health & Safety 29 Overseas Visits 30

P People 20 Publications 31

R Recycling 18, 31 Remuneration Committee 25 Risk Management 24

S Senior Executive Officers 27 Social Programs 29 Sponsorships & Grants 31

T Training 20

W Waste Reduction 18, 31

32 Designed and produced by Versa 02 9438 1711 PORT KEMBLA PORT CORPORATION Cnr Military & Darcy Roads PO Box 89 Port Kembla NSW 2505 Australia Telephone (61 2) 4275 0100 Facsimile (61 2) 4274 0643

Internet www.kemblaport.com.au Email [email protected]

BUSINESS AND SERVICE TIMES Office – 8:30am to 5:00pm, Monday to Friday Vessel Traffic Centre and Port – 24 hours a day, every day of the year.