DOCSLIB.ORG

Victorian Ports Corporation (Melbourne) Annual Report 2018-19

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Victorian Ports Corporation (Melbourne) Annual Report 2018-19 Victorian Ports Corporation (Melbourne) Street address Level 5, 530 Collins Street Melbourne Victoria 3000 Australia Postal address GPO Box 261 Melbourne VIC 3001 Australia Tel: +61 3 8347 8300 Fax: +61 3 8347 8301 www.vicports.vic.gov.au Annual Report Ports Corporation (Melbourne) 2018-19 Victorian Department of Transport Authorised by the Victorian Government. This publication is produced by Victorian Ports Corporation (Melbourne). Proudly designed and produced by abCreative productions www.abCreative.com Printed on 100% recycled paper. ANNUAL REPORT 2018-19 Responsible Body’s declaration The Hon. Melissa Horne MP Minister for Ports and Freight 1 Spring Street Melbourne Victoria 3000 The Hon. Tim Pallas MP Treasurer 1 Treasury Place East Melbourne Victoria 3002 Dear Ministers, Victorian Ports Corporation (Melbourne) 2018-19 Annual Report I have much pleasure in submitting to you the Annual Report of Victorian Ports Corporation (Melbourne) for the period 1 July 2018 to 30 June 2019, in accordance with the provisions of the Transport Integration Act 2010 (Vic) and the Financial Management Act 1994 (Vic). Yours sincerely, James Cain Chairman 28 August 2019 Victorian Ports Corporation (Melbourne) 2018-19 Annual Report 1 2 Victorian Ports Corporation (Melbourne) 2018-19 Annual Report Contents Responsible Body’s declaration 1 Section 1: Year in review 5 From the Chairman 6 From the Chief Executive Officer 7 Mission, vision and values 8 An overview of VPCM 9 Manner of establishment 9 Purpose and responsibilities 9 Functions, objects and powers 10 Significant legislative changes 11 Ministerial Direction 11 Operations review 12 Financial information summary 17 Section 2: Governance and organisational structure 21 Corporate governance 22 Directors 23 Board and Committee meetings 25 Organisational structure 26 Executive Management Team 27 OH&S and employment principles 28 Section 3: Workforce data 31 Our people 32 Public sector values and employment principles 32 Comparative workforce data 32 Section 4: Other disclosures 35 Local Jobs First 36 Disclosure of government advertising expenditure 36 Consultancy expenditure 37 Information and Communication Technology expenditure 37 Disclosure of major contracts 38 Freedom of Information 38 Compliance with building and maintenance provisions of the Building Act 1993 (Vic) 39 Competitive Neutrality Policy 39 Compliance with the Protected Disclosure Act 2012 (Vic) 39 Statement of availability of other information 40 Attestation for financial management compliance with Ministerial Standing Direction 5.1.4 41 Section 5: Financial statements 43 Section 6: Appendices 105 A - Disclosure index 106 B - Statement of Corporate Intent 108 Victorian Ports Corporation (Melbourne) 2018-19 Annual Report 3 4 Victorian Ports Corporation (Melbourne) 2018-19 Annual Report Section 1: Year in review Victorian Ports Corporation (Melbourne) 2018-19 Annual Report 5 From the Chairman The international and coastal trade through the port that planning, extensive community consultation is vital to the Victorian economy. Victorian Ports was undertaken to ensure the local community’s Corporation Melbourne (VPCM) is responsible needs and expectations are clearly understood. for providing safe, efficient access to the ports of Melbourne and Geelong, and ensuring these I would like to thank my fellow Board members for gateways for cargo and passengers are open for their contribution over the year. On behalf of the business every day. We are also responsible for the Board, I thank the Chief Executive Officer, Rachel operation of Victoria’s premier passenger terminal Johnson, and the management and staff of VPCM at Station Pier. for their hard work and dedication through another very busy year. Consistent with previous years we find ourselves operating in a changing and increasingly The challenges and opportunities for VPCM exist demanding environment. The global shipping fleet in a complex environment. Looking ahead we are is continuing to change with larger vessels calling at committed to continuing to plan for sustainable Australian ports. At the same time the demand from growth and work cooperatively with our customers, the cruise industry and in particular the appeal of partners and the community to support the Melbourne as a cruise destination has also grown. important contribution the port makes to Victoria. The strength of the Victorian economy and growth in population throughout Melbourne reinforces the need for the port to understand and respond to community expectations. Our focus is to ensure that the management of vital port infrastructure continues to meet the needs James Cain of customers, stakeholders and the Victorian Chairman community into the future and I am pleased to report that over the 2018-19 year there have again been significant achievements. VPCM is introducing newer, improved technology to enhance the safety of vessel navigation and management. Last year, the leading edge version of the dynamic under keel clearance system was commissioned to assist safe access to Port Phillip Bay and the port of Melbourne while the project to install a new Vessel Traffic Services system for improved vessel management and safety in port waters continued. The successful trials for accommodating larger container vessels at Webb Dock and Swanson Dock are continuing. They involve using innovative operating procedures which are made possible through close cooperation between VPCM, Port of Melbourne, the marine pilots, towage companies and the shipping lines. In terms of infrastructure needs, we have continued our planning for capital works at Station Pier to accommodate the growing cruise industry as well as the daily ferry service to Tasmania. As part of 6 Victorian Ports Corporation (Melbourne) 2018-19 Annual Report From the Chief Executive Officer The year 2018-19 saw both consolidation and We continued our support for the wellbeing of preparation for a coming growth phase for the the marine environment in Port Phillip Bay by organisation. once again donating to The Nature Conservancy, assisting with its program of re-establishing The growing international cruise ship and domestic shellfish reefs in the bay. ferry industries are central to our planning for Station Pier. It is vital that we can meet the I thank the Chairman and Board of Directors for future needs of these customers by delivering their work in providing direction and support during sustainable growth at the same time as meeting the the year and setting the path for VPCM. I also expectations of the local community. want to thank the Executive Management Team and the staff for their commitment and work during As part of our continued planning for improved another busy year and express my appreciation for infrastructure and operational solutions at the pier everything we achieved together in 2018-19. we consulted widely with industry and the local community to determine their needs and views. To complement our consultation with the cruise lines we undertook a survey of cruise passengers to help us understand their experience at Station Pier and the surrounding area. Rachel Johnson Input from all these groups helped inform our Chief Executive Officer business case for development; this was submitted to the Victorian Government for consideration as the development phase approaches. Asset management is key to our provision of facilities and services, now and in the future, and we have strengthened our management processes in this area. As part of our asset management, between cruise seasons we continued our maintenance program on the Station Pier structure and both of its terminal buildings. Our project to install an upgraded Vessel Traffic Services system will ensure we can meet the future marine and navigation needs of shipping lines and the port of Melbourne while delivering enhanced safety, productivity and efficiency. As part of our commitment to provide a safe workplace for our staff, contractors and visitors we have revised our drug and alcohol policy to require everyone to be drug and alcohol free in our offices and at our work sites. I want to give credit to all our staff for the way they have embraced the new zero tolerance level and participated in the random testing. Victorian Ports Corporation (Melbourne) 2018-19 Annual Report 7 Mission, vision and values Our mission We contribute to the enhancement of the economic and social prosperity for the people of Victoria by providing vital infrastructure and services for trade and tourism. We do this by: • ensuring safe and efficient navigation of vessels • providing essential connectivity to Tasmania • realising Victorian trade and tourism opportunities for seaborne passengers and freight. Our vision We will be recognised for providing Victoria’s premier gateways for trade and tourism. Our values • Safety - we lead the way in the provision of safe navigation and services. • Innovation - we deliver excellence in sustainable and practical solutions. • People - we support, respect, and challenge each other – we value diversity. • Customers and communities - we put our customers and communities at the centre of everything we do. • Integrity - always. 8 Victorian Ports Corporation (Melbourne) 2018-19 Annual Report An overview of VPCM As a result of a Machinery-of-Government change Tourism gateway effective on 1 January 2019, the Department of VPCM manages Station Pier as Victoria’s Economic Development, Jobs, Transport and premier cruise shipping gateway. The pier also Resources (DEDJTR) became the Department
Load more

Recommended publications
  • Independent Review of the Victorian Ports System: Discussion Paper
    Independent review of the Victorian Ports System DISCUSSION PAPER JULY 2020 Department of Transport Authorised by the Victorian Government, Melbourne 1 Spring Street Melbourne Victoria 3000 Telephone (03) 9655 6666 Designed and published by the Department of Transport ISBN 978-0-7311-9179-6 Contact us if you need this information in an accessible format such as large print or audio, please telephone (03) 9655 6666 or email [email protected] © Copyright State of Victoria Department of Transport Except for any logos, emblems, trademarks, artwork and photography this document is made available under the terms of the Creative Commons Attribution 3.0 Australia licence Contents Minister's Foreword 4 6. Safe operation of the port system 40 Preface 5 6.1. Introduction 40 Abbreviations 6 6.2. Issues and options 42 1. Introduction 7 6.2.1. Harbour Masters 42 1.1. The purpose of the review 7 6.2.2. Pilotage 43 1.2. The review approach 7 6.2.3. Towage 46 1.3. Review process and timing 8 6.2.4. Safety and Environment 47 Management Plans 2. The Victorian Ports System 10 6.2.5. A port safety licensing system 49 2.1. The recent evolution of the system 10 7. Port strategic planning 53 2.2. The system today 12 7.1. Introduction 53 2.2.1. Commercial ports 14 7.2. Issues and options 54 2.2.2. Local ports 15 7.2.1. Port Development Strategies 54 3. A Vision for the Victorian Ports 19 System 7.2.2. A Victorian ports strategy 55 3.1.
    [Show full text]
  • Australian Historic Theme: Producers
    Stockyard Creek, engraving, J MacFarlane. La Trobe Picture Collection, State Library of Victoria. Gold discoveries in the early 1870s stimulated the development of Foster, initially known as Stockyard Creek. Before the railway reached Foster in 1892, water transport was the most reliable method of moving goods into and out of the region. 4. Moving goods and cargo Providing transport networks for settlers on the land Access to transport for their produce is essential to primary Australian Historic Theme: producers. But the rapid population development of Victoria in the nineteenth century, particularly during the 1850s meant 3.8. Moving Goods and that infrastructure such as good all-weather roads, bridges and railway lines were often inadequate. Even as major roads People were constructed, they were often fi nanced by tolls, adding fi nancial burden to farmers attempting to convey their produce In the second half of the nineteenth century a great deal of to market. It is little wonder that during the 1850s, for instance, money and government effort was spent developing port and when a rapidly growing population provided a market for grain, harbour infrastructure. To a large extent, this development was fruit and vegetables, most of these products were grown linked to efforts to stimulate the economic development of the near the major centres of population, such as near the major colony by assisting the growth of agriculture and settlement goldfi elds or close to Melbourne and Geelong. Farmers with on the land. Port and harbour development was also linked access to water transport had an edge over those without it.
    [Show full text]
  • Victoria Harbour Docklands Conservation Management
    VICTORIA HARBOUR DOCKLANDS CONSERVATION MANAGEMENT PLAN VICTORIA HARBOUR DOCKLANDS Conservation Management Plan Prepared for Places Victoria & City of Melbourne June 2012 TABLE OF CONTENTS LIST OF FIGURES v ACKNOWLEDGEMENTS xi PROJECT TEAM xii 1.0 INTRODUCTION 1 1.1 Background and brief 1 1.2 Melbourne Docklands 1 1.3 Master planning & development 2 1.4 Heritage status 2 1.5 Location 2 1.6 Methodology 2 1.7 Report content 4 1.7.1 Management and development 4 1.7.2 Background and contextual history 4 1.7.3 Physical survey and analysis 4 1.7.4 Heritage significance 4 1.7.5 Conservation policy and strategy 5 1.8 Sources 5 1.9 Historic images and documents 5 2.0 MANAGEMENT 7 2.1 Introduction 7 2.2 Management responsibilities 7 2.2.1 Management history 7 2.2.2 Current management arrangements 7 2.3 Heritage controls 10 2.3.1 Victorian Heritage Register 10 2.3.2 Victorian Heritage Inventory 10 2.3.3 Melbourne Planning Scheme 12 2.3.4 National Trust of Australia (Victoria) 12 2.4 Heritage approvals & statutory obligations 12 2.4.1 Where permits are required 12 2.4.2 Permit exemptions and minor works 12 2.4.3 Heritage Victoria permit process and requirements 13 2.4.4 Heritage impacts 14 2.4.5 Project planning and timing 14 2.4.6 Appeals 15 LOVELL CHEN i 3.0 HISTORY 17 3.1 Introduction 17 3.2 Pre-contact history 17 3.3 Early European occupation 17 3.4 Early Melbourne shipping and port activity 18 3.5 Railways development and expansion 20 3.6 Victoria Dock 21 3.6.1 Planning the dock 21 3.6.2 Constructing the dock 22 3.6.3 West Melbourne Dock opens
    [Show full text]
  • Sustainability Report Based on Financial Year 2020 Contents
    Sustainability Report Based on Financial Year 2020 Contents About this Report Message from the CEO 3 This is Port of Melbourne’s second About Port of Melbourne 4 Sustainability Report and has been prepared in accordance with the Global Reporting Initiative (GRI) Contributing to the Economy 8 Standards: ‘Core option’. This Report outlines our performance for Financial Our FY20 Sustainability Highlights 10 Year (FY) 2020, across the environmental, social, economic, and governance systems that Port of Melbourne is responsible for. Sustainability at Port of Melbourne 12 Following the publication of our first Sustainability Report in 2019, we reviewed our approach to strengthen transparency and achieve industry Our Stakeholder Community 22 alignment. Changes made include: • reporting year: Financial Year 2020 (as opposed to calendar year); Our Workplace 30 • applying Global Reporting Initiative (GRI) Standards; and • conducting a Stakeholder Materiality Assessment Our Environmental Responsibilities 37 to help guide our approach to sustainability decision-making and inform our Sustainability Strategy, supporting Framework and Policy Our Investment in Infrastructure 46 which is currently being developed. Governance 48 Reporting Boundary Our reporting boundary includes Port of Melbourne’s corporate office, located in Appendix 50 Melbourne’s Docklands District, and other Port of Melbourne-controlled external sites, assets and activities. These include our Short Road Glossary 51 maintenance facility, Port Education Centre, common user facilities, hydrographic surveying vessel, pool cars, and staff operations. It does GRI Content Analysis 52 not include our regional offices based in New South Wales or Tasmania. Electricity and water data relate to our office and Port of Melbourne- controlled external sites.
    [Show full text]
  • Australia's Largest Container Port
    Australia’s largest container port Port Development Strategy 2050 The Port of Melbourne has released its 30-year Port Development Strategy 2050 (2050 PDS) for consultation; A roadmap for the future development of the Port. The 2050 PDS outlines ten key projects that will improve capacity at the Port and respond to the needs of a growing Victoria. A key part of the 2050 PDS is a transformative rail project to improve landside transport connections for industry. The 2050 PDS provides a framework for the next thirty years, yet it is also flexible to respond to industry trends and innovation and our evolving city. We welcome your feedback on the 2050 PDS. Fast facts: The Port Development Strategy 2050 has been developed in consultation with industry, key stakeholders Port of Melbourne is one of Australia’s most important infrastructure and the community, with 190 stakeholders participating in the development of the 2050 PDS. assets, and contributes $6 billion to the Victorian economy. • Victoria’s economic and population growth means more demand We are committed to working closely with industry, governments and the community to develop the Port for every day goods to support our daily lives in an environmentally, socially and commercially sustainable manner. • Container trade is forecast to grow 3.5% per annum year on year To download your copy, go to PortofMelbourne.com/facilities-development/port-development-strategy/ • Changing vessel size means existing facilities will need modifications and upgrade to accommodate longer and The closing date for comments is December 6 2019. wider vessels • Investment in rail is essential to improve landside connections • Moving containers by rail will help get trucks off local roads, particularly in the inner-west of Melbourne • Infrastructure projects can have long lead times.
    [Show full text]
  • Advice on Securing Victoria's Ports Capacity
    ADVICE ON SECURING VICTORIA’S PORTS CAPACITY Contents EXECUTIVE SUMMARY 4 LIST OF FIGURES 6 LIST OF TABLES 7 Glossary and abbreviations 8 OUR TERMS OF REFERENCE 11 OUR ADVICE 12 RECOMMENDATIONS 13 A CONSULTATIVE APPROACH 24 Consultation snapshot 25 Overview of consultation activities 26 Key themes of feedback on the evidence base 28 How consultation on the evidence base influenced our work 29 CHOOSING A NEW PORT 30 The importance of an efficient international port 33 Port capacity factors 36 Victorian commercial ports today 37 DEVELOPING OUR ADVICE 38 EVIDENCE FOR FUTURE DEMAND, CHANNEL CAPACITY AND SHIP SIZES 41 Demand forecasts 42 Channel capacity, including Port Phillip Heads 46 Changing ship sizes 54 WHEN A SECOND PORT WILL BE REQUIRED 67 Port of Melbourne supply chains 67 Port of Melbourne road and rail links beyond the port gate 73 Opportunities to expand capacity at the Port of Melbourne 78 Maximum effective capacity of the Port of Melbourne 88 Environmental and social considerations 90 Calculating the least economic cost 95 Likely development pathways for the Port of Melbourne 98 The interaction between the Port of Melbourne and the Government 105 WHERE A SECOND CONTAINER PORT SHOULD BE LOCATED 110 Hastings port concept technical evidence 114 Bay West port concept technical evidence 128 Economic evidence for where 140 Potential environmental impacts 149 Approvals and offsets 155 Social issues – major differentiators 159 Multi-criteria assessment 161 The evolution path and trigger points to investing in Bay West 167 SOURCES 176 ABOUT US 179 3 Executive summary In May 2016 the Special Minister of State requested that Infrastructure Victoria provide advice on options to secure Victoria’s future ports capacity.
    [Show full text]
  • Port Operating Handbook
    2018 PORT OPERATING HANDBOOK Victorian Regional Channels Authority pg. Table of contents 1 Victorian Regional Channels Authority - Overview ............................................................ 1 1.1 Preamble .............................................................................................................................. 1 1.1.1 About this handbook ............................................................................................................ 1 1.1.2 Revisions and updates ........................................................................................................ 1 1.1.3 Disclaimer ............................................................................................................................ 1 1.1.4 Abbreviations ....................................................................................................................... 2 1.2 Victorian Regional Channels Authority ............................................................................ 2 1.2.1 Role and responsibility ......................................................................................................... 2 1.2.2 Jurisdiction ........................................................................................................................... 3 1.2.3 Mission statement ................................................................................................................ 3 1.2.4 Board, CEO And senior officers ..........................................................................................
    [Show full text]
  • Our Plan for Rail 2020
    Our Plan for Rail 2020 Disclaimer This document has been prepared by Port of Melbourne Operations Pty Ltd (PoM) on behalf of the Port of Melbourne Group (PoM Group) for planning purposes only. This is a proprietary PoM Group document and is not intended to be relied upon by any person or organisation other than the PoM Group, its employees and its authorised contractors and representatives. Any potential infrastructure development identified in this document will be subject to financial viability, technical feasibility and environmental and planning considerations that will vary over time. The PoM Group accepts no liability for any reliance by any third party on the information contained within this document. The PoM Group makes no expressed or implied guarantees, representations or warranties as to whether the requirements of this document will be fulfilled, and no reliance may be placed by any person on the PoM Group meeting the strategic objectives or otherwise taking any action outlined in this document. Copyright This document is subject to PoM copyright under Australian and international laws. All rights are reserved. No part of this document may be published, reproduced, adapted, communicated or transmitted in any form, in any retrieval system or media, by any means, in any jurisdiction, without the prior written permission of PoM. 2 Table of contents Message from the CEO 5 I A Plan to create a strong and efficient Port Rail System 6 II Understanding the Port Rail System 10 III The challenge for port rail 14 IV The opportunity for port rail 16 V Our Plan for improving rail at the Port 18 VI Port rail projects required to deliver the Plan 25 Glossary 32 3 Message from the CEO The Port of Melbourne (the Port) is Australia’s largest container, automotive and general cargo port and is an essential component of the Victorian, Tasmanian and south-eastern Australian economies.
    [Show full text]
  • Annual Report 2014-15 and SUNRAYSIA
    MELBOURNE OFFICE Street address Level 4 530 Collins Street | Melbourne Victoria 3000 | Australia Postal address GPO Box 261 | Melbourne VIC 3001 | Australia Tel: 1300 857 662 | Fax: (03) 9683 1570 Email: [email protected] | Website: www.portofmelbourne.com SOUTH AUSTRALIA NEW SOUTH WALES TASMANIA Report 2014-15 Annual of Melbourne Corporation Port AND SUNRAYSIA Postal address Postal address Postal address GPO Box 261 PO Box 8804 PO Box 2141 Melbourne VIC 3001 Kooringal Howrah TAS 7018 Australia Wagga Wagga NSW 2650 Australia Australia Tel: +61 3 9683 1300 Tel: +61 2 6925 9672 Tel: +61 3 6245 1890 Fax: +61 3 9683 1570 Mob: +61 (0)428 024 161 Fax: +61 3 6245 1890 Annual Report Authorised by the Victorian Government. This publication is produced by Port of Melbourne Corporation. Proudly designed and produced by abCreative productions. Tel: +61 3 9500 2266 www.abCreative.com Cover photo by Ric Wallis www.ricwallis.com Printed on recycled paper. Letter to the Ministers The Hon Luke Donnellan MP Minister for Ports 1 Spring Street Melbourne Victoria 3000 The Hon Tim Pallas MP Treasurer 1 Treasury Place Melbourne Victoria 3000 Dear Ministers, Port of Melbourne Corporation 2014-15 Annual Report I have much pleasure in submitting to you the Annual Report of Port of Melbourne Corporation (PoMC) for the period 1 July 2014 to 30 June 2015, in accordance with the provisions of the Transport Integration Act 2010 (Vic) and the Financial Management Act 1994 (Vic). Yours sincerely, Mark Birrell Chairman 21 September 2015 PORT OF MELBOURNE
    [Show full text]
  • West Gate Tunnel Project
    Western Distributor Authority 09-May-2017 West Gate Tunnel Project Technical report K Land use planning 09-May-2017 Prepared for – Western Distributor Authority – ABN: 69981208782 AECOM West Gate Tunnel Project West Gate Tunnel Project Land Use Planning Assessment Client: Western Distributor Authority ABN: 69981208782 Prepared by AECOM Australia Pty Ltd Level 10, Tower Two, 727 Collins Street, Melbourne VIC 3008, Australia T +61 3 9653 1234 F +61 3 9654 7117 www.aecom.com ABN 20 093 846 925 09-May-2017 Job No.: 60338862 AECOM in Australia and New Zealand is certified to ISO9001, ISO14001 AS/NZS4801 and OHSAS18001. 09-May-2017 Prepared for – Western Distributor Authority – ABN: 69981208782 AECOM West Gate Tunnel Project Quality Information Document 60338862 Date 09-May-2017 Prepared by Brian Gibbs, Kaity Munro, Jimmy Chan Reviewed by Kristina Butler Authorised Rev Revision Date Details Name/Position Signature F 09-May-2017 Final Report Kristina Butler Principal Planner 09-May-2017 Prepared for – Western Distributor Authority – ABN: 69981208782 AECOM West Gate Tunnel Project i Executive Summary This technical report is an attachment to the West Gate Tunnel Project Environmental Effects Statement (EES). It provides an assessment of potential land use impacts associated with the project, and defines the Environmental Performance Requirements (EPRs) necessary to meet the EES objectives. Overview This Land Use Planning Impact Assessment Report has been prepared by AECOM to provide an assessment of the land use planning related impacts associated with the construction and operation of the West Gate Tunnel Project. These include potential impacts of the project’s construction and operation on land use, built form and strategic policy within the study area.
    [Show full text]
  • Port of Melbourne Operations Pty Ltd Submission to Productivity Commission Vulnerable Supply Chains Study 30 April 2021
    Port of Melbourne Operations Pty Ltd Submission to Productivity Commission Vulnerable Supply Chains Study 30 April 2021 Productivity Commission Vulnerable Supply Chains Study 30 April 2021 Ms Catherine de Fontenay Commissioner ‐ Vulnerable Supply Chains Study Productivity Commission Level 8, Two Melbourne Quarter 697 Collins Street Docklands Vic 3008, Australia By email: [email protected] Dear Ms de Fontenay, Productivity Commission ‐ Vulnerable Supply Chains Study ‐ Port of Melbourne Submission Port of Melbourne Operations Pty Ltd (PoM) is pleased to provide a response to the Productivity Commissions Vulnerable Supply Chains Study. As Australia’s largest container port, the Port of Melbourne is a vital trading hub for south‐eastern Australia, facilitating more than one‐third of the nation’s container trade and playing a critical role as a key driver of economic activity. PoM has invested more than $280 million towards supporting trade growth and the Victorian economy. We are focused on providing world‐class port facilities and services, and committed to investing in Australia’s supply chain infrastructure, to drive efficiencies and productivity that support our economic future and respond to trade needs over the short to long‐term. The Port directly contributes 19,600 jobs and $6 billion to the Victorian economy each year and is committed to servicing the Victorian economy. As has been the case during other supply chain disruptions (natural and seasonal events, bushfires, international biosecurity threats and industrial action), PoM worked closely with port users across the entire supply chain, to ensure goods continued to be moved with minimal disruption during the COVID‐19 crisis.
    [Show full text]
  • 2021 Industry Update
    2021 INDUSTRY UPDATE Port of Melbourne Operations Pty Ltd APRIL 2021 1 Our Vision The better the port works, the better Victoria works. And that’s better for all of us. As private manager of the port, Port of Melbourne is aligned with the commercial interests of our customers and is keen to work with industry and the State to grow the port and deliver least cost infrastructure to ensure a sustainable competitive supply chain. Agenda 2021 | INDUSTRY UPDATE Items for feedback & engagement: 1. Industry Updates 2. Our Framework of Obligations Provide your feedback 4. Prescribed Services & Pricing Deferred depreciation Regulatory period Service standards 5. Non-Prescribed Services Update 6. Investment Planning Overview 7. Project in Focus – Webb Dock East Need for investment Berth 4 & 5 Extension Timing of investment Funding for investment 8. How We Engage Our proposed engagement principles, scope and frequency of engagement 9. Next Steps 3 Anti Competitive statement 2021 | INDUSTRY UPDATE The Australian Competition and Consumer Act strictly prohibits anti- competitive behaviour. This is behaviour that limits or prevents competition. Examples of anti-competitive behaviour prohibited under the Act includes: • contracts, arrangements or understandings that are likely to substantially lessen competition in a market; • agreements by businesses with their competitors to fix prices, rig bids, share markets or restrict outputs; • acting collectively with competitors when making decisions about pricing, which firms they do business with, and the terms and conditions of doing business. Participants at today's session are prohibited from discussing with competitors pricing, tenders, terms of supply and any other commercially sensitive information that may be connected with anti-competitive behaviour.
    [Show full text]