GreenPort Australia

MAKING SUSTAINABLE GOALS HAPPEN

Sustainability strategy shouldn’t just be a glossy brochure, it needs concrete actions, that was one of the take homes from the fi rst GreenPort Australia live conference

“We are genuine in our ESG strategy and in our actions,” said Craig Carmody, CEO Port of Newcastle, in his introduction to the conference.

“The move to a low carbon economy brings many risks, but we are committed to growing our non coal trade and replacing it with alternative energy.”

Energy transition

Newcastle needs a concrete strategy as it is the world’s busiest coal export port.

Its sustainability strategy born in 2019, is largely as a result of the port’s need to make the transition from fossil fuels and its diversification into alternatives which should make up 50% of the port’s export offering in the next nine years.

Jackie Spiteri, Senior Manager ESG, Port of Newcastle, is responsible for developing the Ports Environmental Social Governance (ESG) Strategy and delivering the Ports Strategic Development Plan.

“One of the main focuses for us in developing our ESG plan was environmental governance, we are already doing a lot here already, but it is marking it down as sustainable actions.”

She pointed out that the port started out with the New South Wales Sustainability Advantage (SA) Recognition Scheme which rewards businesses for their commitment to sustainability.

The port also joined the EcoPorts framework, the main environmental initiative of the European port sector which incorporates the Port Environmental Review System (PERS) - the port sector specific environmental management standard.

By joining these schemes the port has created its own environmental benchmarks forming the basis for its environmental strategy which it can continually come back to review and improve upon.

The development of the strategy has been a careful project involving the port’s stakeholders because as Ms Spiteri says: “Sustainability needs to be embraced by everyone with tangible ways of improving environmental and social outcomes.”

Learned lessons

Mike Gallacher, CEO at Ports Australia, which is Australia’s peak body representing our ports community at the national level, says that to know where you’re going you have to know where you’ve come from.

By using initiatives such as the IAPH World Port Sustainability Program, Australia has created an “internal report card”, forming working groups of active sustainability projects across Oceania giving all parties involved a “competitive thirst” to impart knowledge and replicate projects at their own operations.

Ms Spiteri said that the end aim is to create ports as a resilient asset that will go on to support future generations. But cross divisional engagement is essential to make things happen.

Newcastle has plenty of examples of how this can work in practice.

Declan Clausen, Deputy Lord Mayor of Newcastle, talked about the synergies between port and the city with the city being accountable to its constituents and the port being accountable to its stakeholders. The benefits of developing common goals to develop progress in sustainability is immeasurable he said, giving the example of a joint project between city and port to create electric vehicle charging points.

Ms Spiteri says this is a good example of looking “outside the window” to the city, to both validate the strategic direction of the business and help mitigate potential risks for the future.

She said it’s about bringing everyone on board and making ESG part of the norm of business, like the way we already incorporate health and safety for example, so metrics and targets have a role to play, along with KPIs.

Mr Gallacher echoed the view on the national level. He said that Ports Australia is working to build a network across the pacific nation because everyone is feeling the impacts of climate change. “Why struggle on your own when we all have a stronger view together,” he said.

Take homes

GreenPort asked the panel what the take home messages are for other port’s in creating their own sustainability strategies.

“Partnerships are central because there there is such a large spectrum of aspects to cover,” said Antonis Michail, Technical Director, World Ports Sustainability Program, IAPH.

Ms Spiteri pointed out that partnerships should be across the board including when it comes to investment and recruitment.

“Know your business inside out, identify what you do well and what your shortfalls and then work to fill the gaps.”

The panelists were asked where it would like the industry to be by 2050 by the moderator, William Glamore, Chair, PIANC.

Mr Gallacher said that as time progresses he hopes that sustainability “grows infectiously”. “We need to embrace change because there is no end to this project, it’s about continuous improvement,” he said.

The aim by 2050 is to totally decarbonise the port sector with digitalisation playing an important role in achieving more resilient port systems, Mr Michail added.

8 Newcastle’s

sustainability strategy was born in 2019

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