South Port New Zealand Limited - 2026 Annual Report

Island Harbour, PO Box 1,
Bluff 9842, New Zealand

+64 3 212 8159
reception@southport.co.nz
southport.co.nz
 
South Port NZ
Printed on 100% recycled paper
South Port

ANNUAL REPORT
2026
2026
ANNUAL
REPORT
OUR REGION
OUR REASON
OUR REGION
OUR REASON

Trade is the breath of
life to a great exporting
country, and a country
breathes through
its ports.
Governor-General, Viscount Cobham
3 December 1960, at the official
opening of the Island Harbour, Bluff.
“
”

Safety, health and wellbeing ....................................29
Our people
................................................................32
Increasing technology use
.......................................37
Developing infrastructure
.......................................38
Infrastructure map
...................................................42
Voluntary climate and sustainability
disclosure
..................................................................44
Our environment
......................................................46
From the harbour
Our purpose and values .............................................5
Company profile
.........................................................6
Quick facts
..................................................................7
Message from Chair
.................................................8
Message from Chief Executive Officer
..................10
Reflections from former Chief Executive Officer
....11
Introduction
Our structure ...............................................................21
Our Board
.....................................................................22
Our Executive Leadership Team
................................24
Our business
...............................................................26
About us
Statutory report of Directors .....................................59
Directors' interests
.....................................................60
Statutory disclosure in relation to shareholders
.......61
Shareholder highlights
...............................................62
Corporate Governance Statement
..........................64
Governance
Farewell Chief Executive Officer, Nigel Gear ...........83
Australian port tour
....................................................84
Project cargo
...............................................................86
Results of the Kia Whakaū project
............................88
MSC shipping overview
.............................................90
Case studies
Scholarships ..............................................................51
Port Open Day
...........................................................52
Manaakitanga
...........................................................54
Supporting our community
.....................................55
Community partnerships
........................................56
Our community
Independent Auditor's Report...................................93
Financial statements
..................................................96
Financial calendar
......................................................122
The numbers
Contents
FY26 operating performance ....................................13
Financial highlights
....................................................14
Comparative cargo breakdown
................................16
Regional indicators
....................................................17
Southern region production and
cargo locations
.........................................................18
At a glance

Our purpose and values 
Defines our existence
..........................................................................................5
Company profile 
The journey taken to today
..........................................................................................6
Quick facts 
About the Company
..........................................................................................7
Message from Chair 
Philip Cory-Wright
..........................................................................................8
Message from
Chief Executive Officer 
Derek Nind
........................................................................................10
Reflections from former
Chief Executive Officer 
Nigel Gear
..........................................................................................11
Introduction

Our purpose defines our existence. Our focus
describes our delivery and values show our actions.
At South Port, everything we do is guided by a clear
purpose, focused goals, and a set of core values.
Together, they steer how we operate, grow, and serve
our people, communities, and customers.
To facilitate the
best logistic
solutions for the
region
S
A
F
E
T
Y

F
I
R
S
T
O
N
E

T
E
A
M
A
C
T

W
I
T
H

I
N
T
E
G
R
I
T
Y
G
O

T
H
E

E
X
T
R
A

M
I
L
E
W
O
R
K

S
M
A
R
T
E
R
M
A
N
A
A
K
I
T
A
N
G
A
Our purpose and values
5
South Port ANNUAL REPORT 2026
INTRODUCTION

Company profile
South Port New Zealand Limited (South Port) is the
southernmost commercial port in New Zealand, located at
Bluff and operates 364 days a year, on a 24-hour basis.
It is situated in the province of Southland, which is renowned
for its agriculture due to its soil quality and temperate
climate. The region generates a sizeable proportion of
New Zealand’s total exports by value. The region’s major
cargo-producing sites, including agriculture, forestry, and
aluminium products, are all within 80km of South Port.
South Port handles approximately 4 million tonnes of import
and export cargo in a normal trading year, offering full
container, break bulk, and bulk cargo capability, and services
the main following cargoes:
THE HISTORY OF SOUTH PORT
The Port of Bluff has been operating since 1877, while South
Port was formed in 1988, having taken over the assets and
liabilities of the former Southland Harbour Board.
At a Special Meeting of the Bluff Harbour Board in April 1952,
it was agreed to proceed with a plan to build a man-made
island for port expansion, taking advantage of a submerged
sandbank. The island would consist of eight new berths
and 100 acres (40 ha) of land for storage sheds, offices and
railways etc. at an estimated cost of £4 million. This was
completed and officially opened on 3 December 1960, by the
Governor-General, the Viscount Cobham.
Export
ͩAluminium
ͩMeat
ͩTimber
ͩLogs
ͩDairy
ͩMeat by-products
ͩWoodchips
Import
ͩAlumina
ͩPetroleum products
ͩFertiliser
ͩAcid
ͩStock food
ͩCement
In addition, South Port provides Southland's largest storage
facility, servicing a range of industries and goods, whether it
be temporary storage or long-term lease. This portfolio was
extended in FY26 with the purchase of 53-55 Gore Street,
Bluff, (9,500m
2
land with existing buildings), previously used
for cold storage.
South Port also has a wealth of experience handling project
cargo for the southern region, most recently of note, 16,000
tonnes of wind farm equipment was shipped to, and stored at
South Port, to supply Kaiwera Downs Wind Farm Stage II.
South Port was listed on the New Zealand Stock
Exchange (NZX) in 1994 and has Environment Southland,
the region’s local government environmental agency, as
its 66% majority shareholder.
Island Harbour opening day on 3 December 1960, with HMNZS
'Lachlan' in Berth 1 and the 'New Zealand Star' in Berth 3.
Wind farm equipment for Stage II of the Kaiwera Downs Wind Farm development, being discharged at South Port.
6
South Port ANNUAL REPORT 2026
INTRODUCTION

Quick facts
FACILITY
owned and operated by South Port for
off-port container packing/unpacking.
This site, adjacent to the KiwiRail railhead
at Mersey Street, Invercargill houses a
4,000m
2
customs-controlled and MPI
transitional warehouse
8,000m
2
Operates a separate
dedicated fuel berth at Bluff
Town Wharf plus provides the
Tiwai Wharf facility to the New
Zealand Aluminium Smelter
under a long-term licence
EF
of man-made Island Harbour
situated at Bluff, where
Primary port operations take
place
40
HECTARES
Has split its land-based operating
resource into four main divisions
– dairy warehousing, containers,
cool and cold storage, and
general cargo
1
2
3
4
market capitalisation as of 30 June
2026 - the only Southland-based
company listed on NZX
MILLION
$
219
$
directly employed, plus fixed
term and relief/casual staff to
support seasonal operations
PERMANENT STAFF
142
Offers full container, break bulk and
bulk cargo capability, and services
the following main cargoes:
IMPORT
alumina, petroleum,
fertiliser, acid, stock food,
and cement
EXPORT
aluminium, timber, logs,
dairy, meat, meat by-products,
and woodchips


of off-port land available for
future development
90,000m
2
destined for movement across the Tiwai Wharf
each year, of which three-quarters are raw
material imports, while one-quarter is finished
aluminium product
TONNES
940,000
of cargo handled in a
typical trading year
MILLION TONNES
4
Approximately
Approximately
7
South Port ANNUAL REPORT 2026
INTRODUCTION

South Port delivered a record FY26
performance, underpinned by
Southland’s continued economic
strength.
Both cargo volumes and earnings increased materially, driven
by higher agricultural activity, solid export demand, wind farm
project cargo, and improved New Zealand Aluminium Smelter
(NZAS) throughput.
As a regional infrastructure provider, South Port remains
focused on supporting Southland’s existing and emerging
industries.
The Company achieved a record after-tax profit of $16.11m
(2025 - $13.32m), a 21.0% increase on last year’s result.
Normalised NPAT (excluding one-offs) was $16.14m (2025 -
$13.89m), a 16.2% increase.
Total cargo volumes increased 11.5% to 3,963,000 tonnes
(2025 – 3,553,000 tonnes), a significant uplift and a record for
the Company.
Similarly, container throughput hit record levels, increasing
18.5% to 62,000 TEU (2025 – 52,300 TEU).
South Port’s performance reflects the commitment, skill
and care of our people. On behalf of the Board, I thank all
staff for the crucial contribution they have made to the
Company’s success, and for the pride they take in supporting
our customers, our community and each other. The Board
values our people highly and remains focused on supporting
them through strong health and safety practices, improved
employment conditions, and benefits such as health
insurance for all permanent staff.
MESSAGE FROM PHILIP CORY-WRIGHT
Chair of the Board
Chair reflections
As foreshadowed in May, I will retire from the South Port Board
after the Annual Shareholders Meeting (ASM) in October,
following 16 years as a Director and Chair. It is timely to reflect
on South Port’s progress over that period.
As one of New Zealand’s oldest ports (celebrating its 150th
anniversary in February 2027), Bluff has required significant
infrastructure renewal to meet customer needs. In recent years
South Port has:
ΛStrengthened the access bridge and added Impressed
Current Cathode Protection (ICCP) technology
ΛRebuilt the petroleum importation section of the Town Wharf
ΛPaved most of the remaining land on the Island Harbour
ΛDeepened the channel by a full metre. Of the 240 large vessel
calls in FY26, 27% used the deeper draft conditions at low and
high tide, improving Port productivity
ΛAcquired land beside the KiwiRail railhead in Invercargill and
built the Intermodal Freight Centre (IFC)
ΛInvested in tug capacity, increasing bollard pull from 75T to 105T.
This has been done with the support of patient shareholders,
whilst maintaining a progressively increasing annual dividend
and conservative debt loading.
South Port has a balanced cargo mix of 46% exports and 54%
imports, a secure group of key customers, and new growth
opportunities advancing through feasibility assessment,
consenting and development.
Financial performance has been excellent, supported by
buoyant trade, a resilient agricultural sector, and Rio Tinto’s
recommitment to NZAS. Recent record profitability gives the
Company confidence to consider future investment in crane
and tug replacements and Port infrastructure.
As Southland’s only NZX listed entity, with substantial local
regional council ownership, South Port has benefited from the
stability, scrutiny and support of the mixed ownership model.
Together with the buoyant local economy, this has contributed
to the strong Company performance.
Working with existing
customers
Recent volume growth requires ongoing customer engagement
to maintain high service levels. Following Project Kia Whakaū
(channel deepening), our priority is to improve landside
productivity and the efficient movement of cargo and vessels
through the Port.
Growth in container exports and packing has led to the
purchase and repurposing of the Foreshore Road cold stores in
Bluff. The Bluff Freight Centre (BFC) is being converted to a dry
store for packing additional dairy exports and is expected to be
operational in September 2026.
8
South Port ANNUAL REPORT 2026
INTRODUCTION

New growth opportunities
Reflecting Southland’s prospects, the Port is actively
monitoring several regional growth opportunities including:
ΛAdditional and extended wind farms
ΛAquaculture projects such as Ngāi Tahu’s Hananui 1,285ha
marine farm
ΛProposed Datagrid data centre near Makarewa in
Southland
ΛA number of exciting early-stage but large-scale projects,
including coal-to-urea conversion, hydrogen production,
and silicon refining.
Port planning
Future development is being shaped through ongoing
master planning. A Board and senior management study
tour of three East Coast Australian ports in March reinforced
the value of long-term planning to optimise infrastructure
and support growth in existing cargoes and emerging
opportunities.
Community
South Port values its wider community role and is committed
to strong relationships, including its partnership with Ngāi
Tahu through Awarua Rūnaka and the ongoing development
of a Memorandum of Understanding. Engagement with
stakeholders, including the Bluff Community Board,
remains important as we seek to achieve our commercial,
environmental and social objectives.
Transition period
The year also brought significant governance and
management transition. The Board would like to thank our
Chief Executive Officer (CEO) Nigel Gear, who completed his
tenure in May 2026 after more than 30 years with South Port,
including 8.5 years as CEO, and our Port General Manager,
Geoff Finnerty, for stepping in as acting CEO.
Following a comprehensive recruitment process, the Board
appointed Derek Nind as CEO from July 2026. Derek brings
extensive port sector experience and a strong Southland
connection as the Company enters its next phase.
The Board is progressing an orderly succession. Following
Michelle Henderson’s return to NZAS as General Manager,
and my retirement, the Company has attracted two strong
directors in Jacqui Nelson and Peter Barker (subject to
election at the ASM). Nicola Greer will become Chair
after the ASM. Governance processes have also been
strengthened through the establishment of a People and
Performance Committee chaired by Cassandra Crowley,
while Jacqui Nelson now chairs the Board Health and Safety
Committee.
Director nominations
With Derek Nind’s appointment as CEO, a vacancy has
arisen on the Board. The Board is undertaking a thorough
recruitment process to identify a candidate with the skills
and experience required to support South Port’s future
governance needs.
Dividend
The Board assesses South Port’s dividend flow by
considering operating free cash flows (OFCF) and reported
profits. OFCF is annual operating cash flow less net
maintenance capital expenditure, while reported profit
reflects annual profit movement plus future maintenance
requirements.
The Board is pleased to declare a final dividend of 20.5 cents.
This translates to a full year dividend of 29.0 cents per share
(2025 – 28.0 cents). Full imputation credits will be attached to
all distributions. The 29.0 cent dividend represents a pay-out
ratio for 2026 of 47% using reported NPAT and 41% of OFCF.
The dividend payment represents a gross return of 4.8% (net
3.5%), based on a share price of $8.36 as at 30 June 2026.
Outlook
South Port enters the new financial year with a resilient,
diversified trade base, strength across key regional
industries, and emerging growth opportunities that have
the potential to support future cargo demand. While market
conditions remain uncertain, trade volumes through the Port
for FY27 are expected to remain broadly in line with FY26.
However, FY26 included non-recurring revenue from project
cargo related to the handling of wind farm imports that is not
expected to be repeated in FY27. During the coming year, the
Company is also looking to introduce additional resource at
the Port to ensure the business is well placed to respond to
anticipated future cargo growth.
South Port remains focused on disciplined investment,
customer service, safety, operational efficiency, and prudent
planning.
With a strong asset base, ongoing master planning, and an
orderly leadership transition, South Port is well positioned to
continue supporting regional growth while delivering long-
term value to shareholders.
P W Cory-Wright
Chair
9
South Port ANNUAL REPORT 2026
INTRODUCTION

I felt privileged to join South Port as Chief Executive Officer
(CEO), in late July, at a time when the Company is building
on an outstanding FY26 performance and a strong platform
established under previous CEO Nigel Gear. A special
thank you to Geoff Finnerty, Port General Manager, for the
fantastic job done as interim CEO.
Having been a Director on the South Port Board from
October 2025 to May 2026, I gained valuable insight into
the Company’s safety culture, operations, and disciplined
approach to investment and asset management.
The Board has maintained a clear focus on ensuring the
Port has the necessary capability and capacity to support
both existing and emerging opportunities, while continuing
to deliver strong outcomes.
Through this involvement, I observed the strong economic
performance of the Southland region, with many of our
existing customers performing well above expectations.
There is also a range of emerging regional opportunities,
including developments in renewable energy, aquaculture,
and data infrastructure, which have the potential to
generate future cargo demand and support long-term
growth for the Port.
It was this combination of operational strength, strategic
opportunity, and strong community connection that
made it difficult not to chase the role of CEO. South Port
is well positioned to support regional developments
while delivering value to shareholders, and I welcome the
opportunity to contribute to the Company’s continued
growth.
“Originally from Southland, this is
a return home for me. I previously
worked for South Port during the
1990s as Business Development
Manager, and fondly remember the
great people and can-do approach.”
During my career, I have gained valuable experience in
the port sector through executive roles at Lyttelton Port
Company and as CEO of CentrePort (Wellington).
I have acquired a deep appreciation for the critical role ports
play in supporting regional economies and national supply
chains. These roles have also tested organisational resilience,
most notably following the devastating Kaikōura earthquake
in 2016. That event was a defining period, requiring rapid
response, collaboration, and long-term recovery planning.
From that experience, I have taken an enduring focus on
the safety, preparedness, and resilience of our people and
infrastructure.
Alongside this, I believe in the importance of maintaining
strong relationships with customers, stakeholders, and the
wider logistics network – learnings that are directly relevant
to South Port as we continue to navigate an evolving port
sector.
My initial focus as CEO of South Port will be on listening,
observing, reforming and building relationships across the
business and with our stakeholders. This will involve engaging
closely with staff, customers, iwi, and community partners
to gain a deeper understanding of operations and the safety
culture.
Beyond this initial period, key areas of focus will include
continuing to support efficiency and operational
performance, strengthening customer partnerships, and
progressing planning initiatives that underpin future capacity
and capability.
I look forward to working with the Board, the Executive
Leadership Team, and all those connected to South Port as
we build on the momentum achieved in FY26 and position the
Company for continued success.
MESSAGE FROM DEREK NIND
Chief Executive Officer
EFFECTIVE 27 JULY 2026
D Nind
Chief Executive Officer
Note: throughout this Report where Derek is named as Director,
he was in the role at the time of the event.
10
South Port ANNUAL REPORT 2026
INTRODUCTION

It has been another outstanding year for the Port, with record
volumes and strong profitability.
An 11.5% increase in cargo volumes was the main driver of this
year’s financial performance, marking another significant lift
in activity. Growth of this scale has occurred only twice in the
past 25 years – in 2011 and 2018. It is pleasing to see increases
across all aspects of the business.
Bulk cargo remains our core trade and continues to deliver
impressive growth, reinforcing its role as the backbone of
the business. Container volumes had remained relatively
steady at around 49,000 TEUs since 2020; however, this year
saw a significant uplift representing a 26.5% increase on that
average.
Sustaining this activity depends on the fundamentals that
underpin any successful organisation: strong planning, good
communication, resilient infrastructure, disciplined capital
investment, safety, a growth mindset, and high-quality people.
This level of growth has inevitably placed additional demands
on our people, and I extend my sincere thanks to all staff
for their commitment, professionalism and contribution
throughout the year.
Infrastructure
Since the last growth period in 2018, the Port has invested
heavily in maintaining core infrastructure, and growth capital
projects to strengthen the business and expand options for
importers and exporters.
This included record spending on our Asset Management
Plan, including upgrades to the access bridge and Town
Wharf fuel berth infrastructure. Further capital was invested
in growth projects including expansion at the container
terminal, new bulk storage areas, additional warehousing,
modernisation of the mobile plant and tug fleet, and the
channel deepening project Kia Whakaū.
The Port has again reached a point where continued growth
will require further targeted investment.
Licence to operate
Our licence to operate has been a major area of focus in recent
years.
Strengthening our connection with the local community
through Port Open Days, information evenings, surveys,
newsletters, and meetings with the Community Board, all
positive early steps.
The early stages of strengthening relationships with local iwi,
particularly the Awarua Rūnaka, have begun through informal
meetings, cultural competency training, collaboration on
consenting pathways, naming and opening ceremonies, and
the rebranding of the Company to Te Pūkorokoro o Murihiku,
South Port New Zealand Ltd. The Company is working
to formalise this relationship, which will guide the future
partnership.
A key part of the licence to operate is managing the Port’s
environmental footprint, particularly emissions and harbour
health. South Port have monitored emissions for several years
and are progressively replacing diesel-powered equipment
with electric alternatives where the technology is proven and
reliable. The Company is currently working with Environment
Southland and iwi to develop an Environmental Management
Plan.
These initiatives represent positive early progress and create
a strong foundation for embedding these relationships deeper
into our core business.
Staff
One of the most rewarding aspects of my role has been working
with our staff. Without our people, there is no business, so it is
essential they are provided a positive workplace where they can
perform at their best and, most importantly, remain safe.
This has not always been easy, particularly with the growth
in recent years and external events, including the pandemic,
that created additional pressures. I have been proud of the
way our staff have responded to these challenges and their
commitment to South Port.
In closing, it has been immensely rewarding to spend 32
years working at South Port, in such a dynamic and important
industry. The relationships built over that time, within the
Company and across the wider sector, have been a valued part
of that experience. It has also been pleasing to see a Bluff-
based company perform extremely well in the port sector.
I look forward to seeing the Company continue to grow and
prosper in the years ahead.
N G Gear
Former Chief Executive Officer
REFLECTIONS FROM NIGEL GEAR
Former Chief Executive Officer
EFFECTIVE 29 MAY 2026
Note: throughout this Report where Nigel is named as Chief
Executive Officer, he was in the role at the time of the event.
11
South Port ANNUAL REPORT 2026
INTRODUCTION

Operating performance 
Key productivity statistics
........................................................................................13
Financial highlights
A glimpse of FY26 results
........................................................................................14
Comparative cargo
breakdown 
The data from FY26
........................................................................................16
Regional indicators 
Statistics showing growth and development
.........................................................................................17
Southern region production
and cargo locations 
Optimally located for regional access
........................................................................................18
At a glance

FY26 operating performance
30.0
gross container moves per hour
424
62,000
20 foot container equivalents
packed/unpacked
(based on the total number of containers)
14,900
3,066,100
BULK
232,000
BREAK BULK
664,800
TONNES
CONTAINERS
TONNES
TONNES
 2025: 30.5
 2024: 32.7
 2025: 366
 2024: 324
 2025: 2,815,900
 2024: 2,430,000
 2025: 191,200
 2024: 242,000
2025: 545,900
2024: 540,500
 2025: 12,300
 2024: 12,800
 2025: 52,300
 2024: 51,900
CONTAINERS
BREAKDOWN OF CARGO
SHIP CALLS
CRANE PRODUCTIVITY
13
South Port ANNUAL REPORT 2026
AT A GLANCE

Financial highlights
2022
$12.8m
2023
$11.7m
$13.7m
2022
$16.4m
2023
$12.8m
2024
2024
$7.4m
27.0c2022
27.0c2023
2024
27.0c
62.7%
2022
61.2%
2023
58.3%
2024
24.5%2022
20.3%2023
12.3%2024
23.2%2022
19.6%2023
15.9%2024
NET PROFIT AFTER TAXOPERATING CASH FLOW
EQUITY RATIODIVIDENDS PAID PER SHARE
RETURN ON EQUITYRETURN ON ASSETS
$23.7m
2025
2025
$13.3m
2025
27.0c
60.7%
2025
21.0%
2025
18.6%
2025
EBITDA
$29.89
ₘ
 15.7% on previous year $25.83m

Earnings per Share
61.4
c
 21.0% on previous year 50.8c

Net Profit After Tax
$16.11
ₘ
 21.0% on previous year $13.32m

2026
$16.1m
62.5%
2026
22.7%2026
$23.6m
2026
2026
29.0c
21.4%
2026
14
South Port ANNUAL REPORT 2026
AT A GLANCE

In Thousands of New Zealand Dollars 2026 2025

Operating revenue $71,852 $63,282
Total revenue $71,952 $63,410
Reported surplus after tax $16,110 $13,318
Normalised surplus after tax $16,139 $13,891
EBITDA $29,887 $25,832
Cashflow from operating activities $23,598 $23,672
Total assets $120,267 $109,728
Total equity $75,223 $66,573
Shareholders’ equity ratio 62.5% 60.7%
Earnings per share 61.4c 50.8c
Dividends declared per share 29.0c 28.0c
Net asset backing per share $2.87 $2.54
Return on shareholders’ funds 22.7% 21.0%
Cargo throughput (000’s tonnes) 3,963 3,553
KEY FIGURES

Return on Shareholders’ Funds
22.7
%
Previous year 21.0%

Operating Revenue
$71.85
ₘ
 13.5% on previous year $63.28m
Dividends Declared Per Share
29.0
c
 1 cps on previous year

OPERATING REVENUE
In thousands of New Zealand Dollars
2022 2023 2024 2025 2026
$48,584
$53,589
$56,128
$63,282
$71,852
15
South Port ANNUAL REPORT 2026
AT A GLANCE

Comparative cargo breakdown
2025
exports
39
%
imports61
%
1 9.1
%
Stock Food
4 .1
%
Other Imports
7
%
Petroleum
22
%
NZAS Imports
32.7
%

Forestry
1.3
%
Other Exports
5
%
NZAS Exports
8.8
%
Fertiliser
exports82
%
imports
18
%
BULK/
BREAK BULK
TONNAGE
4.6
%

Fertiliser
2.3
%
Stock Food
8.7
%
Other
Imports
2.4
%
NZAS Imports
41.4
%
Agriculture
5.2
%
Forestry
10.6
%

Other Exports
24.8
%

NZAS
Exports
CONTAINERS
TONNAGE
2026
exports
38
%
imports62
%
15.9
%
Stock Food
5.0
%
Other Imports
6.9
%
Petroleum
23.6
%
NZAS Imports
31.1
%

Forestry
2.2
%
Other Exports
5
%
NZAS Exports
10.3
%
Fertiliser
exports82
%
imports
18
%
BULK/
BREAK BULK
TONNAGE
4.8
%

Fertiliser
1.0
%
Stock Food
8.9
%
Other
Imports
3.2
%
NZAS Imports
3 9.1
%
Agriculture
6.3
%
Forestry
11.1
%

Other Exports
25.6
%

NZAS
Exports
CONTAINERS
TONNAGE
16
South Port ANNUAL REPORT 2026
AT A GLANCE

Regional indicators
INVERCARGILL CITY
SOUTHLAND DISTRICT
GORE DISTRICT
3,612 kms of coastline
58% of land is designated as
public conservation estate
Population 104,800
2%
of New Zealand’s population
(as at June 2025)
12% of New Zealand’s land mass
(2nd largest region in New Zealand)
TOP SOUTHLAND INDUSTRIES BY
% OF GDP (as at year ending March 2025)
AGRICULTURE
13.3%
MANUFACTURING
18.6%
RURALITY
5.3% unemployment rate
(as at March 2026)
67%
85%
33%
15%
UrbanRural
Southland
Across New Zealand
3,390 farms
(as at February 2025)
approx. 12% of New Zealand’s
pastoral export revenue produced
GDP $9.94 billion
GDP per capita
$95,061
2.3% of NZ GDP
(as at year ending March 2025)
HEALTH CARE AND SOCIAL
ASSISTANCE
6.4%
CONSTRUCTION
5.5%
[Statistics sourced from Stats NZ with assistance from Great South]
14,634 businesses
(as at February 2025)
17
South Port ANNUAL REPORT 2026
AT A GLANCE

HEAD OFFICE
GORE PLANT
Tapanui
Mataura
Winton
Edendale
Bluff
BALCLUTHA PLANT
KENNINGTON PLANT
Awarua
Kennington
Tiwai PointTiwai Point
Invercargill
Balclutha
Gore
Approx. 87 km to Bluff
Approx.
123 km to Bluff
Approx.
150 km to Bluff
Approx.
33 km to Bluff
Approx.
33 km to Bluff
Approx. 57 km to Bluff
Approx. 63 km to Bluff
Approx. 75 km to Bluff
Approx. 30 km to Bluff
0 km to Bluff
Approx.
16 km to Bluff
HEAD OFFICE
GORE PLANT
Tapanui
Mataura
Winton
Edendale
Bluff
BALCLUTHA PLANT
KENNINGTON PLANT
Awarua
Kennington
Tiwai PointTiwai Point
Invercargill
Balclutha
Gore
Approx. 87 km to Bluff
Approx.
123 km to Bluff
Approx.
150 km to Bluff
Approx.
33 km to Bluff
Approx.
33 km to Bluff
Approx. 57 km to Bluff
Approx. 63 km to Bluff
Approx. 75 km to Bluff
Approx. 30 km to Bluff
0 km to Bluff
Approx.
16 km to Bluff
18
South Port ANNUAL REPORT 2026
AT A GLANCE
Southern region production
and cargo locations

HEAD OFFICE
GORE PLANT
Tapanui
Mataura
Winton
Edendale
Bluff
BALCLUTHA PLANT
KENNINGTON PLANT
Awarua
Kennington
Tiwai PointTiwai Point
Invercargill
Balclutha
Gore
Approx. 87 km to Bluff
Approx.
123 km to Bluff
Approx.
150 km to Bluff
Approx.
33 km to Bluff
Approx.
33 km to Bluff
Approx. 57 km to Bluff
Approx. 63 km to Bluff
Approx. 75 km to Bluff
Approx. 30 km to Bluff
0 km to Bluff
Approx.
16 km to Bluff
HEAD OFFICE
GORE PLANT
Tapanui
Mataura
Winton
Edendale
Bluff
BALCLUTHA PLANT
KENNINGTON PLANT
Awarua
Kennington
Tiwai PointTiwai Point
Invercargill
Balclutha
Gore
Approx. 87 km to Bluff
Approx.
123 km to Bluff
Approx.
150 km to Bluff
Approx.
33 km to Bluff
Approx.
33 km to Bluff
Approx. 57 km to Bluff
Approx. 63 km to Bluff
Approx. 75 km to Bluff
Approx. 30 km to Bluff
0 km to Bluff
Approx.
16 km to Bluff
19
South Port ANNUAL REPORT 2026
AT A GLANCE

Our structure 
Reporting lines
.........................................................................................21
Our Board
Meet our Directors
........................................................................................22
Our Executive Leadership
Team
Meet the team that leads the business
.......................................................................................24
Our business 
The vital role South Port plays in a strong
economic region
.......................................................................................26
About us

CHIEF EXECUTIVE OFFICER
Our structure
Chief
Financial
Officer
Port
General
Manager
Infrastructure
and Environmental
Manager
Container
Operations
Manager
Commercial
Manager
People
and Safety
Manager
Executive
Assistant
(to the CEO)
Environment
EXECUTIVE LEADERSHIP TEAM
Marine
Operations
Manager
Container
Services
Manager
Health
and Safety
Manager
Risk and
Technology
Manager
Bulk Cargo
Operations
Manager
STAKEHOLDERS
SHAREHOLDERS
Audit and Risk
Committee
Health and Safety
Committee
People and Performance
Committee
BOARD OF DIRECTORS
SENIOR LEADERSHIP TEAM
Finance
Manager
Infrastructure
Intermodal
Freight Centre
Warehousing
Containers
Cold Stores
Health, Safety
and Wellbeing
Human
Resources
Commercial
Property
Communications
Compliance
Marine
Bulk Cargo
Finance
Risk and
Technology
21
South Port ANNUAL REPORT 2026
ABOUT US

Our Board
Philip
Cory-Wright
CHAIR
Appointed September 2010
BCA, LLB (Hons), CFInstD
Philip is a Company Director
and a Strategic Adviser
based in Auckland. He is
Chair of the New Zealand
Local Government Funding
Agency, Chair of Papa
Rererangi i Puketapu (New
Plymouth Airport), and a
Director of Matariki Forests
and Powerco. He is also an
advisory board member of
United Civil Construction.
Nicola
Greer
INDEPENDENT
DIRECTOR
Appointed November 2019
MCom (Hons)
Nicola is a Company
Director based in
Queenstown. She currently
serves as a Director of
Fidelity Life Assurance,
Precinct Properties, Vulcan
Steel, and New Zealand
Railways Corporation
and is a member of the
NZ Markets Disciplinary
Tribunal. She is also a
shareholder and Director in a
privately owned commercial
property investment and
development company.
Prior to her governance
career, Nicola had extensive
experience in the banking
and finance sectors in New
Zealand, Australia, and
the United Kingdom. This
encompassed a range of
roles within the financial
markets and asset and
liability management at
ANZ, Citibank, and Goldman
Sachs.
John
Schol
INDEPENDENT
DIRECTOR
Appointed November 2022
MBA, FCA, CMInstD, Dip Grad,
BCom, NZDipBus
John is both a Fellow
Chartered Accountant and
a Chartered Member of the
Institute of Directors. He
holds a Master of Business
Administration (MBA)
and a Certificate of Public
Practice with Chartered
Accountants Australia New
Zealand (CAANZ).
As an Executive Director
of Malloch McClean
+MORE, John provides
strategic, facilitation,
mentoring and governance
advisory services
across the commercial,
local government and
professional services
sectors.
Other non-executive
governance roles include
Plus More Capital Limited,
Invercargill City Holdings
Limited, Busck Group
Limited and The Gap 2014
Limited.
Cassandra
Crowley
NON-INDEPENDENT
DIRECTOR
Appointed October 2023
LLB, BCA, GradDipProfAccy,
MInstD
Cassandra is a Fellow
Chartered Accountant
and Barrister and Solicitor
with extensive governance
experience across a range
of public and private sector
organisations.
In addition to her commercial
advisory work, she currently
holds non-executive
directorships with Silver Fern
Farms, Aratu Forests and
Ngāti Manawa. She is Chair
of Southern Cross Travel
Insurance and KLC and is
the Deputy Chair of Waka
Kotahi NZ Transport Agency.
Cassandra is also appointed
as an independent member
of the Auckland Council Audit
and Risk Committee, and
the Environment Southland
Investment Committee.
She is a past president of
Chartered Accountants
Australia and New Zealand
and has been recognised
for her leadership and
governance contributions
through a number of awards.
22
South Port ANNUAL REPORT 2026
ABOUT US

Peter
Barker
INDEPENDENT
DIRECTOR
Joined February 2026
BCom, MBA, GAICD, FCPA
Peter is a Company Director
who divides his time between
Wānaka and Brisbane (Australia).
He has extensive directorial and
executive experience in finance,
risk management, corporate
structuring including mergers,
acquisitions and divestments,
and systems transformation
in complex multi-jurisdictional
environments primarily in the
engineering, services and
technology sectors.
Peter is currently a Company
Director of Downer (EDI)
Limited and a former Director
of Workpac Group and
Mastermyne Group Limited.
In his prior executive career,
he was Chief Financial Officer
of ASX-listed multinational
companies Computershare
Ltd and Cardno Ltd. Prior to
this he held senior financial
leadership positions with global
corporations including BHP and
Cisco Systems.
Jacqui
Nelson
INDEPENDENT
DIRECTOR
Joined February 2026
BSc (Chemistry)
Jacqui has more than 20
years’ experience in the
energy sector and has
been a key contributor
to Contact Energy’s
executive leadership
team in governance, risk
management, operation
leadership, organisational
and cultural transformation,
and finance. She has 10 years
of governance experience
as both a Director and
Chair and is currently an
Independent Director for
Todd Corporation.
Jacqui is a member of
the Institute of Directors,
the Institute of Financial
Professionals NZ Inc,
Global Women, and the
New Zealand Geothermal
Association.
Sam
Grant
INTERN
DIRECTOR
Appointed February 2025
BCom, FA, NZX Adviser
Sam is an Investment
Adviser with Craigs
Investment Partners based
in Southland. He is an
accredited Financial Adviser
(FA) and NZX Adviser and
is currently a Trustee on
Community Trust South.
Sam brings expertise in
finance, risk management
and asset management.
23
South Port ANNUAL REPORT 2026
ABOUT US

Our leadership team
Nigel
Gear
FORMER
CHIEF EXECUTIVE
OFFICER
Effective 29 May 2026
BCom, Dip Port Management
Nigel was appointed to the
role of Chief Executive on
1 October 2017, and his last
day was 29 May 2026.
He has over 30 years’
experience in the port
industry and has held
positions in commercial,
operations and finance
at South Port. Nigel is
currently an appointed
board member of the
Southland Chamber of
Commerce.
Lara
Stevens
CHIEF FINANCIAL
OFFICER (KĀI TAHU)
CA, BCom, DipGrad
Lara is the Chief Financial
Officer of South Port
and has been with the
company since 2007. Lara
is responsible for the
financial management
of the Port including all
budgeting, interim, and
annual reporting. She
continually monitors the
financial performance of the
business providing regular
forecasts to ensure the ELT
and Board are able to make
informed decisions about
capital deployment.
Among other things,
Lara is responsible for
overseeing the Company’s
insurance placement,
treasury functions, NZX
reporting obligations,
risk management, and
technology.
Geoff
Finnerty
PORT GENERAL
MANAGER
BCom, ACA, PGCertEM
Geoff is the Port General
Manager, overseeing Bulk
Cargo, Marine, and Port
Compliance. He brings
over 20 years of port sector
experience and has also
worked at Goodman Fielder
and Fonterra.
Derek
Nind
CHIEF EXECUTIVE
OFFICER
Effective 27 July 2026
BCom, MCom, BPE
Derek has extensive
port knowledge, having
previously held senior
commercial roles across
three New Zealand ports
over the last 30 years.
Derek is the Managing
Director, 360 Logistics
Group. He was previously
the CEO of CentrePort
where he was instrumental
in leading the business
through the devastating
impacts of the 2016
Kaikōura earthquake,
recovery and regeneration.
Derek has previously held
several governance roles in
the logistics and property
sectors.
24
South Port ANNUAL REPORT 2026
ABOUT US

Jamie
May
COMMERCIAL
MANAGER
BCom
Jamie was appointed to
the Commercial Manager
position in July 2022.
Preceding this, he was the
Business Development
Manager, a role he had since
November 2017. During his
time at South Port he has
also held the roles of the
Intermodal Freight Centre
Supervisor during its
opening and start-up phase
and Marketing Analyst since
2011.
Before this, Jamie held
various home and personal
lending positions at The
National Bank before he
joined the South Port team.
He is currently Chair of
Export Southland.
Frank
O'Boyle
INFRASTRUCTURE
AND
ENVIRONMENTAL
MANAGER
BEng (Civil), CPEng, CMInstD
Frank is a Chartered
Engineer and experienced
infrastructure executive
with over 26 years’
experience in port
operations, asset
management, and
capital delivery. At South
Port he leads strategic
infrastructure planning,
environmental stewardship,
and major projects
that support long-term
resilience and growth.
A Chartered Director, Frank
has held board leadership
roles, including Founding
Chair of Hawthorndale
Care Village Ltd. He
is recognised for his
stakeholder engagement,
commercial acumen, and
commitment to sustainable
infrastructure outcomes
that deliver value for both
the organisation and the
wider community.
Hayden
Mikkelsen
CONTAINER
OPERATIONS
MANAGER
BE (Hons)
Hayden holds a Bachelor
of Mechanical Engineering
degree from Canterbury
University. As Container
Operations Manager he is
responsible for the overall
container and warehousing
operations, including:
dairy and cold storage
warehousing, the container
terminal, depot, crane, and
mobile plant maintenance
functions.
Hayden also oversees the
Intermodal Freight Centre
strategically located at
the railhead in Invercargill.
Hayden previously worked
in heavy industries in both
engineering and operations
at ECNZ and Ballance Agri-
Nutrients before joining
South Port in 2012.
Helen
Young
PEOPLE AND SAFETY
MANAGER
LLB
As People and Safety
Manager, Helen heads
the Health and Safety and
Human Resources teams
who work alongside our
operational business units
to create a positive work
environment that values the
health, safety and wellbeing
of our workers.
Helen started her career as
a commercial lawyer before
specialising in employment
law and transitioning to
human resources.
Prior to joining South Port,
Helen held advocacy and
training roles with the
Employers Association.
She was previously the
Chief Executive of Sport
Southland and has also
served as an Adjudicator on
the Tenancy Tribunal.
25
South Port ANNUAL REPORT 2026
ABOUT US

Our business
With only 2% of the country's
population, Southland is an export
powerhouse for New Zealand, producing
around 12% of all pastoral exports
SOUTHLAND BUSINESS
AND EXPORT ECONOMY
The reasonOur inputs
Owns and operates three
tugs and two pilot vessels
Infrastructure is invested in
to ensure reliability
Operates 24/7
364 days a year
Operates 11 commercial
berths plus a dedicated
berth at Tiwai Wharf
Core staff are
knowledgeable, trained and
experienced
Seasonal staff are
employed to meet
demand
Modern fleet of heavy
machinery is well
maintained internally
On-port storage for short-term
and long-term use is available.
Compliance requirements met
for long-term lessees
Two Liebherr mobile harbour
cranes capable of handling
up to 100 tonnes on the hook
Communicates effectively,
internally and externally
SOUTH PORT
MAIN EXPORT SECTORS
by volume (tonnes)
Agriculture
Southland is a major contributor to the
New Zealand agricultural industry
14.4
%
Aluminium
Aluminium products are produced at the
New Zealand Aluminium Smelter (NZAS) at
Tiwai Point
18.4
%
Forestry
Significant industry with a diversified tree
stock supplying wood chips and timber
59.0
%
Other
A large amount of project cargo has come
through the Port in FY26
8.2
%
26
South Port ANNUAL REPORT 2026
ABOUT US

As New Zealand’s southernmost
commercial deepwater port, South Port
provides a convenient access point for
local commercial importers
Key focus areas
Our relationships
Strong long-term interdependency with major
shipping lines, local producers of export goods plus
continued regionally focused community support
Our people
Invested, driven and passionate about the work
they do, their colleagues and the safety of all
Our skills and knowledge
Continual operational improvement with front-line
staff involved in the development of safety, system
and process initiatives
Our environment
Consistent monitoring and awareness from our
Environmental Engineer to achieve the goals
outlined in our Sustainability Strategy
Our assets and infrastructure
Future focused and investing in the long-term
benefits of providing quality infrastructure where
potential for growth is identified
Our finances
Providing value for our investors, our business
partners and our region
SOUTH PORT
MAIN IMPORT SECTORS
by volume (tonnes)
Aluminium Products
Alumina and other by-products required to
smelt aluminium
37.2
%
Stock Food
Unpredictable weather patterns create a
need for alternative options locally
24.5
%
Fertiliser
Southland is a major contributor to the
New Zealand agricultural industry
17.2
%
Petroleum
Dedicated fuel berth for supply to the
Southern region
10.5
%

IDEALLY SITUATED FOR
SERVICING SOUTHLAND





27
South Port ANNUAL REPORT 2026
ABOUT US

Health, safety and wellbeing

Developments, outcomes and planning
.......................................................................................29
Our people 
The key to our success
.......................................................................................32
Increasing technology use

Utilised for operational improvements
........................................................................................37
Developing infrastructure 
Plan for the future, infrastructure map
.......................................................................................38
Voluntary climate and
sustainability 
Disclosure FY26
.......................................................................................44
Our environment
Sustainability reporting and framework
.......................................................................................46
From the harbour

Safety, health and wellbeing
Health and Safety Strategic
Plan 2026-2029
South Port has updated its Health and Safety Strategic Plan to
guide the next phase of the health, safety and wellbeing journey.
The Strategic Plan provides a clear framework for how health
and safety is to be led, managed, and continuously improved
across the organisation. It brings together key areas of
focus, aligning governance, operational activity, and worker
engagement under a structured and consistent approach.
The Strategic Plan is underpinned by four core pillars:
1. Leadership, Culture and Empowerment;
2. Risk Management and Critical Risks;
3. Worker Health, Wellbeing and Psychological Safety;
4. Capability, Systems and Engagement.
These pillars reflect the key areas to support sustainable
improvement and provide a consistent base for prioritisation
and decision-making.
Importantly, the plan builds on existing initiatives and
established practices, providing greater alignment and
visibility across the organisation. It supports a more integrated
approach to health and safety, ensuring that efforts across
governance, operations, and worker engagement are
connected and collectively contribute to overall outcomes.
The revised Strategic Plan represents a shift towards a
structured, assurance-based approach to health and safety,
and provides a clear direction for the organisation moving
forward.
Board Health and Safety
Committee
The Board Health and Safety Committee was formally
constituted as a sub-committee of the Board in FY26,
replacing the Board Health & Safety panel that had been in
place since 2016.
This has strengthened oversight of the Port’s health and
safety strategy, performance, risk management and legal
compliance, with a particular focus on critical risks, keeping
health and safety front of mind at Board level and reinforcing a
strong safety-first culture across the Port.
The Committee’s focus is aligned with South Port’s critical
risks, strategic priorities and organisational goals, providing
a clearer and more structured approach to monitoring
performance and gaining assurance that key risks are being
effectively managed.
Together, these improvements have strengthened the
maturity of South Port’s health and safety governance and
support the Board in meeting its responsibilities with greater
confidence and oversight.
Work as imagined and work
as done
There has been an increased focus on understanding
operational risk, and building on existing work to better
understand the relationship between work as imagined and
work as done across the Port.
This work recognises that while procedures, plans, and
systems provide an important framework for how work is
intended to be carried out, there can be variation in how work
is actually performed in practice. Greater emphasis has been
placed on understanding these differences to ensure that
risk controls remain relevant, practical, and effective in the
operational environment.
In addition to regular checks and audits, we have increased
visibility of frontline activity, resulting in improved insight
into how work is actually undertaken. This has supported
more informed decision-making and enabled refinements to
systems, processes, and controls where appropriate.
This approach aligns with a broader focus on worker
engagement ensuring that health and safety management
remains grounded in the realities of the work environment. It
also supports the ongoing development of a more resilient
and responsive safety management system.
Person Conducting a
Business or Undertaking
(PCBU) obligations and
overlapping duties
Operating in a multi-PCBU environment makes overlapping
duties an intrinsic part of daily operations. Successfully
navigating this requires coordinated engagement with Port
users, contractors, and stakeholders to strengthen and align
safety practices.
Building on earlier work in this area, steps have been taken to
strengthen how these duties are understood and managed
across the Port. To assist in achieving this South Port holds
monthly meetings with PCBUs, which is an opportunity for
sharing Port issues and applying problem-solving tactics.
This is complemented by regular Port User Forums that
enable open discussion on barriers and concerns, knowledge
sharing, education and training opportunities, and sharing
updated sector solutions.
This has resulted in improved visibility of how duties
intersect, stronger consultation, coordination and
collaboration, and assisted in empowering PCBUs to pause
work if necessary to immediately address safety concerns.
29
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Worker voice and wellbeing
initiatives
Worker engagement and worker voice continue to play
an important role in shaping health, safety, and wellbeing
initiatives across the Port.
Under the wellbeing pillar, the Staff Health and Safety
Representatives Committee (SHSRC) increased
membership in FY26 to broaden representation across the
Port. The committee of 14 meets monthly to review new
or updated policies, discuss wellbeing and any upcoming
projects of interest, and offers an open forum for each
department representative to share updates from their
team.
Within the SHSRC group an opportunity to enhance the
underutilised existing gymnasium space was identified.
A sub-committee was formed and a proposal presented,
resulting in a targeted investment of over $30,000.
The on-site gym was expanded and upgraded equipment
purchased, improving access and creating a more functional
environment for physical wellbeing and rehabilitation.
This approach demonstrates how worker input is translated
into practical outcomes. The upgraded facilities support
broader wellbeing initiatives by providing workers with better
opportunities to maintain physical wellbeing and support
overall readiness for work.
Person overboard and water
recovery training
This annual training exercise provides practical experience
in the use of life-preserving equipment and the recovery of
a person from the water to a life raft or other vessel. The
exercise involved the entire Marine Department, including
tug and pilot launch crew, pilots and marine coordinators who
were joined by Bluff Coastguard and Southern Ocean Safety.
Drills and exercises included entering the water from height,
activating life jackets, swimming to and boarding life rafts,
practising survival techniques both in the water and on board
a life raft, and recovering people from the water.
The exercise strengthened participants’ familiarity with
life rafts, life buoys, inflatable life jackets, and associated
lifesaving equipment, supporting continued confidence and
competence in emergency response situations.
Health and safety
improvements – engineered
controls
The Company’s commitment to critical risk management has
continued through an increased emphasis on implementing
engineered controls to support safer outcomes across
operational areas.
This has included a number of targeted improvements
developed in collaboration with operational teams and
stakeholders, working on designing solutions that address
risks at source rather than relying solely on administrative
controls.
Key initiatives have included enhancements to the Berth
5 walkway, the installation of mesh netting to contain log
movements, and the commencement of a port-wide traffic
management improvement programme.
Several high-activity areas have been identified for review
and improvement, including the Shed 4 / Shed 7 precinct, the
area outside the Container Terminal Building, and the Berth 7
and Ferry Wharf locations.
Consultation with stakeholders has begun regarding the
Ferry Wharf/Foreshore Road area, the speed limit has been
lowered, and fencing to demarcate curated walkways is
underway.
These areas represent critical interfaces between vehicles,
mobile plant, cargo, and pedestrians. Improving the layout,
separation, and traffic management arrangements will be
a key focus as this work progresses, reflecting the practical
application of risk management principles, supporting more
reliable and sustainable safety outcomes.
The Marine team during the life raft drill attempting to recover persons
in the water.
30
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Health and safety by the numbers
33
critical risk observations
172
people undertook health
monitoring initiatives
3
,
097
site inductions
completed
246,533
inwards vehicle movements on Port
*Includes proactive safety training and compliance.
425
training courses
completed*
42
worker engagement and
safety observations
80
contractor safety
observations
304
proactive risk management
activities, including drug and
alcohol surveillance
20
independent third-party
health and safety audits
and inspections
 2025: 21 2025: 56
(critical risk observations
began April 2025)
 2025: 80
 2025: 134 2025: 184 2025: 377
 2025: 21
 2025: 237,261 2025: 3,143
31
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Our people
South Port’s continued
success reflects the
calibre, commitment and
professionalism of our people.
The result achieved in FY26 was underpinned by the effort,
dedication and practical knowledge of people across all
areas of the business, contributing to the safe and efficient
operation of the Port.
As the operating environment continues to evolve, South
Port remains focused on ensuring it has the capability to
support current performance and future needs. During FY26
there was continued investment in leadership, professional
development and skills-based learning, while progressing a
more structured approach to workforce planning, succession
and business-critical role resilience.
Feedback, including through our 2026 staff survey, provided
valuable insight into employee experience, highlighting areas
of strength and opportunities for continued improvement.
This helps inform priorities across the business and supports
our ongoing focus on wellbeing, organisational capability
and creating a workplace where people are supported to
contribute, develop and succeed.
Developing capability and
leadership
Building organisational capability remains a key priority for
South Port. As a specialised organisation operating in a
complex port environment, developing talent from within
remains important to long-term success.
During FY26, South Port continued to invest in leadership
development, professional growth and skills-based learning
across the organisation. This included South Port’s internal
Leadership Programme, regional opportunities such as
the Southland Leadership Academy, the Southland Youth
Leadership Academy, and specialist programmes helping to
build te reo Māori Cultural Competency, Health and Safety
Leadership, and specialist and technical skills training.
South Port also continued to draw on port sector and
professional networks to support industry awareness, shared
learning and access to non-commercially sensitive insights in
areas such as safety, workforce development and operational
excellence.
Together, these initiatives strengthen leadership capability,
help retain critical organisational knowledge, and provide
opportunities for employees to broaden their skills and
experience. This provides an important foundation for
South Port to build on workforce planning, succession and
resilience.
General Cargo Operators, Keanu Kupa and Darcy Kerr.
32
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

South Port’s long-term performance depends on specialist
knowledge, operational judgement and practical experience
across key areas of the business. In a port environment,
many roles take time to develop and rely on capability built
through hands-on experience, strong systems and shared
organisational knowledge.
During FY26, South Port continued to strengthen its
approach to workforce planning, succession and business-
critical role resilience. This work is helping identify where
critical capability sits, where future development may be
required, and how knowledge can be retained, shared and
built across the organisation.
The Container Division restructure (January 2026) is
an example of this approach in practice. The transition
provided an opportunity to review leadership, systems and
processes in a core operational area, while continuing to build
internal capability and support safe, efficient operations.
Strengthening capability in this area also supports South
Port’s ability to respond to future customer requirements and
pursue growth opportunities that benefit regional exporters
and importers.
Business-critical role resilience remains an ongoing focus, not
simply succession for individual positions, but building the
leadership, knowledge and organisational depth required to
support safe operations, business continuity and future growth.
Business-critical role resilience
Eduardo Queluz, Environmental Engineer.Lee McDermott, Terminal Operator.
Cold stores staff, Warren Shuttleworth, Foreman, Finnie Lafoga, Leading Hand and Tarryn Hamilton, Senior Leading Hand.
33
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Celebrating our people
Through innovation, leadership, and teamwork, our people continue to play a critical role in the success of the Company.
Across the organisation, employees demonstrate initiative, dedication and professionalism that keep operations running safely
and efficiently, while supporting our customers and the wider Southland community.
During FY26, a number of employees were formally recognised for actions that reflected South Port’s values in practice. Their
contributions ranged from practical innovation and continuous improvement, through to safety leadership, teamwork and looking
out for others.
MEGAN TAYLOR
SHAUN MCKELLAR
PAUL LESTER
Megan, Shaun and Paul worked collaboratively across
different roles to strengthen safety and planning of
Syncrolift operations, developing a more structured
and well-communicated approach to vessel-docking
activities. Their efforts demonstrated the value of
teamwork, initiative and a shared commitment to
delivering better outcomes for all concerned.
VANESSA
LEASK
Vanessa demonstrated Safety First in action when
she identified a safety incident involving a third-party
port user, and spoke up in a confident, constructive
and professional manner to ensure it was addressed
promptly before anyone could come to harm. It’s
actions like this that help embed our culture of 'Safety
First’.
PAIGE
GILBERT
Beyond her operational expertise, Paige brings creativity
and personality to the workplace. She recently helped
transform the company gym with a striking mural
featuring iconic athletes including Mike Tyson, Michael
Jordan, Arnold Schwarzenegger and Jonah Lomu.
Inspired by a lifelong love of art, Paige shared her talent
with her workmates, helping create a more vibrant and
personal space for others to enjoy.
BRETT
MCDONALD
Brett was recognised for designing and implementing a
vehicle traffic control lighting system at the Intermodal
Freight Centre. Drawing on his operational experience
and understanding of frontline needs, Brett developed a
practical solution that improved safety, visibility and day-
to-day operations while supporting more organised and
consistent ways of working. His initiative demonstrates
how innovation often comes from those closest to the
task and highlights the positive impact that one person’s
idea can have across the wider business.
Teamwork in
action
Adding colour to
the workplace
Speaking up
for safety
Turning ideas into
practical safety
improvements
IFC Operator: 10 years
Dairy Logistics Coordinator: 2.8 years
Depot Operator: 2.2 years
H&S Coordinator: 2 years
Syncrolift Operator: 3.9 years
H&S Compliance Officer: 5.1 years
34
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Note: Total percentage is above 100% due to staff being able to select
more than one ethnicity.
30
%

Māori
Key information
AS AT 30 JUNE 2026
% FEMALE BY ROLE TYPE
2026 2025 2024 2023 2022
Board 50 67 67 50 50
Executive 33 29 29 25 25
Wider Leadership
*
28 10 7 13 13
Operational 12 11 11 9 4
All Permanent Staff 26 26 25 20 18
14
%

60+
24
%
30-39
23
%
40-49
2
%
Under 19
8
%


Pacific Islander
69
%
European
4
%

Asian
6
%


Latin American
ETHNICITY
54
%

Invercargill
46
%
Bluff
DOMICILE
26
%
5-9 Years
52
%
0-4 Years
2
%
30+ Years
14
%
10-19 Years
LENGTH OF
SERVICE
142
Total
permanent
staff
female
26
%
12
Promotions
3
Transfers
6
New roles
*
From FY24 includes manager/supervisors/senior personnel roles.
AGE
PROFILE
14
%
20-29
23
%
50-59
6
%
20-29 Years
male
74
%
35
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

During February and March 2026, South Port conducted its fourth staff survey,
to gain further understanding of people's experiences, measure satisfaction,
identify areas for improvement, and strengthen a supportive culture.
PARTICIPATION RATE
The staff survey achieved
a strong 80% participation
rate from employees,
providing a solid level of
feedback from across the
business.
OUR STRENGTHS
The survey highlighted positive scores in a number of areas:
NEXT STEPS
South Port will use the survey findings to guide organisation-
wide and department-level actions, while maintaining the
areas of positive performance highlighted in the survey.
WORKPLACE CULTURE
Our overall measure of
employee engagement
82%
Leadership
81%
Learning and
Development
76%
Health, Safety
and Wellbeing
71%
Communication and
Cooperation
EMPLOYEE NET PROMOTER SCORE (eNPS)
This is a measure of how likely employees are to recommend
South Port as a great place to work, a +20 indicates an overall
positive employee endorsement.
2018
-10
2020
+24
2023
+31
2026
+20
92%
I am not afraid to report
accidents/incidents
90%
I clearly understand my role and where
it fits within my own department
90%
I count myself as a positive
influence in the workplace
89%
I actively demonstrate South
Port's values on a daily basis
89%
I am proud to work for South Port NZ
OUR FOCUS AREAS
The survey has highlighted opportunities for improvement:
›Closer alignment between
safety messaging and day-
to-day practice.
›Supporting good work
design, sustainable
workloads, effective staffing,
and a focus on wellbeing.
›Strengthening inter-
department communication,
collaboration and
cooperation.
›Improving feedback loops
so staff are kept informed
about how their input
shapes action.
›Providing clearer
development pathways
and timely follow-through
on training opportunities.
WHAT ARE WE DOING WELL?
SURVEY QUESTION
“What is ONE thing South Port is doing really well that we
should celebrate?”
SURVEY ANSWERS
“Creating a workplace
where everyone gets along
and is included.
”
“
Consistent focus on
health and safety and staff
wellbeing.
”
“
Commitment to
continuous improvement.
”
“
Supportive employer that
offers flexibility and shows
manaakitanga towards its
staff.
”
“
Strong ownership of
responsibilities and a
healthy South Port identity
”
Staff survey outcomes
80%
Secondary engagement factors 
81%





36
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Increasing technology use
The Company continues
to build on the technology
foundations established over
the past few years.
Focus has been on getting additional value from the
core systems previously invested in, connecting them to
improve information flow, and using technology to improve
communication, collaboration and operations on the
Port. The result is a more connected, better supported
technology environment with provision for business growth.
Building on technology
foundations
The technology programme continues to be guided by
the Technology Pathway, our multi-year plan to lift the
Port's digital maturity and support the business, our
customers and our people. A key milestone in recent
years was replacing our ageing finance system with
Microsoft Dynamics 365 Business Central, which now
sits at the centre of our systems environment. There has
been continued strengthening of this platform and the
network and infrastructure that support it. This provides a
stable base to connect other systems to, and to build new
capability on, without running into capacity constraints.
Strengthening
communication and
collaboration
Good communication affects Port operations, and how our
customers, stakeholders and community are kept informed.
Working with our web development partner, a new external
website was delivered with a refreshed design and greater
flexibility to edit and publish content, making it easier to
keep stakeholders and the wider community up to date,
including during disruptions when timely information is vital.
The same design and standards were then applied to a
replacement staff intranet, The Wave, focusing on making it
easier for employees to find information, share knowledge
and work together. It has become a central point for internal
communication across the business. Together, the new
website and intranet give us a modern and consistent way to
communicate both externally and internally.
Integrating data across our
systems
Historically, many of our systems operated in isolation,
which meant a lot of manual re-keying, duplicated effort
and information that was difficult to collate. With Business
Central as the common point of reference these systems
have been integrated so that data moves automatically
and consistently between them. This includes connecting
our core operational and finance systems so that a single,
trusted set of information underpins our reporting and
decision-making.
The benefits of this work are practical across the business:
ΛLess manual data entry and fewer opportunities for error,
freeing people to focus on higher-value work.
ΛA single source of truth, so teams are working from the
same accurate and up-to-date information.
ΛFaster, more reliable reporting, giving management and
the Board better insight for decision-making.
ΛReduced reliance on individual staff members and
spreadsheets, which lowers operational risk.
ΛA strong platform on which to add further systems and
automation as the Technology Pathway progresses.
Real-time vessel tracking
A highlight of FY26 was the implementation of our coastal
vessel tracking solution, which gives us real-time visibility
of vessel movements in and around the channel. The
solution combines two sources of information: Automatic
Identification System (AIS) data, which provides vessel
identity, position and movement, and Closed-Circuit
Television (CCTV), including an infrared camera upgrade at
Stirling Point capable of autonomously tracking vessels in the
channel. Bringing AIS and CCTV together provides a clearer,
more complete picture than either source alone, day or night
and in a range of conditions.
The system is actively monitored and helps confirm that
vessels operate within approved areas, supports accurate
navigation information for inbound vessels, and strengthens
the safety and security of Port operations. This system
highlights the operational and safety benefits technology
delivers, and it provides a platform that can be extended with
additional cameras and coverage.
37
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Developing infrastructure
During FY26, South Port took a practical and forward-looking
approach to investing in and maintaining its infrastructure, focusing
on strengthening key assets, improving efficiency, and preparing the
Port for future demand.
Sewer infrastructure upgrade
A key sewer line servicing the Syncrolift and surrounding
operational areas was replaced, strengthening the reliability
of essential underground infrastructure.
The new sewer line replaced ageing services, providing
improved network performance and reducing the risk of
failure in a critical operational area.
Delivery of the project required careful coordination with Port
users, with construction completed in stages to minimise
disruption. Works were planned and completed around
operational requirements, ensuring that critical functions
could continue throughout the installation period.
Infrastructure resilience
Resilience is a critical focus, ensuring the Port continues
to operate safely and reliably. In a dynamic operating
environment, maintaining continuity of service is essential
to protecting cargo, supporting customers, and sustaining
regional supply chains.
During FY26, key operational assets were strengthened
through targeted investment and innovation. A significant
milestone was the completion of a back-up power supply
to the on-port cold store facility. This enables the facility to
continue operating with minimal interruption and protecting
high-value frozen cargo in the event of a disruption to the
primary power feed.
Work to strengthen the resilience of our marine infrastructure
has continued with the installation of storm bollards on Berth
3, increasing the Port’s ability to safely secure vessels during
challenging weather conditions. This investment improves
mooring capability during high wind events, and provides
greater operational flexibility as vessel size and operating
requirements continue to evolve.
Work also progressed to strengthen the seismic resilience
of critical assets. Trials were undertaken on the Port access
bridge to improve the structural connection between the
deck and supporting piles. This innovative approach involved
Installation of the Berth 3 storm bollards, improving marine
infrastructure resilience.
The bridge to the Island Harbour undergoing a seismic performance trial.
drilling additional reinforcing steel bars through the deck
and deep into the piles, enhancing the bridge’s performance
under seismic loading.
These initiatives reflect South Port’s proactive approach to
infrastructure resilience, combining practical upgrades with
modern engineering solutions. By continually strengthening
critical assets and systems, South Port is better positioned
to manage risk, maintain operational continuity, and support
our customers with confidence.
38
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

To leverage technology for improving operational
performance, asset management, and decision-making
across the Port, work has begun on developing a Geographic
Information System (GIS). This is a significant step toward
digitising and centralising critical Port data. Once completed,
GIS will be a single source of information across a range of
departments, including property management, underground
services, environmental monitoring, customer information,
and infrastructure layout. By combining this data in an
accessible platform, GIS will support informed planning,
improve risk management, and offer more efficiency in day-
to-day operations.
The use of OpenSpace for wharf inspections has enabled
a more systematic and data-driven approach to capturing
asset condition and allocating work to contractors,
encouraging more proactive maintenance planning and
improved asset lifecycle management.
This has been complemented by the increased use of drone
technology for inspections, allowing the team to safely
Bluff Freight Centre (BFC)
The purchase of a former cold storage facility in Bluff is a
strategic investment aimed at enhancing the Port’s inland
logistics capability and supporting the movement of freight
across the region
This facility, now known as the BFC, is being upgraded and re-
purposed into a modern dry storage and freight handling hub.
The work is being undertaken in stages, including structural
and electrical improvements, alongside developing
operational infrastructure. The focus is on delivering a fit-
for-purpose facility capable of meeting growing customer
demand, and improving service integration between Port and
land-side logistics.
Each phase of the project is supported by a business case,
and effective multi-focused planning. In parallel, operational
considerations such as equipment selection and efficiency
improvements, including opportunities to reduce operating
costs and environmental impact, are factored in.
Once completed, the BFC will strengthen South Port’s ability
to offer integrated logistics solutions, improve supply chain
resilience, and support regional economic activity through
enhanced freight capacity and storage capability.
BEFORE
AFTER
and efficiently capture high-quality images across critical
infrastructure. Drone inspections reduce the need for manual
access in challenging high-risk environments, improve
coverage, and provide a visual record that can be used to
support condition monitoring and maintenance decisions.
Marine operations have been enhanced through the
installation of an AIS-enabled wave buoy in the harbour. The
buoy provides real-time data on sea and wave conditions,
improving situational awareness for vessel movements.
When integrated with the Port’s under-keel clearance
software, this data supports more informed decision-making
by pilots, enhancing both safety and operational efficiency.
These initiatives represent an important shift toward a
more integrated and technology-enabled operating model.
By moving away from manual systems and fragmented
information, it builds a stronger foundation for efficient
operations, informed decision-making, and long-term asset
stewardship.
Technology used in infrastructure
39
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Shed 2 upgrade
FY26 saw the completion of the upgrade to Shed 2 to support
the growing demands of the dairy sector, a key component of
the Port’s cargo mix.
Originally constructed in 1959, Shed 2 has been progressively
upgraded and converted to enhance its capability. This
progression forms part of a wider investment in
infrastructure across the Port, to ensure facilities remain fit-
for-purpose and aligned with customer requirements.
The upgrade involved a range of building and operational
improvements, including modifications to systems and
infrastructure to support safe and efficient storage of high-
value dairy products. Particular focus was placed on ensuring
appropriate safety systems and operational controls were in
place throughout the transition period.
The upgraded pavement is designed to better accommodate
the operational demands of heavy vehicle traffic and ongoing
Port activity, reducing maintenance requirements and
improving reliability.
This upgrade has enhanced the Port’s dairy-handling
capability, improved operational efficiency and increased
storage flexibility, to continue servicing key customers in the
region’s primary industry sector.
BEFORE
AFTER
Syncrolift structural
refurbishment
The completion of Stage 2 of the refurbishment and
protective coating of structural steel on the Syncrolift
involved the preparation and recoating of key sections of
exposed structural steel, to protect against corrosion in a
harsh marine environment.
The work was carefully planned to ensure a high-quality
outcome, with a strong focus throughout the process on
appropriate surface preparation, coating specification,
and quality assurance with the engagement of a specialist
coatings contractor, supported by independent inspections.
This approach ensured that surface preparation and
coating application were undertaken to industry standards,
enhancing durability and providing confidence in the long-
term performance of the system.
The coating system selected incorporates advanced
protection technology designed to improve resistance
to moisture and oxygen ingress, key drivers of corrosion
in marine environments. This investment is expected to
significantly extend the service life of the structural steel and
reduce future maintenance requirements.
The works form part of South Port’s ongoing commitment
to maintaining and protecting critical infrastructure. By
investing in preventative maintenance and using specialist
expertise, the Port is ensuring the continued reliability and
performance of the Syncrolift, supporting both operational
capability and long-term asset value.
Stage 2 of the Syncrolift structural steel refurbishment.
40
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Port planning exercise
A comprehensive Port planning exercise is underway to
support the long-term development of the business and
ensure the Port remains well positioned to meet future
demand.
Recognising the importance of structured planning in a
capital-intensive and space-constrained environment, the
exercise reviews current operations, identifies improvement
opportunities, and assists in developing a clear pathway
for future growth. A competitive selection process was
undertaken, and following evaluation of submissions and
engagement with shortlisted consultants, Gloco Ltd was
selected to lead the development of the Port Planning
programme.
The planning exercise will be delivered in two distinct
stages. The first stage is focused on optimising existing
infrastructure and operations, targeting efficiency gains and
performance improvements with minimal capital investment.
This approach ensures the Port maximises the value of its
current assets before committing to further expansion.
The second stage will consider longer-term transformation
opportunities, including options that may require more
significant capital investment. This phase will explore
potential changes in operating models, infrastructure
development, and strategic growth initiatives.
The Port planning exercise is being undertaken with a
long-term perspective, considering a 30 to 50 year horizon.
This process will prioritise opportunities and establish clear
triggers for when investment decisions should be made.
This staged and disciplined approach provides a structured
framework for capital allocation, ensuring investment is
aligned with demand, operational requirements, and long-
term value creation.
Hopper Lane pavement
upgrade
During FY26 the upgrade of the hopper wash lane pavement
was progressed. This is an important operational area
supporting bulk cargo handling activities on the Port.
The project was driven by increased traffic volumes and
loading demands, which had led to premature deterioration
of the existing pavement. To ensure the area remained fit for
purpose, a targeted upgrade programme was undertaken to
improve durability and performance.
Recognising the importance of the hopper lane to daily
operations, the works were carefully planned to maintain
functionality throughout the upgrade process. This required
coordination across operational teams to ensure that
disruption was minimised while still delivering a high-quality
outcome.
Town Wharf upgrade – vessel
bunkering project
The proposed Town Wharf multi-use development project
has advanced from concept through to preliminary and
detailed design phases.
While physical construction has not yet commenced,
considerable effort has been invested in developing a robust
and fit-for-purpose design. This has been achieved through
close collaboration with a preferred contractor and design
engineer, ensuring the most economical and practical
solution is identified ahead of construction.
The project scope includes the construction of a new section
of wharf deck, installation of additional bollards, and the
development of a berthing dolphin and fender system.
Together, these elements will enhance the functionality
and flexibility of the Town Wharf, supporting a range of
operational uses.
A strong focus has been placed on stakeholder engagement
throughout the design process, working with key customers
to ensure the proposed layout and infrastructure meet
operational requirements and support efficient cargo
handling.
The project has progressed to key consenting and technical
documentation, positioning it well for the next stage of
delivery.
The Town Wharf multi-use project represents an important
step in strengthening marine infrastructure, supporting
future growth opportunities and improving the Port’s ability
to respond to changing customer and operational needs.
"For our team, master planning is fundamental to
enabling South Port NZ’s long-term, sustainable
growth. Working side by side with the South
Port team, we co-develop flexible, future-ready
pathways that strengthen regional trade, support
evolving customer demands, and ensure the Port
can continue to serve Southland’s economy for
decades to come. Our partnership is built on shared
insight, adaptability, and a commitment to shaping
resilient infrastructure for the region’s future."
Dennis Koegeboehn
Gloco Ltd
41
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

FROM THE HARBOUR
Berth 6
1
Town Wharf petroleum import berth
2
Bluff Freight Centre
3
Dry warehousing – 13,300m
2
4
Dry warehousing – 2,000m
2
5
Bulk liquid storage facilities
6
Dedicated container servicing pad
7
Vacant land for development
8
Administration building
9
Fishing boat piers
10
Container terminal office
11
Island Harbour access bridge
12
Vacant land for development
13
West end development storage area
14
Log storage
15
Bulk cargo warehousing – 11,800m
2
16
Log storage
17
Woodchip storage
18
Cold stores 39,500m
3
19
Bulk cargo warehousing – 5,500m
2
20
Syncrolift dry dock
21
Tiwai Wharf owned by South Port and leased
under a licence agreement to NZAS
Berth 5
Berth 8
Berth 7
Berth 4
Berth 3A
Berth 3
Berth 1
Berth 2
Berth 11

Intermodal Freight Centre, Invercargill
9
6
7
8
4
3
2
1
11
10
20
19
17
14
15
13
12
16
21
5
18
42
South Port ANNUAL REPORT 2026
FROM THE HARBOUR
Infrastructure map

FROM THE HARBOUR
Berth 6
1
Town Wharf petroleum import berth
2
Bluff Freight Centre
3
Dry warehousing – 13,300m
2
4
Dry warehousing – 2,000m
2
5
Bulk liquid storage facilities
6
Dedicated container servicing pad
7
Vacant land for development
8
Administration building
9
Fishing boat piers
10
Container terminal office
11
Island Harbour access bridge
12
Vacant land for development
13
West end development storage area
14
Log storage
15
Bulk cargo warehousing – 11,800m
2
16
Log storage
17
Woodchip storage
18
Cold stores 39,500m
3
19
Bulk cargo warehousing – 5,500m
2
20
Syncrolift dry dock
21
Tiwai Wharf owned by South Port and leased
under a licence agreement to NZAS
Berth 5
Berth 8
Berth 7
Berth 4
Berth 3A
Berth 3
Berth 1
Berth 2
Berth 11

Intermodal Freight Centre, Invercargill
9
6
7
8
4
3
2
1
11
10
20
19
17
14
15
13
12
16
21
5
18
Berth 6
1
Town Wharf petroleum import berth
2
Bluff Freight Centre
3
Dry warehousing – 13,300m
2
4
Dry warehousing – 2,000m
2
5
Bulk liquid storage facilities
6
Dedicated container servicing pad
7
Vacant land for development
8
Administration building
9
Fishing boat piers
10
Container terminal office
11
Island Harbour access bridge
12
Vacant land for development
13
West end development storage area
14
Log storage
15
Bulk cargo warehousing – 11,800m
2
16
Log storage
17
Woodchip storage
18
Cold stores 39,500m
3
19
Bulk cargo warehousing – 5,500m
2
20
Syncrolift dry dock
21
Tiwai Wharf owned by South Port and leased
under a licence agreement to NZAS
Berth 5
Berth 8
Berth 7
Berth 4
Berth 3A
Berth 3
Berth 1
Berth 2
Berth 11

Intermodal Freight Centre, Invercargill
9
6
7
8
4
3
2
1
11
10
20
19
17
14
15
13
12
16
21
5
18
43
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

1. INTRODUCTION AND BACKGROUND
This disclosure outlines South Port’s voluntary approach
to climate and sustainability reporting. Legislation is
currently before New Zealand’s Parliament (the Financial
Markets Conduct Amendment Bill) which, if enacted as
proposed, would mean that South Port will no longer be
a Climate Reporting Entity. Pending the passage of that
Bill, the Financial Markets Authority has announced "no
action" relief for those entities affected by the proposed
changes. In reliance on that, the Company has not
produced a climate statement for the 2026 reporting
period but has instead adopted a streamlined reporting
model that integrates key climate-related and sustainability
information into the Annual Report.
Disclaimer: This voluntary climate and sustainability disclosure
is not prepared in accordance with the Aotearoa New Zealand
Climate Standards and is not intended to constitute a climate
statement under Part 7A of the Financial Markets Conduct Act
2013. No assurance has been obtained over this disclosure.
The purpose of this disclosure is to maintain transparency,
ensure continuity with previous reporting, and demonstrate
ongoing voluntary commitment to appropriately identifying,
assessing and managing climate-related risks and
opportunities.
2. GOVERNANCE
South Port continues to apply established governance
arrangements for climate-related matters. The Board
retains oversight of climate-related risks and opportunities,
supported by the Audit and Risk Committee. The Executive
Leadership Team (ELT) is responsible for assessing and
managing these risks, with support from the Risk and
Technology Manager.
The Sustainability Committee, comprising all ELT members,
met 10 times during FY26. The committee progressed
work on the Sustainability Strategy, Energy Strategy, and
transition-related initiatives as set out in section 3 below.
The committee also focused on internal communication
to strengthen organisational awareness of sustainability
priorities.
3. STRATEGY: SUSTAINABILITY, ENERGY
EFFICIENCY AND TRANSITION
South Port’s Sustainability Strategy is structured around
the People–Prosperity–Planet framework and has
been developed to reflect United Nations Sustainable
Development Goals (SDGs) 8, 9, and 13.
During FY26, the Company advanced several initiatives to
operationalise the Strategy:
ΛSustainability Scorecard: Development of the first
Scorecard to establish the FY26–FY30 baseline across the
three People–Prosperity–Planet strategic dimensions.
ΛSustainable Procurement Policy: Initial steps toward
preparation of a policy to embed sustainability
considerations into procurement processes for goods,
services, and capital investments.
ΛEnergy Management Plan: Progress on energy initiatives,
including assessment of renewable energy options, review
of service infrastructure, and analysis of energy costs and
Power Purchase Agreement (PPA) renewal.
ΛInfrastructure Planning: Initial steps to integrate
responses to identified climate-related risks, including
sea-level rise and extreme weather, into infrastructure
design, land development, and drainage planning.
ΛOperational Integration: Incorporation of sustainability
considerations into ELT and Board discussions, asset
management, fleet replacement, and business-as-usual
decision-making.
Climate-related considerations continue to be included
in capital planning processes. While sustainability was
incorporated into business and investment decisions as
indicated above, no climate-specific capital expenditure was
undertaken in FY26.
Voluntary climate and sustainability
disclosure
South Port remains focused on its sustainability goals, undertaking
initiatives to reduce environmental impacts, improve resource
efficiency, and support the long-term resilience of the port and its
surrounding environment.
44
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

4. RISK MANAGEMENT
South Port maintains a risk management framework
that incorporates material climate-related risks across
environmental, financial, commercial, and operational
dimensions. In FY26, the Company reviewed all climate-
related risks disclosed in its FY25 mandatory climate
statement. No material changes were identified in the risks’
anticipated impacts, financial implications, or the time
horizons over which they are expected to occur for FY26.
South Port intends to review its Scenario Analysis and
Sea-Level Rise and Extreme Sea-Level Exposure Study on a
five-year cycle, or earlier if significant scientific developments,
regulatory changes, or new climate-related information
emerge.
Key risks continue to include:
ΛDisruption to freight routes from extreme weather
ΛExposure of assets to sea-level rise and storm surge
ΛIncreased insurance costs
ΛChanges in regional fuel demand and agricultural output
ΛSupply chain readiness for Environmental, Social, and
Governance (ESG) expectations.
South Port recognises risks associated with ESG reporting,
including data quality, evolving regulatory requirements,
identifying the sustainability issues that matter most to the
business and its stakeholders, and meeting governance
expectations.
4.1. CLIMATE-RELATED FINANCIAL IMPACTS
South Port has not experienced any material climate-
related physical or transition impacts in FY26. The Company
continues to monitor risks and associated potential impacts,
including from operational disruption from extreme weather,
changes in cargo volumes, insurance cost increases, and
potential stranded asset risk.
South Port’s assessment that up to 100% of assets and
activities are exposed to transition risk remains unchanged
from FY25. In terms of exposure to physical risk, our
assessment remains unchanged from FY25: under a “hot
house” scenario, up to 13.8% of assets may be exposed to
storm surges associated with extreme weather events.
Climate-related opportunities include increased coastal
shipping and demand for construction materials, but South
Port has not yet quantified any anticipated impacts of these
opportunities. South Port intends to work with customers
and other external parties to determine future infrastructure
requirements to take advantage of increased cargo
throughput. No assets or activities were specifically aligned
with climate related opportunities in FY26.
5. METRICS: GHG EMISSIONS INVENTORY
South Port continues to report Scope 1 and Scope 2
emissions using the operational control boundary. South Port
intends to continue reporting certain categories of its Scope
3 emissions, subject to the availability, quality, and certainty
of underlying data. Scope 3 categories may be refined over
time as data systems mature and supplier engagement
improves.
Further details of the Company’s emissions sources,
boundaries, methodologies, and assumptions are available in
the GHG Emissions Inventory.
Key points:
ΛFY24 remains the base year.
ΛNo internal carbon price is applied.
ΛThe Company has not yet adopted industry-specific
climate indicators or metrics but may refine its approach
as sector guidance for New Zealand ports develops.
ΛAny methodological changes linked to the updated
regulatory regime will be disclosed and justified.
6. CONCLUSION
South Port intends to continue to provide voluntary climate
and sustainability disclosures to maintain transparency and
support informed decision-making. This approach enables
the Company to focus resources on meaningful sustainability
outcomes while ensuring continuity with previous reporting
and alignment with the Sustainability Strategy.
45
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Our environment
GHG Emissions Inventory
South Port is transitioning from a mandatory greenhouse gas
(GHG) reporting regime to a voluntary reporting framework.
This shift allows us to refine our emissions inventory,
prioritising categories with high data quality, operational
relevance, and materiality.
As part of this transition, South Port has discontinued
measuring Scope 3 Categories, based on expenditure
and with limited operational control, that were previously
required under mandatory reporting rules, specifically:
ΛPurchased Goods and Services (Category 1)
ΛCapital Goods (Category 2)
ΛFuel, and Energy-Related Activities (Category 3 –
Well-to-tank)
ΛUpstream Transportation and Distribution (Category 4 –
expenditure based freight emissions)
ΛWaste Generated in Operations – expenditure-based
collection and transport only (Category 5)
ΛEmployee Commuting (Category 7).
Reporting will continue on waste disposal emissions
(landfill, recycling, treatment), which remain material and
activity-based.
FOCUS ON MATERIAL, ACTIVITY-BASED
EMISSIONS
Under the voluntary reporting framework, our inventory
now concentrates on emissions sources supported by
reliable activity data and where the organisation has clear
operational influence. This includes all Scope 1 emissions
(stationary combustion, mobile combustion, and fugitive
emissions), and Scope 2 emissions from purchased
electricity, both of which are supported by consistent,
high-quality metered data.
Within Scope 3, only activity-based categories that are both
measurable and material will be retained. These include
waste-disposal emissions (landfill and treatment), business
travel, transport and distribution, and emissions associated
with Port users’ electricity and fuel supplied by South Port,
where reliable activity data is available.
Note: 2024 and 2025 emissions have not been restated to align with this change.
OTHER CHANGES
Regarding Port users’ emissions from electricity and fuel
supplied by South Port, these have previously been reported
under Downstream Leased Assets. For the FY26 inventory,
these are moving to the Use of Sold Products category,
following sector best practice, ensuring they are reported
under the category that best reflects the activity that
generates the emissions.
Recycling emissions have been removed from the
inventory. The Ministry for the Environment’s Measuring
Emissions: Solid Waste guidance (Section 10.3.7) provides
emission factors only for waste disposed to municipal and
non-municipal landfills. Recycling pathways are not included
in the national methodology. The “average waste” factor is
derived from landfill composition data and applies solely
to landfill disposal. Because South Port diverts a portion
of its recyclable waste and no authorised emission factor
exists for recycling, reporting these emissions would not
be methodologically compliant or representative. Given the
small volume involved (around one tonne per year), exclusion
is appropriate under voluntary reporting.
3,500
3,000
2,500
2,000
1,500
1,000
500
0
1,849
1,889
552
425
tCO₂e
2,836
2,985
Total Scope 1 Emissions
Total Scope 2 Emissions
Total Scope 3 Emissions
FY24FY25FY26
1,998
434
1,473
800
700
600
500
400
300
200
100
0
tCO₂e/million

cargo

tonnes
FY24FY25FY26
708
687
614
GHG EMISSIONS
CARBON INTENSITY SCOPE 1 AND 2
Note: The transition to voluntary reporting removed high-uncertainty,
expenditure-based Scope 3 categories, producing a substantial reduction in reported
Scope 3 emissions and focusing the inventory on material, activity-based sources.
(Location based)
46
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Discharge Agreement 2026
The Port operates within a complex environmental setting
where day-to-day activities have the potential to generate
contaminants that may enter stormwater systems,
coastal receiving environments, or affect air quality. Since
2012, South Port has held a Discharge Agreement with
Environment Southland, enabling and ensuring compliance
for incidental operational discharges. The agreement expires
in September 2026, after which a new version will take effect.
The Infrastructure and Environmental team began preparing
for the new Agreement in 2021, when it implemented a
consistent stormwater monitoring programme, to establish
a baseline for the quality of water discharged into Bluff
Harbour. This work evolved into a wider project involving
contributions from multiple South Port departments,
planning and environmental consultants, and representatives
from Environment Southland and Te Rūnanga o Ngāi Tahu,
coordinated by the Environmental team.
EVOLVING APPROACH
South Port’s participatory and proactive approach has resulted in substantive changes between the current and future version of
the Agreement, reflected in several key improvements:
Current Discharge Agreement
2012 to September 2026
Discharge Agreement 2026
From September 2026
Supported by an expedited Code of Practice
that summarises risks, controls, and
response.
At its core is an Environmental Management Plan (EMP)
to be certified by the Council, which unfolds into risk
assessment, procedures, and inspection and monitoring
programmes.

Monitoring: established without a baseline;
limited; and without a clear definition of
response.
Monitoring: extensive baseline; continuous, broad, and
focused on determining the quality of discharges and
their impacts; clear response strategy.

Cultural Aspects: there is no evidence of iwi input
having been incorporated during the drafting of the
agreement.
Cultural Aspects: iwi has been actively involved in
drafting the Agreement and its associated documents
since the commencement of the renewal negotiations.

Engagement: limited to notification of users
with a contract with South Port.
Engagement: it has an engagement strategy that includes
Port users with contracts with South Port, and other
parties involved in activities of interest to the Agreement
and EMP.

These changes are formalised in a structured framework
that provides clear guidance for managing risks associated
with activities that have the potential to generate incidental
discharges of product, or hazardous substances, into water or
air, whether by environmental conditions or operational factors.
The outcome of this work is the newly developed Discharge
Agreement Framework, which renews, updates, and
strengthens South Port’s commitment to responsible
environmental practice. It introduces procedural controls
and compliance tools that support verification, review, and
continuous improvement across all relevant operational
activities.
IMPLEMENTATION
In July 2026, there was a formal presentation of the Framework
proposal to Environment Southland and Te Rūnanga o
Ngāi Tahu, initiating the review process for certification
of the Environmental Management Plan. While awaiting
feedback from both parties, preparations are continuing for
the implementation phase. This work includes developing
dissemination and training material, establishing infrastructure
and monitoring services, and ensuring the operational
alignment required for a smooth and efficient transition.
The Framework is expected to be fully operational by May 2027.
47
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

WATER EFFICIENCY
FY26
*
Water consumption133,529 m
3
Water consumed by South Port119,336 m
3
Water consumed by customers14,193 m
3
COMMENTS 
During FY26, South Port advanced the
implementation of its water consumption
management plan, aimed at identifying potential
reductions across both operational activities and
customer use. As part of this work, opportunities for
water reuse in the cold stores’ defrosting process
were assessed. The infrastructure required to enable
reuse is scheduled for installation from FY27.
HEALTH AND SAFETY
FY26
*
Full indicator% Rate
Health surveillance completion98.0%
Spirometry participation90.2%
Lung health outcomes15.7%
Hearing surveillance participation98.0%
Hearing health outcomes41.0%
COMMENTS 
South Port continued to invest in initiatives that
promote workforce health, wellbeing and safety
through workplace exposure monitoring, annual
health surveillance and targeted wellbeing
programmes. Ongoing noise and air quality monitoring
improved understanding of occupational risks and
informed enhancements to workplace controls,
while annual audiometric testing, spirometry and
medical assessments supported early identification of
potential health concerns and assurance that controls
remain effective.
During FY26, South Port also invested approximately
$30,000 in upgrading its onsite gym facilities to
enhance employee access to fitness opportunities
that support overall wellbeing, fitness for work
and recovery from the physical demands of port
operations. Together, these initiatives demonstrate
a proactive, prevention-focused approach to
occupational health, contributing to improved risk
awareness, enhanced wellbeing, support for fatigue
management and better long-term health outcomes
for employees.
Sustainability
Sustainability strategy review
Following the development of the Voluntary Climate and
Sustainability Disclosure (VCSD), during FY26 South Port reviewed
the Sustainability Strategy (2025–2030), to ensure alignment with
organisational priorities, and the material sustainability issues
affecting Port operations. This review considered changes in market,
legal, technology, society and environmental conditions.
ALIGNMENT WITH UPDATED CLIMATE
REPORTING STATUS
The VCSD outlines South Port’s transition from mandatory to
voluntary climate reporting and summarises the FY26 climate-
related risk assessment. The Sustainability Strategy has been
updated to reflect South Port’s new regulatory position:
ΛThe former business theme “Risks and Opportunities due to
Climate Change” has been removed from the Strategy, this
content is now addressed through the VCSD.
ΛClimate-related Disclosure compliance is no longer treated as an
achievement criterion, instead, is maintained voluntarily.
This ensures the Strategy remains streamlined and avoids
duplicating disclosures covered in the VCSD.
HEALTH AND SAFETY STRATEGY INTEGRATION
The Health and Safety pillar has been revised to align with South
Port’s updated Health and Safety Strategy. The original Strategy
focused on injury rates, illness rates, lost days, absenteeism
and fatalities. FY26 updates incorporate more targeted health
surveillance indicators, including:
ΛHealth surveillance completion
ΛSpirometry participation
ΛLung health outcomes
ΛHearing surveillance participation
ΛHearing health outcomes.
These refinements strengthen alignment with current operational
risks and monitoring practices.
INDICATOR REFINEMENT BASED ON
MATERIALITY
Several indicators across the Strategy were updated to reflect FY26
materiality and data availability. Adjustments were made across:
ΛWater efficiency
ΛEnergy efficiency
ΛGHG emissions
ΛInfrastructure and environmental protection investments.
These updates ensure the Strategy continues to reflect the
most relevant sustainability issues for South Port’s operations
and supports the FY26–FY30 baseline established through the
Sustainability Scorecard.
Sustainability scorecard
*
This is the first year South Port has tracked metrics for Water Efficiency
and integrated Health and Safety into the Sustainability Strategy.
48
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

INVESTMENT
FY26
$'000
FY25
$'000
Infrastructure investments$6,321$1,563
Environmental protection
investments
$831$744
ENERGY EFFICIENCY
FY26FY25FY24
Total diesel consumption (litres)
1,047,1411,092,1551,014,460
Direct diesel consumption (litres)
706,704667,818646,925
Indirect diesel consumption (litres)
340,437424,337367,535
Total electricity consumption (kWh)
6,361,8866,231,2176,596,725
Direct electricity consumption (kWh)
5,512,6175,460,6165,828,749
Indirect electricity consumption (kWh)
849,269770,601767,976
Direct energy consumption (GJ)
48,53646,00246,470
Direct energy intensity (energy (GJ)/
million cargo tonne)
12,24712,94714,463
Energy balance (renewable source/
non-renewable)
0.690.750.82
GHG EMISSIONS
FY26FY25FY24
Total emissions (
t CO2e)3,9055,4275,110
Scope 1 emissions (
t CO2e)1,9981,8891,849
Scope 2 emissions (
t CO2e)434552425
Scope 3 emissions (
t CO2e)1,4732,9852,836
Carbon intensity scope 1 and 2
(
t CO2e/million cargo tonnes)
614687708
ECONOMIC VALUE
FY26
$'000
FY25
$'000
FY24
$'000
Total operating
revenue
$71,852$63,282$56,128
Total expenses
(including income tax)
$55,742$49,964$48,752
Net profit after tax$16,110$13,318$7,376
Total cargo (tonnes)3,962,9163,553,0053,213,073
COMMENTS 
South Port’s energy profile in FY26 reflects the operational impact of
rising cargo volumes. As throughput increased to 3.96 million tonnes,
fuel-based energy use grew proportionally, while electricity consumption
remained comparatively stable. This dynamic resulted in a lower direct
energy intensity per tonne handled, indicating improved efficiency
despite higher overall activity. The FY26 energy balance of 0.69 shows
that non-renewable sources still dominate, although renewable inputs
form a meaningful component of the mix. Overall, cargo growth is driving
fuel demand more strongly than electricity use, while efficiency gains
are emerging through reduced energy intensity relative to throughput.
COMMENTS 
FY26 infrastructure investment remained focused on
capital expenditure, supporting the maintenance and
development of resilient Port assets. Environmental
investment is reflected through operational expenditure,
recognising the ongoing nature of stormwater system
cleaning, waste management, and monitoring activities
undertaken as part of responsible environmental
practice.
Environmental investments are expected to increase
from September 2026 with the introduction of the new
Discharge Agreement which strengthens compliance
obligations and operational controls. These investments
support measurable improvements in stormwater quality
and reinforce South Port’s commitment to high standard
environmental stewardship.
COMMENTS 
FY26 strengthens South Port’s economic baseline
and reinforces the link between financial performance
and sustainability outcomes. Operating revenue
rose to $71.8 million and net profit after tax to $16.1
million, supported by cargo throughput of 3.96 million
tonnes, which continues to anchor intensity-based
environmental and operational measures.
With consistent financial and activity data now
spanning multiple years, South Port can more clearly
connect economic value to emissions, energy
efficiency, and resource-use trends. FY26 therefore
consolidates the foundation for a Scorecard framework
that integrates economic resilience with environmental
stewardship and long-term sustainable performance.
COMMENTS 
South Port’s FY26 GHG profile is shaped by rising cargo volumes and a
refined reporting boundary. Higher throughput increased diesel-related
activity, lifting Scope 1 emissions, while Scope 2 emissions decreased
due to a lower Purchased Electricity Emission Factor compared with
FY25, rather than a change in electricity consumption. The transition to
voluntary reporting removed high-uncertainty, expenditure-based Scope
3 categories, producing a substantial reduction in reported Scope 3
emissions and focusing the inventory on material, activity-based sources.
Note: 2024 and 2025 emissions have not been restated to align with this change.
Carbon intensity also decreased, driven by strong cargo growth, which
reduces emissions per tonne, and the lower Scope 2 EF.
Note: South Port classified investments according to the Pillars
of the Sustainability Strategy and reviewed the FY25 capital
expenditure to establish the baseline.
49
South Port ANNUAL REPORT 2026
FROM THE HARBOUR

Scholarships
Our successful recipients
........................................................................................51
Port Open Day
Our biennial community event
.......................................................................................52
Manaakitanga
Christmas in the community
.......................................................................................54
Supporting our
community
Connecting with the region
.......................................................................................55
Community
partnerships 
Our involvement
.......................................................................................56
Our community

Scholarships
South Port Director, Derek Nind (right), congratulates scholarship recipient
Emily Hansen.
COMMUNITY SCHOLARSHIP
EMILY HANSEN
Local Bluff resident Emily Hansen is currently undertaking
a Master of Social Work having previously gained a degree
in Psychology. Emily is dedicated to a career in frontline
and community-based social services, particularly in
areas supporting women, individuals in crisis, and those
experiencing mental health challenges, trauma and
structural disadvantage.
Alongside her studies, Emily volunteers at a crisis support
centre, where she provides empathetic, stabilising support
to people in acute emotional distress. This work has
strengthened her practical capability and reinforced her
commitment to trauma-informed, compassionate practice.
Emily also works at the Bluff Medical Centre, where she
engages community members experiencing a wide range
of social, health and economic factors that affect their
wellbeing.
Balancing postgraduate study, employment, volunteering,
and parenting two young children, Emily exemplifies
resilience, discipline, and purpose. Her lived experience
enriches her empathy for families navigating stress
and change. Emily’s strong academic performance,
organisational skill, and commitment to service position her
to make a meaningful and lasting contribution to the social
services sector.
STAFF SCHOLARSHIP
LETICIA BUSATO QUELUZ
Leticia Busato Queluz is the daughter of Eduardo Queluz,
Environmental Technician at South Port. Inspired by the
profound impact nurses have during a patient’s most
vulnerable moments, Leticia is committed to pursuing a
career as a Registered Nurse in New Zealand. She has a
passion for paediatric and geriatric care which stems from
her experience in Brazil, caring for both her younger cousins
and her grandmother – moments that taught her the
importance of patience, empathy, and ensuring others never
feel alone.
Beyond her career goals, Leticia is an active and engaged
member of her school community. Participating in volleyball,
Athletics Day, and serving as a Senior Reading Mentor,
International Academic Mentor, School Tour Guide, and
Library Supervisor has strengthened her leadership,
teamwork, and communication skills. Her volunteer work
with World Vision and the LEO Club further reflects her deep
commitment to the community and to helping others.
Having moved from Brazil to New Zealand as a non-
English speaker, Leticia has demonstrated resilience and
determination by learning a new language while excelling in
leadership roles. She hopes this scholarship will support her
studies as she works toward becoming a nurse dedicated to
serving her community with skill, compassion, and heart.
South Port Director, Nicola Greer (right), congratulates scholarship
recipient Leticia Busato Queluz.
Since 1999, South Port has offered Staff and Community Scholarships.
Congratulations to this year's successful recipients.
51
South Port ANNUAL REPORT 2026
OUR COMMUNITY

Port Open Day
In order to do this safely, the Port is essentially closed for the
day with the support of shipping companies and other port
users, with minimal operations taking place.
The tours are conducted by bus, with secured allocated
space at the container terminal and at marine for interactive
displays.
The event is free of charge, but ticketed reservations are
required to match bus capacity. After the initial release of
tickets was sold out, an additional two buses were added,
which also sold out.
Following months of planning the 2026 Port Open Day
went ahead on Sunday, 8 March, despite undesirable and
challenging weather conditions.
The tours start from the Bluff Oyster Festival Site which also
features an entertainment hub, including face painting, mini
jeeps, bouncy castles and live music from Darcy Kerr (also
a South Port employee), all provided by South Port. This is
open to all, not just tour attendees.
From here ticket holders board buses and head to the Island
Harbour. Each bus is hosted by South Port staff as tour
guides, who share their knowledge of the Port on the drive
around.
At the stops participants interact with heavy machinery and
cranes, and board the tugs to learn about the role they play,
all of which takes approximately two hours. The bus then
returns to the Oyster Festival Site.
Feedback was positive with many patrons commenting how
informative it was, as was reported in the Southland Express,
12 March 2026:
Invercargill resident Dan Butterfield said he was impressed
by the port's management which had organised a rare
"hands-on" opportunity to access some of the port's heavy
machinery.
While safety protocols were maintained, children were
encouraged to climb into the cabs of container lifters and
scramble on the port's tugs.
"[My daughter] actually got to sit in the big container
forklift, which I thought was extraordinary."
The port tour had been an "eye opener."
"I was really blown away by how many imports and exports
go through our port."
Mr Butterfield was especially surprised to learn it was
almost a 50-50 balance of imports and exports, including
the "massive volumes of stock food coming in and meat
heading out".
He said the opportunity to see the Kaiwera Downs Wind
Farm's imported turbine blades up close was a highlight.
"The size...that was absolutely what got me. We wouldn't
have probably otherwise been able to see them up close –
so that was really cool".
Other community organisations, including Bluff Coast Guard,
also took the opportunity to raise awareness of their role
in the community, and local Woolworths stores joined the
entertainment hub with a supply of free fruit, chocolate and
water for all.
As a community engagement event South Port staff are
asked to volunteer their time. In addition to the organising
committee, it requires more than 50 staff on the day to make
the event happen.
"Given the terrible weather, the commitment and positive
attitude shown by all staff to ensure those who did turn up for
the tours enjoyed themselves, was an outstanding highlight,"
said Hollie Cooper, Communications Advisor and event
coordinator.
"It was also great to see staff reminded of what a unique and
interesting workplace they have, and to promote it proudly,"
she said.
Staff were acknowledged and rewarded with vouchers by
way of a thank you from South Port.
Those involved in the organisation of the event will take on
feedback from staff and patrons, and review how other ports
across New Zealand run similar events in order to improve
the experience for all.
Photos supplied by staff, visitors and Joel Ryan Photography.
Biennially, South Port hosts an Open Day event to interact with the
community and showcase how a commercial port operates.
52
South Port ANNUAL REPORT 2026
OUR COMMUNITY

53
South Port ANNUAL REPORT 2026
OUR COMMUNITY

Manaakitanga
Christmas can be a difficult time for many with additional
financial pressures. To support the local community, in lieu of
gifts to customers, South Port annually gifts $5,000 to Ngā
Kete Mātauranga Pounamu Charitable Trust (NKMP).
NKMP is a not-for-profit charitable trust that offers a wide
range of health and social services, many of which are
provided at low or no cost, including mental health and
addiction counselling, restorative justice, and He Puna
Waiora Wellness Centre.
The donation is used to create food parcels which are
distributed to whānau in need across Southland.
Support for the community at Christmas
1. BLUFF KINDERGARTEN
From left: Nigel Gear, Chief Executive,
Hayden Mikkelsen, Container
Operations Manager, Misty Johnson,
Finance Administrator, Mark Saunders,
Pilot, Sarah-Lee Bragg, Head Teacher
2. TE ROUROU EARLY CHILDHOOD
CENTRE
From left: Andria Cross, Centre
Manager, Matthew Costar,
Compliance Coordinator, John Breet,
Dairy Logistics Administrator, Sarah
Smith, Financial Accountant
3. ST TERESA'S SCHOOL
From left: Donna Goodman, Finance
Assistant, Rosi Coyle, Associate
Principal, Monique Ackerman,
Administrator, Megan Taylor, People
and Safety Advisor, Paul James, Pilot
4. BLUFF SCHOOL
From left: Nicolette Bottger, Finance
Manager, Renee Sargeant, Property
Advisor, Jim Turrell, Acting Principal,
Hollie Cooper, Communications
Advisor, Lara Stevens, Chief Financial
Officer
NGĀ KETE MĀTAURANGA POUNAMU CHARITABLE TRUST
Back from left: Helen Young, People and Safety Manager, Tracey Wright-
Tawha, NKMP Chief Executive Officer, Barbara Metzger, Māori Cancer
Kaiarahi Service Coordinator, Melanie Reed, General Manager, Wyma
Glassey, Māori Cancer Kaiarahi Service Kaimahi, Lara Stevens, Chief
Financial Officer. Front: Sadie McKerchar and Tate Sargent, helpers
In addition to this, annually South Port staff personally
contribute to 'Christmas Giving', organised by the South Port
Commercial team.
Bluff Kindergarten, Bluff School, St Teresa's School and Te
Rourou Early Childhood Centre each anonymously nominate
one family who they have identified as needing some
additional support.
The gifts and vouchers generously donated by staff are
collated into hampers which are delivered to the education
centres who distribute them to the nominated families,
maintaining privacy for them.
This tradition began in 2019, and exemplifies the South Port
value, manaakitanga.
12
34
54
South Port ANNUAL REPORT 2026
OUR COMMUNITY

Supporting our community
Connecting with community
As part of the long-term commitment to the local community,
South Port offers sponsorship and support of sporting, cultural, and
community groups.
Following a public fundraising campaign, Presbyterian Support Southland
opened Peacehaven Village’s rest home, hospital and rental cottages in
1954. Services within the care home continued to develop, with specialised
dementia care (including psychogeriatric), introduced in response to
growing regional need.
In 2025, the Peacehaven Village Dementia Unit embarked on a project
to transform its indoor spaces with large-scale wall imagery reflecting
familiar Southland landscapes that may hold special meaning and
connection for residents.
For people living with dementia, surroundings that evoke recognition and
a sense of place can play an important role in reducing anxiety, supporting
memory, and creating a calming, homelike environment.
South Port was pleased to support the final stages of the project with a
$5,000 donation and supplying four images for use on the wall panels.
“It was pleasing to contribute to an organisation that provides a valuable
service for vulnerable people in our community, while helping strengthen
our connection with the region,” said Jamie May, Commercial Manager.
Enliven Southland Director Carol Riddle said the project highlights the
value of local partnerships, and the positive outcomes that can be
achieved when businesses and care providers work together to enhance
the wellbeing of older people.
“As a for-purpose organisation operating aged care facilities, we do not
receive funding for projects such as these and rely on the generosity of
local organisations and businesses to support initiatives that enhance the
wellbeing of our residents.
"We are incredibly grateful for South Port’s support. Our residents love
the images of the Port and surrounding Bluff area,” she said.
Viewing the completed wall panels, from left: Hollie Cooper, Communications Advisor, Julie Worner, Dementia Care Manager, Andrei Robertson, Marketing,
Fundraising and Communication Manager, Presbyterian Support Southland, Jamie May, Commercial Manager.
Our community
engagement includes:
Community group interaction
Port tours
Sponsorship
Written communication
Not-for-profit and charity support
Event support
Working with young people
Knowledge sharing
Staff volunteering in and around
the community
55
South Port ANNUAL REPORT 2026
OUR COMMUNITY

Over $80,000 was injected into the local
community during the past 12 months.
Organisations that received sponsorship assistance over
recent financial years include:
ީBluff Bowling Club
ީBluff Hill Motupōhue Environment Trust
ީBluff Kindergarten
ީBluff Netball Club
ީBluff Promotions
ީBluff Rugby Club
ީBluff Schools
ީBluff Volunteer Fire Brigade
ީBurt Munro Challenge (Bluff Stage)
ީEnliven (Presbyterian Support Southland)
ީExport Southland
ީHospice Southland
ީNgā Kete Mātauranga Pounamu Charitable Trust
ީPort Softball Club
ީRugby Southland
ީSouthern Steel Netball
ީSouthern Wood Council
ީSouthland Chamber of Commerce
ީSouthland Football
ީSouthland Rams
ީSouthland Rugby Referees
ީSouthland Sharks
ީSouthland Youth Leadership Academy
ީThe Grace Street Project
ީTe Ara o Kiwa Sea Scouts, Bluff
ީTe Rourou Whakatipuranga o Awarua
ީTe Rūnaka o Awarua
ީTour of Southland
ީYouthline Southland
Community partnerships
Monica Toretto Photography
1
2
3
4
5
56
South Port ANNUAL REPORT 2026
OUR COMMUNITY

Debbie Fahey Photography
Michael Bradley Photography
James Jubb Photography
6
789
10
11
12
1. Southland Sharks
2. Bluff Coastguard
3. Southland Rams
4. Southland Youth Leadership
Academy
5. Bluff Rugby Club
6. Tour of Southland
7. Bluff Promotions
8. Southland Stags
9. Young Enterprise Scheme
10. Southern Institute of
Technology Student Awards
11. Southland Rugby Referees
Association
12. Southern Steel
57
South Port ANNUAL REPORT 2026
OUR COMMUNITY

Statutory report of
Directors
For the year ended 30 June 2026
.......................................................................................59
Directors' interests 
Declared interests
.......................................................................................60
Statutory disclosure 
in relation to shareholders
.........................................................................................61
Shareholder highlights 
Domicile of shareholdings
........................................................................................62
Corporate Governance
Statement 
of South Port NZ Ltd
.......................................................................................64
Governance