DCN AUGUST Edition 2019

PORT SUSTAINABILITY
Looking beyond the port gate
Paula Wallace talks to consultant Jason Sprott about the state of sustainability at
ports in the region and the need to develop more ‘front end’ climate change policy
THE MAJORITY OF AUSTRALIANbased
firm Sprott Planning & Environment’s
work is in assisting ports develop sustainability
strategies - ensuring a balanced focus across
social, economic and environmental issues.
It has developed a simple four-stage
process - consistent with best practice
strategy development work both here and
internationally.
“Our work is largely Queensland and
Tasmanian based - with recent projects also
starting in New Zealand,” Mr Sprott tells
Daily Cargo News.
The firm has a rich international
experience upon which to draw with several
international ports driving innovation
beyond the typical sustainability approach,
namely Gothenburg, Antwerp, Amsterdam
and Vancouver.
“They are partnering with key port
stakeholders, leading research, looking
beyond the port gate and communicating
their stories very well,” Mr Sprott says.
“Strong, proactive and empowering
leadership is evident in every example.”
Mr Sprott notes Australian ports need
to focus more on “front end climate
change policy”, which involves actions
such as minimising emissions and carbon
footprints of ports and their operations.
“We have to open up conversations and
support for alternative, cleaner fuels such
as hydrogen energy which is an incredible
opportunity for Australia as a nation,” Mr
Sprott says.
“Incentive programs to reduce emissions
and drive cleaner operations such as the
great example from NSWPorts with their
‘Environmental Incentive’ for shipping are
standout examples.”
Mr Sprott believes the Port of Antwerp
is a leading proponent of “front end
climate change policy”, as are Amsterdam
and Rotterdam.
“They are focused on energy transition
to cleaner fuel types including renewable
energy projects throughout their port
regions. Addressing the cost of energy and
impact of emissions are key issues.”
There is significant action at the strategy
level, according to Mr Sprott, who has
been working with most Queensland ports,
Tasports and Napier Port in New Zealand
in strategy development work.
“I’m sure other ports around the country
are also taking action albeit at different
stages. Having an over-arching strategy
or blueprint if you like - is critical in our
view,” he says, adding it allows ports to
tackle short and longer term aspirations
- whether they be individual projects or
policy development.
Solar power at the Port of Rotterdam
“Strategy work promotes a better
understanding of ‘port sustainability’
for internal and external stakeholders
- moving beyond a one-dimensional
‘environmental’ focus - and into areas
such as people, partnerships, culture and
economic/operational efficiencies etc.”
There is a tendency to focus shortterm
actions in the sustainability space.
The problem with this approach is that
‘strategies’ end up really just being ‘shortterm
action plans’.
“We believe ports and businesses
should be stretching their commitments
and signalling to a range of stakeholders
what their plans and aspirations are over
a longer period of time - say 10-15 years,”
Mr Sprott says.
Examples of longer-term goals might
encompass areas such as energy/fuel
transition, carbon neutrality/minimisation,
emissions management, staff education
and development, community investment
and sponsorships and strategic economic
incentives.
The most pressing issues for ports in
Australia and New Zealand, according
to Mr Sprott, are energy transition and
partnerships.
“The cost of energy for industry is
incredibly high, particularly in regional
areas. There are substantial benefits in
examining therefore alternative energy
supplies/energy resilience opportunities
that reduce costs - and also lead to a
reduction in emissions,” he says.
“Partnerships is also an area where
incredible opportunities lie.”
The global World Port Sustainability
Program offers ports here the opportunity
to share and learn from leading overseas
ports across a range of topics including
partnerships.
“Finally, I think an enhanced focus on
cultural partnerships and action plans at
our ports and along their supply chains,
also offers incredible opportunities for
Australian ports,” Mr Sprott says.
“Our work in New Zealand has uncovered
some remarkable work in this space.”
Port of Rotterdam
60 August 2019
thedcn.com.au