Our approach

We are working to integrate sustainability throughout our business processes and culture. We know we have a lot of work ahead. Providing leadership and working together with industry, government, Aboriginal peoples, and communities to balance priorities will be essential to becoming the world’s most sustainable port.

In 2016, we began to develop sustainability priorities, further engage employees, and evolve our strategy and planning processes to make better long-term decisions for a sustainable future.

Our progress

Commitments made in 2015 Actions taken in 2016 Focus for 2017

Governance

Improve integration of sustainability considerations throughout all facets of board decisions.

Refined our board governance model to integrate responsibility for sustainability across all committees.

Implement changes to the governance model, monitor effectiveness and adjust as required.

Culture

Assess our organizational culture to identify ways to further embed sustainability practices and engage employees.

Completed a baseline assessment of the extent to which sustainability is embedded in our organization’s culture and operations, and developed an action plan identifying priority next steps.

Conduct a review of our corporate culture and values to identify improvements and engage employees on the new vision.

Leadership

Benchmark best practices of global ports and other industries to better understand what it means to be a sustainability leader.

Conducted a scan to identify  environmental and social sustainability trends and best practices among global ports.

Use the scan findings to assist in finding leadership opportunities for the port authority in developing future sustainability initiatives.

Performance

Develop sustainability priorities and goals, and evolve our strategy and planning process.

Further integrated sustainability into our business planning and established an initiative to develop sustainability performance metrics.

Develop sustainability performance metrics to help measure progress towards our vision.

Reporting

Re-evaluate our sustainability reporting practices to improve key performance indicators and create closer alignment with our strategic business planning processes.

Improved alignment of our financial and sustainability reporting processes and developed a medium-term reporting plan.

Further align our sustainability and financial reporting processes. Incorporate new sustainability metrics into our reporting plan.

Our journey

In 2010 we embarked on a two-year scenario planning process with stakeholders called Port 2050, to improve our understanding of what the region may look like in the future. We identified four plausible scenarios for the long-term future, including one we believe is worth aspiring to: The Great Transition. This scenario represents a shift to a lower-carbon economy with a focus on sustainable trade that accommodates Canada’s trade needs while maintaining a healthy environment and enabling thriving communities.

We began in 2013 to engage industry, government, Aboriginal peoples, and communities in envisioning our shared future and defining what sustainability means for the Port of Vancouver. The resulting definition guides how the Vancouver Fraser Port Authority operates and plans for the future.

In 2016, we adopted a new vision: to be the world’s most sustainable port. Our vision is aspirational, ambitious and bold. We believe it is also necessary to ensure continued prosperity and livability for our region and country.

To learn more about our approach to sustainability, read our sustainability vision brochure 2016 [PDF] or review past sustainability reports.