Port Chalmers, in Dunedin's glory days as the leading commercial centre, was the departure point in 1882 for the first frozen meat shipment from New Zealand.
This voyage to London laid the foundation for frozen meat and dairy product exports on which 20th-century New Zealand relied.
Since the 1970s there have been times when the port has been under threat.
The community and its leaders recognised the dangers and fought for the port to contain the necessary facilities.
Not only is it an important industry in its own right, but an efficient and close-at-hand export and import channel helps farming and other businesses in their competitiveness.
Business and life are always in flux and success is not guaranteed.
Change has accelerated in recent decades and ports have become more reliant on commercial forces rather than being directly influenced by political decisions.
In this environment, Port Otago could easily have struggled.
Instead, through astute and forward thinking, good governance and management and effective staff and community co-operation, it has thrived.
Port Otago was born from the local government reorganisation of 1989, replacing the Otago Harbour Board.
It was soon shipshape, bolstered by the decision that it should inherit large amounts of commercial land.
This developed under subsidiary Chalmers Property, and is now worth $260 million.
It has provided the necessary ballast to underpin the wider business, contributing income and diversification.
Port Otago is owned by the Otago Regional Council, which sensibly has left it and its board to run the show.
In return, Port Otago has paid regular and healthy dividends to, in effect, subsidise ratepayers.
Since 1998, it has contributed $134 million, while retaining substantial profits for its capital needs.
It was boosted notably when it sold its Lyttelton Port shares for $66.5 million, a large profit on the $37 million spent on what had originally been a blocking stake.
This allowed it to clear itself of most debt and be strongly placed to steam ahead with further development.
Port Otago, the Otago Daily Times business of the year last year, last week confirmed it would spend $30 million to $45 million expanding its infrastructure over the next two years, allowing larger ships to call.
The channel is to be deepened, warehouses enlarged, wharfside deepened and a wharf extended.
This is most welcome, ensuring the port will be attractive as the size of container ships continues to rise.
This is far from a one-off.
The port has for years spent steadily and adroitly on capital projects so that it keeps up with requirements.
It has not rushed ahead in the hope it would ''build and they would come''.
Rather, it has paced itself with an eye to shipping lines, its customers and the future.
This is tough, because the muscle from Maersk, the dominant shipping company, and also Fonterra, as the most valued exporter, mean ports can be played off against each other.
Booming Port of Tauranga buying into Timaru's Prime Port, and an agreement between Fonterra, Maersk and Tauranga have added to the pressures.
Lyttelton has also had the size of Christchurch and sizeable importing to bolster its business.
Nevertheless, few could disagree that Port Otago, now with about 320 staff, has operated more astutely and productively than Lyttelton.
It certainly has a much better safety record and better staff relations.
It has responded well to the challenges of the 21st century and is well positioned. More, no doubt, will arise.
Port Otago and its staff will have to continue to build on the company's achievements, enhancing productivity and operating strategically and skilfully.
It is a cornerstone Otago business, and everyone should wish it well.
