Click to edit Master title style. TNPA Port Consultative Committee (PCC) Port of Port Cape of Town Quarter 3 Port Performance Report January 2016

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1 Click to edit Master title style TNPA Port Consultative Committee (PCC) Port of Port Cape of Town Quarter 3 Port Performance Report January 2016

2 CONTENTS 1. Context Slides Port Layout MDS 2. Port Development Framework Plans National Port Plan Methodology Overarching Infrastructure Planning Principles PDFP Process and Multi-Criteria Analysis Port Strategy PDFP Current, Short Term and Long Term Layouts Port Development Initiatives 7 year 3. Operations Performance Marine Performance TOPS Performance 4. Port Capital Plans (Current financial year) CAPEX and Progress of Key Projects 2

3 PORT LAYOUT 3

4 MARKET DEMAND STRATEGY OVERVIEW PORT OF CAPE TOWN Capital planning and execution Increase capacity and capability to deliver on the Port of Cape Town R 1.36 Bn 7 Year Capex plan. Re-organise Port Engineer to track capital projects and project schedule deviations. Debottleneck procurement to reduce cycle times (Dashboard) Operational effectiveness and productivity Take a systems view of a port. Develop and Implement Operations Management Strategy. Establish operational Efficiency targets for all Terminals. Establish oversight Teams to monitor performance. Organisation Strategy / Readiness Target volumes and customer satisfaction Commercial plan to grow and sustain volumes for the Port of Cape Town. Develop New Business Development Strategy. Implement CRM to improve Customer collaboration. Regulator and Key stakeholder engagement Implement Tariff Methodology and Pricing Strategy with Ports Regulator. Implement agreements and Licenses for all Port services and facilities. Create oversight Capacity to drive Port compliance. Financial sustainability Implement Financial turnaround strategy. Safety Embed safety and Health oversight in port. Implement visible felt leadership to create a safety Culture in port. Ensure availability of required skills sets to develop internal capability and capacity in order to address competency gaps. Retention of skilled workforce to deliver on prioritized areas and continue to strengthen the development initiatives for core, critical and scarce skills as anchors and growth-enablers. HR Strategy Develop an integrated and responsive Human Resources strategy aligned to the MDS requirements thereby ensuring a value driven and business partnering HR function. 4

5 Click to edit Master title style Port Development Framework Plans 5

6 Port Development Framework Plans TNPA draws its mandatory functions from the National Ports Act 2005, one of which being to prepare and periodically update the port development framework plans for each port. The port plans have been fully revised over the past year to re-establish government and industry requirements; confirm and amend infrastructure use and capacity and identify capacity creation in the ports system. The PDFPs form part of the TNPA National Ports Plan which co-ordinates the port system. The annual update of these plans are published every year on the following website: 6

7 National Ports Plan Methodology 7

8 Overarching Infrastructure Planning Principles The Transnet Freight Demand Model forecast is the basis of demand planning Fit with global; regional and national policies. Integrate and align port, rail and road capacity planning Optimise capital investment across all ports (ensuring ports are complementary) to ensure capacity meets demand Port specialisation through planned complementarity Ensure a sustainable response to environmental opportunities and constraints Utilize available port space to maximise freight capacity Improve infrastructural and operational efficiencies and reduce transport and logistics costs Ensure world class freight handling services in terms of reliability, safety, cost-effectiveness Maintain flexibility in order to respond to changing technological and economic conditions Minimize the disruption to existing port activities Ensure adequate provision for non-freight services and facilities Align with the requirements of stakeholders PDF Plans are annually updated 8

9 PDFP Process and Multi-Criteria Analysis The primary driver of port development is demand in the region or hinterland of that port. If the volume forecast exceeds capacity in a certain port then the following multi-criteria analysis were used to determine how best to plan port development. The multi-criteria analysis is especially important for regional ports such as Ngqura and PE, Richards Bay and Durban, and Cape Town and Saldanha Bay where ports share a similar hinterland/demand. Criteria group Technical Environmental Economic Legal/Statutory/Regulatory Land use Details Port Planning: Flexibility, Expansion potential, Back of quay Maritime Engineering: Navigation, Vessel size increase, Geotech, Ease of construction, Disruption Transportation: Port Access, Staging/parking, Road connectivity, Rail connectivity, Pipe connectivity. Biophysical Impacts: Terrestrial habitat destruction, Marine habitat destruction (port), Marine habitat destruction (offshore), Marine water and sediment quality, Shoreline stability, Surface and ground water. Social Impacts: Air quality, Visual, Recreational use access, Heritage Resources, Green Economy, Job creation. Phasing: Option lends itself to phasing? Capital Costs: Land acquisition, Construction, Services infrastructure, Environmental offset. Operating Costs: Maintenance, Transportation, Congestion, and Environmental management. Socio-economic benefit Land acquisition Permit approvals Metropolitan Issues: Meshes with Vision of the City, Extent of Port boundary extensions, In line with SDF and City urban regeneration. Back of port integration: Portside land uses are compatible with land uses in adjoining, Municipal precincts, Urban Renewal initiatives, Promotion of City and Port integration, interface, Heritage and cultural issues into account,7 Year capital projects between Port and Municipality. 9

10 PORT OF CAPE TOWN MDS Driven by a 3 tier strategy Vision Vision TO BE A PREMIUM PORT BY BEING CUSTOMER CENTRIC AND DELIVERING SUPERIOR SERVICE, GROWING THE LOCAL HINTERLAND AND WEST AFRICAN TRADE. A CATALYST FOR ECONOMIC GROWTH IN THE WESTERN CAPE REGION IMPLEMENTATION To be a sustainable port by growing volumes and placing focus on continuous container growth, cruise industry, sub- Saharan transhipment trade and increased growth in the oil and gas industry. Constantly improving performance and delivering superior service. Ensure safe reliable transport logistics by integrating and maximizing our assets, continuously driving costs down and demonstrate concerns for sustainability on an on-going basis Ensure skilled staff to continuously improve port efficiencies Provide world class facilities and capacity ahead of demand Endeavour to expose our communities to the Port environment and port related activities and invest in their development. Stay in tune with our customer s needs and a dynamic global economy as we are positioned to reflect optimal efficiency, competiveness and reliability. The local hinterland our customer base, has enormous potential for growth and we plan to provide them with the timeous capacity and logistics efficiency that they require to be competitive on the global frontier. The world trend of increased vessel sizes, will require the port to plan and provide infrastructure that caters for such maritime dynamics. Ideally situated as a hub port for the West African Coast, the Port will be handle larger vessels and stimulate sub- Saharan transhipment trade of cargo from Europe and the Americas, and explore potential off-shore oil activities in West Africa 10

11 PDFP Port of Cape Town Current Layout 11

12 PDFP Port of Cape Town Short Term Layout 12

13 PDFP Port of Cape Town Port Development Initiatives 7 Year 1. Expansion of Container Terminal 2. Conversion of Eastern Mole for Liquid Bulk 3. Develop land and basic services for port expansion Culemborg 4. Refurbishment of Ship Repair Facilities 5. Rehabilitation of the Main Breakwater 6. Stabilization of Long Quay 7. Upgrade of Port Infrastructure in Port Nolloth 13

14 Port of Cape Town Medium Term Layout 14

15 Port of Cape Town Long Term Layout 15

16 Click to edit Master title style Operations Performance 16

17 OPERATIONAL PERFORMANCE VOLUMES Oct., Nov. and Dec PERFORMANCE Containers (TEUs) Dry Bulk (Tons) +21,5% ,43% ,20% ,82% ,27% +23,93% YTD PERFORMANCE +1,46% ,48% ,90% +259,84% Comments Containers: Reefer and grape season started near the end of November 2015, resulting an increase in volumes. Dry Bulk: Handled, fertiliser, wheat, barley, agricultural products and maize imports. Drought conditions have impacted positively on maize import volumes. Maize imports are still on-going in order to boost local supplies that have been negatively impacted by drought conditions. Break Bulk (Tons) +997,13% -88,70% ,00% ,12% ,58% Breakbulk: Handled fruit, cement, general cargo, woodchips and fish. However, only general cargo was handled in November Liquid Bulk (Kilolitres) +44,92% -3,26% ,67% +26,71% ,83% Liquid Bulk: Handled, MFO, LPG, diesel and Jet fuel. Increase in volumes for December 2015 due terminal catching up on vessels that were delayed in Durban

18 OPERATIONAL PERFORMANCE SHIP TURNAROUND TIME Budget Actual Ship Turnaround Time (hrs) - Containers Ship Turnaround Time (hrs) Dry Bulk Apr May June Jul Aug Sep Oct Nov Dec Budget Actual Apr May June Jul Aug Sep Oct Nov Dec Budget Actual Ship Turnaround Time (hrs) Break Bulk Ship Turnaround Time (hrs) Liquid Bulk Budget Actual Budget Actual 0 Apr May June Jul Aug Sep Oct Nov Dec 0 Apr May June Jul Aug Sep Oct Nov Dec 18

19 OPERATIONAL PERFORMANCE MARINE Budget Actual Number of Vessels (Oct Dec) Q Vessels movements (arrivals) CONTAINERS Oct Nov Dec 20 0 Oct Nov Dec Vessels movements (arrivals) DRYBULK (Mn) Oct Nov Dec Vessels movements (arrivals) LIQUID BULK Oct Nov Dec 11 19

20 OPERATIONAL PERFORMANCE MARINE Budget Actual Vessels movements (arrivals) AUTOMOTIVE Vessels movements (arrivals) BREAKBULK & OTHER BULK The port does not handle Automotive vessels Oct Nov Dec 0 Oct Nov Dec Tug Utilization % Tug Availability % Oct Nov Dec Oct Nov Dec 20

21 TOPS PERFORMANCE JOINT BUNKERING SERVICES 21

22 TOPS PERFORMANCE CAPE TOWN BULK STORAGE 22

23 TOPS PERFORMANCE CAPE TOWN BULK STORAGE 23

24 TOPS PERFORMANCE CHEVRON 24

25 TOPS PERFORMANCE FFS REFINERS 25

26 TOPS PERFORMANCE FFS REFINERS 26

27 TOPS PERFORMANCE FPT PORT LEASING 27

28 TOPS PERFORMANCE FPT PORT LEASING 28

29 TOPS PERFORMANCE FPT PORT LEASING 29

30 TOPS PERFORMANCE GRINROD 30

31 TOPS PERFORMANCE GRINROD 31

32 TOPS PERFORMANCE CTCT 32

33 TOPS PERFORMANCE CTCT 33

34 TOPS PERFORMANCE MPT 34

35 TOPS PERFORMANCE MPT 35

36 TOPS PERFORMANCE CROSSBERTH 36

37 TOPS PERFORMANCE CROSSBERTH 37

38 MOPS 38

39 Click to edit Master title style Approved Capital Program 2015/16 39

40 APPROVED CAPITAL FUNDING 2015/ CAPITAL SPENDING 2015/ Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Budget Actual

41 CAPITAL PROGRAMME 2015/16 YEAR 1 Name of project Description Progress To-date 1.Fire Fighting Equipment at Tanker Basin FEL 4 2. Replacement of Mechanical Equipment FEL 4 Upgrade and Installation of New Fire Fighting Equipment at Tanker Basin 68.2 % Replacement of Mechanical Equipment (Plant) 2 % 3. Rehabilitation of Breakwater FEL 3 4. Stabilization of Long Quay FEL 3 5. Upgrade of Port Infrastructure in Port Nolloth 6. Replacement of the MV Cables - FEL 4 7. Replacement of the Cranes for Ship Repair Facilities 8. Refurbishment of Ship Repair Facilities (SDD,RDD and syncrolift) FEL 1 & 2 Rehabilitation of the Main Breakwater 100 % Stabilizing the Long Quay 83 % Rehabilitation of the Jetty Structure and revetment (FEL 4) 5 % Electrical Infrastructure Network Upgrade 35 % Replacement of the Cranes for Ship Repair Facilities 3 % Refurbishment of Ship Repair Facilities 90 % 41

42 Click to edit Master title style