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TNPA Port Consultative Committee (PCC)
Port of Port Cape of Town
Quarter 3 Port Performance Report January 2016
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
PORT LAYOUT
3
MARKET DEMAND STRATEGY OVERVIEW PORT OF CAPE TOWN
• Develop an integrated and responsive Human Resources strategy aligned to the MDS requirements thereby ensuring a value driven
and business partnering HR function.
HR Strategy
• 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.
Organisation Strategy / Readiness
• Embed safety and
Health oversight
in port.
• Implement visible
felt leadership to
create a safety
Culture in port.
Safety
• Implement
Financial turnaround
strategy.
Financial sustainability
• 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.
Regulator and Key stakeholder
engagement
• Commercial plan
to grow and sustain
volumes for the Port
of Cape Town.
• Develop New
Business
Development
Strategy.
• Implement CRM
to improve
Customer
collaboration.
Target volumes and customer
satisfaction
• 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.
Operational effectiveness
and productivity
• 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)
Capital planning and execution
4
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Port Development Framework Plans
5
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: http://www.transnetnationalportsauthority.net
6
National Ports Plan Methodology
7
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
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 Details
Technical 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.
Environmental 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.
Economic 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
Legal/Statutory/Regulatory Land acquisition
Permit approvals
Land use 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
PORT OF CAPE TOWN– MDS
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 .
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
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
Driven by a 3 tier strategy
Vision
10
PDFP Port of Cape Town
Current Layout
11
PDFP Port of Cape Town
Short Term Layout
12
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
Port of Cape Town
Medium Term Layout
14
Port of Cape Town
Long Term Layout
15
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Operations Performance
16
OPERATIONAL PERFORMANCE VOLUMES
17
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.
Breakbulk: Handled fruit, cement , general cargo, woodchips and fish. However, only general cargo was handled in November 2015.
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.
80.881 +24,27%
2,20%
+21,5%
79.104 65.086 Containers (TEUs)
Liquid Bulk (Kilolitres)
116.704 +23,93%
+53,82%
-19,43%
75.871 94.170
+997,13%
58.314 +24,00%
-88,70%
5.315
47.026
130.181 134.570
+44,92%
188.654 -28,67%
-3,26%
Oct. , Nov. and Dec. 2015 PERFORMANCE YTD PERFORMANCE
Dry Bulk (Tons)
Break Bulk (Tons)
+9,90%
+1,46%
665.357 720.702
655.767
1.047.832 +259,84%
+170,48%
1.393.977
387.391
463.235 +19,58%
+10,12%
426.608 387.391
+26,71%
19,83% 1.754.870 1.384.926 1.727.434
17
OPERATIONAL PERFORMANCE SHIP TURNAROUND TIME
Budget
Actual
29 29 29 29 29 29 29 29 29 25 25 25
22 23 23 21 24 23
0
20
40
Apr May June Jul Aug Sep Oct Nov Dec
Ship Turnaround Time (hrs) - Containers
Budget
Actual
71 71 71 71 71 71 71 71 71
42
73 73 69 66
93
67 58
69
0
50
100
Apr May June Jul Aug Sep Oct Nov Dec
Ship Turnaround Time (hrs) – Dry Bulk
Budget
Actual
75 75 75 75 75 75 75 75 75 72
55
80 79
43
83
35
46
77
0
50
100
Apr May June Jul Aug Sep Oct Nov Dec
Ship Turnaround Time (hrs) – Break Bulk
Budget
Actual
85 85 85 85 85 85 85 85 85 84
72
56 61
76 68
88
61
77
0
50
100
Apr May June Jul Aug Sep Oct Nov Dec
Ship Turnaround Time (hrs) – Liquid Bulk
Budget
Actual
18
OPERATIONAL PERFORMANCE MARINE
11
21
15
4 6
5
0
5
10
15
20
25
Oct Nov Dec
Vessels movements (arrivals) DRYBULK (Mn)
14
16 17
14 14
11
0
2
4
6
8
10
12
14
16
18
Oct Nov Dec
Vessels movements (arrivals) LIQUID BULK
Budget
Actual
76 73 64
59 60 57
0
20
40
60
80
Oct Nov Dec
Vessels movements (arrivals) CONTAINERS
511 473
502
423
523
447
0
100
200
300
400
500
600
Oct Nov Dec
Number of Vessels (Oct – Dec) Q3
19
OPERATIONAL PERFORMANCE MARINE
0
5
10
15
20
25
30
Oct Nov Dec
Vessels movements (arrivals) BREAKBULK & OTHER BULK
Budget
Actual
0
0.2
0.4
0.6
0.8
1
Oct Nov Dec
Vessels movements (arrivals) AUTOMOTIVE
21.4
21.6
21.8
22
22.2
22.4
22.6
22.8
23
23.2
Oct Nov Dec
Tug Utilization %
70
72
74
76
78
80
82
84
86
Oct Nov Dec
Tug Availability %
The port does not handle Automotive vessels.
20
TOPS PERFORMANCE JOINT BUNKERING SERVICES
21
TOPS PERFORMANCE CAPE TOWN BULK STORAGE
22
TOPS PERFORMANCE CAPE TOWN BULK STORAGE
23
TOPS PERFORMANCE CHEVRON
24
TOPS PERFORMANCE FFS REFINERS
25
TOPS PERFORMANCE FFS REFINERS
26
TOPS PERFORMANCE FPT PORT LEASING
27
TOPS PERFORMANCE FPT PORT LEASING
28
TOPS PERFORMANCE FPT PORT LEASING
29
TOPS PERFORMANCE GRINROD
30
TOPS PERFORMANCE GRINROD
31
TOPS PERFORMANCE CTCT
32
TOPS PERFORMANCE CTCT
33
TOPS PERFORMANCE MPT
34
TOPS PERFORMANCE MPT
35
TOPS PERFORMANCE CROSSBERTH
36
TOPS PERFORMANCE CROSSBERTH
37
MOPS
38
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Approved Capital Program 2015/16
39
APPROVED CAPITAL FUNDING
2015/16
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Budget 5.6 9.1 12.6 15.3 16.6 12.7 16.5 16.5 12.2 14.2 17.1 20.3
Actual 5.6 9.1 5.9 5.2 6.1 11.4 25.4 28 14.7
-
5.0
10.0
15.0
20.0
25.0
30.0
CAPITAL SPENDING 2015/16
40
CAPITAL PROGRAMME 2015/16 – YEAR 1
Name of project Description Progress To-date
1.Fire Fighting Equipment at Tanker Basin FEL 4
Upgrade and Installation of New Fire Fighting Equipment at Tanker Basin
68.2 %
2. Replacement of Mechanical Equipment FEL 4
Replacement of Mechanical Equipment (Plant) 2 %
3. Rehabilitation of Breakwater FEL 3
Rehabilitation of the Main Breakwater 100 %
4. Stabilization of Long Quay FEL 3
Stabilizing the Long Quay 83 %
5. Upgrade of Port Infrastructure in Port Nolloth
Rehabilitation of the Jetty Structure and revetment (FEL 4) 5 %
6. Replacement of the MV Cables - FEL 4
Electrical Infrastructure Network Upgrade 35 %
7. Replacement of the Cranes for Ship Repair Facilities
Replacement of the Cranes for Ship Repair Facilities 3 %
8. Refurbishment of Ship Repair Facilities (SDD,RDD and syncrolift) FEL 1 & 2
Refurbishment of Ship Repair Facilities 90 %
41
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