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Port Infrastructure – Key to Competitiveness

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Port Infrastructure – Key to Competitiveness Page 1 Port Infrastructure – Key to Competitiveness Soren S. Jakobsen, Vice President APM Terminals South- & Central America Page 2 Part of the global A.P. Moller - Maersk Group Algeciras Page 3 A.P. Moller – Maersk Group Profile • International company listed on Danish Stock Exchange • 110,000 employees in over 125 countries • Total market capitalisation of USD 37.8 billion • Business activities in • Container shipping (Maersk Line, Safmarine) • Container terminal operations (APM Terminals) • Tankers, offshore and other shipping • Exploration and production of oil and gas • Retail (Northern Europe) • Shipyards and other industries Page 4 APM Terminals in 2006 • Operating more than 40 terminals • 11 terminals currently expanding • 13 projects under implementation • More than 500 gantry cranes • 37 kilometers quay • Serving more than 60 shipping lines • More than 18,000 employees • Headquarters: The Hague, Netherlands • Regional offices: • Latin America: Panama City • North America: Charlotte, USA • Greater China: Beijing, China • Asia & Oceania: Singapore • Africa: Cape Town, South Africa • West and Central Asia: Muscat, Oman Page 5 APM Terminals Global Portfolio Rotterdam Aarhus Antwerp Wilhelmshaven Zeebrugge Bremerhaven Tacoma Genoa Port Elizabeth Le Havre Newark Constantza Tianjin(2) Oakland Algeciras Dalian (2) Portsmouth (2) Baltimore Gioia Tauro Yokohama Los Angeles (2) Qingdao Savannah Charleston Tangier Cagliari Port Said Kobe Houston Jacksonville Port Qasim Shanghai Yangshan New Orleans Port Everglades Aqaba Pipavav Xiamen Mobile Miami Yantian Kaohsiung Kingston Mumbai Apapa Salalah Laem Chabang (2) Abidjan Onne Douala Colombo Tanjung Pelepas Tema June 2006 Itajai Terminals in operation Buenos Aires ProjectsTerminals under indevelopment operation Projects under implementation Page 6 Sound Historical Growth APM Terminals throughput / TEU million 30.0 24.1 25.0 20.6 20.0 16.8 14.6 15.0 10.1 11.4 10.0 5.0 0.0 2000 2001 2002 2003 2004 2005 • Throughput based on equity Page 7 The global container port industry is a high growth business with an expected 8.5% compounded annual growth rate (CAGR) from 2005-2010. 600 500 2010: 599 mill. 400 300 TEU mill TEU 200 100 1991: 97 mill. 0 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 Page 8 Bottlenecks emerge in key parts of the world, and global utilization increases to 89% in 2010 (from 80% in 2005) unless further capacity beyond known projects is added Market Size & Growth Global Utilisation Levels Fragmented, Asia 800 100% emerging TEU million Utilization % 15.0% markets 90% 600 12.0% 80% 9.0% Est’d 400 markets 70% 6.0% Market Growth 200 60% 3.0% 0.0% 0 50% 42.4% 15.5% 42.2% 2003 2005 2007 2009 Market Size Asia: China, South Asia, South East Asia Emerging: Africa, Central/South America, East Europe, Middle East Established: North America, Europe, Oceania, Japan, Korea Page 9 Latin America - Developments • Market year 2000: 20.0 MIO. TEU • Market year 2005: 26.8 MIO. TEU (6.6% of global trade) • Growth 2000-2005: 7.0 % per year • Growth 2005-2010: 9.6 % per year • Market year 2010: 42.4 MIO. TEU • Increase 2000-2005: 1.7 MIO. TEU per year • Increase 2005-2010: 3.1 MIO. TEU per year • Estimated utilization: 80% in 2005 • Estimated utilization: 96% in 2010 Page 10 Is This Really True? • Quotes From DynaLiners 16th June 2006: “According to Chilean carrier CCNI, the vessels of all lines operating from the Far East to West Coast of South America ports (in Colombia, Ecuador, Peru and Chile) are currently chock-full. Volumes increased by 39% to reach 382,000 TEU in 2005, whereas some 460,000 TEU are expected for the current year. Consequently, carriers are trying to get rates up..” “Hapag-Lloyd’s CP Ships will add a third (1,100 TEU) ship to its relay service connecting Manzanillo (Mexico west coast) with ports on the west coast of Central and South America, to which Buenaventura (Colombia) is added. Frequency: now every 10 days, instead of fortnightly” Page 11 Latin American Port Development • With few exceptions investment in additional capacity and new ports/terminals are lacking seriously behind. • Serious congestion is already the order of the day in many ports in Latin America – and more ports will become congested in the coming years. • Congestion and lack of capacity – including to handle the larger ships – adds cost for importers and exporters. Additional transport cost and increased cost in ports can easily double the effective transport cost compared to other areas with effective transport infrastructure. • This hampers trade by lowering competitiveness for exports, add cost for imported products and reduce growth and employment. Page 12 Development New Capacity Cannot Wait! • Governments and port authorities play a key role in accelerating new developments. • Privatize existing and new developments – private companies are ready, willing and able to develop capacity. • Facilitate a quick and competitive process by making the process simple and clean. • Help with licenses, labor issues etc. • Invest in supporting infrastructure, dredging etc. • Do you not try to make every port and terminal a transshipment center. Transshipment is non captive, highly competitive and adds little value. Page 13 Thank You For Your Attention Charleston, USA.
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