Report

Freight Demand and Operational Requirements – Ruakura Inland Port

Prepared by Tony Boyle (AmZ Limited) - independent expert on ship, port and container terminal operations

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Introduction

1. Tainui Group Holdings Limited (TGH) engaged AmZ in 2009 to advise them on the business of establishing and operating an Inland Port at Ruakura. In particular, we have been involved in the master planning for the inland port and logistic hub, developed a business case model for Ruakura, and now we are preparing a development programme to take the Ruakura Inland Port and warehousing and distribution centre to the market.

2. This report examines the proposed Inland Port at Ruakura in the context of the wider freight requirements of the upper North Island. The report is set out under the following headings:

2.1. Summary and Conclusion;

2.2. Inland Port Operations;

2.3. Inland Port at Ruakura;

2.4. Ruakura Inland Port Master Plan;

2.5. Changes to Port Capacity and role of Inland Ports in the Golden Triangle;

2.6. East Coast Main Trunk Line; and

2.7. Efficient Movement of Freight

Summary and Conclusion

3. The proposed development of Ruakura as an Inland Port is a unique opportunity. It is unusual to find a site that offers so many benefits. Timing is also a critical factor and the proposed timing of Ruakura strongly supports the proposal. Ports of and are forecasting capacity issues, the traditional warehousing areas in South Auckland and are limited in having access to suitably valued land, traffic congestion in and around existing warehousing and distribution locations is increasing.

4. Ruakura will impact on some existing sites in the Greater Waikato Region as operators relocate to Ruakura. However these entities will be drawn to Ruakura as their operations out-grow their current site. It is expected that these relocations will be minimal and be significantly outweighed by the influx of new businesses that will locate to Ruakura to handle volume growth in the years ahead. Such businesses will remain in Hamilton City. Experience shows that these smaller sites will continue to be “recycled” and continue to be operated by “start-up” businesses. It is also noted that restrictions on the uptake of the Logistics and Industrial areas at Ruakura will assist in avoiding there is no unintended “hollowing out” of other industrial areas to the extent that those areas become unviable

5. As containerisation developed in (with the first container vessel arriving in 1970), it was initially thought that Palmerston North, as the geographic centre of the 15190427 2

country, would be the ideal location for warehousing and distribution centres to be located. Several have been established there, Toyota, Postie Plus and others. However current thinking is that geography is not as critical as the location of consumers. As a rule of thumb, consumers are located 25% between Invercargill and a line between Palmerston North and Wellington with the remaining 75% north of this line. Considering the population spread within this 75% zone is an inverted pear shape with Palmerston North at the top, then Ruakura is perfectly located right in the middle of the bulge of the pear and has the potential to become the fulcrum for warehousing and distribution in the Auckland/Hamilton/Tauranga triangle.

Inland Port Operations

6. Over the last ten years AmZ has been exposed to various proposals to establish Inland Ports, mainly in Australia. Few of these have gone beyond the feasibility stage primarily because the proponents did not clearly understand the purpose and function of an Inland Port. In simple terms an Inland Port has all of the functionality of a sea port without the ships.

7. MetroPort (described in Appendix B) for example is described as an Inland Port however compared with the proposed Ruakura operation MetroPort is in reality a rail head operation. Another expression that is used is Intermodal Terminal or IMT. This in fact better describes MetroPort as by definition Intermodal means change of transportation method between one mode and another, e.g. between rail and a road vehicle.

8. Over the past ten years Inland Ports have been developed to relieve congestion at marine terminals. The Ruakura Inland Port will similarly provide relief to marine terminals at Auckland and Tauranga. The United States is generally considered the home of intermodalism and containerisation. In designing Ruakura there has been reference to the Inland Ports in North America and the designers have had the benefit of being able to incorporate elements of the North American operations into Ruakura. US intermodal yards have historically been developed separately from logistics parks. Over the past ten years they have been developed together but still are typically developed as entirely separate operations with a truck trip between them even if they are on the same property. Operational planning for Ruakura differs in that the intermodal yard and logistics park will be fully integrated and mixed operations. This allows for greater synergies, equipment utilisation, software deployment, labour utilisation, back office functions and alignment of working hours.

Inland Port at Ruakura

9. The proposed Inland Port at Ruakura will be fully certified and compliant with all border security requirements. This means, for example, that a container of export cargo can be received thorough the gate at Ruakura and have the same status as though it has been received for shipment at a marine terminal. A Received for Shipment bill of lading can be issued and the exporter is then able to commence the final stages of the financial transaction involved in the shipment. Similarly with import containers the contents are considered still in transit and not subject to GST or customs duty until they pass though the outward gate at the Ruakura Inland Port.

10. The significant point of differentiation planned for Ruakura is that the border security boundary will include the warehousing and distribution area. The intention is that containers of imported goods be moved unencumbered from the storage yard area to the designated warehouse. At the warehouse goods can be assembled, packaged,

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sorted, graded, stored, tested, re-packed or processed in a variety of ways and held for distribution in a totally secure and customs bonded environment. This enables importers to prepare goods for consumption prior to distribution and prior to duties and/or taxes being applied. Similarly there is the potential to value add local content to goods imported and re-exported without requiring bank guarantees or other financial obligations to be met as is required for temporary importation of goods.

Ruakura Inland Port Master Plan

11. Master Planning for the Inland Port component of Ruakura has been meticulous. A number of development scenarios have been considered and tested over a number of years. The staging scenarios included in the Plan Change request show 3 key stages, based upon the best current information available. Permutations or variations to these stages will inevitably occur over time, but the final build out stage (shown as 2030) reflects the final form of development as accurately as possible.

12. It is proposed that the first stage of the development (included as the 2016 staging in the application) will initially handle low volumes of containers (by reach stackers), around 50 containers per day or 12,000 per annum, and be a road vehicle only operation. Logistics operations will be established on the southern side of Ruakura Road. Container processing will be positioned to the north of Ruakura Road, along with administrative offices.

13. The second stage of the development involves the construction of a rail siding directly off the East Coast Main Trunk line. The siding will be long enough to accommodate a 900 metre train excluding the locomotive. This 900 metre length is critical as it mirrors the passing loops being developed on the East Coast Main Trunk. The North Island Main Trunk is double tracked. Initially the number of trains arriving and departing the Ruakura facility will be low. These trains will be loaded and unloaded using reach stackers. As volume increases the container handling system will eventually change from reach stacker to overhead gantry and the storage yard will be reconfigured to a high density gantry operation. From start-up containers will be transported to and from warehousing and distribution areas on purpose built tractor trailer units which are specially designed to handle loads that are in excess of the axle loadings permitted on the national highway system.

14. The staging proposed and described above is for operational development. In order for the operation to develop this way construction of the site has to be undertaken so that the operation is not affected. What this means is that areas of the facility will be developed ahead of operational demand. An example of this is the rail grid. While operationally only one siding is required for the initial use of the port by rail, it is usually necessary to construct the entire grid at the same time so that as demand requires the operation can expand without being affected by construction works. Similarly roading has to be constructed at an early stage to avoid impeding operational activities.

15. Details are still to be worked out but it is quite feasible that border control agencies will require the entire area surrounded by a secure boundary fence. By way of example, a site in South West Sydney, as shown in Appendix “A”, requires the entire area of 193 hectares to be developed prior to start up because of issues relating to operational staging.

16. It will be a forty to fifty year time frame for Ruakura to reach the ultimate design capacity which is expected to be around 1 million containers per annum, equating to potentially twelve million freight tonnes. To put this in context, Port of Tauranga

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presently receives for export and loads on ships five million freight tonnes of bulk logs per annum. Studies by , Port of Tauranga and Ministry of Transport agree that container volume will increase by 5% year on year. Ports of Auckland are forecasting an increase in volume from 0.9 million to 4.1 million containers over the next 28 years. Similar increases, but from a lower base, are being forecast by Port of Tauranga. It is therefore considered prudent to design Ruakura to have a capacity of 1 million containers in forty to fifty years’ time.

17. Technology and handlings systems in the logistics industry are constantly evolving. For example, when planning was underway for the Port of Tauranga MetroPort operation, there was no software available anywhere in the world that would support the planned extent of operations. Software engineers from the U.S. and Hong Kong, scoped the deliverable, and it was tested in a go-live environment. This application is now readily available off the shelf and is in use in a number of countries. As Ruakura evolves, similar efficiencies will be identified and solutions required. In the meantime the planning of Ruakura is based on existing technical solutions, handling systems, work practices and productivity levels.

18. Using existing technology, handling systems and work practices of a significant New Zealand retailer’s South Auckland based warehousing and distribution operation it is calculated that the Logistics zone will handle close to 400,000 containers per year when fully built out. The majority of these containers will arrive loaded and be back loaded as exports or be relocated empty adding up to 800,000 container movements per annum. There is also a requirement for the rail grid to unload and load containers for the domestic market; a figure of 100,000 container movements is considered realistic based on current volumes handled by KiwiRail on behalf of Auckland domestic freight operators. The capacity of the Ruakura Inland Port will be determined by the rail interface. Present practice is to schedule a turn time of two hours for a train carrying 120 containers.

19. For Ruakura the planned four tracks provides for continuous work on trains; one is a working track, one is an arrival track; one is a departure track and one is a locomotive release track. This means that during each two hour period a train will have 120 containers unloaded and 120 loaded. Assuming a 22 hour working day each day of the year a total of 964,000 containers could be handled. As this is based on current handling systems it is a conservative figure hence the indicative capacity of 1 million containers in forty to fifty years’ time.

20. The staged development at Ruakura will benefit from being a Greenfield start-up which means that each stage will be able to incorporate all new processes and procedures enabling seamless integration into the neighbouring development without compromising the environment or productivity. Technology is a key feature throughout the staging process. Planning includes technology that will interface with all components of the logistics chain allowing the tracking of movements of containers and their contents from on board ship right through to being unpacked in the warehouse, or gated out of the facility in the case of intact loads. Automation will also be employed to maximise the use of handling equipment. It is anticipated that technology will provide the wider community with automated data monitoring of operational activities as these relate to the environment.

21. Successful container terminals carefully stage operational development. The only exception is where a new terminal is being built for the exclusive use of a shipping line that moves their entire business from one location to another overnight. Ruakura is no different. Drivers for development and expansion will be primarily external such as

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population growth, reduction in land suitable for logistics purposes, carbon fuel costs, labour availability, urban development to name but a few however all within the greater Auckland/Hamilton/Tauranga (AHT) Triangle. The reports prepared by Castalia consider such matters in the context of the appropriateness of Ruakura for freight and logistics operations.

22. For this reason the Ruakura site has been planned to enable development to take place based on organic or, should circumstances require, stepped growth. This requires careful planning as the two options have quite different levers when it comes to staging. The first stage is planned to be a simple operation with no rail connection onto the site. The logistics industry is very conservative, and tentative market testing indicates a slow start up requirement for stage one. Again, based on market soundings, the industry recognises that Ruakura is at the beginning of the consent process however once fully consented the logistics industry will include Ruakura in their future plans. It is at this stage that step changes in growth and demand will occur and the planning undertaken for Ruakura has made provision for this.

23. Inland Ports are not ‘staged’ like a typical industrial park. An industrial park can be developed in stages as the sites are filled. An Inland Port has different requirements, especially the ability to operate a 24/7 highly productive service from day one. Different sections of the operation are located in different parts of the site. For example the area where empty containers are stored and repaired is initially some distance from the transport interchange area which is itself some distance from the full container storage area. All of these need to be connected from day one and so the footprint is significantly larger than the “side-by-side” development of an Industrial Park. When compared with an Industrial Park the land requirements appear disproportionate.

24. The interconnectivity and interdependence of each facet of the Inland Port is critical. Again this demonstrates the difference between a “side-by-side” staged industrial development and the integrated requirements of an Inland Port. The warehousing and distribution operation, referred to as the “Logistics zone” is a totally integrated part of the operation. Without the container yard the warehouse and distribution facilities do not function while the container yard’s sole purpose is to consolidate containerised products for the warehousing and distribution operation required.

25. The interconnectivity and interdependence of each part of the operation cannot be underestimated. Limiting the area available for development will result in parts of the operation being compromised in that they will inevitably be shifted as more land is released. An example of this is the area assigned for container washing. Although the function is quite simple, wash out and dry off the inside of a container, the quarantine requirements relating to containment and collection of waste water are onerous. To build the required compliant facility and then relocate to a permanent location as land is released is not only disruptive to the operation but an unnecessary additional cost on the development. 26. Taking all known factors into consideration the absolute minimum area for Ruakura to realise its unique potential requires the full 80ha to be available for development as the first stage. This will allow the developers to provide a fully compliant solution from the outset.

Changes to Port Capacity and role of Inland Ports in the Golden Triangle

27. Since containerisation commenced in New Zealand, marine terminals at the ports have been extended to accommodate, initially, the containerisation of New Zealand’s

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import/export trade and the subsequent growth. This is not inconsistent with the port industry throughout the world. Port planning is a comparatively long term activity. Overseas ports are starting to identify capacity constraints. In New Zealand the Ports of Auckland have publically advised that even if they are able to extend the existing facilities they expect to reach capacity by 2040. Port of Tauranga lags behind Auckland, however it is likely that Tauranga will also reach capacity by 2040.

28. New Zealand’s major ports are currently engaged in expansion plans to accommodate larger ships than are presently serving New Zealand. Port of Tauranga has received all required consents to undertake capital dredging work in order to accommodate deeper and longer container vessels. The outcome of the introduction of larger ships will mean less frequent ship calls with larger numbers of containers being handled per ship visit. The number of containers handled per ship call dictates the area a marine terminal requires to pre assemble and disassemble containers loaded/discharged during the ship call. A consequence of the introduction of larger vessels therefore means that the ports of Auckland and Tauranga will require additional storage areas sooner than the current forecasts indicate.

29. In June 2013 the largest container ship ever built enters service between Asia and selected European ports. The ship has a nominal capacity of 18,000 twenty foot containers. In comparison the largest ship to ever visit New Zealand ports had a nominal capacity of 5,200 twenty foot containers. In order to carry such large numbers of containers the ship has a unique design in that typically ships are built longer to carry more containers while this one has been built wider. The reason for this is to insure the ship does not require excessive channel depth in which to operate. As a result of this design ports are limited in the number of cranes that can be assigned to the ship which in turn has a direct impact on the amount of back up storage land to hold containers pre/post loading/discharge. The solution that is emerging is to establish and rely on off port facilities for this function and is expected to substantially increase the role of Inland Ports.

30. The concept of Inland Ports is not new, however their potential to augment and mitigate capacity constraints at marine terminals is now being understood and realised. Ruakura will supply the ports of Auckland and Tauranga with additional capacity as containers on discharge will be immediately transported by rail to Ruakura for handling and processing. This is instead of being stored at the marine terminal thereby using up valuable operational land at the ship side.

31. The upper North Island faces significant growth issues. This is particularly relevant to the ‘Golden Triangle’ which encompasses Auckland, Hamilton and Tauranga. Every economic indicator for New Zealand describes this area as having growth that will exceed the other regions in the country. The establishment of an Inland Port at Ruakura is therefore not to compete with the ports of Auckland and Tauranga but to assist them in handling the increase in volume that is reliably anticipated.

32. In April 2013 a study was released that had been funded and supported by all regional and city councils in the Upper North Island. The purpose of the study is to identify future requirements for handling freight in the upper North Island. The study confirms that freight volumes will double between 2010 and 2030. A question raised by the study is “What effect will additional transport demand from continued population growth in urban areas in the upper North Island have on freight efficiency and can this issue best be managed?”

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33. Not only are the marine terminals facing capacity constraints but so are the existing off wharf facilities at the KiwiRail operated Southdown (Metroport) and Wiri operated by Ports of Auckland subsidiary Conlinxx. This potential capacity constraint is acknowledged by the freight industry and a number of options have been suggested to provide relief in the future. Sites presently being suggested are:

• Rotokauri (Hamilton West)

• North (Hamilton North-West)

• Horotiu North (North of Hamilton)

• Hamilton Airport (South of Hamilton)

• Hautapu (South East of Hamilton)

• Huntly and Rotowaro

• Drury (South Auckland)

• Rangiuru (Bay of Plenty)

• Kawerau (Bay of Plenty)

34. Not one of the suggested sites is comparable to the Ruakura proposal. The strengths of Ruakura are its location, equidistance from two major ports, an existing rail connection with the East Coast Main Trunk bisecting the site and the construction of the Waikato Expressway, as a Road of National Significance (RoNS), on the Eastern boundary of Ruakura.

35. The following illustration supports this observation. The site at Horotiu being promoted as Northgate is considered the closest to Ruakura in terms of establishing an Inland Port supported by a warehousing and distribution operation. The overlay is a scaled footprint of the Ruakura 900 metre rail siding and container stacking yard. The rail siding is determined by the radius of the turn out and the requirement to be able to accommodate 900 metre long trains. The implications for the Horotiu Northgate site are clear.

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36. To be successful Inland Ports require significant areas of land. The site is required to be able to accommodate trains that arrive from the marine terminals. Rail sidings need to be the same length as those at the marine terminals so that trains can operate at full capacity. To provide flexibility of operation there needs to be up to four tracks each 900 metres in length. The area around the rail track requires heavy duty pavement so that container handling machinery with high axle loadings can operate safely. Road vehicle access is also necessary requiring an area that will allow trucks to arrive, be processed, queue during peaks and be loaded/unloaded in a safe and efficient environment.

37. Container storage areas need to be able to accommodate the volume of containers that move in and out of the facility while at the same time having sufficient space to allow containers to be held for short periods of time, dwell time, awaiting change of status, packing/unpacking.

38. With current stacking technology warehousing is usually “low rise” because the internal stacking heights of goods; racking, cannot be excessive without seriously impeding the ability to operate efficiently. Warehouses therefore require large foot prints. Road ways are also an integral part of the warehouse operation as they need to access truck docks around each warehouse thereby allowing goods to arrive or depart. In addition, an Inland Port will incorporate significant landscaping and planting to minimise any visual impact. The alternative Inland Port proposals do not have the area of land in single ownership that Ruakura has in such close proximity to rail and road connections. Additionally, in Hamilton, there is a potential labour resource right at the door of Ruakura.

39. The initial business concept for Ruakura is based on complimenting existing facilities and capturing some of the growth identified in the National Freight Demands Study, a 15190427 9

major study undertaken for the Ministries of Transport and Economic Development for Land Transport New Zealand.

40. The Ruakura Inland Port would not reduce the volumes presently being handled at Fonterra’s Crawford Street site. However, a potential benefit arises to Fonterra in that containers of imported goods, once unpacked at Ruakura, can be moved the short distance between Ruakura and Crawford Street for packing with export product. Today, in excess of twenty thousand containers are moved empty per annum, primarily from Auckland, to Crawford Street for packing.

41. The Ruakura Inland Port operations will not conflict with the growth of airfreight at Hamilton Airport. On a global basis there is a clear delineation between products that can absorb the cost of airfreight versus the lower cost per kilometre of moving goods by sea.

42. Once Ruakura is commissioned there will be some relocation of existing operations within the greater Hamilton area to Ruakura. This is inevitable under any scenario as existing operations outgrow their premises. This relocation will occur over time, thus softening any economic impact on other areas. It will have the effect of freeing up space in these areas, but would not cause any significant economic, social or amenity type effects. In addition, there are restrictions on the uptake of the logistics area and industrial areas and specific planning provisions which will avoid opportunistic, non- industrial related transfers. This will be expanded upon by other witnesses.

East Coast Main Trunk Line

43. Rail is an absolutely key component of any Inland Port operation. It is unusual to have a Greenfield site with rail connectivity of the high calibre that Ruakura has. Typically an Inland Port grows out of an existing rail siding and this tends to shape the final operation and capacity. Ruakura has the advantage of master planning for up to four rail sidings and providing sufficient land to accommodate a significant volume of containers.

44. Ruakura fits neatly with the KiwiRail Turn Around Plan, (TAP). The East Coast Main Trunk is a very profitable part of KiwiRail’s business. While representing five per cent of the total network it generates twenty eight per cent of the revenue. The operation at Ruakura will further increase the volumes of freight transported by rail and the profitability of the rail network. There are presently seven passing loops between Tauranga and Hamilton and funds have been provided to increase the number of passing loops to nine. An increase in passing loops means an increase in capacity and clearly demonstrates the commitment of KiwiRail to the East Coast Main Trunk.

45. By comparison the KiwiRail Southdown terminal in Onehunga faces constraints in the future as land for expansion to handle greater volumes is limited. The Wiri off wharf facility operated by Ports of Auckland subsidiary Conlinxx is totally dependent upon obtaining access to the rail network across Auckland. From 2013 this becomes increasingly difficult as the new electrified commuter trains become operational.

Efficient Movement of Freight

46. Studies of the Freight Logistics Chain have been undertaken under various guises in recent years. While the findings vary depending on the objective of the study there is a common thread connecting them all and this is that the freight volume in the upper

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North Island will double between 2010 and 2040. The Upper North Island Freight Plan which preceded the Upper North Island Study states:

“To grow our economy and ensure a prosperous future we need to increase our productivity and move freight more efficiently. New Zealand relies on trade with distant markets with the cost of transport added to the price of our exports and imports. To overcome our geographic disadvantage, we need to work harder and smarter to develop more efficient supply chains. The way freight is moved is changing and private and public sector decision makers are looking for better ways to plan for the future and meet the challenge ahead which includes

• Changes in international shipping (especially larger ships)

• A projected 100% increase in freight volumes by 2040

• Increasing consumer demand for low-carbon supply chains

• Increasing pressure and competing use on freight-related land use and key freight routes

• Reduced energy security and increasing fuel price volatility

• Uptake of new technologies such as intelligent transport systems (ITS)”

47. Similar views are expressed in the Auckland Regional Land Transport Study, RLTS and the draft Productivity Commission Report “International Freight Transport Services” (presently under consideration) supports the comments of the Upper North Island Freight Plan.

48. As part of the market sounding process high level presentations have been made to private and public sector decision makers. The response and input from the decision makers has been incorporated in both the operational and business case planning.

49. In the long term Ruakura is seen as a support and service provider for the economic linkage between the Auckland, Hamilton and Tauranga (AHT) city-regions. The scale of Ruakura provides for a staged development that will accommodate the peaks expected at the marine terminals through the introduction of larger vessels into the New Zealand supply chain. The planning also provides for organic growth associated with increasing population while the ownership status of the land enables the site to be developed and managed so that the operation will grow as demand requires.

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Appendix A

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No AREA NAME Footprint Area m² 1 Site boundary area 1,930,938

2 Conservation area 368,383

3 Water retention ponds 65,737

4 Commercial and warehousing development 376,130

5 IMT area 1,019,968

6 Moorebank Ave, entry to IMT and road to ABB 88,613 Appendix B

Examples of Some AmZ Projects Completed or On-Going

NSW Department of Transport and Infrastructure 2012 (on going) Sydney Australia.

Evaluation of bids to manage and operate, on a franchise basis, Sydney Ferries on behalf of the State Government.

Tainui Group Holdings 2012 (on going) Waikato New Zealand

Develop business case model and manage documentation development programme designed to take proposed Ruakura Inland Port/Warehousing and Distribution Centre to market.

KiwiRail 2011 (on going) Auckland New Zealand

Complete review and report to Board regarding existing operations and service improvements at primary rail marshalling centres across North Island.

Confidential 2011(on going) various New Zealand

Provide guidance and in-put to parties making submissions to NZ Productivity Commission freight and logistics process.

Bay of Plenty Regional Council 2011 (on going) Tauranga New Zealand

Review existing freight profile of the greater Bay of Plenty and develop growth strategy.

KiwiRail 2011 (on going) Auckland New Zealand

Review existing processes and procedures for Southdown container terminal including handling system, layout, operating practices and future options.

Port of Timaru 2011 New Zealand

Strategic assessment and advice for working closer to competing Port of Lyttelton

Tinkler Group; Buildev 2011 Newcastle Australia

Analyse impact of proposed coal handling terminal on Port of Newcastle’s planned container terminal including compatibility issues, access and interface with other container developments planned for NSW.

Australian Federal Government 2010 (on going) Sydney Australia

Logistics and operational adviser on transformation of existing military establishment to a civilian multimodal facility to relieve congestion at Port Botany marine container terminals

Morrison & Co (MCO) consortium 2010 Port of Brisbane Australia

Selected to assist consortium in bid to lease Port of Brisbane as part of State Government asset sell down. Role specified requirement to be involved in strategic analysis and intelligence gathering, due diligence relative to the indicative bid, preparation of investment case documentation and assist with management of financial close. (Consortium was short listed with a non-conforming bid.)

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TainuTainui Group Holdings 2010 Waikato New Zealand

Organise, manage and escort principle on a global fact finding mission supporting establishment of inland ports and economic development zones.

Auckland Regional Transport Authority 2010 (on going) New Zealand

Technical support to procurement team developing and launching bid process to acquire passenger transport ferry services across a range of demand areas and evaluate tender submissions leading into 12 year contract.

Port of Tauranga 2010 Tauranga New Zealand

Expert witness to support application by the port to deepen and widen the navigation channel to accommodate larger vessels.

Stockland Group 2010 Sydney Australia

Develop Terminal Operator Agreement for implementation at the Yenoora Inland Container Terminal

New Zealand Shipper’s Council 2010 Auckland New Zealand

Peer review “Big Ships” report.

New Zealand Government 2010 New Zealand

Complete review of passenger ferry services in Auckland with outcome to provide support for existing road and rail services during 2011 Rugby World Cup

Port Taranaki 2010 New Zealand

Lead adviser on establishment of a satellite intermodal terminal connecting to the marine terminal via rail mode.

Greater Wellington Regional Council 2010 Wellington New Zealand

On behalf of Council undertake an Independent Operational audit of subsidised ferry service on Wellington Harbour.

Port Services JV 2009/2010 Port Moresby Papua New Guinea.

Feasibility study to implement a terminal operating system in two marine terminals, establish terminal operating agreement between Port Corporation and terminal operator.

Aqaba Development Corporation 2009 Aqaba Jordan

On behalf of port develop and negotiate operating agreement with users for a new bulk terminal constructed as a BOT by Jordan Phosphate Mining Company; JPMC.

Stockland Group 2009 Sydney Australia.

Peer review operational feasibility and assumptions for an Intermodal Terminal to be built on a site in Moorebank New South Wales.

Tainui Group Holdings 2009 Waikato New Zealand

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Extensive Master Plan development for significant industrial development to include an Inland Port employing leading edge container handling technology.

Confidential 2009 Australia

Develop and implement sale strategy for a manufacturer of container handling equipment. Project included leading negotiation in Europe with key supplier of core product

Auckland Regional Transport Authority 2009 New Zealand

Develop negotiation policy, access agreements and standards for ferry services to be publically tendered.

Confidential 2009 New Zealand

Complete feasibility study and test result for establishment of two inland ports on behalf of two separate local bodies.

NSW Department of Transport and Infrastructure 2009 Sydney Australia.

Preparation of process, documentation and evaluation of bids for sale of Sydney Ferries with particular responsibility for HR and Safety Management sectors.

Aqaba Development Corporation 2007/2008/2009 Jordan

Port design, market test, environmental process, feasibility testing, development of primary tender and contract documentation, user negotiations, public consultative process all designed to close existing ferry terminal/general cargo/bulk port and building new 25 million tonne capacity port. Included PPP and BOT components, complex financial packaging including market sounding, lead and manage transaction preparation and evaluation tasks.

Port Taranaki 2008 New Zealand

Operational audit of container operation, develop port master plan and implement change.

Babcock Brown Infrastructure (Dalrymple Bay Coal Terminal) 2007 Middle East/Australia.

Expert assessment of ground breaking ship mooring system based on Salalah Oman.

Fonterra 2007 New Zealand

Assess and review product supply chain from break bulk receival through mutli modal store to ship side and implement change. Outcome included rework of road/rail/sea connections

Ernst & Young Business Risk Services Group 2006-2007 Jakarta

Bench mark and operational critic of Tanjung Priok container terminal

Government 2006 New Zealand

Measure and model financial and operational impact on Port of Auckland's business should government sanction building of a sporting stadium on the port.

Confidential 2006 Croatia

Feasibility and planning of unique coastal shipping service in Adriatic Sea.

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Confidential 2006 Balkans

Port Privatisation and inland rail terminal development.

Confidential 2005 Australia

Development of a marine terminal with inland port links.

Port of Brisbane 2005 Australia

Define and prescribe operational software requirements for intermodal facility

Port Nelson 2005 New Zealand

Determine capacity requirements and future infrastructure requirements

Port of Tauranga 2005 New Zealand

Develop additional capacity options for container facility

Confidential 2004-2005 Australia

Business model& strategy for port to consider starting up stevedoring operation

PT Pelayaran Nasional Indonesia 2004-2005 Indonesia

Operational audit and restructuring of large passenger ferry operation.

NSW State Government 2004 Australia

Model & identify capacity constraints of existing container terminals at Port Botany

Lyttelton Container Terminal 2004 New Zealand

Operational benchmarking & service enhancements

Dubai 2003-2004 United Arab Republic

Study all the functional areas of the Port and develop an integrated solution with the latest technology. Program known as PoRt Operations Management Information System, PROMIS.

Tauranga Container Terminal 2003-2004 New Zealand

Integrate and manage introduction of new trades.

Productivity Commission of Australia 2002-2003, Australia

International benchmarking study of Australian container terminal operations.

Port of Piraeus 2001-2002 Greece

Re-engineer operating structure, implementation of Container Terminal IT system and supply pre listing strategy before partial float of port on Athens stock exchange. Terminal through put 1.75 million teu.

Port of Brisbane Corporation 2000-2001 Australia

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Upgrade rail intermodal terminal, in depth research and deliver detailed feasibility study to establish intermodal network across Eastern Australia to capture increased container volumes. Freeport Container Port Limited 2001 Freeport Bahamas

Scope, develop and present project plan for revamp of container terminal operation.

Port of Tauranga 1999-2000 New Zealand

Development of a Con-Bulk Terminal

Tranz Rail Limited,1999-2000 Auckland New Zealand

Complete redesign of layout and processes for a rail intermodal terminal capable of handling in excess of 300,000 teu per annum.

Westgate, Port Taranaki. 1998-2000, New Zealand. Plan, implement and develop a small, 50,000 teu, container terminal. South Port, Bluff 1999 New Zealand

Provided expert advice in order to achieve operational fit for IT system. Selected vendor and managed implementation.

Port of Timaru, 1998 -1999 New Zealand

Plan, implement and develop a small, 50,000 teu, container terminal. (Similar to Westgate Port Taranaki) Port of Napier, 1998 New Zealand

Provided expert advice to software designers in order to achieve operational fit.

Installed and tested software; trained users.

South Auckland 1998-1999, New Zealand

Development of an Inland Port linking Tauranga Marine Terminal with city of Auckland via rail. Initial capacity 100,000 TEU per annum.

Port of Tauranga 1997-1999, New Zealand

Marine Container terminal and inland terminal at Southdown Freight Terminal; Metroport, planned implemented and developed from ground zero. Greenfields start up through to total management and turnkey hand over to the port management. Initial capacity 500,000 teu per annum.

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