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Energy Transition Contribution at DP World in the UK
London Gateway Port Limited 1 London Gateway Stanford-le-Hope Essex SS17 9DY United Kingdom T: + 44 1375 648 300 londongateway.com 29th June 2021 Customer Advisory Energy Transition Contribution at DP World in the UK At DP World we focus on making a positive economic and societal impact wherever we work. Our sustainability strategy ‘Our World, Our Future’ is woven into everything we do, supporting the UN’s Sustainable Development Goals across safety, climate change, security, community engagement, people development, ethics and well-being. DP World has invested in many measures to enable sustainable trade at its port operations at DP World London Gateway and DP World Southampton (DP World UK). We have made significant progress to reduce carbon emissions through maximising efficiency, using renewable energy and displacing fossil fuels. An overview of some of these measures can be found at: www.londongateway.com/about/sustainability . We have been at the forefront of innovation including electrification of yard operations and trialling fully electric ‘shuttle carrier’ operations at DP World London Gateway. At DP World Southampton measures include scaling up our use of hybrid ‘straddle carriers’ and trialling fossil free HVO fuel as a transition step towards net zero. DP World UK has engaged Lloyds Register to independently verify the carbon dioxide (CO2) generated from our operations. In 2015, for each laden container imported through DP World UK facilities we generated approximately 65 kgCO2e. Through continuous operational improvements and the early introduction of carbon efficient choices, this has been reduced by 20% to around 52 kgCO2e in 2020. To continue our decarbonisation journey, we need to make considerable investments in the coming years to progress our energy transition. -
The Role for Rail in Port-Based Container Freight Flows in Britain
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by WestminsterResearch The role for rail in port-based container freight flows in Britain ALLAN WOODBURN Bionote Dr Allan Woodburn is a Senior Lecturer in the Transport Studies Group at the University of Westminster, London, NW1 5LS. He specialises in freight transport research and teaching, mainly related to operations, planning and policy and with a particular interest in rail freight. 1 The role for rail in port-based container freight flows in Britain ALLAN WOODBURN Email: [email protected] Tel: +44 20 7911 5000 Fax: +44 20 7911 5057 Abstract As supply chains become increasingly global and companies seek greater efficiencies, the importance of good, reliable land-based transport linkages to/from ports increases. This poses particular problems for the UK, with its high dependency on imported goods and congested ports and inland routes. It is conservatively estimated that container volumes through British ports will double over the next 20 years, adding to the existing problems. This paper investigates the potential for rail to become better integrated into port-based container flows, so as to increase its share of this market and contribute to a more sustainable mode split. The paper identifies the trends in container traffic through UK ports, establishes the role of rail within this market, and assesses the opportunities and threats facing rail in the future. The analysis combines published statistics and other information relating to container traffic and original research on the nature of the rail freight market, examining recent trends and future prospects. -
Dp World London Gateway Examination of the New Castle Point Local Plan (Cplp)
DP WORLD LONDON GATEWAY EXAMINATION OF THE NEW CASTLE POINT LOCAL PLAN (CPLP) RESPONSE TO INSPECTORS MATTERS, ISSUES AND QUESTIONS STATEMENT ON BEHALF OF DP WORLD LONDON GATEWAY MATTER 1: PROCEDURAL/LEGAL REQUIREMENTS EB/4127-4941-2908/6 1 DPWLG&TEPL CPBC Local Plan Examination Matter 1 Table of Contents 1. Introduction ............................................................................................................................................. 3 2. About London Gateway ........................................................................................................................... 3 3. About Thames Enterprise Park ................................................................................................................ 4 4. South Essex Authorities Joint Strategic Plan ........................................................................................... 4 5. Local Plan Examination Correspondence ................................................................................................ 4 6. Wider Road Network and other Relevant Proposals .............................................................................. 4 7. MIQs ........................................................................................................................................................ 5 8. Overall conclusion ................................................................................................................................... 7 List of Appendices 1. Stanford-le-Hope Area Plan.................................................................................................................... -
London Gateway - Port Tariff Version 1.5 - Valid from 01-09-2021
LONDON GATEWAY - PORT TARIFF VERSION 1.5 - VALID FROM 01-09-2021 1. LOCAL CHARGES 1.1 IMPORT/EXPORT RELATED 3.2 MANIFEST CORRECTORS Issuing Bill of Lading GBP 40.00 / set of document Manifest correctors before arrival at POD GBP 50.00 / set of document Documentation Service Charge (import) GBP 40.00 / set of document Manifest correctors after arrival at POD GBP 75.00 / set of document Infrastructure (import) GBP 2.20 / per container Change of Exec (export) GBP 30.00 / per transaction All above costs exclude customs fines and local charges at the port of discharge. Courier Fee within The U.K. Pricing on request 3.3 CUSTOMS OR OTHER AUTHORITIES INSPECTIONS Preparing Certificates Pricing on request Customs scans (incl. THC and shunt) GBP 210.00 / per container Late Shipping Instruction GBP 75.00 / set of document Physical inspection Pricing on request Physical inspection administration fee GBP 50.00 / per container Attaching/Removing IMCO label (incl. 4 labels) GBP 250.00 / per container Attaching/Removing seal (incl. 4 labels) GBP 250.00 / per container 4. WEIGHING COSTS (VGM) Following charges apply in case of extra movement of container is required on the terminal: VGM Manual Transmission GBP 25.00 / per container Gate in/out move at terminal GBP 150.00 / per handling VGM Late Submission Fee GBP 50.00 / per container Extra handling on terminal GBP 45.00 / per handling (charge to apply in case a container needs to be rolled to another vessel/sailing) Restow costs Pricing on request VGM Wrong Declaration Fee GBP 100.00 / per container Provision of photographs/electronic dispatch GBP 100.00 / per container (charge to apply if a terminal detects a weight discrepancy/wrong declared VGM) (excl. -
Final Report
No. TRANSPORT PLANNING AUTHORITY MINISTRY OF TRANSPORT THE ARAB REPUBLIC OF EGYPT MiNTS – MISR NATIONAL TRANSPORT STUDY THE COMPREHENSIVE STUDY ON THE MASTER PLAN FOR NATIONWIDE TRANSPORT SYSTEM IN THE ARAB REPUBLIC OF EGYPT FINAL REPORT TECHNICAL REPORT 4 MARITIME SECTOR March 2012 JAPAN INTERNATIONAL COOPERATION AGENCY ORIENTAL CONSULTANTS CO., LTD. ALMEC CORPORATION EID KATAHIRA & ENGINEERS INTERNATIONAL JR - 12 039 No. TRANSPORT PLANNING AUTHORITY MINISTRY OF TRANSPORT THE ARAB REPUBLIC OF EGYPT MiNTS – MISR NATIONAL TRANSPORT STUDY THE COMPREHENSIVE STUDY ON THE MASTER PLAN FOR NATIONWIDE TRANSPORT SYSTEM IN THE ARAB REPUBLIC OF EGYPT FINAL REPORT TECHNICAL REPORT 4 MARITIME SECTOR March 2012 JAPAN INTERNATIONAL COOPERATION AGENCY ORIENTAL CONSULTANTS CO., LTD. ALMEC CORPORATION EID KATAHIRA & ENGINEERS INTERNATIONAL JR - 12 039 USD1.00 = EGP5.96 USD1.00 = JPY77.91 (Exchange rate of January 2012) MiNTS: Misr National Transport Study Technical Report 4 TABLE OF CONTENTS Item Page CHAPTER 1: INTRODUCTION.........................................................................................................................1-1 1.1. BACKGROUND...................................................................................................................................1-1 1.2. THE MiNTS FRAMEWORK.................................................................................................................1-1 1.2.1. Study Scope and Objectives.......................................................................................................1-1 -
Group Chairman and Chief Executive Officer's
6 7 DP World Annual Report and Accounts 2019 Strategic Report GROUP CHAIRMAN AND CHIEF EXECUTIVE OFFICER’S STATEMENT Growing global logistics capabilities Around the world – 150 operations in 50 countries We continued to integrate our recent acquisitions through the year In the Middle East and Africa, we renewed our concession from the Saudi to cement our position as the trade partner of choice and in pursuit Ports Authority for the management and development of Jeddah South of our goal to add value across multiple points of the supply chain. Container Terminal for another 30 years with an agreement to invest up to $500 million to improve and modernise Jeddah Islamic Port. We saw the return of P&O Ferries and P&O Ferrymasters to DP World with a $421 million acquisition. P&O Ferries is a pan-European integrated DP World Sokhna in Egypt celebrated its tenth anniversary by logistics business consisting of a market leading roll-on roll-off (Ro-Ro) announcing the near completion of a major expansion project that ferries operation and a European transportation and logistics solutions will bring our total investment there to $1.6 billion. Basin 2 will be provider, P&O Ferrymasters. It operates a fleet of 21 vessels on the operational in 2020 nearly doubling capacity at the port to 1.75 million Short Sea, North Sea and Irish Sea sectors across eleven ports whilst TEU cementing its position as a major gateway for Egypt’s trade. P&O Ferrymasters provides supply chain solutions in 19 European locations. It provides efficient European freight connectivity building The expansion comes as UAE and Egypt agreed to support on our acquisition of Unifeeder. -
London Gateway UK’S New Deep Sea Port and Europe’S Largest Logistics Park 1 Going Back to Our Roots
Welcome to London Gateway UK’s new deep sea port and Europe’s largest logistics park 1 Going back to our roots 19th Century London: centre of world trade Docked goods straight into warehouses… …and into London markets 1920s: biggest port in the world 1960s: containerisation and docks move closer to sea (Tilbury) 2 Size of Vessels 12,500 teu + 219 units delivered by 2015 16 carriers will operate 12,000 teu + 105 units currently on order 115 units delivered to date 2006= 1ST unit delivered to date in August Source: Alphaliner 2012 3 UK ULCS Capacity >10,000 TEU Vessels Deliveries and Berth Utilisation 280 140% 240 120% • 162 ULCS in service @ end 2012 200 100% 160 80% • 281 by end of 2015 = 28 strings 120 60% • Currently 4 berths in the UK are 80 40% capable of handling ULCS (Source: AXS-Alphaliner) 40 20% 0 0% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 >10,000 TEU Vessels UK Berth Utilisation • Insufficient berth capacity in the UK for big vessels 4 Going back to our roots 5 Closer to Market 6 7 8 9 10 11 33% by rail 12 Equipment 13 Off Site Works Pedestrian Crossing A13 / A1014 / B1007 Low noise surface Roundabout and capacity Enhancements Stanford improvements Manorway Subway Improvements A13 / A128 Capacity Improvements Rail Works A13 between A128 M25 J30 New Sorrels Roundabout •Capacity improvements And A1014 (885) and Contributions to widening from existing 2 lanes New Access Road to 3 lanes each way Bus turnaround and travel plan 14 Environment Europe’s Largest Ecological Programme with 350k animals relocated • Installation of over 100 km of ecological fencing • Creation of over 50 Great Crested Newt ponds • Water Vole Husbandry Centre set up at London Gateway UAE Amb. -
Pillaging Somalia: the Dubious DP World
Pillaging Somalia: The Dubious DP World- Ethiopia Deal By Faisal Roble March 7, 2018 ____________________________________________________ Baadida ninbaa kula deydeya, daalna kaa badane Oon doonahayn inaad heshana, daayin abidkaaye W/T. Qamaan Bulxan On March 1, 2018, the Dubai-owned DP World and the government of Ethiopia have concluded a dubious deal with the unrecognized secessionist region of Somaliland. This happened without notice to or approval from either the fledgling Parliament or the Executive branch of the Somali Federal Republic (SFR). Despite a Faustian pact between an African neighbor and a petrodollar Arab company across the Gulf of Aden, each being awarded 19% and 51% of the ownership of the Berbera Port, respectively, leaving only a trifling 30% for Somaliland, the deal is both illegal, and injurious to the stately interest of Somalia. The Ethio-DP World deal was signed in a makeshift office in Dubai. No one can have so far explained why and how Ethiopia garnered 19% of the ownership of a prime real estate (Berbera Port) that it neither owns nor invested any capital for the construction and modernization of said Port. The only public explanation thus came from Mohamed Hure Buba, a member of one of the opposition parties in Hargeisa, who in an interview said that DP World gave that 19% share to Ethiopia. The Ministry of Ports and Marine Transport of SFR issued a press release on March 2, 2018, declaring the dubious deal null and void, and warned that “the so-called agreement is defective and detrimental to the sovereignty of the Federal Republic of Somalia (SFR) and the unity of the country.” Moreover, the Prime Minister of Somalia, Hassan Khyre, issued a stern repudiation of the deal and pronounced it dead on arrival (DOA). -
Framework Capacity Statement 2021
OFFICIAL Framework Capacity Statement 2021 Including consultation on alternative approaches to presenting capacity information Network Rail April 2021 Network Rail Framework Capacity Statement April 2021 1 OFFICIAL Contents Framework Capacity Statement Annex: Consultation on alternative approaches 1. Purpose 4. Background to the 2021 consultation 1.1 Purpose 4 4.1 Developments since 2016 17 4.2 Timing and purpose 17 2. Framework capacity on Network Rail’s network 2.1 Infrastructure covered by this statement 7 5. Granularity of analysis – examples and issues 2.2 Framework agreements in Great Britain 9 5.1 Dividing the railway geographically 19 2.3 Capacity allocation 11 5.2 Analysis at Strategic Route level 20 5.3 Analysis at SRS level 23 3. How to identify framework capacity 5.4 Constant Traffic Sections 25 3.1 Capacity of the network 13 3.2 Capacity allocated in framework agreements 13 6. The requirement 3.3 Capacity available for framework agreements 14 6.1 Areas open for interpretation in application 28 3.4 Using the timetable as a proxy 14 6.2 Potential solutions 29 3.5 Conclusion 15 6.3 Questions for stakeholders 30 Network Rail Framework Capacity Statement April 2021 2 OFFICIAL 1. Purpose Network Rail Framework Capacity Statement April 2021 3 OFFICIAL 1.1 Purpose This statement is published alongside Network Rail’s Network current transformation programme, to make the company work Statement in order to meet the requirements of European better with train operators to serve passengers and freight users. Commission Implementing Regulation (EU) 2016/545 of 7 April 2016 on procedures and criteria concerning framework Due to the nature of framework capacity, which legally must not agreements for the allocation of rail infrastructure capacity. -
DP World Djibouti
WELCOME TO OUR WORLD DP World Djibouti Presented By AboubakerAboubaker OmarOmar (Commercial Manager) DPDP WorldWorld GroupGroup Global Ports Connecting Global Markets AMERICAS EUROPE & Nth AFRICA MIDDLE EAST & UAE ASIA PACIFIC Terminals Termi45+9nals TerminalsTerminals Terminals • Argentina - Buenos Aires • Belgium – Antwerp Gateway • Saudi Arabia – Jeddah • China – Tianjin • Canada – Vancouver • Belacrossgium – De l24waid countriese and• D ubai5 continents – Jebel Ali • China – Yantai • Dominican Republic – Caucedo • France – Fos • Dubai – Port Rashid • China – ATL Yantian • Venezuela – Cabello • France – Le Havre • Fujarah – Fujarah Port • China – Shanghai Ji Fa • France – Marseille • China – Qingdao New developments • Germany – Germersheim New developments • Hong Kong – ATL • Peru – Callao • Romania – Constanta • UAE – Jebel Ali T2 • Hong Kong – CT3 • UK – Southampton • Hong Kong ACT •UK –Tilbury • Indonesia – Surabaya • Philippines – Manila New developments • South Korea – Pusan • Turkey – Yarimca • Russia – Vostochny • UK – London Gateway • Thailand – Laem Chabang SUBCONTINENT New developments • China – Qingdao Terminals • Vietnam – Ho Chi Minh City • India – Chennai AFRICA •India –Cochin • India – Mundra Terminals • India – Nhava Sheva AUSTRALIA & NZ • Djibouti – Djibouti • India – Visakhapatnam • Mozambique - Maputo • Pakistan – Qasim Terminals • Senegal - Dakar • Sri Lanka - Colombo • Australia – Adelaide 48mTEUsNew developments 34,000• Australia – Brisbane • Australia – Fremantle • Djibouti - Doraleh In 2006 we moved enough containers -
Somalia-Somaliland: the Perils of Delaying New Talks
Somalia-Somaliland: The Perils of Delaying New Talks Africa Report N°280 | 12 July 2019 Headquarters International Crisis Group Avenue Louise 149 • 1050 Brussels, Belgium Tel: +32 2 502 90 38 • Fax: +32 2 502 50 38 [email protected] Preventing War. Shaping Peace. Table of Contents Executive Summary ................................................................................................................... i I. Introduction ..................................................................................................................... 1 II. Mogadishu and Hargeisa: To the Brink and Back ........................................................... 3 III. Getting to New Talks: Challenges and Opportunities ...................................................... 7 A. The Case for Talks ...................................................................................................... 7 B. Managing Nationalist Politics .................................................................................... 9 C. Harnessing International Interest ............................................................................. 11 IV. Conclusion ........................................................................................................................ 15 APPENDICES A. Map of Foreign Interests in the Ports of Somalia and Somaliland .................................. 16 B. About the International Crisis Group .............................................................................. 17 C. Crisis Group Reports and Briefings -
Dubai's Loss Is Saudi's Gain As Βirms Look to Move Listings
The World’s Leading Islamic Finance News Provider (All Cap) Islamic social Surge in Islamic IsDB to US asset managers 1100 1,078.67 1050 ę nance to assume ę nancing invest in target Muslims, 1,058.07 1000 more prominent expected as science and Christians and 950 -1.9% role in Malaysia’s federal cabinet technological Jews with faith- 900 W T F S S M T next ę nancial approves innovations based investment sector blueprint...5 domestic Sukuk to tackle portfolios...6 Powered by: IdealRatings® issuance...5 COVID-19...6 COVER STORY 8th April 2020 (Volume 17 Issue 14) Dubai’s loss is Saudi’s gain as ϐirms look to move listings The delisting of DP World back in comparison, DFM was worth around international investors. And there are February lost NASDAQ Dubai its US$1.1 billion, with 67 companies listed, some who now question whether the most valuable stock, and came as a while ADX came in at US$757 million. size of the local market really requires serious blow to the emirate’s eě orts three exchanges for similar products, to boost liquidity on its domestic DP World decided to delist due to its suggesting that NASDAQ Dubai might exchanges. But while DP World had long-term strategy, which it said was do beĴ er to bow out of the equities sound strategic objectives for its incompatible with the short-term view game altogether and focus on its more departure, IFN has learned that there of the public market, and its emphasis successful segments of Sukuk and could be a groundswell of other ę rms on shareholder returns.