Port of Tauranga Investor Day 13 November 2018

13/11/2018
1
Investor Day
13 November 2018
Disclaimer
The information in this presentation is for information purposes and has been
prepared by Port of Tauranga Limited with due care and attention. However,
neither the Company, nor any of its Directors, officers, employees, contractors or
agents, shall have any liability whatsoever to any person, for any loss of damage
resulting from the use or reliance on this presentation.
The information contained in this presentation is not intended to be relied upon
as advice to investors and does not take into account the investment objectives,
financial situation or needs of any particular investor.
Past performance is not indicative of future performance and no guaranteeof
future returns is implied or given.
The information contained in this presentation should be considered in
conjunction with the Company’s latest audited financial statements whichare
available in the investor section of our website.

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Welcome
David Pilkington
Overview of
Investor Day
Mark Cairns

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POTL Senior Management
L to R:
Steve Gray, Chief Financial Officer
Leonard Sampson, Commercial Manager
Sara Lunam, Corporate Services Manager
Dan Kneebone, Property & Infrastructure Manager
Associate Executives
Scott Brownlee
Coda
Phil Melhopt
PrimePort
John Bromley
Timaru Container
Terminal
Jon Moore
Northport
Shayne Jenkins
Quality Marshalling

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Agenda
10.00-10.15 amMorning tea
10.15 amWelcomeDavid Pilkington, Chair
10.20 amOverview of the dayIntroduction of SMT & CEs of Associate Companies Mark Cairns, CE
10.30 amCommercial updateShipping services
Trade outlook
Capacity planning TCT, MP & Mount wharves
Leonard Sampson, CM
11.15 amProperty updateProperty & Infrastructure
Environment
Dan Kneebone, PIM
11.45 amCorporate ServicesIndustrial relations
Health & Safety
Sara Lunam, CSM
12.15 pmFinancial updateCapex / balance sheet
Container mix
Steve Gray, CFO
12.30-1.00 pmLunch
1.00 pmCoda Group LPScott Brownlee, CE
1.30 pmPrimePort Timaru LtdPhil Melhopt, CE
1.50 pmTimaru Container Terminal LtdJohn Bromley, GM
2.10 pmNorthport LtdJon Moore, CE
2.35 pmQuality Marshalling LtdShayne Jenkins, GM
3.00-4.30 pmWellington / Auckland attendees: port tour / tugs / cranes
4.30 pmRefreshments (for those that are departing on later flights)
Shipping Service Changes
Tasman Star and Northern Star services removed from New Zealand Trade - June / July 2018
Tasman Star
Northern Star

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Shipping Service Changes
• OC1 – addition of Timaru call (July 2018) to cover coastal feeder option to Tauranga
• Nelson – costal feeder covered by domestic operator Pacifica
• Southbound import call moved to Tauranga – initial period( October – December)
OC1 / Trident
Shipping Service Changes
Southern Star – Addition of Sydney and Napier call to cover Tasman and Northern Star service reductions
December 2018. Increase from 4,600 TEUs to Rio Class 5,900 TEU vessels
Southern Star

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Proven Large Vessel Capable
Hamburg Sud S Class Vessels
7,000 – 8,000 TEUs
Maersk Antares – 11,294 TEUs
Regular weekly calls
Container Carrier Consolidation
2015
2018

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Trade Outlook
Bulk Cargo Volumes Mount Wharves
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
20122013201420152016201720182019B
Revenue Tonnes
LOGSGRAINKIWIFRUITLIQUID - BULK
FERTILISERSCARS/CBUSTEELPALM KERNEL
CEMENTSALTOIL PRODUCTSOther Forestry Products
ALL OTHER GOODS

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Forestry
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
20122013201420152016201720182019B
Tonnes
Export Logs
Log Exports by Country
2017 Exports
5.4 M JAS
58%
22%
7%
9%
4%
China
Korea
Japan
India
Other
69%
16%
6%
7%
2%
China
Korea
Japan
India
Other
2018 Exports
6.2 M JAS
Logs up 14.3% on 2017

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Forestry Outlook
‐‐‐Forecast Harvest 
Palm Kernel / Fertiliser
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
Tonnes
PALM KERNEL
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
Tonnes
FERTILISER

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Dairy Growth
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
20122013201420152016201720182019B
TEU
Export Dairy
DryReefer
Kiwifruit
Source: Zespri
Export Tray Volume
Additional 3500 ha new Gold licence 2018-2022

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Source: Zespri
94 
96 
96 
101 
107 
112 
116 
124 
134 
140 
142 
143 
57 
55 
56 
57 
57 
59 
61 
64 
68 
69 
71 
72 
150.6 
151.5 
152.9 
158.3 
164.2 
171.0 
176.2 
187.7 
202.3 
209.9 
213.6 
215.1 
 ‐
 50
 100
 150
 200
 250
201820192020202120222023202420252026202720282029
Volume
 
T/E
 
Millions
YEAR
TOTAL DEMAND CONTAINERSTOTAL DEMAND CHARTERS   GRAND TOTAL
Kiwifruit
Cruise Growth
0
20
40
60
80
100
120
140
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019F 2020F
Calls
Cruise Vessels

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12
• Five berths capable of accommodating Ro-Ro / PCC
vessels
• Up to six hectares of on port future storage / discharge
area
• Excellent road access with main arterial road connections
at boundary
• Vehicle processing / storage options
Import Vehicles
Future Vehicle Supply Chain
• Road and Rail connections
to storage / hub locations
• Waikato 110 km
• Auckland 136 km
Existing distribution and storage
locations
Future distribution hubs / storage
locations

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Coal
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
2012 2013 2014 2015 2016 2017 2018 2019F
Tonnes
Coal Volume

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Eastern Bay Growth
Creswell NZ Ltd / Otakiri Springs
• Plant construction expected commencement late 2019
• Export operations could commence in late 2020
• Export capacity of 1.1 billion litres or 65,000 TEUs per annum
(130,000 TEUs with empties)
• Would support partial intensification of fourth berth

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15
Tauranga Container Terminal
Container Growth TEUs
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
20122013201420152016201720182019F
ExportsImportsTranshipsRestows

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Container Volumes – Total TEUs
0
200000
400000
600000
800000
1000000
1200000
1400000
1991199219931994199519961997199819992000200120022003200420052006200720082009201020112012201320142015201620172018
2019B
TEU
Container Volume 1991-2018 (up 8.9%)
Container vs GDP
-15.0
-10.0
-5.0
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
01-01-0201-01-0301-01-0401-01-0501-01-0601-01-0701-01-0801-01-0901-01-1001-01-1101-01-1201-01-1301-01-1401-01-1501-01-1601-01-17
Percentage %
GDP vs POTL Container
GDP growthContainer GrowthLinear (GDP growth)Linear (Container Growth)
Average - Container 2002 – 2017: 8% GDP 2002 -2017: 2.8%

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Sulphur Point Container Terminal
Future Growth Scenarios
(FY18 1,180,000 TEUs)
1,180,000        
3510152025
3%1,289,418         1,367,943        1,585,821        1,838,402        2,131,211        2,470,658        
5%1,365,998         1,506,012        1,922,096        2,453,135        3,130,891        3,995,899        
7%1,445,551         1,655,011        2,321,239        3,255,657        4,566,228        6,404,371        
10%1,570,580         1,900,402        3,060,616        4,929,153        7,938,450        12,784,953     
YEARS
TCT Future Terminal Capacity
The future capacity of the terminal is a function of either;
• Total berth capacity being, the maximum number of vessels you can
accommodate on the available berth length or ;
• The maximum number of containers that can be stored on the available
container terminal footprint
We engaged TBA – global terminal consultants to model some capacity
options

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Berth Length
• The total length of the quay is currently 770 metres and is equipped with eight STS cranes.
• For the future there are plans to increase the berth to the south. There are two scenarios :
1) 285 metres, resulting in a total length of 1,055 metres
2) 385 metres, resulting in a total length of 1,155 metres
• The maximum draught allowed for the berth is currently 14.5 metres.
• The mooring margin is assumed to be 10 - 15 metres on each side of the vessel, which results in 20 - 30
metres separation between vessels.
TBA -PoTL Berth Capacity Report v2.0
Tidal Restrictions
There is no inner 
anchorage point
Sea
Tidal restrictions have a significant impact on berth utilisation as vessels in excess of 250 metres have
1.5hour window on high / low tides for arrival or departure.

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Berth Simulation
How the simulation model works
• Based on anticipated weekly vessel arrival
pattern and using target gross QC
productivities
• Model allocates berths and cranes to
arriving vessel
• Priority of vessels, maximum crane
allocations, service requirements berth,
draft and other restrictions are considered
• Weekly arrival pattern with ETA deviation of
vsl & service requirement is operated for 1-
2 years
• Model measures KPIs during the operation
which are used to assess maximum
capacity
PoTL Berth Capacity Report v2.0
Berth Simulation Results
TBA -PoTL Berth Capacity Report v2.0

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Future Terminal Capacity
Yard Options
POTL Yard capacity v1.0
SC
SC + ARMG
Based on the characteristics of
the terminal the following two
main layouts have been
investigated for this terminal:
1a) SC full buildout (1 over 2)
1b) SC full buildout (1 over 3)
2a) SC (1 over 2) + ARMG (10
wide)
2b) SC (1 over 2) + ARMG (9 wide)
Layout options
1) SC full buildout
POTL Yard capacity v1.0

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Layout options
2b) SC + ARMG (9 wide)
9 wide ARMG 
modules
Yard Capacity Preliminary Result
1,400,000
1,900,000
2,400,000
2,800,0002,800,000
Base Case: Current
layout
Option 1a:SC (1 over
2)
Option 1b: SC (1 over
3)
Option 2a: SC (1 over
2) + ARMG (10 Wide)
Option 2 b: SC (1 over
2) + ARMG (9 wide)
Capacity (TEU)
Scenario
Throughput Capacity Based on Storage
Supported Volume Full Conatiner Yard (TEU)
• The current layout is able to support about 1.5 million TEUs
• To be able to match the berth capacity, the yard need to be extended
• With the full SC yard (1 over 3) the yard capacity is able to support a maximum is also 2.4M TEUs
• With SC (1 over 2) + Stacking cranes provides capacity to 2.8M TEUs however can be extended
to provide future growth

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• Southern berth extension
• Planning and consenting - 24
months
• Construction - 18 months
• Terminal Equipment
• Stacking Cranes 12 - 18 months
• Ship to Shore Cranes 18 - 24
months
Tauranga Container Terminal Critical Path

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MetroPort Future Growth
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
1,100,000
1,200,000
1,300,000
35101520
TEU
Years
MetroPort - CAGR Analysis
3%5%7%MPT Rail Capacity
7 Train 
9 Train 
12 Train
Train Programme Capacity
TEU Daily Capacity Under Growth Scenarios via
Increased TEU Capacity per trip
Stage 3 - Future Capacity
0
200
400
600
800
1000
1200
1400
1600
1800
2000
123456789101112
Number Trains
TEU Capacity per Trip
106117126132150
• Route capacity to run 12 return trains
per day Tauranga – Auckland
providing 2,540 TEUs per day
• Weekly rail capacity 17,800 TEUs
• Annual rail capacity 890,000 TEUs

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Heading

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Golden Triangle Supply Chain
POAL Northgate
Tainui Ruakura
Imbed animation video

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Property & Infrastructure

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Strategic Land Holdings - Rangiuru
120 Ha owned by Quayside Securities (BOPRC)
Strategic Land Holdings
Onehunga 32.8 Hectares

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Strategic Land Holdings
Rolleston 15 Hectares
Asset Revaluation

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Shed 16
Shed 1

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Waimarie Street
MetroPort Christchurch

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New Ship to
Shore Crane
New Straddle
Carriers

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Mount Maunganui Wharves
Mount Maunganui Infrastructure Investment

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Environmental Compliance
Community Involvement

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Air Quality
Before
After
LA1
Methyl Bromide Recapture

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Methyl Bromide Recapture – 60%
Debarking

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Stormwater
Management
Traffic

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37
Land Transport – the Growth of Rail
Truck Movements
Rail Movements (containers)
0%
10%
20%
30%
40%
50%
60%
2014 2015 2016 2017 2018
ExportImport
-
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
2014 2015 2016 2017 2018
Sulphur PointMount Maunganui
Emission Management
Greenhouse gas emission sources top 10 for Port of Tauranga for 2017-2018 reporting year

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Health & Safety
14.73
5.75
5.62
5.53
0
2
4
6
8
10
12
14
16
2014/152015/162016/172017/18
Per million hours
Total Recordable Injury Frequency Rate

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39
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
Per million hours
Contractors’
Total Recordable Injury Frequency Rate
Integrated
Risk
Management
• Safety
• Operations & critical risk
management
• Multi-PCBU approach, working as a
Community
• Environmental
• Licence to Operate protection
• Ensuring integrity of our environment
• Business Continuity
• Crisis & Emergency Planning
• Cyber Risk Management
• Community Responsibility
• Partnering to deliver better
community outcomes

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• 70% are satisfied or very
satisfied with their jobs
• Longevity of service &
low staff turnover remain
features of our workforce
• Internal promotions fill
60% of our vacancies
• No pay equity disparity
• More than 95% of staff
are shareholders
Port People
Port People
0
10
20
30
40
50
60
70
80
90
100
< 1 1 ‐ 10 11 ‐ 20 21 ‐ 30 31 ‐ 40 > 40
MaleFemale
Service (years)

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Port People
0
10
20
30
40
50
60
70
80
90
<25 26 - 30 31 - 40 41 - 50 51 - 60 61 - 70 > 70
PermanentCasual
Age (years)
A New Industrial Relations Era

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Strong Balance Sheet
2016A 2017A 2018A 2019F
Net debt to Net
debt+equity
25.8% 28.7% 26.2% 29.5%
FFO/Debt 29.9% 26.3% 27.7% 25.7%
Capex $m63.360.216.860.0
Dividends Paid 72.1108.9115.1122.5
Net Debt $m308374399460
Terminal Container Mix
201620172018
MetroPort164,000185,000189,000
Direct Import/Export152,000161,000166,000
Reefer51,00056,00056,000
Empty114,000113,000118,000
Tranship/Restow139,000187,000233,000
Total620,000702,000762,000
EBITA Margin 53.0%54.0%54.4%

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Terminal Capacity / Capex
Capacity TEU
Millions
Cost
$million
Current1.30
Stage 1New Gantry Crane
New ground slots/Remove Shed 111.520
Stage 2Southern Berth Ext. 285M
New Gantry Crane
2 Rail mounted Gantries & plant 1.8130
Stage 3New Gantry Crane
2 Rail mounted Gantries & plant 2.270
Stage 4 New Gantry Crane2.420
Stage 5 New Gantry Crane
2 Rail mounted Gantries & plant 2.870
Scott Brownlee
Chief Executive Officer
CODA INTERMODAL FREIGHT HUB
Savill Drive, Otahuhu, Auckland
“Delivering Value Through Partnerships”“Delivering Value Through Partnerships”

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3PL Transport
and Warehousing
4PL Freight
Management
Intermodal
Freight Hubs
(50%)
(28%)
35%
NZ Export TEU
6.8 million
Domestic MT moved per annum
265,000
Export TEU moved per annum
160,000
Import TEU moved per annum
26 rail services per day
1,050road trips per day
110linked facilities
1,000freight corridors
65contracted carriers
2,000inducted drivers
100owned fleet
6Intermodal Hub locations

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45
Our Specific Problem
Auckland
(Savill Drive)
Tauranga
Hamilton
Palmerston 
North
Christchurch
(Rolleston iZone)
Timaru
(South Beach)
Principles to define locations
•Rail served with direct rail link to ports
•Co‐located with empty container supply
•Proximity to importers
•Rail connectivity with major exporters
•Proximity to reverse cargo (e.g. FMCG)
•Minimising road legs
•Creating logical ‘loops’ between hubs  
An Aucklandand Palmerston Northhub 
loop to maximise the reduction of
 
waste in the North Island rail network.
A “Golden Triangle” loop to 
connect importers and exporters 
to big‐ship ports and minimise 
empty container movements and 
dwell time
South Islandloops to 
support supply chain 
resilience and balancing of 
flows
Dunedin
(Port Otago)
Import
Intermodal
Export
Coastal

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Tapper
MetroPack
Coda Campus

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47
Potential warehouse area of 
~50,000 m
2 
if west side container 
yard has building added
11,500 m
2
rail‐served 
‘intensified’ container yard
Container hub and 
staging area between 
Coda and:
•MetroPort
•KiwiRail CT site
Coda HQ
Phase 1: 
D1 warehouse 6,500 m
2  
and approx. 15,000 m
2
Container yard.
Revenue = $1.4m
Phase 2: 
D2 warehouse 14,000 
m
2
.
(minus 4000m
2
yard and 
building A)
Revenue = $1.6m
Phase 3: 
D3 warehouse 18,000 m
2 
Develop 347 Neilson 
container yard.
Evaluate condition of 
existing buildings to 
determine viability
D1
D2
D3

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Challenges
• On-port capacity (POAL)
• Auckland Congestion
• Network back-log
• Price + cost pressures
• Labour shortages
Strategies
•Hubs
• Rail usage
• Owner driver model
• Asset review
• Get closer to customers
• Remove supply chain waste
Maximise Collaboration
‐Coda delivers a secure integration suite , 
‐Improving workflows and offering advanced 
insights.
Process Automation
‐Process automation to ensure service levels are met, 
‐Proactive alerts and notification of exceptions (e.g. 
demurrage)
Customer Experience
‐
Partnering with Coda has never been easier
‐Multiple portlets options both web based and mobile ready 
to book,  
‐Track (GPS, and event based), report and gain ultimate 
visibility.
Ultimate Optimisation
‐
As innovation leaders, Coda’s optimisation capabilities 
are world class
‐Optimising operations, safety and sustainability.
Advanced Analytics
‐
Leveraging intelligence to deliver customer 
detailed reports, 
‐KPI’s, analytical insights and intelligence.  

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Trucking spend per year
>$6bn
Hauliers in NZ
5,000
Empty Kilometres
40%
Describe available 
trucks
Select from multi‐stop 
offers
Confirm and get 
paid
TNX
Average monthly growth rate of 
21% during the last year with 
seasonal volatility
Transaction count is the principle 
metric
Consistent average transaction 
price of ca. $500
0
500
1,000
1,500
2,000
2,500
Jul
 
2017
Aug
 
2017
Sep
 
2017
Oct
 
2017
Nov
 
2017
Dec
 
2017
Jan
 
2018
Feb
 
2018
Mar
 
2018
Apr
 
2018
May
 
2018
Jun
 
2018
Jul
 
2018
Aug
 
2018
Sep
 
2018
Monthly
 
Number
 
of
 
Cargos
CargosTrend

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51
Challenges we had to overcome
Port of Tauranga Investor Day
13 November 2018

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52
Agenda
•Key Trades Overview
•Trades Five Year Trend
•Normal Operating Profit
•Infrastructure Focus
•Future Plans
Key Trades Overview

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Timaru Container Terminal
2018 – 89,000 TEU
Logs
2018 – 491,000 tonnes

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PKE / Stock Feeds
2018 – 317,000 tonnes
Fertiliser
2018 – 258,000 tonnes

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Fuel
2018 – 253,000 tonnes
Timaru Oil Services Ltd

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Cement
2018 – 216,000 tonnes
Other 
(Fish, Bulk Chemicals, Edible Oils)
2018 – 195,000 tonnes

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57
Cruise
Trades Five Year Trend
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2013‐142014‐152015‐162016‐172017‐18
Tonnes
 
('000)
Financial Years
Other
Fuel
Cement
Fertiliser
PKE
Logs

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Trades Five Year Trend
2013‐14 2014‐15 2015‐16 2016‐17 2017‐18
000000000000000
Logs453290326413491
PKE146309284213317
Fertiliser256234236229258
Cement00100213216
Fuel226262227263253
Other181201162179195
Total1,2621,2951,3351,5091,732
Normal Operating Profit
 ‐
 500
 1,000
 1,500
 2,000
 2,500
 3,000
 3,500
 4,000
 4,500
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
$'000
Financial Years
Normal Port Operating After Tax Profits

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Infrastructure Focus
Wharf Strengthening
North Mole Container Wharf

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Pile Replacements
No. 1 Wharf
Deck Renewals
No. 1 Extension Wharf

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Channel Widening
Breakwater reduction for larger vessels
Floating Plant Renewals
Pilot Launch Kiwa

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Floating Plant Renewals
Tug Hinewai
Future Plans
Log Yard Upgrade

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63

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Timaru Container Terminal Ltd
Board of Directors
50.1%
49.9%
Sara Lunam
Tony Reynish
Steve Gray
Steve Cooper
David Ross - Chair
Gordon Carlyle

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Cargo
Supervisors
x 4
R&D
Operator
x 1
General Manager
Key Service Providers:
Quality Marshalling
Drivers and plant
Permanent Staff of 25
plus 4 casuals
- R&D
- Marshalling
- Crane Driving
- Maintenance
oMobile plant
oCrane
C3– Stevedoring
Ship Side and On Board
Services
Up to 30 staff made up of
permanents and casuals
- Foreman
- Hatchman
- Lashers
- Wharf Tally
H&S Manager
(40% with PPL)
Terminal Structure
2018: Record 89,184 TEU Handled (+5%)
TEUs
0
20,000
40,000
60,000
80,000
100,000
20132014 (7
Months)
2015201620172018
ImportExport
Record
Year!

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66
TEUs201820172016201520142013
Lyttelton Port424,560 401,711 354,922 372,019 376,567 351,217
Port Otago204,700 178,200 172,400 172,800 181,000 195,000
South Port39,000 39,300 35,100 35,80032,700 34,800
Port Nelson121,483 108,106 96,497 90,42287,462 83,380
Sub - Total789,743 727,317 658,919 671,041 677,729 664,397
TCTL89,184 84,946 84,402 71,08920283 22072
South Island
878,927 812,263 743,321 742,130 698,012 686,469
Strongest Growth Outside Dairy
TEUs
-
10,000
20,000
30,000
40,000
50,000
2013 2014 (7
Months)
2015201620172018
DairyOther

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67
Current Services
Ex Australia
NS1
SEA
TS1
NEA
AMR
OC1
AC1
NZTIU routing:
SEA on NS1
NEA transship NZTRG
AMR transship NZTRG
Ex Australia
SS1
SEA
TS1
NEA
AMR
OC1
AC1
NZTIU routing:
SEA transship NZPOE
NEA transship NZTRG
AMR transship NZTRG
FROM:
TO:
Transit time impacts:
POD or T/SOld 
TT
New TT
Tianjin2927
Singapore1917
Hong Kong1923
Shanghai2323
FEATURES AND BENEFITS
Increased Capacity
Fast
Weekly
Wide coverage
CarrierService Vessels
MaerskOC111 
Vessels:
OC1: Good Connectivity to Key Destinations

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68
Continual Upgrade of Infrastructure
Crane 23 Refurbishment
Upgrade started in 2015 with major refurbishment of the outer structural components of the crane. This
included:
• Gib section
• Undercarriage
• Main body
2018 has seen major updates made to the internal mechanical components. Key areas included:
• New Mercedes engine
• New pumps
• Winch motors
• Slew drive units and breaks
• Upgraded Panel work to stainless steel
• Cable reel upgrade from electric to hydraulic drives
• Total spend in excess of $1m
Crane 05 has also had stage one completed with further internal component upgrades scheduled for 2022.

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Our Year in Summary....
• Quickly provided an alternate port during LPC industrial issues
• Designated South Island Port for steel imports via Swire
•4
th
consecutive year for new record container volumes through the
terminal, 89184 TEUs
• New OC1 service provides great connectivity to other Maersk /
Hamburg Sud services to key export destinations
• Completion of a major refurbishment project of Crane 23 to future
proof operations
• Continue to have a Lost Time Injury Rate (LTIR) of 0
Opportunities
• Further container hubbing opportunities through to Maersk’s Southern Star service
• Reintroduction of a coastal service linking Tauranga with Timaru
• Increased reefer volume through the new Mozzarella plant at Clandeboye
• Servicing Melbourne cargo from the OC1 service through to MetroPort in
Christchurch
• Increase container unpacking services utilising the terminals MPI and NZ Customs
accreditations
• Maximising empty container storage

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70
Thank You

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71
100%
54%46%26.49%19.90%
Marsden Maritime Holdings Ltd.
North Tugz Ltd.
Port of Tauranga Ltd.
Northport Ltd. ‐ Ownership Structure     
50%50%
50%
50%
53.61%
Auckland Council Investments Ltd
Ports of Auckland Ltd.
Northport Ltd.
BOP Regional CouncilPublic SharesNorthland Regional CouncilPublic Shares
100%
54%46%26.49%19.90%
Marsden Maritime Holdings Ltd.
North Tugz Ltd.
Port of Tauranga Ltd.
Northport Ltd. ‐ Ownership Structure     
50%50%
50%
50%
53.61%
Auckland Council Investments Ltd
Ports of Auckland Ltd.
Northport Ltd.
BOP Regional CouncilPublic SharesNorthland Regional CouncilPublic Shares

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72
Trade statistics as at 30 June 2018 :
3.563 million total revenue tonnes
2.786 million jasm³ of logs exported
7,975 TEU containers handled
144,827 single truck movements
292 ship calls to the port
67.84% berth occupancy
49 hectare site : (33.6 hectare harbour reclamation)
34.1 hectare paved : (32.0 asphalt paved + 2.1 concrete woodchip pad)
570 linear metres of berth face
390 linear metres: depth of 13.0 metres at chart datum: max draft 12.5m
180 linear metres: depth of 14.5 metres at chart datum: max draft 14.0m
Up to 11.8m draft at any state of tide : maximum draft 14.5m
DUKC (Dynamic Under-Keel Clearance) System for deeper draft vessels
270m berth extension consented
2.3 ha additional reclamation consented
8.9 ha additional storage area under construction and to be completed

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Only port in New Zealand built 100% under Resource Management Act; requiring comprehensive
environmental management and reporting:
Stormwater Management:
1.3kms Canals + 6.0ha Stormwater Pond
Electronic Monitoring of water quality, suspended solids, discharge volumes etc.
Comprehensive reporting to NRC: annual and on discharge
Strictly managed contaminant removal and disposal
Dust Monitoring & Management – sweeping plus dust suppression
Noise Monitoring & Management – strict port user procedures
Light Pollution Monitoring & Management
Annual Hydrographic Surveys with Beach Profiling
Discharge to air: procedures for monitoring ship funnel emissions
Lost Logs: reporting, recovery, navigation warnings etc.
Delivery of Gottwald HMK4406 Harbour Mobile
Crane: late 2015
Capable of loading 32 tonnes at a max 13 rows from
shipside
Twin-lift 20ft and/or single-lift 40ft auto container
spreader
Paving of 1.3ha empty container storage area
Provision for 900 TEU : 3 high and 1500 TEU : 5 high
Provision for 200 refer points with 60 installed
Second crane approved with provision for others as
demand requires

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SSNZ (Swire Shipping) / Pacifica joint Trans-
Tasman and NZ Coastal Service
17 day scheduled service
Northport-Lyttelton-Northport-Tauranga
GBC (Golden Bay Cement) ISO Pods of
bulk cement powder underwriting cargo
Significant number of truck movements off
the road between Marsden Point and
Auckland: circa 10,000
Additional Northland businesses now able to
explore S.I. supply chain options
Capability for Northland business to connect
with main international container services ex
POTL
MSC (Mediterranean Shipping Company)
commence direct international call at
Northport
Northport- Brisbane - Singapore
14 day scheduled service
Kiwifruit Reefer Containers first to utilise
this service : forestry quick to realise
supply chain advantages
Potential for significant number of truck
movements off the road between
Marsden Point and Auckland
Additional Northland businesses now
able to explore direct worldwide
connections through Singapore

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South Western Development: 10ha under construction: 3.5ha sealed and chip sealed
ready for import motor vehicles : storage on-site currently for up to 3,500 cars!
Oceania Cruises / Norwegian Cruise Line announce Whangarei Port Calls
Wednesday 2 December 2020 : Norwegian Jewel : 294m LOA : 2376 passengers : 1,100 crew
Sunday 17 January 2021 : MS Regatta : 181m LOA : 694 passengers : 386 crew

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State Highway 15:
Connecting Northport to State Highway 1
Designated 4 lane limited access highway
Northland Inland Freight Route (118kms : Marsden Point to Okaihau)

State Highway 1:
Previously Designated ‘Road of National Significance’
Connecting Northport south to Auckland
Connecting Northport north to Whangarei and the Far North
Puhoi to Warkworth motorway under construction
Warkworth to Te Hana – safety upgrades underway with future route protected
Te Hana to Whangarei – plans to improve safety & resilience released

Media Release October 2018: future routes protected providing for the ability to construct in these
designations when the timing is right; at least 10 years away!
North Auckland Line: Freight link from Swanson to Whangarei (Fonterra Kauri Plant)
13 tunnels require work
20kms rail medium weight require replacement
Radio coverage requires upgrade
2,400m of bridge structures require upgrade
Estimated cost $320 million + $190 million to upgrade Whangarei to Kauri

Marsden Point Connection: Marsden Point to Oakleigh designated corridor
Distance approximately 20kms
Estimated cost to build $200 million (plus land acquisition and rolling stock)

North Auckland Line/Marsden Point Rail Link: business case under review

Swanson to South Auckland : a major infrastructure project
Currently relies on access windows 1400-1600hrs and 2200-0600hrs

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Road will continue to be the critical supply chain route toAuckland for theforeseeable future;
Coastal Shipping has started to provide alternative routes for Northlandbusiness, avoiding Auckland congestion
and expensive storage/packing costs;
Rail has an important place in the supply chain, but will require extensiveupgrades to be viable;
As Northland’s economy grows to support Auckland the various freight routes and intermodal transport options will
become even more strategic for Northland business;
What could help improve the Northland – Auckland supply chain link immediately:
Incentivise freight on the Sate Highway at night
A distribution centre (not inland port) in the vicinity of Orewa/Silverdale
▪ Provision for backloads / fast turn-around / 3 to 4 return trips by night v 1 return trip by day
▪ Short-haul direct distribution throughout Auckland
Auckland Unitary Plan: “Northport would be required to expand the port across sensitive beach, residential, and marine areas”

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79
The Marsden Point/Ruakaka structure Plan
identifiers the outcomes for living, working,
playing and protecting the area based on the
growth of work opportunities. The key elements
of the Structure Plan are based on:
Port Marsden & the hinterland: providing sufficient land for port and
port-related business (c.700 hectares);
Population Projections;
Residential Development;
Open Space Networks;
Retail Centres;
Community & Civic Services & Facilities;
Future Urban;
Transport & Services – Road & Rail.

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81
INVESTOR
PRESENTATION
13 November 2018
INVESTOR
PRESENTATION
13 November 2018
OVERVIEW OF QUALITY
MARSHALLING
Strategy of Diversification
• May 2016 exited Forestry Business
• Continued growth as Port Logistics provider
• Continue growth adding two additional revenue
streams during 2017 – 2018 financial year
• Contract extension with Holcim (Timaru) for another
three years
• Continual focus on niche opportunities

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OVERVIEW OF QUALITY
MARSHALLING
Strategy of Diversification
EBIT FY 2016 2.2m EBIT FY 2019 (Budget) 3.5m
OVERVIEW OF QUALITY
MARSHALLING
Business Units
1. Container Transfer Site (Tauranga Container Terminal
Rail Exchange)
• Mafi Truck Exchange
2. Prime Port – Timaru Container Terminal
• Prime Port – Holcim Cement
3. Sulphur Point Workshop
4. Reefer Care Operation Port of Tauranga

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Organic Growth
PAGE 165
CT SITE
Tauranga
CT Site Tauranga
• Metro Box Increase
• Kiwi Rail decrease due to
Triangular Rail Service
• Expect Continue Growth

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Tauranga
CT Site Tauranga
OVERVIEW OF QUALITY
MARSHALLING
Timaru

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Timaru
Timaru
• Eleven dedicated container handlers
• Operate and maintain three mobile harbour container
cranes
• 24/7 Operation Terminal Operations and Cargo shed
• 25 FTE
• Discharge of cement for Holcim
OVERVIEW OF QUALITY
MARSHALLING
Workshop
• 15 FTE
• 24/7 Coverage
• Straddle and QM Servicing
PAGE 170

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86
OVERVIEW OF QUALITY
MARSHALLING
Reefer Care Operation
• 14 FTE
• 24/7 Coverage
• High Kiwi Fruit Volume
• Full Terminal Service
Opportunities
Current Focus
• New Cargo trades through POT
• Efficiencies through IT and process improvement
• Add-ons to current operations
• Targeting of niche operations
• Good asset management

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THANK YOU
QUESTIONS?
THANK YOU