POT Financial Results for the year to 30 June 2025

29 August 2025
NZX
Wellington
Dear Sir/Madam
Port of Tauranga Limited (POT) full year results: 30 June
2025
In accordance with the NZ Stock Exchange Listing Rules, please
find attached the following documentation for release to the
market:
1Media release
2Investor presentation
3Integrated Annual Report (containing audited financial
statements)
4NZX results announcement
5NZX distribution notice – full year
Yours sincerely
Simon Kebbell
Chief Financial Officer
+64 7 572 8899
port-tauranga.co.nz
2 Salisbury Avenue
Mount Maunganui
New Zealand
Private Bag 12504
Tauranga Mail Centre
Tauranga 3143
New Zealand

---

Port of Tauranga delivers strong financial
performance amid growing capacity constraints
Financial results for the year ended 30 June 2025

Port of Tauranga Limited (NZX:POT) today reported strong financial results
for the year on the back of resilient export volumes.

New Zealand’s busiest port saw total trade increase 7% on the previous
year, to 25.3 million tonnes. Container volumes increased 5.3% to 1.2
million TEUs
1
.

Underlying Group Net Profit After Tax
2
was $126.0 million, a 23% increase
on the previous year.

A judicial review of the Port’s fast-track application for the Stella Passage
development has been upheld, with the High Court determining the
Environmental Protection Authority should not have accepted the
application as the project was not exactly as described in schedule 2 of the
legislation.

The legislative drafting error has resulted in the Court putting the fast-
track process on hold. The expert panel was due to commence on 1
September.

The ongoing delays in obtaining a resource consent for the Stella Passage
development are extremely frustrating and are reaching crisis point as the
Port is forced to turn away shipping services due to a lack of berth
capacity. In the last month, the Port has had to decline a proposed new
service to the Americas that would have provided New Zealand importers
and exporters with an estimated $65 million to $90 million per annum in
international freight savings.

1
TEUs = twenty-foot equivalent units, a standard measure of shipping containers
2
Underlying NPAT is a non-GAAP measure that excludes items considered to be one-off and not related to
core business such as revaluations, impairments and gains or losses from the sale of major assets.
Media Release
29 AUGUST
2025

Highlights and challenges
For the year ended 30 June 2025 (compared with the previous financial year)
• Group Net Profit After Tax: $173.4 million (a 90.8% increase, includes a one-off
gain of $49.2 million from the sale of Northport Limited as a result of the Marsden
Maritime Holdings acquisition)
• Underlying Group Net Profit After Tax: $126.0 million (a 23% increase)
• Total trade: 25.3 million tonnes (a 7.0% increase)
• Container volumes of 1.2 million TEUs (a 5.3% increase from 1.15 million)
• Revenue: $464.7 million (an 11.3% increase from $417.4 million)
• Imports: 8.9 million tonnes (a 13.9% increase from 7.8 million tonnes)
• Exports: 16.4 million tonnes (a 3.6% increase from 15.8 million tonnes)
• Ship visits: 1,442 (up from 1,427)
• Final dividend: 9.7 cents per share (up 11.5% from 8.7 cents per share)
• Total ordinary dividend for FY25: 16.7 cents per share (up 13.6% from 14.7 cents
per share)
• Ruakura Inland Port volumes more than doubled cargo volumes in its second
year, to 22,525 TEU
• Successful completion of the Marsden Maritime Holdings acquisition and
formation of Northport Group Limited, joining port operations and the adjacent
landholdings to unlock development potential.

Port of Tauranga Chair, Julia Hoare, says New Zealand is missing out on hundreds of
millions of dollars a year due to the delays in consenting the Stella Passage development,
which has been in the consenting system for more than six years.

In December 2024, the Environment Court approved part of the project – a berth
extension at the container terminal. Unfortunately, the decision was immediately
appealed.

Due to the urgency of the project, the Port opted to apply under the Fast-track Approvals
Act to seek to speed up the process.

The Port was clear in its description of the entire Stella Passage development when it
applied to be included in schedule 2 to the Act. However, when the schedule was
published, a legislative drafting error resulted in the words “Mount Maunganui wharves”
being left out of the project description.

Port of Tauranga is urging the Government to act quickly and rectify the wording in the
fast-track legislation to resolve the situation.

Meanwhile, the container terminal berths are at capacity and unable to accommodate
new services or effectively deal with congestion caused by ships arriving off schedule.

“It is very frustrating that in the midst of significant interest from international container
lines, we are unable to support new trade opportunities because we don’t have the berth
space,” said Ms Hoare.

“We have also lost the flexibility to readily manage congestion when ships turn up off-
schedule. When arrivals bunch up, we’re forced to further delay ships at anchor and
productivity decreases.

“Ultimately, it is the New Zealand economy and all New Zealanders that suffer. This is
critical infrastructure essential for efficient two-way trade for New Zealand.”

A report by the NZ Institute of Economic Research has estimated that, without the
container berth extension, New Zealand will miss out on $485 million to $749 million of
annual GDP by 2032.

Financial results for the year ended 30 June 2025
Underlying Group Net Profit After Tax (NPAT) was $126.0 million, a 23% increase on the
previous year. The reported NPAT was $173.4 million, which included a one-off $49.2
million gain on the sale of our Northport holding as part of the Marsden Maritime
Holdings transaction.

Operating costs increased 8.1% to $236.3 million.

Revenue increased 11.3% to $464.7 million. EBITDA (earnings before interest, tax,
depreciation and amortisation, a non-GAAP measure) increased 15.1% to $234.5 million.
Subsidiary and associate company earnings increased 15.6% to $10.9 million, despite
some of our associate ports being impacted by lower cargo volumes.

Port of Tauranga’s Board of Directors has declared a final dividend of 9.7 cents per share,
to bring the total dividend for FY25 to 16.7 cents per share, reflecting the strong financial
results for the year.

Cargo trends in 2025
Total dairy volumes increased 2.1% to 2.1 million tonnes supported by a 50% increase in
export transhipment.

Total meat exports increased 9.6% in volume to 0.8 million tonnes reflecting favourable
export market conditions particularly in North America.

A record season for kiwifruit saw an annual increase of 30.9% (covering parts of the 2024
and 2025 export seasons, which run from March to October).

Increases in dairy and containerised kiwifruit contributed to a record year in refrigerated
container volumes, increasing 19.8% to 245,151 TEUs - putting pressure on our
reticulated plug-in capacity and resulting in increased use of diesel generators.

In response to New Zealand’s urgent energy needs, coal imports have returned to the
Port after two years’ hiatus. Coal is handled through a specialist covered conveyor and
hopper facility and transferred by rail to Huntly Power Station.

Log exports decreased 5.9% to 6.3 million tonnes, with pressure on international pricing
and a return to a normal harvesting profile following a temporary boost to volumes post-
Cyclone Gabrielle, which had caused early harvesting of wind-damaged trees.

Other bulk cargoes saw significant increases in volume, including stock feed (up 46.5%),
fertilisers (up 18.1%) and cement (up 6%).

Transhipped containers (those transferred from one ship to another at Tauranga)
increased 9.7% to 306,102 TEU.

Port productivity
We continue to strive for improved service delivery to our customers. Nationwide port
productivity is a concern to our customers.

As the country’s main export gateway, Tauranga is usually the last port of call for New
Zealand shipping services. In the 2025 financial year, only 55% of vessels arrived at
Tauranga on their agreed schedule, challenging our ability to efficiently manage
container yard congestion and impacting crane operations.

Our constrained berth capacity also impacts productivity as we are unable to provide
flexibility for vessels arriving outside their booked window.

The Port has assembled a multi-disciplinary project team to progress efficiency initiatives
at the container terminal.

We welcome the Government’s select committee inquiry into ports and the maritime
sector in an effort to increase transparency, address regulatory bottlenecks and improve
productivity. An efficient, sustainable and resilient New Zealand supply chain - involving

sea ports, inland ports, road and rail networks, and coastal shipping - is vital to a thriving
economy.

Investing in infrastructure
In the next few months, we will commence stage two of our consented capital dredging
programme to deepen shipping channels in preparation for larger, more carbon efficient
ships.

We commissioned a new Liebherr ship-to-shore gantry crane in February. With the
dismantlement of our two oldest cranes in the past year, we now have an eight-crane
operation and will purchase additional cranes to serve the new container berth
extension once consented and constructed.

As part of our decarbonisation efforts, we will trial New Zealand’s first electric straddle
carrier and associated charging infrastructure.

We are also at the contract-signing stage to purchase our first hybrid tug boat, which will
be larger than our existing fleet, to handle bigger ships and provide increased marine
resilience in case of mechanical breakdown or severe weather.

Greenhouse gas emissions
Congestion at the container terminal resulted in increased diesel usage. Combined with
the increase to the Ministry for the Environment’s electricity emissions factor for the New
Zealand grid (which increased by 32%), total Scope 1 and 2 greenhouse gas emissions
increased 20% from the previous year to 21,873 tonnes CO
2
e. Emissions intensity
increased 13% to 0.84 kg CO
2
e per cargo tonne.

Unusually high peak volumes for the export dairy and kiwifruit seasons required the use
of hired generators for refrigerated containers, which outnumbered our permanent
plug-in points. Congestion in the container terminal also increased straddle running time
and distance.

We plan to introduce additional refrigeration capacity through the implementation of
automated stacking cranes (ASCs). However, this decarbonisation opportunity is
currently blocked by the Stella Passage development resource consent delays.

Automated stacking cranes are estimated to produce 75% fewer carbon emissions than
an equivalent diesel-electric manual straddle operation.

Marsden Maritime Holdings acquisition
In June 2025, a consortium comprising Port of Tauranga, Northland Regional Council
(NRC) and Tupu Tonu (Ngāpuhi Investment Fund) completed a takeover of Marsden
Maritime Holdings (MMH).

The buyout of all shares not already held by NRC led to MMH’s delisting from the NZX
and integration into a new entity, Northport Group Limited.

Before the transaction, MMH owned 50% of Northport Limited (with Port of Tauranga
owning the other half) and around 150 hectares of industrial land adjacent to Northport.
Under the new structure, Port of Tauranga owns 50% of the merged group, NRC owns
43% and Tupu Tonu 7%.

The consolidation brings Northport together with the adjacent MMH land under a
unified, simpler structure. Development of the land for industrial, logistics or freight
operations will be better coordinated, unlocking economic benefits for both the
Northport Group Limited and the wider Northland and Auckland economies.

Outlook
Domestically, we are seeing modest import growth supported by strong export
performance in dairy and horticulture. However, global trade tensions and tariff
uncertainty continue to cast a shadow on market confidence and could limit momentum.

Globally, the port and shipping sector is facing challenges such as container fleet
oversupply, trade slowing in some markets, and geopolitical disruptions (such as Red Sea
shipping diversions) leading to increased costs. Margin pressure on shipping lines, along
with carbon pricing pressure, can be expected to accelerate the cascading of larger,
newer ships into the Oceania routes.

We remain confident in the resilience of Port of Tauranga, thanks to our strong customer
partnerships, diverse cargo mix and variety of income streams, supported by the
operational strength of our Port team.

The new financial year has started well, despite the ongoing frustrations and delays in
progressing the Stella Passage development. Port of Tauranga will provide earnings
guidance for the 2026 financial year at the Annual Meeting of Shareholders on Friday, 31
October.

For more information, please contact:
Rochelle Lockley, GM Communications
021 865 884
Email rochelle.lockley@port-tauranga.co.nz

---

Presentation to Analysts
29 August 2025

2
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 guarantee of 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 which are available in the investor section of
our website.
Disclaimer

3

4
For the year ended 30 June 2025
Group reported net profit after up 90.8%
102.375
111.317
117.136
90.849
173.373
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
$200
FY21FY22FY23FY24FY25
millions (NZD)

5
For the year ended 30 June 2025
Group underlying earnings
173.373
126.036
(49.161)
1.824
$100
$110
$120
$130
$140
$150
$160
$170
$180
Reported ProfitNet gain on sale of Northport Asset impairments on revaluation
(net of tax)
Group underlying earnings
millions (NZD)

6
For the year ended 30 June 2025
Group underlying earnings
1
up 23.2%
104.058
112.357
117.792
102.290
126.036
$0.000
$20.000
$40.000
$60.000
$80.000
$100.000
$120.000
$140.000
FY21FY22FY23FY24FY25
millions (NZD)
Refer to appendix 1 for a reconciliation of underlying earnings

7
For the year ended 30 June 2025
A stronger second half performance
Movement2/2 FY251/2 FY25
3.5%12,871,38712,435,675
Trade volumes tonnes
4.1%616,318591,934
Total containers (TEUs)
9.0%752690
Vessel Visits
$55.285
$59.852
$115.137
$4.913
$5.986
$10.899
$0.000
$20.000
$40.000
$60.000
$80.000
$100.000
$120.000
$140.000
1/2 FY252/2 FY25FY25
millions (NZD)
Group underlying earnings
increased by 9.4% in the second half
ParentSubsidiaries and EAIs

8
$17,840
$14,952
$13,347
$9,431
$10,899
$0
$5,000
$10,000
$15,000
$20,000
FY21FY22FY23FY24FY25
000s (NZD)
For the year ended 30 June 2025
Subsidiaries and Joint Ventures net profit after tax up
15.6%

9
For the year ended 30 June 2025
Subsidiary and joint venture companies
Movement
$000
FY24
$000
FY25
$000
583,3713,429Quality Marshalling
397181578Timaru Container Terminal
4411,0231,464PrimePort Timaru
(104)7,1597,055Northport
(125)275150PortConnect
(727)(1,182)(1,909)Coda
524(392)132Ruakura Inland Port
46410,43510,899Underlying earnings
1,004(1,004)0Removal of depreciation on commercial buildings
1,4689,43110,899Reported net profit after tax

10
For the year ended 30 June 2025
Ordinary dividends increased 13.6%
13.5
14.7
15.6
14.7
16.7
10
12
14
16
FY21FY22FY23FY24FY25
CPS

11
For the year ended 30 June 2025
Total trade increased 7%
25.6
24.7
23.6
25.3
15.9
15.7
15.8
16.4
9.7
9.0
7.8
8.9
FY22FY23FY24FY25
tonnes
(millions)
TotalExport incl Tranship LoadImport incl Tranship Unload

12
Connecting New Zealand and the World
New Zealand’s largest port
40% of New Zealand exports (tonnes)
23% of New Zealand imports (tonnes)
33% of New Zealand’s total trade
Source: StatsNZ: Overseas Cargo Statistics
12 months to June 2025
51% of New Zealand exports by value
17% of New Zealand imports by value
35% New Zealand’s total trade by value
33%
12%
11%
9%
7%
5%
5%
5%
4%
4%
3%
2%
1%
0
5
10
15
20
25
Tonnes (millions)
Total New Zealand tonnes by Port
for the year ending June 2025
Import
Export
35%
28%
11%
8%
7%
4%
1%
3%
1%
1%
1%
0%
0%
0
10
20
30
40
50
NZD (Bilions)
Total New Zealand cargo value by Port
for the year ending June 2025
Import
Export

13
For the year ended June 2025
Total bulk cargo volumes increased by 4.8%
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
FY21FY22FY23FY24FY25
Tonnes
Coal
All Other Goods
Steel
Salt
Liquid Bulk
Cement
Grain
Fertilisers
Other Wood Product
KiwiFruit
Proteins & Feeds
Oil Products
Logs
•Coal volumes for FY25 – 405,000 tonnes - supporting New Zealand’s energy needs.

14
For the year ended 30 June 2025
Log exports decreased 5.9%
5,543,540
6,338,716
6,058,019
6,215,623
6,681,899
6,286,355
FY19FY20FY21FY22FY23FY24
log volume - JASm³

15
•40% of New Zealand’s total container trade (TEU)
•48% of New Zealand exports (TEU)
•32% of New Zealand imports (TEU)
Source: FIGS transport.govt.nz – twelve months to 30 June 2025– overall TEU, exclude transhipment and restows
New Zealand’s largest container terminal
Export%Import%
Total FY25%
Port of Tauranga528,03748%360,20132%888,23840%
Ports of Auckland167,15915%416,66738%583,82626%
Lyttelton137,57112%116,23110%253,80211%
Napier Port96,4889%64,0856%160,5737%
Port Otago98,3279%46,9054%145,2327%
Centreport28,5403%31,8563%60,3963%
South Port22,4562%18,6872%41,1432%
Port Nelson19,2292%28,3673%47,5962%
Timaru11,4381%23,6532%35,0912%
Total (TEU)1,109, 2451,106,6522,215,897
NZ Ports Overall TEU - Year End June 2024 (exclude Tranship/Restow)
40%
26%
11%
7%
7%
3%
2%
2%
2%
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
TEU
Total New Zealand TEU by Port - Year end June 2025
Full and Empty TEU (excluding transhipment)
ExportImport
Source: FIGS-TransportData https://www.transport.govt.nz/

16
For the year ended 30 June 2025
Total container volumes increased 5.3%
1,200,831
1,241,061
1,177,350
1,147,350
1,208,252
FY21FY22FY23FY24FY25
TEU's

17
For the year ended 30 June 2025
Export volume up 3.4% Import volume up 4.5%
489,536
519,288
486,702
484,107
500,735
FY21FY22FY23FY24FY25
TEU's
Export containers (TEU)
410,233
438,738
404,285
384,145
401,415
FY21FY22FY23FY24FY25
TEU's
Import containers (TEU)

18
Record refrigerated volumes - with strong dairy, kiwifruit and meat
Refrigerated containers increased 19.8%
200,195
209,577
204,685
245,151
FY22FY23FY24FY25
reefer TEU's
Reefer container volumes
export up 20.5%, transhipment up 22.6%
for the year ended 30 June 2025

19
For the year ended 30 June 2025
Transhipment container volume increased 9.7%
301,062
283,035
286,363
279,098
306,102
FY21FY22FY23FY24FY25
TEU's

20
•High rail costs continue to impact MetroPort demand.
•36% reduction in volume since 2022.
•Worked with KiwiRail to reset MetroPort model; 1 September - 1 December 2025.
•Capacity utilisation to +90% for FY25.
•New model well positioned for future growth.
MetroPort containers decreased 4.4%
294,481
324,561
285,701
218,415
208,742
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
0
50,000
100,000
150,000
200,000
250,000
300,000
350,000
FY21FY22FY23FY24FY25
average rail utilisation rate
TEU's
MetroPort container volume
for the year ended 30 June 2025
Average Rail Capacity Utilisation

21
For the year ended 30 June 2025
Total dairy volume increased 2.1%
2,120,239
1,993,751
2,010,252
1,942,277
1,924,643
196,326
194,946
237,066
117,904
178,588
FY21FY22FY23FY24FY25
tonnes
ExportTranshipment

22
For the year ended 30 June 2025
Kiwifruit volume up 30.3% Container volume up 48.5%
34,913
36,675
37,515
31,055
32,456
48,193
FY20FY21FY22FY23FY24FY25
TEU's
517,309
575,272
625,805
492,002
533,656
695,589
FY20FY21FY22FY23FY24FY25
tonnes (000's)

23
For the year ended 30 June 2025
Total meat volume increased 9.6%
413,691
439,175
451,419
460,698
448,364
241,228
156,132
161,617
273,372
356,519
FY21FY22FY23FY24FY25
tonnes
ExportTranshipment
•Strong demand to US driving growth ~60% of total volume
•40% of transhipment volume ex Australia connecting to US services through Tauranga

24
Cruise vessel visits to Mount Maunganui
Cruise
116
107
00
90
109
94
83
FY19FY20FY21FY22FY23FY24FY2525/26 (F)
cruise vessel calls
•MPI constraints, increased regulatory costs and
vessel repositioning costs impacting 26/27
seasons.

25
New Zealand port productivity
Source: FIGS, Ministry of Transport
•Direct correlation between vessel on
time performance and port
productivity.
•Last NZ port call impact exacerbates
impact to Tauranga.
•Project team looking at all areas to
improve productivity while we await
berth extension.

26
•On-time proforma berth arrival - calculated as arrival at Pilot Station within six hours of scheduled
berth window.
•On-time arrival in Tauranga average for FY25 - 55% vs 66% in FY24.
•Proforma windows reinstated in March 2023, following three years of suspension (Covid).
•Pre Covid – 2015-2020, average 80 - 85% on time performance.
•Some improvement in last two months – POTL looking at options to encourage carriers on-time
performance.
On-time vessel performance – Tauranga

27
For the year ended 30 June 2025
Results from operating activities up 14.9%
198.794
47.300
(17,695)
228.399
100.000
120.000
140.000
160.000
180.000
200.000
220.000
240.000
Results from operating activities
FY2024
Increase in revenueIncrease in operating costsResults from operating activities
FY2025
millions (NZD)

28
ROIC Target of 7% on operational assets
Port of Tauranga Limited returns
Investments in and
advances to EAIs
$000
Non-core
assets
$000
Operational
assets
$000
Actual
FY25
$000
319,363151,9002,437,6542,908,917
Total
Invested
Capital
13,9985,004180,470199,472EBIT
10,0793,603129,939143,620NOPAT
3.2%2.4%5.3%4.9%ROIC
Focus areas across the business
for ROIC improvement
•Volume growth and new business
•Productivity and efficiency
improvements
•Cost control initiatives
•New technologies
•Margin improvement initiatives
•Capital recycling

29
Recycle capital - land holdings

30
Capital dredging
•Port of Tauranga capital dredging campaign to commence in FY26 – completed by mid-2027.
•Available draught will be 14.5 metres low water and 16 metres high water.
•Provides the ability to serve vessels ~12,000 - 15,000 TEU.
Existing

31
Government’s inquiry into ports and the maritime sector
New Zealand future hub and spoke model
•New Zealand must modernise its port sector
to improve efficiency, expand port capacity
to remain competitive in global trade.
•Major international shipping lines and
exporters support a move to a New Zealand
hub and spoke port model.
•Larger, more efficient vessels servicing a
more consolidated cargo profile, calling
larger, more productive ports, will create
significant cost savings and improve
reliability for New Zealand importers and
exporters.
•Port of Tauranga will benefit from this move.
Source: A.P. Moller – Maersk submission to the Inquiry into the Ports and the Maritime Sector

32
•Port of Tauranga is well positioned for hub-and-
spoke model.
•Ship build program and pending carbon pricing
expected to accelerate vessel cascading.
•Growth in population driving increase in imports in
the upper North Island.
•Industrial land cost and constraints in Auckland
driving import distribution and manufacturing south
and north.
•Investment in Port of Tauranga, NorthPort Group and
Inland port networks in Ruakura and north/west
Auckland.
•Coordinated road and rail investment required to
support freight growth.
•Larger vessels calling at hub ports supported by
coastal feeder network from regional port network.

33
Resource consent - update August 2025
•Confirmed switch to Fast-track process in December
2024.
•Consultation commenced January 2025.
•Fast-track application lodged April 2025.
•Fast-track application accepted May 2025.
•Judicial Review filed 4 June 2025, incl request for a stay
in proceedings.
•First High Court hearing – declining stay in Fast-track
process on 24 July 2025.
•Fast-track panel announced 15 August 2025 – Panel to
commence 1 September 2025.
•Judicial Review High Court hearing - 19 August.
Decision upheld on 27 August 2025 / Fast-track panel
put on hold.
•Working with officials to rectify ASAP.

34
Six years and counting......

35
Automated Stacking Cranes (ASCs)
Terminal automation project
Progress update
•Preferred vendor identified. Contract negotiations
underway.
•ASC emulation software being implemented at the
Tauranga Container Terminal to test ASC
technology virtually.
•Deployment of ASCs linked to timing of berth
extension.
•Staged bolt-on introduction of ASCs relative to
volume growth requirements. Implementation
planned over four phases (nine ASC blocks).
•Stage one (two ASC blocks) cost circa ~ $90 million.
Fully electric ASCs ~75% reduction in emissions relative to a
traditional straddle operation.

36
Why is ASC the preferred automation option ?
AutoStrad ASC
Highest equipment v personnel safety
✓
Lowest total capital cost
✓
Greatest alignment between capital spend and terminal growth
✓
Lowest operating costs
✓
Highest NPV over equipment lifetime
✓
Lowest risk to quay crane & berth productivity
✓
Lowest risk to the operation at go live (phased approach)
✓
Greatest operational flexibility
✓
Lowest Impact on the operation during development
✓
Lowest Impact on straddle labour
✓
Greatest intensification capability
✓
Greatest vendor competition (commercial & service benefit)
✓
Greatest CO2e benefit
✓

37
•Diesel electric hybrid tug.
•Increased towage capability to
accommodate larger vessel sizes.
•Increased vessel recovery capability.
•Increased sea keeping ability.
•Superior harbour manoeuvrability.
•Three person crew.
•Capital cost circa ~ $30 million.
•20-month delivery timeframe.
32-metre hybrid advanced rotortug

38
•Reported an operating loss of -
$1.909 million vs a loss of -$1.182
million in the prior corresponding
period.
•Coda has sold its 3PL business and
Rolleston DC in Christchurch to
ACFS Port Logistics NZ.
•Disposal transaction was completed
1 August 2025.
•Coda is now focusing on right sizing
its profitable 4PL business.

39
•RIP made a profit of $0.132 million
for the year up from the loss of -
$0.392 million in FY24.
•POTL contributed an additional
$10.106 million during the period.
•RIP has developed 3.37 ha of land
into empty container depot yards.
This yard is leased to ContainerCo.
•RIP handled 22,525 TEU for the year
up from 9,616 in FY24.

40
•Ownership structure:
•POT – 50%
•Northland Regional Council –
43%
•Tupu Tonu – 7%
•POTL contributed its Northport
shareholding in exchange for
equity stake.
•Over 150ha of commercial land
available behind Northport.
•Future opportunities for car
handling and storage and other
bulk cargoes.
•Holds existing berth consents for
future container terminal
development.
Takeover of Marsden Maritime Holdings Limited completed 26 June 2025
Northport Group Limited
Northport
Marsden Point

41
For the year ended 30 June 2025
Total greenhouse gas emissions
Certified under Toitucarbon reduceprogram, scope 1 and 2 emissions.
19,059
18,154
21,873
FY23FY24FY25
tCO
₂
e
Total Scope 1 and Scope 2 emissions (tCO
₂e)
0.75
0.74
0.84
FY23FY24FY25
kg CO
₂
e per cargo tonne
Scope 1 and Scope 2 intensity (kg CO
₂e per cargo
tonne)
•Increased diesel usage – peak season refrigerated containers and generator requirement
•Electricity emissions factor increased by 32% vs PCP

42
For the year ended 30 June 2025
Net debt / net debt + equity
25.5%
17.3%
17.2%
16.9%
16.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
FY21FY22FY23FY24FY25

43
Parent capital expenditure / investment 2021 – 2026
23,796
18,612
44,322
34,691
27,221
90,000
39,689
2,850
21,450
2,135
10,106
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
FY21FY22FY24FY24FY25FY26F
$000s
Ruakura Inland PortMMHCapex

44
Parent capital expenditure 2026
FY26 total capex range estimated to be $90
million depending on timings and
approvals.
Major forecast capital expenditure items for
FY26 include:
oCapital dredging ~$35 million
oNew hybrid rotortug ~ $15 million
•Sulphur Point berth extension and
automation capex pushed out to FY27.
•POTL will look to recycle capital as the capex
profile increases.

45
Outlook 2026
•Solid export demand expected to continue
for much of FY26.
•Modest domestic growth (imports)
anticipated second half of year.
•Productivity, cost control and yield
improvement initiatives remain a priority.
•Capital dredging project to commence Q2
FY26.
•Stella Passage consent progress critical to
supporting future container growth.
•Port of Tauranga remains well placed in a
challenging operating environment.
•FY26 earnings guidance will be provided at
the ASM in October.
•Investor day to be held in March 2026.

Thank you
46

47
For the year ended 30 June 2025
Appendix 1 – Group Underlying Earnings reconciliation
2021
$000
2022
$000
2023
$000
2024
$000
2025
$000
102,375111,317117,13690,849173,373Profit after taxation - reported
1200280Asset impairment
2,3261,445002,534Asset impairment on revaluation
000(622)0Reversal of previous revaluation deficit
00(7,215)00Gain on sale of MetroBox Limited, recorded
within share of profit from Equity Accounted
Investees
007,87100Impairment of investment in Equity Accounted
Investees
0000(49,245)Gain on disposal of Equity Accounted Investee
000084Hedging reserve reclassified to profit or loss on
disposal of Equity Accounted Investee
2,3381,445656(594)(46,627)Adjustments before taxation
(655)(405)0166(710)Tax impact in relation to adjustments
00011,8690Change in tax treatment of commercial buildings
1,6831,04065611,441(47,337)Adjustments after taxation
104,058112,357117,792102,290126,036Underlying Earnings
Underlying earnings is a non-GAAP financial measure which excludes items considered to be one-off and not related to core business such as changes to tax legislation
and impairment of assets.

48
For the year ended 30 June 2025
Appendix 2 - Results from operating activities
Movement2024
$000
2025
$000Operating Revenue
23,442215,185238,627Container terminal - ship exchange and sundry
6,34523,88930,234Container terminal - reefer
2,21813,67715,895Container terminal - storage
6,35271,70278,054Multi-cargo
3,54150,64454,185Marine services
5,49041,64647,136Property
(88)632544Other
47,300417,375464,675Total Operating Revenue
Operating Costs
(2,016)95,66893,652Contracted services for port operations
6,44457,89164,335Employee benefit expenses
1,40318,76120,164Direct fuel and power
4,31216,55320,865Maintenance of property, plant and equipment
7,55229,70837,260Other
17,695218,581236,276Total Operating Costs
29,605198,794228,399Results from Operating Activities

49
For the year ended 30 June 2025
Appendix 3 – Operating costs
Movement2024
$000
2025
$000
Contracted services for port operations
5,68037,66843,348Container Terminal Labour
(7,999)56,97848,979Rail costs
1319251,056Reefer Monitoring
17297269Other
(2,016)95,66893,652Total
Maintenance of property, plant and equipment
8042,9843,788Crane Maintenance
2894,7094,998Straddle Maintenance
2,0256792,704Vessel Maintenance
1,1746,8197,993Property
201,3621,382Other
4,31216,55320,865Total
Other Costs
1,9404,3236,263Rates
5677,8868,453Insurance
2,7504,0726,822IT
2,29513,42715,722Other
7,55229,70837,260Total

50
•Some optimism that market has
bottomed out. Expectation log prices
will improve for second half of 2025.
•74% of Tauranga export volume from
forest estate owners who manage a
sustainable cut to generate fixed
income, as such, less price sensitive.
•NZ now has greater share of Chinese
log import volume as supplies from US,
South America & Europe contract.
•Initial exporter forecast circa ~ 6.1M
tonnes.
Appendix 4 - Forestry outlook
AWG
28%
Estate
72%
Exporter volume supply

51
•Modest dairy volume growth 1 - 2%.
•Export volume mix ( butter/cheese) is expected to
remain similar in FY26.
•Demand expected to strengthen in the medium
term, supporting firm global prices with sector
revenue to increase further.
•Trade policies (tariffs) bring challenges through
increased competition into US markets.
•Demand settings in China remain uncertain. Slow
economic recovery dampening spending on
premium dairy, inventory overhang, local dairy
production expanding.
Appendix 5- Dairy outlook

52
Appendix 6 - Kiwifruit outlook
•The 2025 crop is a gross crop of ~213
million tray equivalents, another record
season.
•Mid season, 105 million trays sold,
compared to 94 million at the same time
last year.
•Strong global demand but facing
inflationary headwinds in Asia creating
softer market conditions.
•Additional fruit being reallocated to
Europe and North America markets.
•Fruit quality described as ‘very good’ and
strong particularly in early season.
Monitoring closely to maximize value for
growers.
-
50
100
150
200
250
20202021202220232024 2025 (F) 2026 (F) 2027 (F) 2028 (F) 2029 (F) 2030 (F)
Tray equivalent (TE)
Kiwifruit export annual volume growth by variety
Green OrganicGreenRubyRedSunGold OrganicSunGold

53
•Export revenue expected to rise primary due to
robust demand from North America, despite
geopolitical tension and tariff risk.
•American and Canadian cattle herd at lowest levels
in decades, domestic shortages.
•NZ meat export volume projected to be flat over
the next two years with beef to lift (2%) and lamb/
mutton to fall (2%) in FY26.
•Upside risk for the sector include weaker NZD/USD
exchange rate.
•Europe and UK markets showing strong demand
for beef and lamb, NZ well positioned for growth.
•China export forecast remains lower than the five-
year average driven by slow economic growth and
competition from Australia, South America.
Appendix 7 - Meat outlook

---

Setting the
course
Port of Tauranga Limited
Integrated Annual Report 2025

The plan is in place
for a more connected
New Zealand supply chain.
We are investing for the
future to ensure we have

a resilient, efficient and low
carbon path to and from
international markets.
True north

Capitals:
Our relationships
Our people
Our skills and knowledge
Our environment
Our assets and infrastructure
Our finances
Board of Directors
Senior management team
Consolidated financial
statements
Corporate Governance
Statement
Financial and operational
five-year summary
Company directory
Contents
Highlights and challenges
The year in review
Chair and Chief Executive's
report to shareholders
Integrated reporting
A guide to this report
Company overview:
Our purpose and vision
Our values
Our national network
How Port of Tauranga
creates value
Sustainability:
What matters most?
Port of Tauranga
sustainability framework
Risk management
Climate change response
4
28
6
36
12
44
14
52
16
15
60
68
76
78
80
124
142
144
18
20
22
24
26
3Integrated Annual Report 20252Port of Tauranga Limited

Financial
Operational
People
Environmental
Group Net
Profit After Tax
million
2024 $90.8
2023 $117.1
$173.4
1
For the year ended
30 June 2025
Highlights
and challenges
1
Includes one-off $49.2 million
gain on the sale of Northport
as a part of the Marsden
Maritime Holdings acquisition
and the formation of Northport
Group Limited.
2
TEUs = twenty foot equivalent
units, a standard measure of
shipping containers.
2025
Revenue
2025
$464.7
million
2024 $417.4
2023 $420.9
Our performance at a glance
Subsidiary and associate
company earnings
2025
$10.9
million
2024 $9.4
2023 $13.3
Total ordinary
dividend
2025
16.7
cents per share
2024 14.7
2023 15.6
Final
dividend
2025
9.7
cents per share
2024 8.7
2023 8.8
Imports
2025
8.9
million tonnes
(13.9% increase)
2024 7.8
2023 9.0
Ship visits
2025
1,442

2024 1,427
2023 1,432
Exports
2025
16.4
million tonnes
(3.6% increase)
2024 15.8
2023 15.7

Container crane rates
2025
29.4
moves per hour
2024 30.1
2023 27.9
Total trade
2025
25.3
million tonnes (7.0% increase)
2024 23.6
2023 24.7
Scholarships
2025
10
tertiary
education
2024 18
2023 18
Total Recordable Injury
Frequency Rate
2025
4.1
per million
hours worked –
Port of Tauranga
only
2024 2.2
2023 4.5
2025
16.0
per million
hours worked –
Port of Tauranga
and contractors
combined
2024 13.2
2023 20.7
Greenhouse gas
emissions
2025
+20%
(Scope 1 and 2)
2024 –4.8%
2023 –5.4%
Container
volumes
2025
1.21
million TEU
2
2024 1.15
2023 1.18
54Port of Tauranga LimitedIntegrated Annual Report 2025

Setting the course
Port of Tauranga continues to invest in the critical
infrastructure essential for an effective supply
chain for New Zealand.
Chair and Chief Executive’s
report to shareholders
The year in review
W
e’re pleased to report a strong
financial performance for the
2025 financial year on the back of
resilient export volumes.
As New Zealand’s busiest port, we
saw total trade increase 7% on the
previous year to 25.3 million tonnes,
with container volumes increasing
5.3% to 1,208,252 TEUs.
The results are encouraging, as we
continue to invest in the critical
infrastructure essential for an effective
supply chain for New Zealand.
Two years on from the establishment
of the Ruakura Inland Port in
Hamilton, a joint venture with Tainui
Group Holdings, we are continuing
to invest in growth.
In the next few months we will
commence stage two of our
consented capital dredging
programme to deepen shipping
channels in preparation for larger,
more carbon efficient ships.
However, we are increasingly
constrained by a lack of berth
capacity. This is having a significant
negative effect on the New Zealand
economy, as we are unable to
accommodate new shipping services
wishing to call in New Zealand.
We want to convert existing cargo
operational land on both sides of
Te Awanui Tauranga Harbour into
useable berths. The project, called
the Stella Passage development, is
the subject of a resource consent
application under the Fast-track
Approvals Act.
The High Court has put the process
on hold after a judicial review
determined that the Environmental
Protection Authority should not have
accepted the application due to a
drafting error in the legislation.
The ongoing delays in obtaining
consent are extremely frustrating
and costly for the New Zealand
economy and all New Zealanders.
The project is critical infrastructure
essential for efficient trade.
Financial results for the year
ended 30 June 2025
Underlying Group Net Profit After
Tax (NPAT)
1
was $126.0 million,
a 23% increase on the previous
year. The reported NPAT was $173.4
million, which included a one-off
$49.2 million gain on the sale of
Northport as part of the Marsden
Maritime Holdings transaction
(explained below).
Operating costs increased 8.1% to
$236.3 million.
Revenue increased 11.3% to $464.7
million. EBITDA (earnings before
interest, tax, depreciation and
amortisation) increased 15.1% to
$234.5 million.
Subsidiary and associate company
earnings increased 15.6% to $10.9
million, despite some of our
associate ports being impacted
by lower cargo volumes.
Cargo trends in 2025
Log exports decreased 5.9% to 6.3
million tonnes, due to pressure on
international pricing and a return to
a normal harvesting profile following
a temporary boost to volumes post-
Cyclone Gabrielle, which caused early
harvesting of wind-damaged trees.
Total dairy volumes increased 2.1%
to 2.1 million tonnes supported by a
50% increase in export transhipment.
Total meat exports increased 9.6% in
volume to 0.8 million tonnes reflecting
favourable export market conditions
particularly in North America.
A record season for kiwifruit saw
an annual increase of 30.9%
(covering parts of the 2024 and
2025 export seasons, which run
from March to October).
1
Underlying Group NPAT is a non-GAAP measure that excludes items considered to be one-off and not
related to core business such as revaluations, impairments and gains or losses from the sale of major assets.
Leonard Sampson
Chief Executive
76Port of Tauranga LimitedIntegrated Annual Report 2025

Increases in dairy and containerised
kiwifruit contributed to a record year
in refrigerated container volumes,
increasing 19.8% to 245,151 TEUs –
putting pressure on our reticulated
plug-in capacity.
In response to New Zealand’s
energy shortages, coal imports have
returned to the Port after a hiatus.
Coal is handled through a specialist
covered conveyer and hopper facility
and transferred by rail to Huntly
power station.
Other bulk cargoes also saw significant
increases in volume, including stock
feed (up 46.5%), fertilisers (up 18.1%)
and cement (up 6%).
In total, there were 1,442 ship visits,
15 more than the previous year.
A total of 94 cruise ships visited over
the summer, a 13.8% decrease due to
a downturn in Pacific-based itineraries.
Ruakura Inland Port continued to
grow in its second year of operation,
handling 22,525 TEUs, more than
double the 9,616 TEUs in the first year.
Transhipped containers (those
transferred from one ship to another
at Tauranga) increased 9.7% to
306,102 TEU.
Focus on productivity
Service delivery to our customers
remains our priority as we continue
to look at all areas for improvement
across our operations. We acknowledge
that New Zealand port productivity
is a national issue of concern to our
customers seeking efficient access
to international markets. Vessels arriving
off schedule continue to be a challenge,
leading to container yard congestion
and slower cargo operations. On-time
arrival of container services slipped to
55% for the year, down from 66% in the
previous year and is still a long away off
the pre-Covid levels of around 80-85%.
In Tauranga our constrained berth
capacity increases the impact on
productivity. Being the largest and
typically last New Zealand export
port, and without adequate berth
length, we are unable to provide
flexibility to accommodate vessels
arriving off-schedule.
Severe weather disrupted container
terminal operations for a cumulative
total of 35 days over the year,
compared with 26 days the previous
year. This further exacerbated yard
congestion and shipping delays.
As a result of these factors, our
annual average net crane rate
(container moves per hour per
crane) was 29.4, down from 30.1
in the previous year.
The Port has assembled a multi-
disciplinary project team to focus
on several initiatives to improve
productivity at the container terminal.
Stella Passage
development progress
In December 2024, the Environment
Court approved part of the Stella
Passage development – the first
stage of the berth extension
at the container terminal. The
Court found that, from a Western
science perspective, the project's
environmental impact is expected
to be minor in the short-term
and negligible in the long-term.
Unfortunately, the decision was
immediately appealed by several
hapū groups.
Given the urgency of the project,
we opted to apply for resource
consent for the Stella Passage
development under the new Fast-
track Approvals Act. The application
follows six years of consultation
under the Resource Management
Act and previous fast-track processes,
and a three-week hearing in the
Environment Court in 2023.
The Port has been unable to reach
agreement with local iwi and hapū
over mitigating the cultural effects
of the project. Tangata whenua
parties successfully applied for a
judicial review of the Environmental
Protection Authority’s decision to
accept the fast-track application.
The Court has now put the fast-track
process on hold.
Details of the project and progress
to date can be found on page 67.
Due to Port of Tauranga’s role as
New Zealand’s international hub port,
the Stella Passage development is critical
to the future prosperity of the country.
We remain committed to working
with local iwi and hapū to address
concerns about the cultural impact
of the proposed development. We
firmly believe that Port development
is not mutually exclusive with caring
for the environment, restoring the
ecology, and improving the health
of Te Awanui Tauranga Harbour.
Preparing for automation
In association with the planned
new container berth in the Stella
Passage development, we intend to
introduce fully-electric automated
stacking cranes to increase
throughput, improve safety and
reduce carbon emissions.
While we wait for the resource
consent approval for the berth,
we have commenced an emulation
project to test integration with our
existing systems and operations.
Our automation team has also
visited several established automated
terminals overseas to further refine
our intended design.
The delay to progressing
automation is frustrating as, once
fully implemented, it will allow us
to significantly reduce our carbon
emissions at the same time as
increasing the container terminal’s
current throughput.
Our vision for an efficient
and resilient New Zealand
supply chain
The Stella Passage development is
part of our vision for an integrated,
efficient, cost-effective and resilient
New Zealand supply chain.
The year in review
Ruakura Inland Port
continued to grow
in its second year of
operation, handling
22,525 TEUs, more
than double the 9,616
TEUs in the first year.
9Integrated Annual Report 20258Port of Tauranga Limited

As larger container ships are introduced
to Oceania routes, a hub-and-spoke
model is likely to emerge, with two
or three large international container
terminals supported by feeder ports
serviced by coastal shipping. We are
urging the Government to review
regulations and develop a national
coastal shipping strategy to address
the barriers to viability and reliability.
With targeted and timely investment
in key infrastructure – including
inland ports, road networks, rail
and coastal shipping – we believe
the New Zealand supply chain can
serve the country’s growing needs
for the next three to four decades
without the need to build a new
“greenfields” port.
The targeted investment includes
Government assistance in removing
regulatory and legislative barriers, and
spending on strategic road and rail
transport networks. This will free up the
hub ports to invest in capacity-building,
including building new wharves and
investing in inland ports as required.
Marsden Maritime
Holdings acquisition
In June, a consortium comprising
Port of Tauranga, Northland
Regional Council (NRC) and Tupu
Tonu (Ngāpuhi Investment Fund)
completed a takeover of Marsden
Maritime Holdings (MMH).
The buyout of all shares not already
held by NRC led to MMH’s delisting
from the NZX and integration into a
new entity, Northport Group Limited.
Before the transacton, MMH owned
50% of Northport Limited (with Port of
Tauranga owning the other half) and
around 150 hectares of industrial land
adjacent to Northport. Under the new
structure, Port of Tauranga owns 50%
of the merged group, NRC owns
43% and Tupu Tonu 7%.
The consolidation brings Northport
together with the adjacent MMH
land under a unified, simpler
structure. Development of the land
for industrial, logistics or freight
operations will be better coordinated,
unlocking economic benefits for
both the Northport Group Limited
and the wider Northland and
Auckland economies.
Investing in infrastructure
We commissioned a new Liebherr
ship-to-shore gantry crane in February.
With the dismantlement of our two
oldest cranes in the past year, we now
have an eight crane operation and will
purchase additional cranes to serve
the new container berth extension
once consented and constructed.
As part of our decarbonisation
efforts, we will trial New Zealand’s
first electric straddle carrier and
charging infrastructure.
We are also at the contract-signing
stage to purchase our first hybrid
tug boat, which will be larger to
handle bigger ships.
Health and safety
performance
We’re pleased to see our safety
culture continue to mature, with
an increased focus in the past year
on ensuring contractors share
our “safety always” mindset. We
have introduced new contractor
management processes to ensure
consistency across the business.
We encourage the reporting of all
incidents, no matter how minor.
This has resulted in an increase in
the annual Total Recordable Injury
Frequency Rate, from 13.2 to 16.0
per million hours worked. We
note that 91% of these recordable
incidents were low severity involving
soft tissue sprains and strains.
Automation, once
fully implemented,
will allow us to
double the container
terminal’s current
throughput.
The year in review
Port of Tauranga continues its
strong presence within sector health
and safety initiatives. Pat Kirk, our
General Manager Health and Safety,
is the current chair of the Port
Industry Association, is an industry
representative on the Port Health
and Safety Leadership Group and is
a senior member of the Port Industry
Fatigue Working Group.
We believe there is much to be
gained from a cross-sector approach
to safety and were proud to see the
Port Industry Fatigue Working Group
win the NZ Workplace Health and
Safety Awards 2025 supreme award
for its work.
Decarbonisation and climate
change adaptation
Congestion resulted in increased
diesel usage. Combined with the
increase to the Ministry for the
Environment’s electricity emissions
factor for the New Zealand grid
(which increased by 32%), total Scope
1 and 2 greenhouse gas emissions
increased 20% from the previous year
to 21,873 tonnes CO
2
e. Emissions
intensity increased 13% to 0.84 kg
CO
2
e per cargo tonne.
Unusually high peak volumes for the
export dairy and kiwifruit seasons
required the use of hired generators
for refrigerated containers, which
outnumbered our permanent plug-in
points. Congestion in the container
terminal also increased straddle
running time and distance.
We plan to introduce additional
refrigeration capacity through the
implementation of automated
stacking cranes. However, this
decarbonisation opportunity is
currently blocked by the Stella
Passage development resource
consent delays.
Automated stacking cranes are
estimated to produce 75% fewer
carbon emissions than an equivalent
diesel-electric manual straddle
operation.
Air and water quality
improvements
Port of Tauranga is committed
to continuous improvement in
its environmental performance
and undertakes an extensive air
and water quality monitoring
programme. Read more on page 57.
Future Director
appointment
Port of Tauranga joined the Institute
of Directors’ Future Directors
programme to help develop the next
generation of directors in the Bay
of Plenty. We were pleased to invite
Scott Campbell to join us as a future
director.
Scott (Te Arawa, Ngāi Te Rangi,
Ngāti Pūkenga) is the Managing
Director of Strategicly Consulting
and brings a wealth of experience in
communications, issues management
and iwi engagement.
We have welcomed his valuable
contributions and have extended his
one-year term by six months to
March 2026.
Outlook
Domestically, we are seeing modest
import growth supported by strong
export performance in dairy and
horticulture. However, global trade
tensions and tariff uncertainty
continue to cast a shadow on
market confidence and could limit
momentum.
Globally, the port and shipping
sector is facing challenges such as
container fleet oversupply, trade
slowing in some markets, and
geopolitical disruptions (such as Red
Sea shipping diversions) leading to
increased costs. Margin pressure on
shipping lines, along with carbon
pricing pressure, can be expected to
accelerate the cascading of larger,
newer ships into the Oceania routes.
We welcome the Government’s
select committee inquiry into ports
and the maritime sector in an effort
to increase transparency, address
regulatory bottlenecks and improve
productivity. An efficient, sustainable
and resilient New Zealand port
sector is vital to a thriving economy.
Our thanks
We’re extremely grateful for the
ongoing collboration, support and
patience of our customers and
business partners as we continue
to push for a resource consent for
much-needed port infrastructure.
We acknowledge the cost and
frustration caused by the ongoing
delays. Our commitment is to
keep safely improving efficiency
and productivity, to ensure Port of
Tauranga remains the port of choice
for our customers.
Thank you also to our team
members and service partners, who
continue to do an outstanding job as
we deal with multiple supply chain
challenges.
We remain confident of our
resilience, thanks to our operational
strength, quality infrastructure assets,
diverse cargo mix and our dedicated
team of Port of Tauranga people.
Thank you for your support in
connecting New Zealand and the
world.
Ngā mihi nui
Leonard Sampson
Chief Executive
Julia Hoare
Chair
Julia Hoare
Chair
1110Port of Tauranga LimitedIntegrated Annual Report 2025

Integrated
reporting
Integrated reporting
S
ince 2018, Port of Tauranga
has utilised the International
Integrated Reporting Framework
in our annual reporting. Previous
Integrated Annual Reports are
available on our website.
The framework outlines how a report
should focus on material matters
– those issues that substantively
affect our ability to create value over
time. The assessment of materiality
is informed by the expectations
and interests of our wide variety of
stakeholders. We formally consult
our stakeholders regularly to stay
attuned to their needs as our
operating environment continues
to evolve. The results of our most
recent materiality assessment in
2024 are described on page 20 and
you will see reference to the priority
issues throughout this report.
Our business strategies are also
informed by our purpose, vision
and values, which are described
on pages 14 and 15.
How to read this report
In the following pages, we describe
the capital, resources or inputs that
we utilise or affect – our relationships,
our people, our skills and knowledge,
our environment, our assets and
infrastructure, and our finances.
We outline the capabilities, strengths
and expertise that we add, describe
our activities and outputs, and
the resulting outcomes for our
stakeholders. We define stakeholders
as anyone who has something
to gain, or something to lose, from
Port of Tauranga’s endeavours.
They include neighbours, customers,
iwi and hapū, regulators, service
providers, investors, partners
and employees.
This year, we have enhanced our
risk management framework.
The relevant risks and our strategic
approach to them are described
in each capital section of this report.
Governance
Port of Tauranga’s Board of Directors
is committed to engaged, quality
governance that demonstrates
accountability, compliance and
integrity. Our Corporate Governance
Statement is available on page 124
and the statement, constitution and
supporting policies are available
on our website.
Integrated reporting helps us
maintain transparency and provide
quality and relevant information to
our stakeholders. We continue to
adapt our approach based on market
feedback. We’re proud that our
efforts were recognised with a silver
award in the Australasian Reporting
Awards and a highly commended
in the CPA Australia New Zealand
Integrated Reporting Awards for our
2024 report.
Integrated thinking, actions and
reporting ensure the best possible
outcomes for our investors and
stakeholders.


Julia Hoare
Chair
Port of Tauranga’s 2025 Integrated Annual Report
describes how the company creates value for our
stakeholders over the short, medium and long-term.
In this report, we describe our strategy, governance,
performance and outlook.
A guide to
this report
1312Port of Tauranga LimitedIntegrated Annual Report 2025

Drive national prosperity
New Zealanders will value the Port as an asset that
drives our nation's prosperity by providing the most
efficient access to global trade.
Improve community wellbeing
We will improve our community's wellbeing by providing
jobs and economic growth, as well as forming effective
partnerships to pursue a shared vision of success.
Protect our natural environment
We will protect and enhance our natural environment.
We will invest in technology and embed sustainable
practices throughout our business.
Respect mana whenua
We will recognise and respect the mana whenua of the
rohe and acknowledge the kaitiakitanga of iwi and hapū.
Nurture our people
We will be an attractive and accessible
workplace where talent is nurtured.
Our people will be proud to work here
and know their contribution is valued.
We will foster a culture of empowerment,
where health and safety is at the forefront
of everything we do.
Provide superior customer service
We will be driven by our customers' needs
and create innovative supply chain solutions.
We will deliver on our promises, provide superior
service and grow together.
Deliver long-term value
We will deliver long-term value for investors through
leading environmental and ethical performance,
business resilience and sound financial management.
Our purpose and vision guides us to focus our
attention, effort and resources in the places that
reflect the priorities of our stakeholders.
Our values define our fundamental beliefs
and dictate our behaviour as individuals,
as teams and as an organisation.
How we work
Our purpose
and vision
Company overview
Our purpose
Our vision
Our purpose goes beyond profit and is the key to Port of Tauranga's
ongoing success. Our aspirations for 2030 are:
We will achieve our vision by:
Connecting New Zealand and the world.
Our values
Taking pride and
doing the right thing
Listening and
working together
Creating
better ways
Having a 'safety
always' mindset
15Integrated Annual Report 202514Port of Tauranga Limited

Our national
network
By the numbers
Port of Tauranga is New Zealand's
international hub port:
KEY
39% of all shipping containers
in and out of New Zealand
33% of all New Zealand cargo

by tonnes (up 1%)
40% of all exports by tonnes
23% of all imports by tonnes
35% of all New Zealand cargo

by value (up 3%)
51% of all exports by value
17% of all imports by value
48% of all export TEUs
32% of all import TEUs
54 trains per week between Tauranga and

MetroPort inland port in Auckland
8,036 TEU total ground slots at Tauranga Container

Terminal, including 1,404 slots for refrigerated
containers (3,426 powered connections)
2,880 TEU capacity at MetroPort Auckland
2.8km total quay length at Tauranga, with 15 berths
287 employees at parent company
15ha land at Rolleston near Christchurch
45ha land in Auckland
190ha land in Tauranga
14.5m shipping channel depth inside Te Awanui

Tauranga Harbour
53 straddle carriers (seven hybrids)
8 container cranes at Tauranga Container Terminal
State Highway 1
State Highway 2
East Coast main

trunk rail network
Operated by Timaru
Container Terminal
• Intermodal freight hub
at Rolleston
• Rail connections to Timaru
Container Terminal and
rest of South Island.
50% ownership
with Kotahi
• Freight logistics group.
5
50% ownership with Northland Regional
Council (43%) and Tupu Tonu (7%)
• Deep water commercial port
near Whangārei
• 150 hectares of adjacent land,
commercial premises and a
marina (formerly Marsden
Maritime Holdings).
4
1
Parent company
• New Zealand’s largest port and international freight hub
• Container terminal, bulk/breakbulk cargo wharves and
bunkering/bulk liquids facilities
• Extensive cargo storage and handling facilities
• Rail connections to Hamilton, Auckland and the
central North Island
• Extensive road networks (State Highways 2 and 29)
and coastal shipping connections.
50:50 joint venture with Tainui
Group Holdings
• Inland port connected by rail
to Tauranga and Auckland
• Part of the Ruakura Superhub
logistics and industrial precinct
• Opened August 2023.
2
100% ownership
• Specialist cargo handling services
company with operations at
Tauranga, Timaru and Hamilton
• Operator of Ruakura Inland Port.
100% ownership
• Direct links to Tauranga
• Operates MetroPort
Christchurch at
Rolleston.
65
50% ownership with
Timaru District Holdings
• Commercial port in Timaru
• Bulk cargoes including major
cement handling facility and
oil terminal.
6
Operated by KiwiRail
• Inland port in the heart
of Auckland’s commercial
and industrial area,
connected by rail to
Tauranga and Hamilton.
3
3
5
1
2
126
50% ownership with
Port of Auckland
• Online cargo
management system.
4
5
1
3
6
Christchurch
Timaru
Invercargill
Wellington
Napier
Murupara
Hamilton
Auckland
Northport
Port of Tauranga
5
4
6
3
2
1
Ruakura
Picton
‘Golden Triangle'
economic zone
Northport Group
Limited
Company overview
17Integrated Annual Report 202516Port of Tauranga Limited

How Port
of Tauranga
creates value
1
Enduring,
mutually beneficial
partnerships
Effective partnerships contribute
to a shared vision of success.
2
A proud, safe
and motivated
workforce
A workplace where health and
safety comes first, our people
are empowered, talent is
nurtured, and the contribution
of everyone is valued.
3
Effective and
resilient networks
Logistics networks
driven by customers’ needs
and innovation to provide a
superior service.
4
Better air and
water quality
Responsive environmental
stewardship and investment
in technology and sustainable
practices to protect and enhance
our natural environment.
5
Long-term value
for shareholders
A resilient business and
sound financial management,
delivering appropriate risk and
reward for investors.
6
Prosperous
communities
Efficient access to global
trade, and jobs and economic
growth for local, regional and
national communities.
Our outcomes
Our outputsOur inputsOur blueprint for strategic growth
more people expected
to be living in New
Zealand by 20451M
The Port is
building for demand
New Zealand's
population growth
is driving demand
NZ's largest
container terminal
A resilient
national
network
Land use constraints in
Auckland are pushing
industry north and
south. Freight volumes
and shipping trends
are shifting — larger
vessels, more coastal
aggregation.
Our relationships
Strong partnerships
with customers, iwi,
communities and industry.
Our people
A skilled, safety-focused
team with a culture of
adaptability and service.
Our skills and
knowledge
Decades of operational
experience and deep
understanding of
supply chain dynamics.
Our
environment
Natural resources
fundamental to our
business operations and
our role as stewards of
the environment.
Our assets and
infrastructure
Strategic port land, inland
hubs, deepwater channel
and national network links.
Our finances
A strong balance sheet and
investment in infrastructure
to match demand.
Inland port
network:
• MetroPort Auckland
• Ruakura
• Rolleston
Integrated network
connecting sea and inland
ports via rail, road and
coastal shipping.
A hub-and-spoke
model with big ship-
capable ports serviced
by an efficient coastal
shipping network.
Improved service
levels and productivity
along with growing
new cargo volumes.
Community
support
Environmental
protection
Reliable
operations
1/3
Transhipment: Up 50%
in the past decade, now
1/3 of container volume.
700+
metres of new berths planned,
supported by automation.
33% of of all NZ
cargo by volume
39% of all
container trade
51% of
NZ's exports
by value
17%
of imports
by value
287
employees
and tens of thousands
more in port-related jobs
$114M
in dividends to
shareholders for FY2025
85%
community
positivity rating
Deepwater channel:
Consented to 16m — ready
for larger container ships.
Christchurch
Timaru
Wellington
Napier
Hamilton
Auckland
Northport
Port of
Tauranga
Nelson
Invercargill
Port Chalmers
Ruakura
Company overview
1918Port of Tauranga LimitedIntegrated Annual Report 2025

What
matters most
I
n 2024, we undertook a materiality
assessment with internal and external
stakeholders to understand and
prioritise the issues affecting people,
the planet, our partnerships and
prosperity. An independent expert
sought the opinions of the senior
management team, other people
leaders in the business, employees,
investors, customers, business
partners, community leaders,
unions, iwi and regulatory bodies.
The list of 19 sustainability topics
was then ranked through an online
survey to establish the highest
priority issues for Port of Tauranga:
Health, safety
and wellbeing
• Promoting a safe and healthy
working environment for
everyone working in, or
interacting with, our business.
Customer engagement
• Continuously innovating
and adapting to market and
environmental changes to deliver
sustainable and efficient service
to our customers. Understanding
customer and partner needs.
Sustainable financial
performance
• Ensuring sustainable financial
growth and performance as a
key component of the triple
bottom line (economic,
environmental, social).
Employee engagement
• Empowering people through
professional development,
providing career pathways, and
creating a culture where people
can thrive. Enabling a long-term
sustainability mindset in our
culture and values.
Future-focused
infrastructure and services
• Providing critical infrastructure
and services that are resilient,
efficient and evolving to meet
the needs of New Zealand.
Proactively considering customer
needs and responding to global
market and geopolitical forces.
Social licence
• Proactively engaging in
community, partnerships and
relationships. Communicating
the purpose and value of Port of
Tauranga to the region and New
Zealand. Communicating targets,
goals and progress to a broad
range of stakeholders.
Environmental stewardship
• Protecting the environment
(land, water and air quality) and
biodiversity through proactive
management and partnerships.
Other important topics raised
through the materiality assessment
included:
• Digitisation and technology
• Business continuity planning
• Communication and relationship
management
• Governance
• Collaboration and partnerships
• Carbon footprint
• Climate-related business risk
• Cultural competency
• Sector leadership
• Future of work
• Diversity and inclusion
• Community focus.
As well as the formal materiality
assessment, we continually check
in with our stakeholders about their
needs and wants. In late 2024, we
undertook our inaugural community
sentiment survey, which showed
85% positivity towards the Port.
Read more on page 33.
We also undertake customer
satisfaction surveys to ensure our
services are meeting their needs and
that we are planning for their future
wants. We survey our employees
every few years and facilitate
detailed feedback sessions to delve
into the issues being faced by team
members. Read more on page 40.
All of the stakeholder feedback has
been incorporated into the Port’s
sustainability framework, illustrated
on the next page. It describes
the material issues for people,
the planet, our partnerships and
prosperity, outlines our long-term
objectives, and lists some of the
short-term initiatives and activities
under way to address the issues.
Port of Tauranga’s sustainability strategies focus
on the issues that matter most to our stakeholders,
and the ones that we can most influence.
Sustainability
2120Port of Tauranga LimitedIntegrated Annual Report 2025

Material
issues for our
stakeholders
Our long-term
objectives
Our initiatives
and activities
(short-term,
~5 years)
People
Planet
ProsperityPartnerships
• Health, safety and wellbeing
• Employee engagement
• Sector leadership
• Future of work
• Diversity and inclusion
• Environmental stewardship
(air, water and land)
• Social licence
• Carbon footprint
• Climate-related business risk
• Sustainable financial performance
• Future-focused infrastructure and
service provider
• Digitisation and technology
• Governance for sustainability
• Business continuity planning
• Customer engagement,
connecting the world
• Collaboration and partnerships
• Communication and relationship
management
• Cultural competency
• Community focus
• Foster a culture of empowerment, where
health and safety is at the forefront of
everything we do
• Build the capability as outstanding leaders in
teams, with our customers and in our field
• Equip our people to be their best,

navigating successful futures by
producing outstanding results
• Build internal capability for future
automation, digitisation and AI
• Encourage a more diverse workforce,
with at least 40% men and 40% women in
leadership positions.
• Implement a decarbonisation strategy to
achieve net zero emissions by 2050
• Understand and adapt to the effects of
climate change, including extreme weather
events
• Reduce our impact on air quality, harbour
water quality, soil health and noise pollution
• Communicate targets, goals and progress to
stakeholders
• Protect and enhance existing flora and fauna
habitats
• Prevent biosecurity incursions.
• Deliver steady earnings for our shareholders
through sound financial management
• Provide employment and economic growth
opportunities by providing resilient, efficient
and evolving infrastructure and services
• Invest in capacity, including dredging,
equipment, inland ports, wharf extensions
and upgrades, automation and digitisation
for efficiency
• Build accountability, transparency and
credibility through sound governance
• Proactively manage risk, prepare for
emergencies and build resilience, including
cyber security risk.
• Co-create innovative supply chain solutions
with our customers and suppliers
• Form effective partnerships to pursue
an aligned vision of success
• Be a good neighbour, engaging with
and investing in local communities
• Be culturally aware, recognise and respect
the kaitiakitanga of iwi and hapū, and build
authentic partnerships
• Communicate in a genuine, transparent
and timely manner to create positive,
enduring stakeholder relationships.
• Fatigue risk management initiatives
• Safety recognition programme (TeamSafe)
to build culture
• Develop comprehensive health and safety
reporting and assurance systems
• Review performance management system
• Implement continuous improvement
strategy
• Build leadership skills of managers
• Continue to deliver employee-led,
comprehensive wellbeing programme
(ShipShape)
• Improve terminal employee wellbeing
through new accommodation.
• Develop climate action strategy:
– Identify appropriate near-term greenhouse
gas emission targets
– Investigate alternative fuel initiatives for
marine fleet, straddles and automation
projects
• Continue energy efficiency initiatives for
existing and new equipment
• Dust management, reduction and mitigation
• Stormwater management and treatment
• Water use reduction and leak identification
and mitigation
• Spill prevention and management
• Avian habitat management and protection
• Continue Biosecurity Excellence Partnership
education programme.
• Further develop big ship capacity by
securing resource consent and commencing
construction of Stella Passage project as well
as automation
• Secure resource consent for capital dredging
and maintenance dredging/disposal and
commence construction when prudent
• Maintain dividend target of 70-100% of NPAT
• Achieve appropriate return on capital
investment (ROIC)
• Seek new business and diversified earnings
sources
• Undertake a Board performance review and
implement any relevant recommendations
• Refresh strategic risk management and
assurance process.
• Embed hub-and-spoke model utilising
inland freight hubs, KiwiRail partnership
and shipping line relationships
• Utilise stakeholder feedback (from brand
refresh, customer satisfaction survey,
materiality assessment and community
sentiment survey) to further refine
community and neighbour role
• Continuously review sponsorship
strategy to ensure alignment with above
• Identify opportunities for economic
development partnerships with local
iwi and hapū, including scholarship and
employment pathways
• Seek formal relationship agreements
with Tauranga Moana iwi.
Port of Tauranga is invested in the wellbeing of Tauranga city, the harbour and its people.
The Port is an anchor for the Bay of Plenty economy, providing a gateway to international trade,
resilient earnings for our region and creating prosperity for New Zealand. Port of Tauranga
provides nationally significant infrastructure to enable essential access to global markets.
Port of Tauranga
sustainability framework
Sustainability
2322Port of Tauranga LimitedIntegrated Annual Report 2025

Risk
management
F
ollowing a comprehensive
external review of the Port’s risk
management policy and framework,
a Risk Specialist has been appointed
to coordinate risk information and
management.
The Risk Specialist is working
with teams across the business to
develop an integrated and forward-
looking picture of the Port’s risk
landscape, and ensure the correct
controls, mitigations and reporting
are in place.
All team members have
responsibility for risk management
and are expected to understand and
proactively manage risks. Our risks
are continuously evolving and are
discussed in depth regularly by the
senior management team and the
Board of Directors, who balance
risk management and risk taking in
accordance with our established
risk appetite, external legislation and
good governance practices.
Significant risks potentially impact
our ability to achieve our business
objectives and to create value in the
short, medium or long-term.
They include:
• Health, safety and wellbeing
• Cyber security
• Social licence to operate
• Legal and regulatory risk
• Climate change impacts or
a natural disaster
• Commercial and business risk due
to geopolitical reasons, pandemics
or an otherwise disrupted supply
chain
• Ship collision or grounding
• Key infrastructure resilience
• Human capital and culture
• Financial mismanagement or loss
of investor support
• Key supplier and customer
relationships.
The consequences, mitigation
strategies and key controls are
described in detail in the Corporate
Governance Statement on our
website
2
, and summarised in each
of the capital sections of this report.
Port of Tauranga’s risk management framework gives us
the tools to identify, assess, monitor and manage risks.
2
https://www.port-tauranga.co.nz/investors/
governance/
Sustainability
2524Port of Tauranga LimitedIntegrated Annual Report 2025

Climate
change response
P
orts must be prepared for the
physical effects of climate
change and their impact on port-
related infrastructure, including land
transport networks.
Climate-related disclosures
In October 2024, Port of Tauranga
published its first report under the
new Climate-related Disclosures
regime
3
.
The statement describes Port
of Tauranga's governance, risk
management processes, climate-
related risks and opportunities, as well
as its greenhouse gas emissions.
About 170 of New Zealand's biggest
companies are required to produce
this annual climate statement. The
goal of mandatory climate-related
disclosures is to ensure the effects
of climate change are routinely
considered in all business decisions,
entities demonstrate responsibility
and foresight, and capital is allocated
more efficiently to smooth the
transition to a more sustainable, low
emissions economy.
This year’s report will update
the Port’s climate context, delve
deeper into climate-related risks
and opportunities, and examine
containerised cargo in more detail.
The Port is also preparing a detailed
transition plan, outlining how the
Port will reduce its emissions and
respond to the risks and opportunities
identified, including targets.
2025 emissions inventory
Port of Tauranga reports under the
GHG Protocol standard and discloses
the Scope 1 and 2 emissions over
which it has operational control, i.e.
those produced by Port of Tauranga,
Quality Marshalling, Timaru Container
Terminal and Ruakura Inland Port.
Total Scope 1 and 2 emissions

for the 2025 financial year were
21,873t CO
2
e, an increase of 20%
from the previous year.
Emissions intensity increased 13%

to 0.84 kg CO
2
e per cargo tonne.
The increases are attributed to:
• A 32% increase to the Ministry for
the Environment’s location-based
electricity emissions factor due to
increased reliance on fossil fuels in
the national electricity mix
• Diesel generator emissions at the
Tauranga Container Terminal,
which increased 126% compared
to the previous year due to strong
export seasons for kiwifruit, meat
and dairy products. Refrigerated
container volumes increased 19.6%
to a new record and, in addition,
an early kiwifruit season and a late
dairy season created an overlap
that further boosted peak demand.
Emissions reduction
strategies
The growth in refrigerated cargoes
is expected to continue over the
next few years, putting pressure on
the Port’s 3,426 permanent plug-in
points.
Port of Tauranga plans to significantly
increase refrigerated container
electric plug-in capacity and minimise
generator use with the introduction
of electric automated stacking cranes
(ASCs). Each ASC block will provide
189 plugs, totalling 1,701 plugs over
the nine blocks proposed.
However, this capacity will not be
added until approximately 2031,
because the installation must be
preceded by the construction of an
additional container berth (currently
awaiting resource consent).
In the meantime, other possibilities
are being explored, including the
feasibility of additional plug-in points
within the existing footprint, fuel
enhancement technologies and
operational improvements to avoid
delays and extended storage periods.
Existing emission reduction initiatives
include hybrid straddle carriers,
waste minimisation and recycling,
conversions to LED lighting and
low emission light vehicles where
operationally feasible. The Port has
also committed to trialling New
Zealand’s first fully electric straddle
carrier in 2027 (read more on page
58), and to invest in a hybrid tug

(read more on page 65).
Big ship capability
As New Zealand’s largest port, Port
of Tauranga has an important role to
play in decarbonising the country’s
international supply chain.
We have prioritised rail over road
transport and advocated for coastal
shipping. A 2022 study by University
of Canterbury for Swire Shipping
estimated greenhouse gas emissions
generated by heavy road transport
are between 2.4 and 2.7 times larger
than rail, and between 5 and 5.6
times larger than coastal shipping.
We have also become the first New
Zealand port able to accommodate
larger container vessels. Bigger ships
can produce fewer emissions per
container than smaller, older vessels.
Read more about our big ships
strategy on page 50.
Ports have a significant role to play in New Zealand’s
decarbonisation journey, as sea freight is the most
carbon efficient mode of transport for cargo.
3
https://www.port-tauranga.co.nz/community/community-sustainability/climate-action/
Sustainability
27Integrated Annual Report 202526Port of Tauranga Limited

Improving
community wellbeing
Capital – Our relationships
Port of Tauranga’s long-term relationships help navigate the
course to future outcomes. Our partnerships give us insights
and guidance to meeting the needs of our diverse stakeholders,
including our customers, communities and business partners.
In the following pages, we describe our progress. We have renewed a strategic
agreement with one of our key customers, strengthened our support of coastal causes
and worked with iwi to improve the health of Te Awanui Tauranga Harbour.
Our relationships
VisionMaterial issues addressed
by our strategies
We will improve our community’s
wellbeing by providing jobs and
economic growth, as well as forming
effective partnerships to pursue a
shared vision of success. We will
recognise and respect the mana
whenua of the rohe and acknowledge
the kaitiakitanga of iwi and hapū.
• Collaboration and partnerships
• Communication and relationship
management
• Community focus
• Customer engagement
• Social licence
• Cultural competency
29Integrated Annual Report 202528Port of Tauranga Limited

Performance
Long-term freight agreements in place
with major shippers such as Kotahi, Oji
Fibre Solutions and Zespri International
10
tertiary scholarships awarded
to Māori students
Ruakura Inland Port joint venture
with Tainui Group Holdings surpasses
22,000 TEUs
1,500+
people hosted
on port tours,
new online booking system introduced
74%
average recommendation
by surveyed customers
85%
positivity rating in
communty sentiment survey.
Associated risks
• Social licence to operate
• Legal and regulatory risk
• Climate change impacts or natural disasters
• Key supplier and customer relationships
Strong and sustainable relationships
are essential to the Port’s long-term
success and we nurture them through
ongoing, meaningful engagement with
stakeholders. Continual analysis of
our stakeholders’ perspectives help us
anticipate and mitigate risks associated
with our activities and initiatives.
Capital – Our relationships
Ruakura Inland Port
3130Port of Tauranga LimitedIntegrated Annual Report 2025

New Zealand’s
largest shipper
chooses Tauranga
Kotahi, New Zealand’s largest
containerised freight manager,

has a long-term commitment
to Port of Tauranga.
Kotahi represents key customers
Fonterra and Silver Fern Farms,
as well as more than 50 other
exporters in the primary sector.
Together, they represent a third
of New Zealand’s containerised
exports.
Kotahi’s approach to freight
aggregation has helped provide
scale, improving productivity
in the wider supply chain and
contributing to export growth.
Port of Tauranga and Kotahi
entered an initial 10-year
agreement in 2014, paving the
way for the Port to invest in “big
ship” capacity, including capital
dredging.
In 2024, the agreement was
extended by seven years
through to mid-2031, supporting
the Port’s next stage of capacity-
building.
The partnership provides the
Port with long-term certainty for
infrastructure investment and
supply chain planning, ensuring
New Zealand can remain
internationally competitive.
Kotahi also has a volume
agreement with Port of
Tauranga-owned Timaru
Container Terminal to handle
South Canterbury exports
through to 2030.
Port of Tauranga has cargo
volume agreements with
other key customers such as
Oji Fibre Solutions and Zespri
International (see page 34).
Capital – Our relationships
First community
sentiment survey shows
positivity towards port
Tauranga and Western Bay of Plenty
residents have been surveyed for

the first time about their view of
Port of Tauranga.
The survey involved 206 anonymous
respondents, closely reflecting the
demographics of the region.
The results showed a very positive
view of the Port from the community,
with 85% of surveyed residents
feeling very positively or positively
towards the Port, and only 4%
expressing negativity.
Cleaning up
our coastlines
Marine environmental charity
Sea Cleaners has started full
time operations in the Bay of
Plenty with the support of Port
of Tauranga and local councils.
Sea Cleaners already operates
in other harbours around the
country, removing 14.6 million
litres of waste in waterways
since the charity’s establishment
in 2002.
The Sea Cleaners boat and crew
are based at Tauranga Bridge
Marina, next door to the port.
The new sponsorship enhances
the Port’s existing support of
the annual Our Backyard Trust
harbour clean up, which has
removed 13 tonnes of waste
from the coastline in the past
four years.
Port of Tauranga team
members and their families
also take an afternoon at least
once a year to collect litter
from the Mount Maunganui
neighbourhood.
Surf life
saving support
Port of Tauranga has a new long-
term partnership with Mount
Maunganui Lifeguard Service,
which has been keeping the public
safe at the beach and on Mauao

for more than 90 years.
The two organisations share a strong
connection to the sea and the
Mount Maunganui community. The
sponsorship complements our support
of the Port of Tauranga Rescue Centre
at nearby Omanu Beach.
Those who have lived in the region
the longest were the most positive
about the Port’s impact, and even
those who knew only a little about
the Port felt positively towards it.
Respondents trusted the Port,
rating highly its value to the
community and commitment
to the environment.
Last year Port of Tauranga surveyed
importers, exporters, shipping
agents and tenants to gauge
satisfaction with services.
More than 80% of respondents
said they were “very satisfied”
or “somewhat satisfied” with
Port of Tauranga.
The Rescue Centre, which opened
in late 2022, serves as an operations
hub for the 19 surf life saving clubs
of the eastern region of the North
Island, from Hot Water Beach on the
Coromandel Peninsula to Gisborne.
The Centre supports first responders
in any large-scale search and
rescue, and houses specialist rescue
equipment.
Port of Tauranga is also a supporter of
the Tauranga Volunteer Coastguard,
including sponsoring its weather
update broadcasts and contributing
to a new 14-metre rescue vessel.
Iwi partnerships
to improve
harbour health
A Port of Tauranga-funded trust
is investing in projects to improve
the health of Te Awanui Tauranga
Harbour.
The Ngā Mātarae Charitable Trust
brings together representatives
from three Tauranga Moana iwi
(Ngāi Te Rangi, Ngāti Ranginui and
Ngāti Pūkenga), the Port, the Mauao
Trust and the Tauranga Moana Iwi
Customary Fisheries Trust.
The Trust was established in 2014 to
balance the impact on the cultural
and spiritual values of local iwi
and hapū from capital dredging,
necessary to accommodate larger
container ships.
Recent projects sponsored
by the Trust include:
• A resilience plan for Whareroa
Marae, which is located on a
low-lying shore of Te Awanui
Tauranga Harbour
• A business case for harbour
restoration led by a collective of
hapū of Tauranga Moana
• A project to capture hapū
perspectives of Tauranga Moana
• School science laboratory
equipment to be shared by
local kura kaupapa.
Previous projects funded by the
Trust include:
• A pipi research project to
restore and enhance coastal
ecosystems
• Purchase of a research and
monitoring vessel for an
environmental organisation
• Preparation of an oversight plan
and implementation programme
for the wetlands adjacent to the
Whetu-O-Te-Rangi marae
• Restoration and enhancement
of the Huria wetland adjacent to
the Judea Rugby Club.
The Trust is also helping to fund a
major wetland restoration project
for the lower Kopurererua Stream
and adjacent Koromiko wetland.
It will increase flood and erosion
control, improve water quality and
protect biodiversity.
Ngā Mātarae Trust also funds a
number of tertiary scholarships for
Māori students. The Trust scheme
is one of two administered by the
Port, offering a total of up to 18
annual scholarships to first, second
or third year tertiary students.
Mount Maunganui
Lifeguard Service
3332Port of Tauranga LimitedIntegrated Annual Report 2025

Capital – Our relationships
Port of Tauranga,
Zespri and TKL agree
strategic partnership to
grow kiwifruit exports
Port of Tauranga, Zespri International and
Tauranga Kiwifruit Logistics (TKL) have signed a five-year
partnership to grow cargo volumes through the Port.
Case study
K
iwifruit exports are expected
to increase more than 2% a
year through to 2029 as the size of
Zespri’s annual harvest continues
to expand.
The partnership puts the kiwifruit
export industry in the perfect
position for growth, helping to
manage peaks and other challenges.
Zespri Head of New Zealand Supply,
Lorry Leydon, says the strategic
agreement between Zespri, the Port
of Tauranga, and TKL is critical in
delivering the growth the kiwifruit
industry has planned over the next
five years and ensuring it continues
to deliver high-quality kiwifruit to
global markets.
“Having key partners who are
aligned to our strategy and values
puts us in a great position to deliver
sustained growth and value to the
kiwifruit industry and the wider
community.”
TKL operates a coolstore at the
Port’s Mount Maunganui wharves
and handles the loading of bulk
and containerised kiwifruit on
refrigerated charter vessels.
Last season, the majority of the
more than 190 million trays of
New Zealand-grown kiwifruit was
exported via Port of Tauranga, with
about half shipped on dedicated
charter vessels and the balance in
containers. The export season lasts
from March through to October.
"Having key partners
who are aligned to our
strategy and values puts
us in a great position
to deliver sustained
growth and value to the
kiwifruit industry and
the wider community."
35Integrated Annual Report 202534Port of Tauranga Limited

Capital – Our people
Nurturing
our people
Port of Tauranga’s path to success is set on its people.
We aim to recruit talented people, nurture them, retain
them and recognise their achievements. Port of Tauranga
is actively encouraging young people into the port industry
through our port pathway programmes.
In the following pages, we describe our progress in developing a proactive learning
and safety culture. We have checked in with our people to gather formal
feedback, and our wellbeing programme continues to support our team members’
physical, mental, emotional and financial wellbeing.
VisionMaterial issues addressed
by our strategies
We will be an attractive and accessible
workplace where talent is nurtured.
Our people will be proud to work
here and know their contribution is
valued. We will foster a culture of
empowerment, where health and
safety is at the forefront of everything
we do.
• Health, safety and wellbeing
• Diversity and inclusion
• Employee engagement
• Future of work
• Governance
Our people
3736Port of Tauranga LimitedIntegrated Annual Report 2025

72%

staff engagement
score (up from 69%
in 2023)
More than 80% participation in 2025
employee share ownership plan
16.0
total recordable injury
frequency rate (TRIFR)
per million hours worked (up from 13.2)
– Port of Tauranga and contractors combined
287
employees
(up from 279)
41%
job vacancies
filled internally
8.45%
staff turnover
(compared with
7.0% in 2023 and 9.25% in 2024)
21.6%
female
gender diversity
(compared with 22% in 2023 and 2024).
Performance
Associated risks
160
140
120
100
80
60
40
20
0-56-1011-1516-2021-2526-3031-3536-4041-4546-50
0
Gender diversity by years of service
40
60
80
100
120
140
20
GEN Z
(1997-2012)
Millennial
(1981-1996)
GEN X
(1965-1980)
Baby Boomers
(1946-1964)
0
Gender diversity by age
40
60
80
100
120
140
20
CommercialPropertyTerminalFinanceCorporate
0
Gender diversity by division
KEY
Female Male
Capital – Our people
• Health, safety and wellbeing
• Human capital and culture
We focus on workplace safety and
overall wellbeing, learning and
development, employee lifecycle
strategies, leadership quality and
culture. This ensures a motivated,
competent workforce that has the
skills to do their jobs well and fulfill
their personal potential.
3938Port of Tauranga LimitedIntegrated Annual Report 2025

TeamSafe award-
winners nominated
by colleagues
Port people are recognising their
peers who demonstrate the team
value of “having a safety always
mindset.”
The TeamSafe Awards were
launched in November 2023 as a
means to celebrate the many ways
in which our team members bring
the mindset to life, every day.
Nominations for health and safety
actions, ideas, initiatives, projects or
behaviours are made to the Port’s
Health and Safety Committee,
which has representatives from
every department.
The award winners so far include
a crane driver who instigated
two projects to make stevedores’
working areas safer, a supervisor
who utilised video to upskill
container truck drivers on new
traffic rules, a marine pilot and
launch crew that refused to use
unsafe equipment on an arriving
ship, and a team that worked
together to extricate a wedged
container on board a ship.
One of the award-winning
projects even made it into
the finals of the New Zealand
Workplace Health and Safety
Awards in June.
Port of Tauranga electrician Paul
Zeeders’ crane cable degreaser
device was one of only four
finalists selected nationwide for
the safety category.
The TeamSafe Awards
complement the Port’s
longstanding Extra Mile Award
for outstanding effort in any area.
Survey shows
rise in employee
engagement
Port of Tauranga employee
engagement rose three points to
72% in the latest team survey.
Engagement was highest amongst
new employees (94%) and longest-
serving employees (72%).
Those surveyed were positive
about company strategy and
goals, collaboration, learning and
development opportunities and
wellbeing. The most negative
feedback was about workload,
resources and systems.
Following the survey, facilitated
team meetings were held to gather
detailed feedback and context to
inform action plans around the
themes raised most often.
High engagement is shown to result
in better productivity and efficiency,
fewer safety incidents, increased
profitability and quality, and lower
staff absenteeism and turnover.
Setting young
people on course for
a port career
Port of Tauranga offers a number
of pathways for young people
to experience working in a port
environment as the industry tries
to expand its appeal to a new
generation.
Our mechanical and electrical
team always has several
apprentices at various stages of
their pathway, as do many of the
contracting businesses working
on the port.
Summer internships are
offered to students studying
a range of specialties, including
mechanical engineering, civil
engineering and environmental
science.
Port of Tauranga also participates
in the Toi Ki Tua summer intern
programme facilitated by Toi
Kai Rawa Trust, which aims to
expose Māori students with
connections to the Bay of
Plenty to highly-skilled career
opportunities in the region.
The Port provides tertiary
scholarships to young Māori
under two schemes and up
to 18 scholarships annually are
paid to first, second and third
year students.
The Port has also supported the
efforts of several PhD students
whose research is relevant to the
Port, most recently a candidate
studying the life cycle of pēpi
koura or baby crayfish in the
harbour.
Meanwhile, business, logistics
and supply chain management
students are eligible for the Port’s
cadetship programme.
Second or third year Bachelor
of Business students are offered
a 12-month cadetship of at least
12 hours of work each week
in the Port’s receival and delivery
department at the heart of the
container terminal. Many
cadets go on to permanent
roles at the Port.
New dashboard to
track health and safety
performance
A new performance index
is tracking a range of health
and safety indicators to guide
improvements.
The scorecard supports the Port’s
growing safety culture, where
priority is given to positive lead
(proactive) injury prevention
actions rather than negative
lag (reactive) injury recording
indicators. It measures activities
such as management and Board
engagement, team involvement
in health and safety meetings and
training, completed corrective
actions, reported incidents and near
misses, and safety observations and
critical risk control verifications.
The dashboard is now being
extended to individual team level
to increase transparency and
accountability, as well as identify
trends and areas for attention.
Capital – Our people
Dune planting at
Mount Maunganui
4140Port of Tauranga LimitedIntegrated Annual Report 2025

Keeping our
people ShipShape
Port of Tauranga’s wellbeing programme, ShipShape, is led by
a committee from across the business to ensure we address
the top physical and mental health needs of our people.
Case study
S
hipShape activities include
monthly challenges, fundraising
events, sponsored team sports and
educational speakers.
All employees have access to fresh
fruit, vegetable seedlings, period
products and other giveaways
through ShipShape.
The programme, launched in 2018,
has received gold accreditation
under the WorkWell framework of Toi
Te Ora Public Health.
To complement ShipShape, in
November 2023 Port of Tauranga
launched the Keep Well programme
to replace its under utilised external
medical assessments and exercise
membership subsidy.
Our independent in-house
nurse, Debbie, carries out health
monitoring, flu vaccinations, prostate
screening blood tests, hearing
tests, ergonomic assessments and
pre-employment medicals. She
has promoted sun safety, alcohol
and sugar consumption reduction,
and foot care. She operates out of
multiple locations on the port to
ensure accessibility and convenience
for our people.
The Port has also given team
members the power to choose their
own health benefits. All employees
are given a Health Now card loaded
with $50 annually to spend on any
service they choose – including
physiotherapy, dental, optometry,
pharmacy and osteopathy.
These services are on top of their
subsidised health insurance.
Capital – Our people
Free counselling is offered through
the Port’s employee assistance
programme, delivered by Vitae.
All employees have
access to fresh fruit,
vegetable seedlings,
period products and
other giveaways
through ShipShape.
43Integrated Annual Report 202542Port of Tauranga Limited

Providing superior
customer service
Capital – Our skills and knowledge
VisionMaterial issues addressed
by our strategies
• Business continuity planning
• Collaboration and partnerships
• Customer engagement
• Sector leadership
• Future-focused infrastructure
and services
Port of Tauranga takes an integrated view of the New Zealand
supply chain, investing in regional ports and inland freight hubs
connected by road, rail and coastal shipping. Our logistics
expertise ensures our customers have the most efficient and
environmentally-sound option for their course to market.
In the following pages, we describe how we utilise our skills, knowledge
and experience in a variety of ways – to provide capacity for bigger ships, to grow
our network, and to keep the border safe. We’re also developing our people to
give them the skills for future ways of working.
We will be driven by our customers’
needs and create innovative supply
chain solutions. We will deliver
on our promises, provide superior
service and grow together.
Our skills and knowledge
45Integrated Annual Report 202544Port of Tauranga Limited

Performance
Associated risks
• Cyber security
• Legal and regulatory
• Human capital and culture
Information and knowledge gives the Port its
competitive edge. We focus on technology,
cyber security and innovation to preserve
and protect our customer services.
Capital – Our skills and knowledge
Container crane rate
(moves per hour)
0
10
20
30
40
202520242023
Average cargo ship
length overall (metres)
0
50
100
150
200
250
202520242023
Average turn-around time
per cargo ship (days)
0.0
0.5
1.0
1.5
2.0
2.5
202520242023
Average cargo ship
gross tonnage
0
5k
10k
15k
20k
25k
30k
35k
202520242023
Average tonnes of cargo
exchanged per ship visit
0
5k
10k
15k
20k
202520242023
Average TEUs exchanged
per container terminal visit
0
.5k
1.0k
1.5k
2.0k
202520242023
4746Port of Tauranga LimitedIntegrated Annual Report 2025

New focus on skills
development
Port of Tauranga’s aspirations mean
our people will need new and
enhanced skills.
The Port is investing in leadership
development, on-the-job training and
specialist support, for both compliance
as well as individual and team growth.
The Port is also looking towards the
future skills required by port workers as
technology evolves. For example, the
automated stacking cranes planned
for implementation in a few years’
time will require remote operators.
Ruakura Inland
Port’s early success
Ruakura Inland Port has
celebrated its second anniversary
reaching the milestone of 22,525
TEUs for the year.
The nine-hectare cargo facility
is connected by rail to Auckland
and Tauranga and is part of the
Ruakura Superhub, a 490-hectare
logistics and industrial precinct
developed by Tainui Group
Holdings.
The inland port has daily calls
by Port of Tauranga’s MetroPort
trains running between Auckland
and Tauranga. A three-hectare
empty container depot has
recently been developed next
door to the inland port for
Container Co.
Nearby tenants include Kmart’s
national distribution centre, plus
coldstores owned by shipping line
Maersk and distributor Big Chill.
Collaboration for
border safety
and security
Port of Tauranga teams work
with national border agencies
to ensure the port is a safe and
secure workplace.
The Port’s 24-hour security team
assists Police and Customs to
detect any potential criminal
activity within the port gates.
The port is monitored via
surveillance cameras and mobile
security patrols.
Port of Tauranga has started a
multi-year project to further
improve security through
fence and gate upgrades as
well as additional surveillance
technology.
We also work with the Ministry
for Primary Industries (MPI) to
ensure biosecurity threats are
averted.
MPI, the Port, Kiwifruit Vine
Health (KVH), other primary
producers, scientists and
local government have joined
forces in the Port of Tauranga
Biosecurity Excellence
Partnership.
The partnership aims to build
a port community prepared
to prevent any pest incursions
through the port. Port users
are educated on what to look
for and how to respond if they
see evidence of bugs such as
dirt, eggs, nests or critters. A
dedicated 0800 number ensures
they are quickly reported to MPI.
The partnership holds an annual
awareness week and publishes a
calendar and other educational
material featuring the top 12
unwanted pests, such as the
brown marmorated stink bug.
In mid-2024, Maritime NZ’s
Health and Safety at Work Act
designation was extended from
on board ships to all landside
operations of New Zealand’s 13
ports. Having a primary regulator
gives clarity for the multiple
organisations and workers
operating in port environments.
We also expect increased use of
AI across all operations.
We are seeing good early results
with AI in safety applications.
A trial to mitigate people versus
plant risk at the container terminal
truck exchanges is under way,
and we are in discussions with
potential technology providers
regarding similar solutions for
refrigerated containers, onboard
and quayside operations.
The Port is also utilising technology
to enhance security, including
remote surveillance systems.
Capital – Our skills and knowledge
The Port is investing
in leadership
development, on-
the-job training and
specialist support, for
both compliance as
well as individual and
team growth.
49Integrated Annual Report 202548Port of Tauranga Limited

Bigger ships
on the horizon
Port of Tauranga’s Stella Passage development plans
and capital dredging are part of a long-term strategy
to accommodate larger ships.
Case study
P
ort of Tauranga is currently the
only New Zealand port able to
accommodate the largest vessels
on the Oceania network, up to
11,000 TEUs.
We expect even larger vessels to
cascade into the network as newly-
built ships are introduced into the
Northern Hemisphere trade routes
and older ones are scrapped. More
than 90% of the new ships on order
are 8,000 TEU or larger.
In response to the larger ships trend,
in the next few months Port of
Tauranga will commence dredging of
the shipping channel to its consented
depth of 16 metres inside the harbour
(from the current 14.5 metres) and
17.4 metres outside the harbour (from
the current 15.8 metres). This will
complete the capital dredging project
commenced in 2015 (read more on
page 64).
Port of Tauranga’s ability to
accommodate larger container
vessels ensures shippers can access
the lowest carbon route to market.
By far the largest proportion of
carbon emissions in New Zealand’s
supply chain relates to the ‘blue
water’ or ocean-going component
of the cargo journey. Landside
emissions, from road and rail
transport, contribute only a small
percentage of the total carbon
emissions related to container
imports and exports.
Bigger ships are more fuel efficient

and can produce fewer carbon
emissions per container than older,
smaller vessels.
Larger vessels require greater use
of coastal shipping and inland ports
for cargo volume aggregation, as
well as the necessary infrastructure
to accommodate large cargo
exchanges.
Port of Tauranga plans to introduce
automated stacking cranes (ASCs)
to increase its container throughput
capacity within the current land
footprint. ASCs are a well-proven
technology already in use in many

of the world’s most efficient ports.
ASCs are fully electric gantry

cranes, mounted on rails, that are
operated remotely.
They will be introduced in phases
to match cargo growth. The first
blocks of ASCs will be installed in
conjunction with the first stage of
the Sulphur Point berth extension.
Port of Tauranga’s
ability to
accommodate
larger container
vessels ensures
shippers can access
the lowest carbon
route to market.
Capital – Our skills and knowledge
51Integrated Annual Report 202550Port of Tauranga Limited

Protecting our
natural environment
Capital – Our environment
VisionMaterial issues addressed
by our strategies
We will protect and enhance our
natural environment. We will invest in
technology and embed sustainable
practices throughout our business.
• Carbon footprint
• Climate-related business risk
• Environmental stewardship
• Social licence
• Collaboration and partnerships
Port of Tauranga protects air and water quality through dust
control, stormwater management and spill prevention.
On the course to a lower carbon future, we are choosing
energy efficient equipment where possible, minimising waste
where we can, and have a plan to reduce greenhouse gas
emissions over time.
In the following pages, we describe our efforts to promote biodiversity
in and around the port, and to investigate airborne dust sources in the community.
We also outline plans to trial New Zealand’s first electric straddle carrier.
Our environment
53Integrated Annual Report 202552Port of Tauranga Limited

Performance
100%
stormwater quality
standards compliance
38%
reduction in annual
dust concentrations
at nearby Totara Street/Waimarie Street
monitor between 2017 and 2024
20%
increase in Scope
1 and 2 greenhouse
gas emissions.
Associated risks
• Social licence to operate
• Legal and regulatory
• Climate change impacts
or natural disasters
• Key infrastructure resilience
Constant management of potential
environmental impacts is infused
in our daily operations, including
vessel traffic, cargo handling and
infrastructure development. We also
navigate climate change impacts
such as extreme weather events that
threaten our operational continuity
and infrastructure integrity.
Capital – Our environment
5554Port of Tauranga LimitedIntegrated Annual Report 2025

Year-long study
identifies dust
sources
In response to community
concerns about black dust and
airborne particulate in Mount
Maunganui, Port of Tauranga has
undertaken a 14-month study
to better understand sources of
airborne fine dust (known as PM
10
).
The study, undertaken by Earth
Sciences New Zealand, took air
samples from two sites: at Ranch
Road near Omanu Beach, and at
the Mount Maunganui library on
Maunganui Road.
At Ranch Road, the average
PM
10
concentration was 18.7
micrograms per cubic metre. Most
particles came from sea salt spray
(51%) and secondary sulphate (19%)
caused by both natural processes
and human activity. Other sources
included biomass combustion
(wood burner smoke - 11%), road
and vehicle-related sources (11%)
and cement-related dust (3%).
At the Mount Maunganui library,
PM
10
was lower at 16.4 micrograms
per cubic metre, with sea salt
spray making up a similar 49%
Port partnerships
promote biodiversity
An innovative new feature on
Tauranga city centre’s waterfront
is attracting marine life inhabitants
as well as scientific attention.
The Tauranga City Council
“living sea wall” project, part-
funded by Port of Tauranga, is
helping to foster a healthy marine
environment and enhance coastal
protection, while providing an
accessible interactive experience
for families.
The living sea wall has 100
concrete pods, weighing up to 1.2
tonnes each, nestled among 8,000
tonnes of rocks. The artificial
rock pools are specially designed
to attract tidal algae and animal
life. Stepped viewing ledges and
shallow zones ensure people of all
ages can explore the rocky pools.
The installation was designed by
the Sydney Institute of Marine
Science and is being monitored by
marine scientists from Toi Ohomai
Institute of Technology and the
University of Waikato.
Meanwhile, a University of Waikato
PhD student has been monitoring
the life cycle of pēpi koura, baby
crayfish, in the harbour via a
network of habitats in and around
the port wharves.
And the Port’s sand pile (material
dredged during maintenance of
shipping channels) has proven to
be a popular habitat for threatened
bird species such as New Zealand
dotterels, variable oystercatchers
and bar-tailed godwits.
The dredged sand is used to
replenish local beaches such as
Pilot Bay but is left undisturbed
for the majority of the year when
the birds are in residence. The
area is adjacent to the container
terminal operations and will be
protected under the Stella Passage
development proposal.
Plan change triggers
new rules for bulk
cargo handling
New air quality rules have resulted
in a change to the permissions for
handling bulk cargoes at the Mount
Maunganui wharves.
The rules imposed by the
Environment Court, following the
Bay of Plenty Regional Council's
Plan Change 13 to the Regional
Natural Resources Plan, require
a resource consent for previously
permitted bulk cargo handling.
of particles, biomass combustion
7% and cement-related dust 6%.
This site, closer to the port and
on a main road, also picked up a
measurable influence from shipping
emissions (4%), a smaller influence
of secondary sulphates (8%), and
a larger influence from roads and
vehicles (20%), including exhaust
emissions, road dust and port-
related bulk cargo handling.
A second study, undertaken by Tonkin
+ Taylor, showed significant reductions
in dust downwind of the port since
2019. Measurement of total dust
and PM
10
showed decreases ranging
from 14% to 44% when the wind
was blowing from port operations
towards the monitors. The study
also demonstrated the effectiveness
of wind fences. The Port currently
has a network of 2.4 kilometres
of these fences in place to reduce
dust movement.
Further air quality monitoring
is under way to build our
understanding of dust sources,
alongside our regular PM
10

monitoring network.
A resource consent has already
been issued for the handling of
gypsum, which is imported for use
in the new Winstone Wallboards
factory in Tauriko.
Targeted dust reduction efforts have
seen dust concentrations downwind
of port activities reduce significantly
since 2019.
These efforts and future initiatives
will allow cargo volumes to grow
at the same time as dust is reduced.
Sea salt
spray (marine
aerosols)
49%
Sea salt
spray (marine
aerosols)
51%
Cement
3%
Cement /
construction
3%
Motor
vehicles
20%
Motor
vehicles
11%
Secondary
sulphate
8%
Secondary
sulphate
19%
Ship
emissions
4%
Biomass
combustion
7%
Biomass
combustion
11%
Remaining
mass
9%
Remaining
mass
5%
Library site
Average PM
10
= 16.4 μg m
-3
Ranch Road site
Average PM
10
= 18.7μg m
-3
Capital – Our environment
Tauranga's living
sea wall
57Integrated Annual Report 202556Port of Tauranga Limited