POT Financial Results for the year to 30 June 2026

28 August 2026
NZX
Wellington
Dear Sir/Madam
Port of Tauranga Limited (POT) full year results: 30 June
2026
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 reports record underlying profit as
productivity continues to improve
Financial results for the year ended 30 June 2026
Port of Tauranga Limited (NZX:POT), New Zealand's largest port, today
reported a record underlying profit for the year ended 30 June 2026
following a range of successful yield, cost and productivity initiatives.
Underlying Group Net Profit After Tax
1
increased 23% to a record $155.3
million. Reported Group Net Profit After Tax was $156.1 million, down
10.0% on the prior year's $173.4 million, which had included a $49.2
million one-off gain from the sale of Northport shares.
Total trade decreased 3.0% to 24.6 million tonnes, driven by lower log and
coal volumes, while container volumes were steady, increasing 0.4% to
1,213,494 TEUs.
Results summary
Underlying Group Net Profit After Tax of $155.3 million (up 23% from
$126 million)
Reported Group Net Profit After Tax of $156.1 million (down 10.0%
from $173.4 million, which had included a $49.2 million one-off gain)
Total trade of 24.6 million tonnes (down 3.0%)
Container volumes of 1,213,494 TEUs
2
(up 0.4%)
Revenue of $486.5 million (up 4.7%)
EBITDA of $275.7 million (up 17.6%)
Operating costs of $221.7 million (down 6.2%)
Imports of 8.7 million tonnes (down 2.3%)
Exports of 15.9 million tonnes (down 3.3%)
Total ordinary dividend of 20.5 cents per share (up 22.8%).
1
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 legislaƟon and impairment of assets.
2
TEUs = twenty foot equivalent units, a standard measure of shipping containers
Media Release
28 AUGUST 2026

Port of Tauranga Chair, Julia Hoare, said the record underlying result reflected the
resilience of the business and its people, with the successful implementation of yield and
cost initiatives along with productivity gains.
“This is a strong result, achieved against a backdrop of difficult economic conditions,
lower trade volumes and ongoing berth capacity constraints,” said Ms Hoare.
“Reported profit includes the one-off positive impact from repositioning two properties
for sale. The prior year reported profit included a $49.2 million one-off gain from the
creation of the Northport Group, which has performed ahead of initial expectations and
welcomed new Chief Executive, Rhys Jones, on 1 July,” she said.
“The strengthening of the business has allowed Directors to declare a 22.8% increase in
dividends for the full year.”
Ms Hoare said the fast-track panel's draft decision on the Stella Passage development,
released on 17 August, was welcome news after years of regulatory delay. The
development will convert existing cargo storage land into berths on both sides of the
harbour.
“This is critical, national infrastructure that will pave the way for the next stage of growth
at the Port, and for all of its cargo customers,” she said.
A final decision is expected in early September.
Port of Tauranga Chief Executive, Leonard Sampson, said productivity gains were a
highlight of the year.
“We're seeing good improvements in service delivery to our customers, with our average
crane productivity increasing 9.9% to 30.8 moves per hour, and ship rates increasing
13.6% to 76.5 moves per hour. These improvements were supported by on-time vessel
arrivals climbing from 62% to 71% over the previous year,” he said.
Cargo trends
Total export tonnages decreased 3.3% to 15.9 million tonnes, and imports decreased
2.3% to 8.7 million tonnes, both affected by reductions in log and coal volumes.
Container volumes remained steady at 1.21 million TEUs, up 0.4% on the previous year.
Export containers were up 2.4% to 512,765 TEUs, with imports up 2.5% to 411,340 TEUs.
Transhipment container volumes were down 5.5% for the year, reflecting changes to
shipping services and berth capacity constraints in Tauranga.

Log export volumes fell 8.1% to 5.8 million tonnes, as higher fuel costs caused by the Iran
conflict prompted some exporters to cut back harvesting in the second half of the
financial year.
Direct dairy exports increased 3.9% to 2.0 million tonnes, while kiwifruit exports rose
8.5% to a record volume, with growth forecast to continue. Dairy and kiwifruit volumes
contributed to a record volume of refrigerated export containers.
Oil product imports fell 2.4%, while fertiliser and stock feed imports increased 1.2% and
0.6% respectively. Genesis Energy's imported coal volumes fell 64.8% as Huntly Power
Station's stockpiles stabilised and South Island hydro generation covered winter
demand.
Ship visits increased by three to 1,445, while cruise ship visits fell 16.0% to 79, in line with
a national trend.
Infrastructure investment
The Port is continuing to invest in capacity for larger vessels, which are more efficient for
our cargo customers and produce fewer emissions per cargo tonne. Stage two of our
dredging programme, to deepen shipping channels, is under way and due for
completion by mid-2027.
Preparations for automation are also progressing. Following a successful dynamic
simulation project, Port of Tauranga is refining processes and system design ahead of
introducing electric automated stacking cranes and has moved to contract negotiations
with its preferred vendor. The first stage of the automation project will be timed to
coincide with the berth extension at the container terminal.
In early August, the Port took delivery of six more hybrid straddle carriers and New
Zealand's first fully electric straddle carrier, adding to a fleet of seven hybrid straddles
already in operation, which are around 25% more fuel-efficient than older diesel-electric
models. The Port’s first hybrid tug is under construction in Türkiye (Turkey) and will be
delivered mid-2027.
Stella Passage development
Port of Tauranga's existing container terminal is essentially at capacity, unable to
accommodate any new shipping services due to a lack of available berths.
After appeals against a partial Environment Court approval, the Port applied for the full
Stella Passage development to be considered under the Government's Fast-track
Approvals Act.

On 17 August, the fast-track panel released a draft decision proposing to grant all
approvals for the project, subject to conditions. The Port and other parties have been
given the opportunity to comment on the proposed conditions, with a final decision due
in early September.
The panel agreed with an earlier Environment Court finding that “from a western science
perspective, the effects of the proposal are expected to be minor in the short term and
negligible in the long term...”
However, Port of Tauranga has been unable to reach agreement with tangata whenua
on mitigating the project's cultural effects. The Port remains committed to continuing to
work with local iwi and hapū.
Safety and environmental performance
Port of Tauranga has a proactive safety culture, which encourages full reporting of all
incidents and near misses. Whilst there was an increase in reported injuries this year,
more than 95% were minor sprains and strains, with a 55% reduction in days lost per
lost-time injury and a 49% reduction in injury severity rate.
In April, the Port opened a new $1.5 million stormwater treatment facility at its Mount
Maunganui wharves, capturing and treating the “first flush” of rain events to improve
stormwater quality. The Port also renewed its sponsorship of Sea Cleaners, which has
removed rubbish from Bay of Plenty waterways for the past 18 months, and began a
new partnership with the Outflow Trust on dune plant propagation and coastline
restoration.
Outlook
Port of Tauranga’s resilient and diverse cargo volumes position it well for continued
earnings growth, though capacity constraints will persist until the Stella Passage
development is completed.
Ongoing conflict in the Middle East is expected to continue affecting fuel prices in the
near term, adding pressure to diesel-reliant export industries such as forestry. Other
geopolitical disruption and trade tariff volatility continue to create economic uncertainty.
Notwithstanding any significant changes to trading conditions and subject to events
beyond its control, Port of Tauranga expects full year underlying earnings for the 2027
financial year to be in the range of $160 million to $175 million. Port of Tauranga will
provide a first quarter trading update and further earnings guidance at its Annual
Meeting of Shareholders on 29 October 2026.

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

---

Presentation to
Analysts
28 August 2026

Disclaimer
The information in this presentation is for information purposes and has been prepared by Port of
Tauranga Limited with due care and attention. However, neither the Company, nor any of its
Directors, officers, employees, contractors or agents, shall have any liability whatsoever to any
person, for any loss of damage resulting from the use or reliance on this presentation.
The information contained in this presentation is not intended to be relied upon as advice to
investors and does not take into account the investment objectives, financial situation or needs of
any particular investor.
Past performance is not indicative of future performance, and no 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.
2

Highlights
Julia Hoare

For the year ended 30 June 2026
Group underlying earnings
1
up 23.2%
Highlights
Record underlying Group net profit
after tax.
Result driven by revenue uplift and cost
savings.
Strong contributions from Parent and
Group companies.
Trade volumes flat.
$000s
$112,357
$117,792
$102,290
$126,036
$155,314
FY22FY23FY24FY25FY26
6
1
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.

For the year ended 30 June 2026
Group reported net profit after tax down 10.0%
Highlights
Group reported profit decreased by
$17.3 million compared to the prior
year.
Prior year reported profit included a
one-off gain of $49.2 million from the
sale of Northport.
$000s
$111,317
$117,136
$90,849
$173,373
$156,052
FY22FY23FY24FY25FY26
4

For the year ended 30 June 2026
Group underlying earnings bridge
One-off items
A one-off deferred tax benefit of $1.5
million was recognised following the
reclassification of the Gateside and
Rolleston properties as Assets Held for
Sale and the resulting reassessment of
deferred tax.
Estimated costs to sell of $0.8 million,
including legal and agency fees, were
recognised through profit or loss in
accordance with IFRS 5.
$000s
TotalIncreaseDecrease
156,052
(1,534)
796
155,314
Group reported
NPAT
Deferred tax
adjustment on
properties held for
sale
Impairment of
held for sale
assets (net of tax)
Group underlying
earnings
5

Stronger earnings underpins dividend growth
Full year dividend increased 22.8%
Final dividend
12.5 cents per share fully imputed.
Record date: 18 September 2026.
Payment date: 2 October 2026.
Port of Tauranga (POTL) full year
ordinary dividend payout ratio at 90%
of full year underlying earnings.
Cents per share
Interim dividendFinal dividend
14.7
8.2
6.5
15.6
8.8
6.8
14.7
8.7
6.0
16.7
9.7
7.0
20.5
12.5
8.0
FY22FY23FY24FY25FY26
7

Full year overview &
trade commentary
Leonard Sampson

FY 2026 overview
Strategic milestones
Stage 2 capital dredging– commenced and
running to plan with completion expected in
March 2027.
Fast-track draft decision– received August
2026 recommending award of consent.
Service delivery improvement– crane and
ship productivity increased 9.9% and 13%
respectively.
Yield and cost recovery initiatives–
successfully implemented enhancing
efficiency and improving return.
MetroPort– new model successfully
embedded with focus on service delivery and
operational efficiency.
Subsidiary and joint ventures– improved
business performance.
Northport Group– successful integration of
the Marsden Maritime Holdings (MMH) and
Northport businesses. New CEO appointed 1
July 2026.
Automation– emulation digital twin
implemented, Automated Stacking Crane
(ASC) hybrid terminal proof of concept.
Our blueprint for growth
9

For the year ended 30 June 2026
Total trade decreased 3%
Bulk export commodities impacted by Iran
conflict and fuel cost escalation.
Hydro storage levels higher than prior year
resulting in lower import coal demand.
Container berth capacity constraints
impact transhipment.
Diversity of cargoes support resilience of
trade.
tonnes (millions)
24.7
23.6
25.3
24.6
FY23FY24FY25FY26
10

For the year ended 30 June 2026
Bulk volumes decreased 5.9%
Export logs
5.8m tonnes
Export log volumes 5.8 million
tonnes vs 6.3 million prior year
Import coal
143,000 tonnes
Import coal 143,000 tonnes vs
405,000 prior year
Proteins and stock feed
1.3m tonnes
Proteins and stock feed imports up
0.6%
Fertiliser imports
372,000 tonnes
Fertiliser imports up 1.2% on prior
year
11
Tonnes

For the year ended 30 June 2026
Total container volumes increased 0.4%
Berth capacity constraints impact further container growth.
TEU's
1,177,350
1,147,350
1,208,252
1,213,494
FY23FY24FY25FY26
12

For the year ended 30 June 2026
Container trends
Export volumes increased 2.4%
TEU's
486,702
484,107
500,735
512,765
FY23FY24FY25FY26
Robust second half export season with
strong refrigerated container volumes.
Import volumes increased 2.5%
TEU's
404,285
384,145
401,415
411,340
FY23FY24FY25FY26
Import growth reflects demand to both
MetroPort and Ruakura.
Transhipment volumes
decreased 5.5%
TEU's
286,363
279,098
306,102
289,389
FY23
FY24
FY25FY26
Transhipment impacted by berth capacity
constraints and service changes.
13

For the year ended 30 June 2026
MetroPort rail container volume increased 5.4%
New MetroPort model successfully
implemented 1 December 2025.
Port of Tauranga continues to manage end-
to-end service delivery through to shipping
lines.
KiwiRail are able optimise rail and container
transfer operations across broader network,
supporting further volume growth.
Core train programme currently 78 trains
per week.
New model supports strategic alignment for
future growth.
TEU's
ExportImport
134,727
159,653
140,263
184,174
131,291
154,233
100,373
118,042
97,982
110,752
105,477
114,566
FY21FY22FY23FY24FY25FY26
Excludes Ruakura Inland Port volume
14

For the year ended 30 June 2026
New Zealand port productivity
Crane rate increased 9.9% vs prior year.
Ship rate increased 13% vs prior year.
Direct corelation between improving on-
time vessel arrival and port productivity.
NZ port productivity issues are amplified at
Tauranga, as final call on the majority
shipping services.
15

For the year ended 30 June 2026
Service delivery and productivity
On-time vessel arrival for FY26 71% vs
62% prior year.
New dwell and rolled container
incentives significantly reduced yard
congestion.
Yard congestion improved 9% to 11,069
TEU.
Emulation work to develop yard
strategies targeting rehandle reduction.
16

Update August 2026
Stella Passage resource consent
New Fast-track application lodged January 2026.
EPA completeness decision received February 2026.
Panel appointment March 2026.
Panel commencement and evaluation commenced
April 2026.
Panel draft decision received 17 August 2026
recommending consent to be granted.
Final decision due 7 September 2026.
17

Port of Tauranga - Terminal automation project
Automated Stacking Cranes
(ASCs)
Progress update
Fully electric ASCs ~75% reduction in emissions relative to a
traditional straddle operation.

Northport Group
Northport Group established July 2025.
Northport's Vision for Growth resource consent granted October
2025.
Government commitment to roading infrastructure investments
improving connectivity to Northport.
Marsden rail spur currently under detailed engineering and cost
evaluation by KiwiRail. KiwiRail has selected Acciona, Downer/HEB
and Martinus Rail to compete on lower-cost design options before
Government funding decision.
Berth 3 container terminal extension linked to timing of rail spur.
New Northport Group Chief Executive, Rhys Jones, commenced 1 July
2026.
Current
Future – now consented
19

Ruakura Inland Port
Ruakura Inland Port (RIP) profit of $0.354
million for the year, up from $0.132 million
in FY2025.
RIP handled 24,067 TEU for the year, up
6.8% from 22,525 TEU in FY205.
Tainui and Brookfield joint venture will aid
development and support inland port
customer container growth.
20

Funding the growth programme
Capital recycling
Proceeds from non-strategic property sales will be redeployed into priority infrastructure projects, including
Stella Passage, automation and dredging.
Rolleston, ChristchurchSouth Auckland
Properties in South Auckland and
Rolleston near Christchurch are on the
market as part of a capital recycling
strategy.
Premium logistics assets expected to
attract strong investor interest.
Held for sale assets valued at ~ $148
million
21

Sulphur Point
New empty link facility being established at
Sulphur Point
Establishing an empty-container facility connected directly
to Tauranga Container Terminal and operated by QM
Logistics.
Taking back land from existing depot operators.
Enables surplus export empties to move directly to the
Port, avoiding unnecessary transit through an external
depot.
Expected terminal operational benefits include:
reduced empty-container dwell and handling;
reduced terminal truck and rail congestion; and
greater control and flexibility as the terminal develops.
Targeted commencement date 1 November 2026.
22
Import empties can be stacked and released efficiently
using empty handling equipment.

Financial results
Simon Kebbell

Strong revenue growth of 4.7% and operating costs down 6.2%
Group reported profit down 10.0%
Strong operating revenue growth delivered across all
operating units. Revenue growth was impacted by the
MetroPort model change, which removed rail income from
reported revenue.
Operating costs decreased by $14.5 million (6.2%), due to
the change in the MetroPort model.
Depreciation and amortisation up $3.3 million (7.6%),
mainly due to higher building depreciation, including
increased depreciation on the terminal sheds scheduled
for removal.
Net finance costs down 13.0% reflecting lower wholesale
interest rates and increased interest income on loans to
Equity Accounted Investees (EAIs).
Strong contribution from EAIs with earnings up $4.8
million (77.3%).
30 June ($000s)20262025Variance
Operating revenue
486,469464,675
21,794
Operating costs
(221,737)(236,276)
14,539
Results from operating activities
264,732228,399
36,333
Depreciation and amortisation
(46,180)(42,925)
(3,255)
Impairment of assets
(1,105)(2,534)
1,429
Net finance costs
(17,242)(19,814)
2,572
Share of profit from Equity Accounted Investees
(EAIs)
10,9746,189
4,785
Gain on disposal of EAIs
049,161
(49,161)
Profit before income tax
211,179218,476
(7,297)
Income tax expense
(55,127)(45,103)
(10,024)
Profit for the period156,052173,373(17,321)
24

Increase reflects pricing initiatives and operating efficiencies
Results from operating activities up 15.9%
Operating revenue up $21.8 million driven by Parent
tariff increases, higher infrastructure charges, a
Mount Maunganui access charge, and strong growth
in rental and marine income, with only modest
volume increases across terminal volumes and a
decrease in bulk cargo. Rail revenue ceased 1
December 2025.
Contracted services for port operations costs
decreased 28.4% reflecting terminal productivity
initiatives and the new MetroPort model removing
direct rail costs from 1 December 2025.
Employee expenses up 10.6% reflecting additional
staff numbers and wage increases. Increasing head
count at both Parent and subsidiaries supporting
future growth initiatives.
Maintenance of property, plant and equipment
increased by 9.6%, driven by the timing of the Tai Pari
main engine overhaul, five-year surveys of the Sir
Robert and Tai Timu and increased straddle
maintenance.
$000sIncreaseDecreaseTotal
228,399
10,504
6,411
298
4,145
436
26,570(6,851)
(1,379)
(2,007)
(1,794)
264,732
FY25Container
terminal
revenue
Multi-
cargo
revenue
Marine
services
revenue
Property
revenue
Other
revenue
Contracted
services for
port
operations
Employee
benefit
expenses
Direct
fuel
and
power
Maintenance
of pp&e
Other
expenses
FY26
25

Strong performance at the parent level and group companies
Parent underlying earnings up 21.4%
Parent company profit increased 21.4%
compared with the prior corresponding
period.
Subsidiaries and Equity Accounted
Investees delivered a 42.1% profit
uplift, reflecting strong performance
across the portfolio.
000s
ParentSubsidiaries and EAIs
$13,912
$97,405
$14,003
$103,789
$10,435
$92,283
$10,899
$115,137
$15,488
$139,826
FY22FY23FY24FY25FY26
26

Strong performance from Group companies with profits up 42.1%
Subsidiary and joint venture companies
FY26
$000
FY25
$000
Movement
$000
Quality Marshalling3,6903,429261
Timaru Container Terminal1,331578753
PrimePort Timaru2,4841,4641,020
Northport Group7,5337,055478
PortConnect22915079
Coda(133)(1,909)1,776
Ruakura Inland Port354132222
Reported net profit after tax15,48810,8994,589
Northport Group profit reflects strong
trade and synergy gains. The revised
capital structure resulted in shareholder
loans. The Parent recognised $2.0 million
($0 FY25) of interest income on these loans
from Northport Group during the period.
Coda Group losses stemmed with the sale
of 3PL and Rolleston distribution centre
segments.
27

Strong cash generation from operating activities
Cashflow from operations up 19.4%
30 June ($000)20262025Variance
Net cash inflow from operating
activities
205,428171,98133,447
Capital expenditure(86,718)(29,533)(57,185)
Free cashflow118,710142,448(23,738)
Net operating cash inflow increased by
$33.4 million (19.4%) reflecting stronger
profitability.
Capex accelerated in the second half due
to capital dredging and major plant and
equipment purchases.
28

Parent Capital expenditure investment 2021 -2026
Group capex $86.0 million for the period.
FY26 Parent capital expenditure of $81.5
million
Major projects underway include:
Capital dredging ($70-90 million)
Hybrid tug ($27 million)
Purchase of seven new straddles - one
electric and six hybrid ($18 million).
$000s
CapexMMHRuakura Inland Port
2,850
21,450
2,135
10,106
FY21FY22FY24FY24FY25FY26
29
23,796
18,612
44,322
34,691
27,221
39,689
81,542

Net debt / net debt + equity
Leverage remains low, providing balance
sheet headroom to progress capital
dredging, berth extension, Northport
development and automation project.
Net debt / net debt + equity
17.3%
17.2%
16.9%
16.8%
16.4%
FY22FY23FY24FY25FY26
30

Outlook and guidance

Outlook 2027
Another strong export peak season expected in FY2027 with key commodities dairy,
red meat and kiwifruit. Logs to remain subdued.
Productivity initiatives, cost control and yield improvement remain a priority.
New MetroPort model working well with increased terminal rail volumes and no
impact on service levels.
Terminal berth capacity constraints remain a key challenge.
Stella Passage resource consent decision anticipated on 7 September 2026.
New TerminalConnect empty link facility go live in November 2026.
Full year underlying earnings expected
to be in the range of
$160m–
$175m
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.
32

Questions

Thank you

Appendices

Financial details and
trade forecasts

For the year ended 30 June 2026
Results from operating activities
Operating Revenue
2026
$000
2025
$000
Movement
$000
Container terminal - ship
exchange and sundry
229,764194,17435,590
Container terminal - reefer29,76230,234(472)
Container terminal - storage13,25215,895(2,643)
Container terminal - rail* 22,48244,453(21,971)
Multi-cargo84,46578,0546,411
Marine services54,48354,185298
Property51,28147,1364,145
Other980544436
Total Operating Revenue486,469464,67521,794
Operating Costs
Contracted services for port
operations
* (67,082)(93,652)26,570
Employee benefit expenses(71,186)(64,335)(6,851)
Direct fuel and power(21,543)(20,164)(1,379)
Maintenance of property, plant
and equipment
(22,872)(20,865)(2,007)
Other(39,054)(37,260)(1,794)
Total Operating Costs(221,737)(236,276)14,539
Results from Operating
Activities
264,732228,39936,333
* Revenue and costs impacted by change in MetroPort model from 1 December 2025.
35
2026
$000
2025
$000
Movement
$000

For the year ended 30 June 2026
Operating costs
Contracted services for port
operations
2026
$000
2025
$000
Movement
$000
Container Terminal Labour44,76343,3481,415
Rail costs* 22,29148,979(26,688)
Reefer Monitoring* 241,056(1,032)
Other4269(265)
Total67,08293,652(26,570)
Maintenance of property, plant
and equipment
Crane Maintenance2,7733,788(1,015)
Straddle Maintenance5,5234,998525
Vessel Maintenance5,0962,7042,392
Property7,7877,993(206)
Other1,6931,382311
Total22,87220,8652,007
Other Costs
2026
$000
2025
$000
Movement
$000
Rates6,9066,263643
Insurance6,9678,453(1,486)
IT9,0026,8222,180
Other16,17915,722457
Total39,05437,2601,794
* Costs impacted by change in MetroPort model from 1 December 2025.
36
2026
$000
2025
$000
Movement
$000

For the year ended 30 June 2026
Group Underlying Earnings reconciliation
2026
$000
2025
$000
2024
$000
2023
$000
2022
$000
Profit after taxation - reported156,052173,37390,849117,136111,317
Asset impairment1,1052,5342801,445
Reversal of previous revaluation deficit00(622)00
Gain on sale of MetroBox Limited, recorded within share of profit from Equity Accounted Investees000(7,215)0
Impairment of investment in Equity Accounted Investees0007,8710
Gain on disposal of Equity Accounted Investee0(49,245)000
Hedging reserve reclassified to profit or loss on disposal of Equity Accounted Investee084000
Adjustments before taxation1,105(46,627)(594)6561,445
Tax impact in relation to adjustments(309)(710)1660(405)
Deferred tax adjustment arising from reclassification of properties as Held for Sale(1,534)0000
Change in tax treatment of commercial buildings0011,86900
Adjustments after taxation(738)(47,337)11,4416561,040
Underlying Earnings155,314126,036102,290117,792112,357
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.
37

For the year ended 30 June 2026
Log exports decreased 8.1%
Key exporters have reduced operations to four-day
weeks as elevated fuel costs continue to pressure
margins.
Lower harvesting and processing volumes are placing
pressure on primary sector businesses and support
services.
A-Grade Wharf Gate prices remain 5-10% above prior
year levels.
Chinese log demand is stabilising, supported by
steady inventory and consumption trends.
Strong domestic construction activity supports
increased sales of sawn timber products.
Log export volumes are forecast to remain broadly
flat at approximately 5.8 million tonnes next year.
log volume - JASm³
6,215,623
6,681,899
6,289,678
5,779,287
FY23FY24FY25FY26
38

For the year ended 30 June 2026
Export kiwifruit volume increased 8.5%
Forecast crop of around 220 to 225 million trays, with
returns for all fruit types expected to be similar to the
2025/2026 season.
Strong export throughput requirements for port and
supply chain infrastructure.
Robust global demand for premium fruit, particularly
in Europe, North America, Japan and Korea.
Oversupply of premium fruit types is China creating
pricing and competitive market pressure.
Fruit quality confidence and market diversification
remain priorities through the second half of season.
tonnes (000's)
492,002
533,656
695,589
754,372
FY23FY24FY25FY26
39

For the year ended 30 June 2026
Export dairy volume increased 0.9%
Strong start to FY2027, with exports expected to ease
from FY2026 record levels.
Milk price forecast of $9.25/kgMS supports farm
profitability.
Drier El Niño conditions may constrain milk
production later in the season.
Favourable dairy markets, although rising global
supply may increase price volatility.
Higher energy costs could pressure producer margins
and consumer demand.
NZ's pasture-based model remains cost competitive
relative to the EU and US.
tonnes
ExportTranshipment
237,066
2,010,252
117,904
1,942,277
178,588
1,924,643
121,337
2,000,370
FY23FY24FY25FY26
40

For the year ended 30 June 2026
Export meat volumes decreased 6.2%
Export revenues supported by strong meat prices
and constrained global livestock supply.
NZ red meat export volumes forecast to grow 5-7%;
lamb volumes expected to remain stable through
FY2027.
Higher energy costs continue to pressure
processing and logistics margins.
Strong US demand for lean beef expected as the
national herd is rebuilt.
Health and nutrition trends continue to support
premium protein demand.
Transhipment meat volumes expected to decline as
shipping lines adjust networks in response to berth
constraints.
tonnes
ExportTranshipment
306,104
439,175
321,874
451,419
550,311
460,698
716,229
448,364
691,712
401,374
FY22FY23FY24FY25FY26
41

Environmental &
sustainability

Mount Maunganui airshed
Air quality initiatives and improvements
Airborne dust source
apportionment study has been
completed. Further monitoring is
ongoing.
Dust concentrations in the
industrial area adjacent the Port
activities continue to show
improvement.
Source: Davy PK, Trompetter WJ. 2025 (Earth
Sciences New Zealand)
Average source mass contributions to PM 10 at the Mount Maunganui Library site
– Dec 2023 to Feb 2025
Monitoring sites – Mount
Maunganui
43

Dust control and monitoring
Air quality initiatives and improvements
Extensive wind fencing development in
Mount Maunganui
Extensive dust and wind monitoring and
alert network
NZ leading log yard housekeeping and
cleaning programme
44

Stormwater
Water quality - stormwater
Sulphur Point stormwater treatment system
Comprehensive stormwater monitoring.
Compliant and often well below stormwater
quality limits.
Investment in stormwater treatment
New Mount wharves treatment system
operational.
First-flush stormwater capture and treatment of
up to 1 million litres.
Pumps can move over 300 litres per second!
Stormwater settlement ponds and irrigation
area – Hewletts Road log yard
45

A continuous improvement approach
Harbour health – Te Awanui
2025 harbour surveys show positive results
for condition of harbour.
Improving levels of marine life and
biodiversity.
Working closely with Waikato University on
future projects.
Port of Tauranga supports numerous
harbour improvement initiatives such as
artificial reef development, dune restoration
bird protection.
46

---

Seamless
Port of Tauranga Limited
Integrated Annual Report 2026

Supply chains can be complex.
Port of Tauranga strives to make them
simple, reliable and efficient.
We keep New Zealand imports and exports
moving, ensuring our economy can thrive.
We invest to enable industries to grow

and communities to prosper. We make
it seamless to deliver cargo to customers.
We are connecting New Zealand

and the world.

Contents
Highlights and challenges4
The year in review
Chair and Chief Executive’s
report to shareholders
6
Integrated reporting12
Company overview:
Our purpose and vision
14
Our values15
Our national network16
How Port of Tauranga
creates value
18
Our hub port strategy20
Sustainability:
What matters most?
22
Port of Tauranga
sustainability framework
24
Risk management26
Climate change response28
Capitals:
Our relationships
30
Our people38
Our skills and knowledge46
Our environment54
Our assets and infrastructure62
Our finances70
Board of Directors78
Senior management team80
Consolidated financial
statements
82
Corporate Governance
Statement
126
Financial and operational
five-year summary
146
Company directory148
3
Port of Tauranga Limited | Integrated Annual Report 2026
2

Highlights and challenges
Group Net Profit After Tax (million)Revenue (million)
$156.1
2
2026
2025 $173.4
1
| 2024 $90.82025 $464.7 | 2024 $417.4
$486.5
Subsidiary and joint venture
company earnings (million)
Final dividend (cents per share)
2026
2025 9.7 | 2024 8.7
12.5
$15.5
2025 $10.9 | 2024 $9.4
Total trade (million tonnes)Container volumes
(million TEU
3
)
24.6
2026
2025 25.3 | 2024 23.62025 1.21 | 2024 1.15
1.21
Imports (million tonnes)
8.7
2026
2025 8.9 | 2024 7.8
Exports (million tonnes)
15.9
2026
2025 16.4 | 2024 15.8
Ship visits
1,445
2026
2025 1,442 | 2024 1,427
Container crane rate
(net moves per hour)
Scholarships (tertiary education)
30.8
2026
2025 28.0 | 2024 30.1 2025 10 | 2024 18
12
19.5
2025 16.0 | 2024 13.2
Total Recordable Injury Frequency Rate (per million hours worked)
Port of Tauranga only Port of Tauranga and contractors combined
2026
2026
3.9
2025 4.1 | 2024 2.2
2026
1
Includes one-off $49.2 million gain on the sale of Northport as a part of the Marsden Maritime Holdings acquisition.
2
Includes one-off impairment costs and tax adjustments related to two properties Held for Sale.
3
TEUs = twenty foot equivalent units, a standard measure of shipping containers.
Total ordinary dividend (cents per share)
20.5
2025 16.7 | 2024 14.7
Greenhouse gas emissions
(Scope 1 and 2)
-12%
2025 +20% | 2024 –4.8%
2026
2026
20262026
2026
0
$5
$10
$15
$20
202620252024
0
300
600
900
1,200
1,500
202620252024
0
5c
10c
15c
20c
25c
202620252024
54
Port of Tauranga Limited | Integrated Annual Report 2026
Our performance at a glance

Seamlessly moving
New Zealand
Port of Tauranga has achieved strong financial
results, improved productivity and continued
to invest for the future as we provide seamless
services for our customers.
Leonard Sampson
Chief Executive
Resilient trade volumes and a
range of successful yield, cost and
productivity initiatives have helped
New Zealand’s busiest port achieve
a record financial result. Underlying
Net Profit After Tax increased 23% to
$155.3 million. Total trade dropped
slightly due to reduced log and coal
volumes, decreasing nearly 3.0%
to 24.6 million tonnes for the year
ended 30 June 2026.
Container volumes remained steady,
increasing 0.4% to 1,213,494 TEUs.
We are committed to safely
keep improving efficiency and
productivity, to ensure Port of
Tauranga remains the port of choice
for our customers. We achieved a
9.9% increase in a key productivity
measure – net crane rate – to
reinforce our position as New
Zealand’s most efficient port.
We are also investing for the future,
increasing our capacity to cater
for larger shipping vessels. In mid-
August, we received draft approval
for our proposed Stella Passage
development, which will enable the
next stage of growth, lower costs for
importers and exporters, and unlock
decarbonisation opportunities.
Financial results for the year
ended 30 June 2026
Reported Group Net Profit After
Tax was $156.1 million, which
included one-off impairment costs
and tax adjustments related to two
properties held for sale. Properties in
South Auckland and Rolleston near
Christchurch are on the market as
part of a capital recycling strategy.
Revenue increased 4.7% to $486.5
million. EBITDA (earnings before
interest, tax, depreciation and
amortisation) increased 17.6% to
$275.7 million.
Operating costs decreased 6.2% to
$221.7 million, reflecting reduced
rail costs due to a change in the
MetroPort Auckland operating
model. KiwiRail now has a direct
contractual relationship with the
shipping lines that utilise its rail
services between Auckland and
Tauranga, and has increased
available capacity on the route.
The fuel price crisis caused by the
ongoing conflict in the Middle East
and constraints on the Strait of
Hormuz impacted on fuel costs.
While a high proportion of the
increased costs can be passed on
through Fuel Adjustment Factor
(FAF) arrangements, some cannot.
They include the additional costs of
operating diesel generators to power
refrigerated containers during peak
export season.
Port of Tauranga’s subsidiary and
joint venture companies turned in
solid performances, with income
from the wider group increasing
42.1% to $15.5 million.
Port of Tauranga’s Board of Directors
has declared a final dividend of
12.5 cents per share to bring the
total ordinary dividend to 20.5 cents
per share, a 22.8% increase on the
prior year.
Cargo trends in 2026
Total trade volumes were down 3.0%
to 24.6 million tonnes. Export tonnes
decreased 3.3% to 15.9 million tonnes,
and imports decreased 2.3% to 8.7
million tonnes, both impacted by
reductions in log and coal volumes.
Container volumes remained steady
at 1.21 million TEUs (twenty foot
equivalent units), up 0.4% on the
previous year. Export containers
were up 2.4% to 512,765 TEUs,
with import containers up 2.5%
to 411,340 TEUs. Transhipment
container volumes were down 5.5%
for the year, reflecting changes to
shipping services and berth capacity
constraints at Tauranga.
Log export volumes dropped 8.1%
to 5.8 million tonnes, impacted
by international pricing and high
diesel prices prompting harvesting
cutbacks by some exporters in the
second half of the financial year.
Direct dairy exports increased 3.9%
to 2.0 million tonnes.
Kiwifruit exports increased 8.5%
to a record volume, with growth
forecasted to continue. The dairy
and kiwifruit volumes contributed
to a record volume of refrigerated
export containers.
Oil product imports declined slightly,
by 2.4% in volume. Fertiliser and
stock feed imports increased by 1.2%
and 0.6% respectively.
Container transhipment, where cargo
is transferred from one ship to another
at Tauranga, decreased by 5.5% due
to changes in shipping services and
Tauranga’s lack of berth availability.
Genesis Energy reduced imported
coal volumes by 64.8% as the
stockpiles at Huntly Power Station
stabilised and hydro electricity
stations in the South Island were able
to produce enough power over the
winter to avoid coal-fired generation.
Ship visits increased by three to 1,445.
Cruise ship visits declined 16.0% to
79, in line with a national trend.
The Chair and Chief Executive's report to shareholders
76
Port of Tauranga Limited | Integrated Annual Report 2026
The year in review

Focus on productivity
Service delivery to our customers
continues to be a strong focus and
we have made excellent progress,
despite the current berth capacity
constraints.
Our average net crane rate increased
from 28.0 moves per hour per crane,
to 30.8 moves per hour. Our ship
rate increased from 67.2 to 76.4
moves per hour.
Fewer ships are arriving off-schedule,
with on-time arrivals increasing
from 62% in the previous year to an
annual average of 72%.
Port productivity has been a national
issue of concern for some time and
has been the subject of an extensive
inquiry by the Transport Select
Committee of Parliament. We look
forward to the committee’s report
later this year.
Our vision for an efficient
and resilient New Zealand
supply chain
Many of the submissions to the
Select Committee Inquiry into ports
expressed the need for New Zealand
to develop a hub-and-spoke network.
This concept has been promoted by
Port of Tauranga for the past decade
as part of our vision for an integrated,
efficient, cost-effective, lower carbon
and resilient New Zealand supply
chain.
It is premised on the fact that
container ships calling in New
Zealand will continue to increase
in size as the global fleet trends to
larger, more efficient vessels.
A hub-and-spoke model would
see two or three large international
hub ports in New Zealand able
to accommodate bigger ships,
connected to regional feeder ports
and inland freight hubs through a
network of coastal shipping and
efficient rail and road services.
In anticipation of this future network,
Port of Tauranga continues to invest
in bigger-ship capability. The second
stage of our capital dredging project
to deepen shipping channels is
under way and will be complete by
mid-2027.
We are also pursuing resource
consent to develop Stella Passage
and create new berths on both sides
of the harbour, within the Port’s
current footprint.
Stella Passage development
progress
The Tauranga Container Terminal is
essentially at capacity, with the Port
unable to accommodate any new
services due to berth unavailability.
Following appeals of the
Environment Court approval of part
of the Stella Passage development,
in December 2024, we opted to
apply for resource consent under the
Fast-track Approvals Act.
Unfortunately, Government
officials made a drafting error
in the legislation, and our fast-
track application was successfully
challenged in the High Court in
August 2025.
In January 2026, following the
necessary amendments to the
legislation, Port of Tauranga made
a new fast-track application and a
hearing was held at Whareroa Marae
at the end of July.
On 17 August, the fast-track panel
released its draft decision on the
resource consent application,
proposing to grant all approvals,
subject to conditions. Port of Tauranga
was given two days to comment on
the proposed conditions.
All parties to the consent process
have been given the opportunity to
comment before a final decision
is due in early September.
Further details of the project,
progress to date and future benefits
can be found on page 68.
Port of Tauranga is a critical element
in the national supply chain. The
Stella Passage development is
vital to the future prosperity of the
country and the draft decision is very
welcome news.
The fast-track panel agreed with an
earlier Environment Court view 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.
However, over many years, Port of
Tauranga has been unable to reach
agreement with tangata whenua
parties over mitigating the cultural
effects of the project.
We remain committed to working with
local iwi and hapū regarding cultural
concerns. We firmly believe that caring
for the environment and improving the
overall health of Te Awanui Tauranga
Harbour are not mutually exclusive
with port development.
Preparing for automation
In conjunction with the planned
container berth, we intend to
introduce electric automated
stacking cranes to increase
throughput, improve safety and
reduce greenhouse gas emissions.
We have undertaken an emulation
project to test integration with our
existing systems and operations.
Armed with this proof-of-concept,
we are now refining processes,
finalising system and interface
design, ensuring operational
readiness, and end-to-end testing.
Our automation team has also
visited several established automated
terminals overseas. Discussions
with our preferred vendor have
progressed to contract negotiation.
Decarbonisation and climate
change adaptation
All-electric automated stacking cranes
give us a major decarbonisation
opportunity. Our biggest source of
greenhouse gas emissions is diesel
use, primarily in the straddle carriers
that move containers to and
from ships.
We already have seven hybrid
straddles, which have proven to be
about 25% more fuel efficient than
older models. In early August, we
took possession of another six hybrid
straddles, as well as New Zealand’s
first fully electric straddle. Read more
on page 67.
The Port’s first hybrid tug is under
construction in Türkiye (Turkey).
Health and safety
performance
We are proud of our proactive
safety culture, where honest and
full reporting of all incidents and
concerns is encouraged. High-
quality assurance is achieved
through regular inspections, audits,
observations and verifications.
While we have seen an increase in
reported injuries, we have also seen
a 55% reduction in days lost per
lost-time injury and a 49% reduction
in injury severity rate for the 2026
financial year.
Julia Hoare
Chair
98
Port of Tauranga Limited | Integrated Annual Report 2026
The year in review

4
www.boprc.govt.nz.
5
www.quaysideholdings.co.nz.
Protecting the environment
Port of Tauranga’s stormwater currently
meets all water quality standards required
by our resource consents. However, we take
a continuous improvement approach to air
and stormwater quality and are always striving
to do better.
In April, we opened a new $1.5 million
stormwater treatment facility at our Mount
Maunganui wharves to capture and treat the
“first flush” of a rain event and further improve
stormwater quality. Read more about this
initiative on page 60.
We also continue to partner with local
environmental charities. We have renewed our
major sponsorship of Sea Cleaners, which has
been collecting rubbish from Bay of Plenty
waterways for the last year and a half, and we
have commenced a new partnership with the
Outflow Trust aimed at dune plant propagation
and restoration of vulnerable parts of the
ocean coastline.
Community support
We acknowledge the heartbreaking tragedy
experienced by our community in January
through the landslides at Welcome Bay and
Mount Maunganui.
Our hearts remain with the victims and their
loved ones, and our respect and gratitude go
to the emergency services and recovery teams
that came to their aid. Port of Tauranga made
a donation to the Western Bay Emergency
Response Fund to thank the many volunteer
organisations involved, including the Mount
Maunganui Lifeguard Service.
Governance and ownership update
Bay of Plenty Regional Council owns 54.14%
of Port of Tauranga’s shares through its
investment arm, Quayside Holdings. As the
majority owner, Quayside appoints two
Directors to the Port of Tauranga Board of
Directors – currently Fraser Whineray and
councillor Ken Shirley.
Quayside Holdings announced in June 2026
that independent Directors of Quayside,
including Fraser, would be concluding their
service on 30 September 2026. Port of Tauranga
has not yet been informed of the implications
for Quayside’s appointees to the Board.
Meanwhile, Bay of Plenty Regional Council
is considering proposals to restructure the
administration of its investments through
Quayside. Further details can be found on
the Bay of Plenty Regional Council website
4

and Quayside Holdings website
5
.
Outlook
Port of Tauranga is well positioned for
continued earnings growth and resilient
cargo volumes as import demand
continues to grow and productivity further
improves. However, the Port is capacity-
constrained until we can complete the
Stella Passage development.
We will provide a first quarter trading
update and further earnings guidance at
our Annual Meeting of shareholders on
29 October 2026.
In the near term, ongoing warfare in the
Middle East will continue to impact fuel
prices, putting pressure on diesel-reliant
export industries such as forestry. Other
geopolitical disruptions and trade tariff
uncertainty add to the tension.
However, we remain confident in the
Port’s resilience, built on a foundation of
operational strength, quality infrastructure
assets, diverse revenue streams and a
skilled, dedicated workforce.
Thank you
Thank you to our team members and
service providers, who take every challenge
in their stride.
We’d also like to share our appreciation
for our loyal customers and business
partners, who have expressed their support
in many ways as we navigate the long and
challenging path to developing much-
needed port infrastructure.
With your help, we are connecting New
Zealand and the world.

Ngā mihi nui
Leonard Sampson
Chief Executive
Julia Hoare
Chair
1110
Port of Tauranga Limited | Integrated Annual Report 2026
The year in review

Integrated reporting
Port of Tauranga’s 2026 Integrated Annual Report
describes how the company creates value for our
stakeholders in the short, medium and long term.
It demonstrates how integrated thinking, actions
and reporting helps to ensure the best possible
outcomes for our investors and other stakeholders.
You will find detailed descriptions
of our strategy, governance,
performance and outlook.
The format of this report utilises the
International Integrated Reporting
framework, which Port of Tauranga
has followed since 2018. Previous
Integrated Annual Reports are
available on our website.
The framework advises that the
report should focus on material
matters – those issues that
substantively affect the company’s
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 audiences
every few years to stay attuned
to their needs as our operating
environment continuously evolves. In
2024 we undertook a comprehensive
materiality assessment, and
in June 2026 we updated the
assessment after checking in with
our stakeholders through an online
survey.
The findings of the latest assessment
are described on page 22 and you
will find references to our highest
priority issues throughout this report.
Our business strategies are also
underpinned by our purpose, vision
and values, which are described on
page 14.


How to read this report
In the following pages, we describe
our business and our strategies.
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, outline
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.
Supporting good
governance
Integrated reporting helps us
maintain transparency and
accountability through providing
high quality and relevant
information to our stakeholders.
This transparency is highly valued
by our Board of Directors, which is
committed to engaged governance.
Further information about the
Board’s approach, policies and
progress can be found in the
company’s Corporate Governance
Statement on page 126. The
statement and supporting policies
are also available on our website.
Recognition
We continue to adapt our approach to
integrated reporting and I’m pleased
to report that Port of Tauranga has
been recognised for the second year
in a row with a silver award in the
Australasian Reporting Awards. The
2025 report was also a finalist in the
communications category
Ngā mihi nui




Julia Hoare
Chair
13
Port of Tauranga Limited | Integrated Annual Report 2026
12
Integrated reporting
12

Our purpose and vision
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 guide us to focus our
attention, effort and resources in the places
that reflect the priorities of our stakeholders.
Our purpose goes beyond profit and is the key to Port of
Tauranga's ongoing success. Our aspirations for 2030 are:
Connecting New Zealand and the world.
Our values define our fundamental beliefs
and dictate our behaviour as individuals,
as teams and as an organisation.
Our vision
We will achieve our vision by:
Taking pride and
doing the right thing
Listening and
working together
Creating
better ways
Having a 'safety
always' mindset
Our purpose
Our values
15
Port of Tauranga Limited | Integrated Annual Report 2026
14
Company overview

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 (estimated)
31% of all New Zealand cargo

by tonnes
36% of all exports by tonnes
23% of all imports by tonnes
34% of all New Zealand cargo

by value
49% of all exports by value
17% of all imports by value
78 trains per week between Tauranga and

MetroPort inland port in Auckland
8,008 TEU total ground slots at Tauranga Container

Terminal, including 3,638 power connections
for refrigerated containers
2,880 TEU capacity at MetroPort Auckland
2.8km total quay length at Tauranga, with 15 berths
296 employees at parent company
15ha land at Rolleston near Christchurch
45ha land in Auckland
190ha land in Tauranga
16.0m future shipping channel depth inside Te Awanui

Tauranga Harbour
53 straddle carriers (seven hybrids, with six more

delivered in August 2026)
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.
5
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
- Formerly known as Quality
Marshalling
- 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
50% ownership with Kotahi
- Freight logistics group.
35
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
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
Northport Group
Limited
Port of Tauranga has a hub port strategy (see page 20) involving
investment in capacity at Tauranga, regional port investments
at Northport and PrimePort Timaru, with support from road and
rail-connected inland freight hubs such as Ruakura. Here is an
overview of our current national network:
1
1716
Port of Tauranga Limited | Integrated Annual Report 2026
Company overview

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 inputs
more people expected
to be living in New
Zealand by 2045
1M
The Port is building
for demand
New Zealand's
population growth
is driving demand
New Zealand'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 port
network with big ship-
capable ports serviced by
efficient coastal shipping.
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.
31% of all NZ
cargo by volume
39% of all
container trade
49% of
NZ's exports
by value
17%
of imports
by value
296
employees
and tens of thousands
more in port-related jobs
$139M
in dividends to
shareholders for FY2026
84%
community
positivity rating
Deepwater channel:
Consented to 16.0 metres —
ready for larger
container ships.
Christchurch
Timaru
Wellington
Napier
Hamilton
Auckland
Northport
Port of
Tauranga
Nelson
Invercargill
Port Chalmers
Ruakura
Our blueprint for strategic growth
Our outputs
Our outcomes
1918
Port of Tauranga Limited | Integrated Annual Report 2026
Company overview

International trend to bigger ships
leads to hub-and-spoke model
and increased transhipment
Build hub-scale
infrastructure to
increase capacity
Grow cargo volumes
and capture
transhipment cargo
Increase cost savings
and efficiencies for
importers and exporters
Provide market-
leading productivity
Secure long-term
cargo volume
agreements
Forecast population growth
in the Upper North Island expected
to grow import volumes
Port capacity constraints
in the North Island
Manufacturing and distribution centre
migration – north and south of Auckland
– due to high land costs and availability
Channel deepening –
stage 2 under way
Stella Passage
development – new
berths on both sides of
harbour
Introduce automation to
the container terminal.
Emergence of hub-and-
spoke shipping network
will increase transhipment
volume
Scale up use of rail and
inland ports to manage
cargo volumes.
Realise big ship benefits
including lower carbon
emission intensity
Increase opportunities
for shipping line
competition to reduce
cost for importers and
exporters.
Keep a relentless focus
on customer service and
productivity, without any
compromise on safety
Use automation to
increase capacity,
improve safety and
reduce carbon emissions.
Protect and renew existing
agreements with key cargo
owners such as Zespri,
Kotahi and Oji
Co-create innovative
supply chain solutions
with existing and new
customers.
Expand Ruakura Inland Port
as volumes demand
Invest in Northport
expansion
Launch TerminalConnect
empty container facility.
Our hub port strategy
Expand our
network
Port of Tauranga is
New Zealand’s pre-eminent
hub port
Increased cargo volumes,
including transhipment
and imports
Growth drivers
Lower supply chain
costs for importers
and exporters
Reduced carbon intensity
for New Zealand shippers
A sustainable
return-on-invested-capital
for Port of Tauranga
Measures of success
Our strategic context
Strategic responseOur areas of focus
Company overview
2120
Port of Tauranga Limited | Integrated Annual Report 2026

Two years ago, we undertook
a comprehensive materiality
assessment, where we 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.
These stakeholders came up with
a list of 19 material sustainability
topics that were then ranked to
establish the highest priority issues
for Port of Tauranga.
In 2026, we reviewed this list
of material sustainability issues
to ensure that we continue to
prioritise the topics that are the
most important, and to check if
our stakeholders’ priorities and
expectations have changed.
Through an externally-facilitated
online survey, a cross-section of 191
internal and external stakeholders
ranked the 19 topics for importance
to them. We also ran a workshop
with the senior management
team to assess the issues for their
potential impact on profitability,
urgency, reputation, social licence
and the environment.
The review found the
highest priority topics were:
Health, safety and wellbeing
Promoting a safe and healthy
working environment for everyone
working in, or interacting with,
our business.
Future-focused
infrastructure and service
provider
Providing critical infrastructure
and services which are resilient,
efficient and evolving to meet the
needs of New Zealand. Proactively
considering customer needs and
responding to global market
and geopolitical forces.
Customer engagement,
connecting the world
Continuously innovating to
adapt to market and environmental
changes to deliver sustainable
and efficient service to our
customers. Understanding
and responding to customer
and partner needs, including
a strong focus on continuously
improving productivity.
Sustainable financial
performance
Ensuring sustainable financial
growth and performance as a key
component to the triple bottom line
made of the three pillars: economic,
environmental, and social.
Business continuity planning
Business continuity planning,
including risk management,
crisis management, emergency
preparedness, future planning and
reliance on key suppliers.
The other important topics
were:
• Employee engagement
• Social licence
• Digitisation and technology
• Collaboration and partnerships
• Communication and relationship
management
• Environmental stewardship
(kaitiakitanga)
• Governance
• Future of work
• Sector leadership
• Community focus
• Climate-related business risk
• Cultural competency
• Carbon footprint
• Diversity and inclusion.
The rankings moved only slightly
from 2024, with “future-focused
infrastructure” and “business
continuity planning” rising in
importance, likely due to the well-
publicised urgent need for Port
of Tauranga to increase capacity
to meet customers’ needs.
Stakeholders also wanted the Port to
improve its response to digitisation
and technology, as well as improve
engagement with key groups such
as customers and employees.
Employees and external
stakeholders were closely aligned
in their priorities.
As well as the formal materiality
assessments undertaken every two
years, we regularly check in with
our stakeholders about their needs
and wants. This includes customer
satisfaction surveys, and employee
engagement surveys and feedback
workshops.
We also monitor community
sentiment about the Port through
annual surveys. Our second annual
survey was completed in October
2025, which showed 84% positivity
towards the Port, close to the 85%
positivity rating in the inaugural
survey in 2024. Read more on
page 34.
All stakeholder feedback is
incorporated into the Port’s
sustainability framework, illustrated
on the next page. It describes the
material issues affecting 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.
What matters most?
Our sustainability strategies focus on the issues
that matter most to our stakeholders, and the
ones that we can most influence.
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Port of Tauranga Limited | Integrated Annual Report 2026
Sustainability

Material
issues for our
stakeholders
Our long-term
objectives
Our initiatives
and activities
(short-term,
~5 years)
People
• 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 the 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, generating 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
PlanetProsperityPartnerships
2524
Port of Tauranga Limited | Integrated Annual Report 2026
Sustainability

Robust risk management is essential
to the protection of long-term
value, safe and reliable operations,
and confident investment.
Port of Tauranga’s Risk Specialist
has worked with teams across the
business to enhance the Port’s risk
management systems and ensure
the correct controls, mitigations and
reporting are in place.
This structured approach ensures
risk management is not treated
as a compliance exercise, but is
considered an integral part of
our decision-making, planning,
prioritisation and implementation.
All team members are responsible
for risk management and are
expected to proactively manage
operational risks. The Port’s
strategic and enterprise risks are
regularly discussed in depth by
the senior management team
and the Board of Directors, who
balance risk management in
accordance with our established
risk appetite, external legislation
and good governance practices.
Further details can be found in our
Corporate Governance Statement
on page 126, which describes the
consequences, mitigation strategies
and key controls for significant risks.

Significant risks potentially impact
our ability to achieve our business
objectives and include:
• Inability to access critical systems
• Poor health, safety and wellbeing
performance
• Ship collision or grounding
• Loss of social licence to operate
• Legal and regulatory risk
• Key infrastructure resilience
• Climate change or a natural
disaster
• Commercial risks due to global
economic or geopolitical
situations, global pandemic
or health crisis, or a disrupted
supply chain
• Weak human capital and culture
management
• Weak key supplier and customer
relationships
• Inability to meet climate change
expectations.
As Port of Tauranga is nationally
significant infrastructure, resilience is
a strong focus. Capacity constraints,
ageing or damaged assets, weather
events, shipping incidents, transport
network disruption and regulatory
issues can all affect the Port’s ability
to provide efficient and reliable
services for New Zealand importers
and exporters.
Risk management therefore
forms part of long-term asset
planning, capital investment,
emergency preparedness, business
continuity planning and major
project governance.
Climate-related risk is considered as
part of the Port’s risk management
framework and our response is
reported in detail in our annual
Climate-related Disclosures Report.
Read more on the following page.
Risk management
Port of Tauranga’s risk management
framework gives us the tools to identify,
assess, monitor and manage risks.
2726
Port of Tauranga Limited | Integrated Annual Report 2026
Sustainability

Emissions reduction
initiatives
In August, we took delivery of
a large order of six new hybrid
straddles, as well as New Zealand’s
first fully-electric straddle carrier.
We already have seven hybrids in
our fleet of 53 straddles, and they
have proven to be about 25% more
fuel efficient than the older diesel-
electric models.
We are now preparing to trial the
electric straddle and new charging
infrastructure. Read more on page
67. A new hybrid tug is under
construction in Türkiye (Turkey)
and is expected to be delivered
in mid-2027.
Port of Tauranga plans to increase
electric automated stacking cranes
(ASCs) to advance its decarbonisation
plans. The installation timeframe
depends on the construction of
the additional container berth at
Sulphur Point as part of the Stella
Passage development.
Climate-related disclosures
Port of Tauranga publishes detailed
reports on its climate change response
as an eligible entity under the
Climate-related Disclosures regime
6
.
Annual statements describe Port
of Tauranga’s governance, risk
management processes, climate-
related risks and opportunities,
as well as its greenhouse gas
emissions inventory.
The goal of these mandatory
disclosures is to ensure that 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.
The Port’s third report in October
2026 will update the Port’s climate
context and outline progress in
implementing its transition plan,
which details how the Port will reduce
its emissions and respond to the risks
and opportunities identified. It will
also include the Port’s development
of its financial quantification capability
and approach.
2026 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,
QM Logistics (formerly Quality
Marshalling), Timaru Container
Terminal and Ruakura Inland Port.
Last year, an over-reliance on
diesel generators during peak
refrigerated cargo export season
contributed to a 20% increase
in greenhouse gas emissions
compared with the prior year.
Since then, another container
block has been electrified to add
212 reticulated power points to the
3,426 previously available. For the
financial year, active generator days
reduced from 1,846 in 2025 to 797
in 2026 – a 57% reduction.
The reduction in generator use,
more efficient cargo flows and
improved vessel schedule reliability all
contributed to free up valuable space
in the container terminal, helping the
terminal to improve efficiency.
Total Scope 1 and 2 emissions for
the 2026 financial year were 19.2
kilotonnes CO
2
e, a 12% reduction
from the previous year.
Emissions intensity decreased
9% to 0.00076 tonnes of CO
2
e
per cargo tonne.
6
https://www.port-tauranga.co.nz/community/community-sustainability/climate-action/.
Climate change
response
Port of Tauranga is preparing for the physical
impacts of climate change, decarbonising
its own operations and preparing to
accommodate lower-emission ships.
Ports have an important role to
play in the decarbonisation of
New Zealand’s international supply
chain, as sea freight is the most
carbon-efficient mode of transport
for large quantities of cargo.
Port of Tauranga is currently the
only New Zealand port able to
accommodate the largest vessels

to visit, and we are preparing for
the advent of even bigger ships.
Bigger ships can produce fewer
emissions per container than smaller,
older vessels. You can read more
about our preparations on page 52.
Emissions intensity
decreased 9%

to 0.00076 tonnes
CO
2
e per cargo
tonne.
29
Port of Tauranga Limited | Integrated Annual Report 2026
28
Sustainability

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 (region) and
acknowledge the kaitiakitanga of iwi and hapū.
Vision
• Collaboration and partnerships
• Communication and relationship management
• Community focus
• Customer engagement
• Social licence
• Cultural competency.
Material issues addressed
by our strategies
In the following pages, we describe our progress. We have
strengthened our long-term support of Waipuna Hospice
and entered a new three-year partnership with Triathlon NZ.
We have worked with iwi to improve the health of Te Awanui
Tauranga Harbour. We also describe our long-term relationship
with New Zealand’s largest exporter, Kotahi.
Improving community
wellbeing
Port of Tauranga’s long-term relationships give us
the certainty to invest for the future. Our partnerships
give us insights and guidance to seamlessly meet
the needs of our diverse stakeholders, including our
customers, communities and business partners.
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Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our relationships

Performance
Long-term freight agreements in place
with major shippers such as Kotahi, Oji
Fibre Solutions and Zespri International
12
tertiary scholarships awarded
to Māori students
Ruakura Inland Port joint venture
with Tainui Group Holdings surpasses
24,000 TEUs per annum
1,500+
people hosted
on port tours.
Money raised for Waipuna Hospice
through ticket sales
84%
positivity rating in
community sentiment survey
New sponsorship agreements with
Waipuna Hospice, Triathlon NZ
and Outflow Trust.
Strong and sustainable relationships are
essential to the Port’s long-term success.
We nurture them through ongoing,
meaningful engagement with stakeholders.
Continual analysis of our stakeholders’
perspectives helps us anticipate and
mitigate risks associated with our activities
and initiatives.
Risk management
3332
Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our relationships

Port of Tauranga supports
volunteers as triathlon
trifecta comes to town
Port of Tauranga is an official supporter of
Tauranga’s Triple Crown of World Triathlon
events for the next three years.
The Port is sponsoring the series’ volunteer programme for
Tauranga’s hosting of the 2026 World Triathlon Cup, the 2027
World Triathlon Championship Series, and the 2028 World
Triathlon Championship Series Grand Final. The three events
are expected to attract a myriad of visitors, international
attention and widespread economic benefit.
More than 3,000 volunteers will act as course marshals,
grandstand ushers and airport greeters, among other roles.
The sponsorship follows the Port’s long history of supporting
elite sports events held locally.
Ngā Mātārae Charitable
Trust, a partnership
between Port of Tauranga
and tangata whenua
organisations, approved
new grants to community
groups working to improve
the health of Te Awanui
Tauranga Harbour.
The Trust has given $10,000 to
Te Wharekura O Mauao towards
equipment and resources for the
school’s new science and
technology teaching block at its
Bethlehem campus.
The laboratory and workshops serve
the kura’s nearly 300 intermediate
and secondary age students,
who are involved in a number
of environmental and biological
science projects around the harbour.
The Trust funds an annual tertiary
scholarship programme for Māori
students studying subjects that
could benefit harbour health.
Other projects funded by the Trust
since its inception include:
• A climate change resilience plan
for Whareroa Marae
• A project to capture hapū
perspectives of Tauranga Moana
• 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
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 nearby Koromiko wetland.
It will increase flood and erosion
control, improve water quality and
protect biodiversity.
Ngā Mātārae Trustees represent
Port of Tauranga, the Mauao Trust,
the Tauranga Moana Customary
Fisheries Trust and iwi Ngāi Te Rangi,
Ngāti Ranginui and Ngāti Pūkenga.
The Trust was established in 2014 as
part of the Port's existing dredging
consent framework. It provides
a vehicle through which the Port
and Tauranga Moana iwi can
work together on initiatives that
enhance the environmental, cultural,
educational and long-term wellbeing
of Te Awanui Tauranga Harbour.
Port of Tauranga has been
raising much-needed funds
for Waipuna Hospice for
many years, through our
biannual port tours and
other events.
The Port and the hospice have taken
the relationship to the next level,
with the Port becoming an official
sponsor of a Waipuna Hospice truck,
which collects donated items from
around the region to be sold in the
hospice op shops
7
.
Ross McLeod, Waipuna Hospice's
Philanthropy Director, sent the Port
the following message: "This truck
is out every day collecting quality
donated goods from across our
community, which will then be sold
through our hospice shops to help
fund specialist palliative care for
local patients and their families. It's a
wonderful example of how the Port’s
support will make a real difference,
helping turn donated items into
compassionate hospice care.
"We really value Port of Tauranga's
partnership and look forward to
seeing the truck out on the road,
helping raise vital funds
for hospice care for many years to
come."
Port of Tauranga also raises
money for Waipuna Hospice
through our public port tours, held
for two weeks in January and a
week in July every year.
The company covers the costs of
the tours so that the $5 ticket price
can be donated to the hospice.
The tours are usually a sell-out,
as it’s the only way that the
community can see beyond the
security gates. Tours are advertised
on the Port of Tauranga website
8

and Facebook page
9
.
Ngā Mātārae Trust funds
environmental projects
7
https://www.waipunahospice.org.nz/shop-with-us.
8
www.port-tauranga.co.nz/community/port-tours.
9
www.facebook.com/portoftaurangaltd.
Hitting the road for hospice
Community
sentiment
stays positive
Tauranga and Western Bay
residents remain upbeat
in their view of Port of
Tauranga.
The Port’s second annual
community sentiment survey saw
positivity at 84% (2024: 85%) and
only 4% of those surveyed were
negative (2024: 4%).
The survey involved 201 anonymous
respondents, closely reflecting the
demographics of the region.
Long-term residents generally had
strong perceptions of trust, the value
of the Port and its environmental
commitment. Visibility and familiarity
were stronger in the city than among
Western Bay residents.
Port of Tauranga will use the
survey results to inform community
engagement initiatives, such
as pursuing new sponsorships and
partnerships.

3534
Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our relationships

New Zealand’s
largest supply chain
collaboration
chooses Tauranga
Kotahi, New Zealand’s largest containerised
freight manager, has a long-term commitment
to Port of Tauranga.
Kotahi is co-owned by Fonterra
and Silver Fern Farms and serves
more than 50 other primary sector
exporters. Combined, Kotahi
manages a third of New Zealand’s
containerised export cargo.
Kotahi’s approach to freight
aggregation, and its strategic
partnerships with major shipping
companies, have helped provide
the scale to drive productivity
improvements in the wider supply
chain – including Port of Tauranga’s
investment to accommodate

bigger ships.
Port of Tauranga and Kotahi entered
an initial 10-year agreement in
2014, paving the way for the Port
to commence the first stage of its
capital dredging project.
In 2024, the agreement was
extended by seven years through to
mid-2031, supporting the Port’s next
stage of capacity-building. Stage
two of the capital dredging project

is currently under way.
The partnership provides the
Port with long-term certainty for
infrastructure investment and
supply chain planning, ensuring
New Zealand exporters can remain
internationally competitive.
Port of Tauranga has cargo
volume agreements with other
key customers such as Oji Fibre
Solutions and Zespri International.
Kotahi’s Chief Executive, Emma
Parsons, says New Zealand exporters
succeed when they can access
efficient, reliable pathways to
international markets.
“Our long-standing partnership
with Port of Tauranga demonstrates
how collaboration, scale and
infrastructure investment can
strengthen the country’s export
competitiveness,” she says.
“New Zealand’s distance from global
markets, and our inefficient and
fragmented port network means
exporters face significant cost
disadvantages. Shipping a container
from New Zealand to Shanghai
can cost up to 30-40% more than
shipping the same container from
Melbourne.”
The Port has worked alongside
exporters and shipping lines to build
the scale and capability needed to
serve exporters and maintain their
international competitiveness,

she says.
“The benefits of that approach are
increasingly recognised across
the freight sector. It has helped to
maintain reliability during periods
of significant disruption over recent
years and has kept downward
pressure on price through greater
efficiency and access to larger ships
on major routes.
“We are very supportive of a future
hub-and-spoke port network for
New Zealand, with bigger, more
efficient vessels calling at large
productive ports,” she says.
Case study
“The benefits of that approach are
increasingly recognised across the
freight sector. It has helped to maintain
reliability during periods of significant
disruption over recent years."
Capital – Our relationships
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Port of Tauranga Limited | Integrated Annual Report 2026

Nurturing our people
Port of Tauranga’s people are integral to our success
and protecting their wellbeing is a priority. Our 'safety
always' mindset means health and safety is seamlessly
integrated into our ways of working.
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.
VisionMaterial issues addressed
by our strategies
In the following pages, we describe our progress. We have prioritised
the wellbeing of our people through an employee-led programme,
ShipShape, and brought health services on site for easy access.
Safety-aware attitudes and behaviour are rewarded by peers through
our TeamSafe Awards. A current focus is promoting ethical behaviour
by giving our people the right tools to guide decision-making.
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Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our people

72%

staff engagement
score (up from 69%
in 2023)
More than 80% participation in 2025
employee share ownership plan
19.5
Total Recordable Injury
Frequency Rate (TRIFR)
per million hours worked (up from 16)
– Port of Tauranga and contractors combined
296
employees
(up 3.1% from 287)
30%
job vacancies
filled internally
6.73%
staff turnover
(compared with
9.25% in 2024 and 8.45% in 2025)
21.3%
gender diversity
( compared with 22%
in 2024 and 21.6% in 2025).
Performance
We focus on workplace safety and overall
wellbeing, learning and development,
employee lifecycle strategies, leadership
quality and culture. We strive for a motivated,
competent workforce that has the skills to do
the job well and fulfil personal potential.
Risk management
Gender diversity by years of service
Gender diversity by age
Gender diversity by division
0
30
60
90
120
150
46-5041-4536-4031-3526-3021-2516-2011-156-100-5
FemaleMale
FemaleMale
0
30
60
90
120
150
CorporateFinanceTerminalPropertyCommercial
FemaleMale
0
30
60
90
120
150
Baby Boomer
(1946-1964)
GEN X
(1965-1980)
Millennials GEN Y
(1981-1996)
GEN Z
(1997-2012)
4140
Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our people

Creating a strong
safety culture
Building a strong safety culture is
a key objective of Port of Tauranga’s
health and safety strategy.
Proactive incident reporting, strong
worker engagement in safety
improvements and regular audits
provide transparency. A focus on
lead rather than lag indicators
ensures the focus remains on
continuous improvement.
Indicators are tracked through the
Port’s Health, Safety and Performance
Index, introduced in December 2024.
In the last financial year, the index
has been extended to score cards for
individual teams. The team-specific
indicators are expected to increase
accountability, strengthen visibility
and support more targeted safety
leadership. They will inform learning,
provide deeper insights into safety
trends and demonstrate performance
and priorities across the organisation.
Key results from the 2026 financial
year include a 55% reduction in days
lost per lost-time injury, and a 49%
reduction in injury severity.
Promoting ethical behaviour
Protecting our people and the
company from fraud, corruption

and dishonesty has been a big focus
this year.
All Port of Tauranga employees
have undertaken rigorous ethical
behaviour training in the past few
months. In-person training has
been delivered by an independent
facilitator, and mandatory Port-
specific online training modules have
been added to our learning platform.
The training followed the launch of
an anonymous reporting hotline and
new policies on managing conflicts
of interest and dealing with potential
fraud and corruption.
The policies help team members
declare any actual, potential or
perceived conflicts of interest so
they can be managed, and give them
options to report potentially criminal,
dishonest or unethical behaviour.
Team members can report misconduct
by using the Port’s Whistleblowing
Policy under the umbrella of the
Protected Disclosures Act 2000, or
they can now use the Report-It-Now
hotline, which adds an additional
independent and confidential channel.
Reports can be made by phone or
through a secure online portal.
Reports are referred to the Port’s
ethics committee for assessment
and further action by internal

or external investigators.
The TeamSafe Awards have been
going since 2023 as a means to
celebrate the many ways in which
the shared value is brought to life
every day. Anyone can nominate a
colleague, team or service provider
for an action, idea, initiative,

project or behaviour. Nominations
are considered by the Port’s
Health and Safety Committee,
which has representatives from
every department.

Nominees in the past
year include:
-The team that developed digital
pre-start inspection tools for
straddle drivers that instantly
report road hazards or machine
defects without any paperwork
-The engineering officer who led
contractor safety management on
a major construction project
-The logistics specialist who
proactively simplified standard
processes to strengthen
operational consistency
-The security officer who
identified unstable stored cargo
during a patrol
-Another security officer who
identified a gap in storm watch
procedures and improved the
process for severe weather events.
The TeamSafe Awards complement the
Port’s longstanding Extra Mile Award
for outstanding effort in any area.
55%
reduction
in days lost
per lost-time injury.
49%
reduction in
injury severity.
Colleagues nominate
team players
Port people can reward their peers for demonstrating the team
value of having a 'safety always' mindset.
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Capital – Our people

Wellbeing programme
ensures Port team
is ShipShape
Port of Tauranga’s team-led wellbeing
programme, ShipShape, is helping address our
people’s top physical and mental health concerns.
The ShipShape committee runs
month-long campaigns throughout
the year, with recent themes of
melanoma awareness and bowel
cancer awareness. Team members
were offered free skin checks on site
and free bowel cancer testing kits.
During the year, Port employees

and their families were also offered
the opportunity to try padel,

surfing, mini golf, and indoor rock
climbing for free.
All employees have access to fresh
fruit, vegetable seedlings, period
products and other giveaways.
The ShipShape wellbeing initiatives
are complemented by the Port’s
Keep Well programme.

In February, Port of Tauranga
expanded its on-site Keep
Well health services to include
physiotherapy.
Physio Shane visits the Port
fortnightly to support injured workers
and advise on injury prevention. He
can guide team members through
ACC processes, return-to-work
planning and rehabilitation.
The aim is for Shane to be involved
early so that injured team members
get the right support sooner,
improving recovery and outcomes
on their return to work.
The service is in addition to weekly
on-site appointments with Nurse
Debbie, who provides health
monitoring, flu vaccinations, blood
tests, hearing and vision checks,
ergonomic assessments, respirator
fit testing and pre-employment
medicals.
Nurse Debbie 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 an Extraordinary card
loaded with $50 annually to spend
on any health-related service they
choose – including physiotherapy,
dental, optometry, pharmacy and
osteopathy.
Free counselling is offered through
the Port’s employee assistance
programme, delivered by Vitae.
Case study
Capital – Our people
All employees are given an
Extraordinary card loaded

with $50 annually to spend
on any health-related service
they choose.
4544
Port of Tauranga Limited | Integrated Annual Report 2026

Providing superior
customer service
Port of Tauranga takes an integrated view of the
New Zealand supply chain, investing in regional ports
and inland freight hubs seamlessly connected by road,
rail and coastal shipping. Our logistics expertise
ensures our customers have the most efficient and
environmentally sound option to access their markets.
VisionMaterial issues addressed
by our strategies
In the following pages, we describe our progress. We have
utilised our skills, knowledge and experience to make big gains
in productivity. We work with national border agencies to protect
New Zealand from criminal behaviour and biosecurity threats,
as well as promoting safe practices within the industry. We also
describe our strategy to prepare for larger vessels and greater
volumes of cargo as New Zealand’s primary international hub port.
We will be driven by our customers’
needs and create innovation supply chain
solutions. We will deliver on our promises,
provide superior service and grow together.
• Business continuity planning
• Collaboration and partnerships
• Customer engagement
• Sector leadership
• Future-focused infrastructure and services.
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Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our skills and knowledge

Container crane rate
(moves per hour)
0
5
10
15
20
25
30
35
202620252024
Average cargo ship
length overall (metres)
0
50
100
150
200
250
202620252024
Average turn-around time
per cargo ship (days)
0.0
0.5
1.0
1.5
2.0
2.5
202620252024
Average cargo ship
gross tonnage
0
5k
10k
15k
20k
25k
30k
35k
202620252024
Average tonnes of cargo
exchanged per ship visit
0
5
10
15
20
202620252024
Average TEUs exchanged
per container terminal visit
0
500
1000
1500
2000
202620252024
Information, knowledge and skills give the
Port its competitive edge. We focus on
technology, cyber security and innovation to
preserve and protect our customer services.
Risk management
Performance
4948
Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our skills and knowledge

Port productivity has been a hot
topic as New Zealand ports have
grappled with shipping schedule
unreliability in the past five years.
In 2025 only 62% of container ships arrived
on time, improving to 71% in the 2026
financial year.
Port of Tauranga has introduced a raft
of productivity enhancement measures
to ensure the container terminal can get
some late-arriving vessels back on window
and ensure the safest and fastest ship
turnaround at Tauranga.
Initiatives have included changes to straddle
carrier driving routes, stevedore procedures
on the berth and better planning to avoid
rehandling and unnecessary delays.
Technology solutions have been deployed,
including the use of AI.
While there are still improvements to be
made, there has been significant success.
The container terminal’s net crane rate
(moves per hour per crane) averaged
30.8 for the year, up from 28.0 moves
per hour the previous financial year.
This compares with the national average
of 28.5 for calendar year 2025.
The ship rate is the number of
containers moved on and off a container
ship per hour. It measures the hourly
productivity across all cranes, capital
and labour combined.
Port of Tauranga’s average ship rate for
the 2026 financial year was 76.4, up
from 67.2 in 2025 and compared with
the national average of 61.8 for calendar
year 2025.
The average cargo exchange per
container ship is 1,651 TEUs, meaning
even the smallest improvement in
productivity can have a massive impact
on ship turnaround times.
Strong focus on productivity
Port of Tauranga teams work
with government agencies
to ensure a secure border
and workplace.
The Port’s 24-hour security team
monitors the port perimeter and
assists Police and Customs to
detect any potential criminal activity
within the port gates. The site is
monitored via surveillance cameras
and mobile patrols.
The Port has a multi-year project
to upgrade security through
improvements to fencing and
gates, as well as additional
surveillance technology.
Operational teams are also on
the lookout for potential
biosecurity threats.
The Ministry for Primary Industries,
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 ensures that
frontline port workers are educated
about pest signs, including nests,
webs, eggs, dirt or critters. A
dedicated 0800 number ensures any
potential evidence of bugs
gets urgent attention from 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.
Port of Tauranga is also a member
of the national Biosecurity Business
Working with national border agencies
Pledge, where more than 150
member companies work with
government agencies to protect
the economy and environment
from harmful pests and diseases.
Two years ago, Maritime NZ’s
Health and Safety at Work Act
responsibilities were extended
from on board ships to the
landside operations of New
Zealand’s 13 ports.
Port of Tauranga works closely
with Maritime NZ, unions, the Port
Industry Association and stevedoring
companies through the Port Health
and Safety Leadership Group.
Current issues receiving attention
from the group include fatigue
management, communication and
the quality and safety of vessels
visiting New Zealand.
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Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our skills and knowledge

Bigger ships are
heading our way
Port of Tauranga is planning for the future as
New Zealand‘s primary international hub port.
The Port’s proposed Stella Passage
development, current capital
dredging project, and future
automation plans are preparing
Tauranga for larger vessels and
greater volumes of cargo.
Port of Tauranga is currently the
only New Zealand port able to
accommodate the largest vessels

on the Oceania network, up to
11,000 TEUs. Even larger vessels
are expected to cascade to the
network as new ships are built for
the Northern Hemisphere trade
routes and older ones are scrapped.

Most new ships on order are
8,000 TEU or larger.
Port of Tauranga currently has the
second stage of its capital dredging
programme under way. It will take
the shipping channel to its maximum
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), as well as creating a turning
basin. This work will complete
the dredging programme that
commenced in 2015.

The largest container vessels
currently visiting Tauranga are 347
metres long, 42.92 metres wide, and
have a draught (depth below water)
of 14.5 metres. These large vessels
can only sail at high tide, and must
wait up to 12 hours if they miss their
tidal window.
Port of Tauranga’s ability to
accommodate larger container
vessels also ensures shippers can
access the lowest carbon route to
international markets.
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. Bigger ships
are more fuel efficient and can
produce fewer carbon emissions per
container than older, smaller vessels.
Port of Tauranga envisions a hub-
and-spoke port network for New
Zealand, supported by coastal
shipping and complemented by
road- and rail-connected inland
ports to allow cargo aggregation.
To accommodate larger volumes
of cargo, and alleviate current
berth capacity constraints, Port
of Tauranga plans to extend the
wharves on both sides of the
harbour, within the Port’s current
operational boundaries. This project
is known as the Stella Passage
development. Read more about

the history and status of the
project on page 68.
Together with the berth extension
on the container terminal side of
Stella Passage, the Port intends
to introduce automated stacking
cranes (ASCs) to increase container
throughput capacity within the
current land footprint, improve safety
and reduce carbon emissions.
ASCs are fully electric gantry

cranes, mounted on rails, that
are operated remotely.
They will be introduced in stages

to match cargo growth, with the
first two blocks of nine expected
to coincide with the completion
of the new berth.
Case study
Port of Tauranga’s ability to
accommodate larger container
vessels also ensures shippers can
access the lowest carbon route

to international markets.
53
Port of Tauranga Limited | Integrated Annual Report 2026
52
Capital – Our skills and knowledge

VisionMaterial issues addressed
by our strategies
In the following pages, we describe our progress. We provide
a safe refuge for endangered bird species. We support charities
cleaning and enhancing the Bay of Plenty coastline. We have also
opened a new treatment facility to further improve the quality of
stormwater entering Te Awanui Tauranga Harbour after heavy rain.
We will protect and enhance our
natural environment. We will invest in
technology and embed sustainable
practices throughout our business.
• Environmental stewardship
• Social licence
• Collaboration and partnerships
• Carbon footprint
• Climate-related business risk.
Protecting our
natural environment
Port of Tauranga protects air and water quality
through dust control, stormwater management
and spill prevention.
5554
Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our environment

Performance
100%
stormwater quality
standards compliance
Dust monitoring downwind of the
Port has identified total suspended
particulate reductions of between 16
and 28% since 2019
12%
decrease in total Scope
1 and 2 greenhouse gas
emissions
9%
reduction in Scope 1 and 2
greenhouse gas emissions
per cargo tonne
Continuous 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.
Risk management
Port of Tauranga Limited | Integrated Annual Report 2026
5756
Capital – Our environment

Port of Tauranga is home
to a variety of native and
migratory birds, including
several protected and
threatened species.
With fully fenced facilities and regular
pest, mammal, and weed control,
the Port’s structures and shorelines are
attractive to diverse birdlife, including
endangered species such as New
Zealand dotterels and the variable
oystercatcher.
The Port’s environment team actively
ensures the busy industrial area
remains a safe refuge for birdlife, with
a dedicated avifauna management
plan to guide the monitoring and
protection of these birds and their
habitat.
The Port’s sand pile, adjacent to its
container terminal operations, is an
important bird nesting site. It is also a
high-tide resting area for protected
bar-tailed godwits.
These amazing birds migrate from
Alaska in spring, flying non-stop for
around 12,000km to reach New
Zealand. The sand pile material is
recovered from dredging and used
to replenish local beaches such as
Pilot Bay. However, the sand pile is
undisturbed from August to April each
year when most birds are in residence.
Data on birds in different parts of the
Port has been gathered for the last 15
years. The Port’s environment team
conducts monthly bird counts for half
the year, then weekly counts during
nesting season.
Port workers are educated and
encouraged to report any birdlife
issues, including sick or injured birds.
The Port liaises with ARRC Wildlife
Trust, a local charity that provides
wildlife rehabilitation services,
to care for these birds.
.
Wind and wheels are key
factors in keeping dust down
at Port of Tauranga’s bulk
cargo wharves, where fine
dust detection has reduced
dramatically since 2019.
Around six million tonnes of logs are
exported annually from the Port’s
Mount Maunganui wharves, plus
many other potentially dusty cargoes
including stock feed, fertiliser and
clinker.
The Port team takes its housekeeping
seriously, minimising dust and
particulate matter to protect air
and water quality. In the Port’s
comprehensive dust management
programme, wind and wheels
strongly feature.
Port of Tauranga Environmental
Manager, Joey McKenzie, says wind
plays a major role, so there are strict
cargo handling procedures and rules
for wind conditions under which
certain equipment can be used.
A visual traffic light system warns
if wind is getting too strong and
operations must pause.
“We’re currently trialling dust
monitors mounted on our light
towers,” Joey says. “The end goal is
to make it as easy and automated as
possible.”
“We’ve also installed approximately
2.5km of wind break fences around
the port’s site. The fences have
contributed to our dust reduction
efforts because they help the dust to
settle on the ground, where it can be
swept up.”
Port users are also diverted from
unnecessarily driving through debris
on the site.
“We want to avoid dusty material
being driven over, spread around and
lifted into the air, so port users have
streamlined the log loading process
to avoid multiple movements. They
also run a traffic management plan
to keep vehicles out of dusty areas as
much as possible. It is more efficient,
Protecting birdlife at the Port
Managing wind
and wheels to
keep dust down
and better for keeping our site
clean and safe.

“When dusty cargo is being
unloaded, a vacuum sweeper
must operate continuously. In our
log yards, Daltons Landscaping
Supplies operates specialised
bark collection ploughs with dust
suppression systems and up to
three sweeper trucks to collect and
vacuum up bark and dust."
Daltons takes this collected material
to a giant composting facility near
Matamata to recycle it into everyday
garden products.
New coastline
clean up
partners
Port of Tauranga has
pledged its support to the
Outflow Trust, a local charity
cleaning up the Bay of Plenty
oceanfront.
Port of Tauranga has pledged its
support to the Outflow Trust, a local
charity cleaning up the Bay of Plenty
oceanfront.
The Trust is running a native plant
promotion where members of the
public can purchase a sand dune plant
to be used in the Trust’s restoration
projects. The Port will match plant
purchases up to 2,000 plants.
The Outflow Trust pays local youth
seeking work experience to undertake
the planting and litter removal.
Port of Tauranga is also a major
sponsor of the marine environmental
charity Sea Cleaners, which
commenced operations in the Bay of
Plenty in late 2024 after two decades
working in other harbours around the
country.
The Sea Cleaners boat and full-time
crew is based at Tauranga Bridge
marina, next door to the port. They
work with volunteers to collect
rubbish from in and around waterways
throughout the region.
Vacuum sweeping hours
ROSTERED HOURS P/W
50100150200250300350400
Early 2025
50hrs
p/w
90hrs
p/w
186hrs
p/w
244hrs
p/w
347hrs
p/w
Mar 2016
May 2017
Oct 2017
Jul 2019
5958
Port of Tauranga Limited | Integrated Annual Report 2026
Capital – Our environment

Port launches new
stormwater treatment
system at Mount wharves
Port of Tauranga has installed a new stormwater
treatment system at its Mount Maunganui wharves
to further enhance harbour water quality.
Toi Moana Bay of Plenty Regional
Council Chair, Matemoana
McDonald, cut the ribbon on
the facility at a ceremony in April
attended by Port leaders, local
government, iwi and business
representatives.
Port of Tauranga Chief Executive,
Leonard Sampson, says the new
stormwater treatment system is the
Port’s biggest infrastructure project
to date to improve water quality.
“While the Port continues to comply
with its resource consent conditions,
we pride ourselves on doing more
than simply what is required. Our
new stormwater treatment system

is an example of this approach,”
he says.
“Our team monitors both stormwater
and harbour water to gather data
and identify opportunities for
improvement, which has resulted

in several initiatives and
infrastructure upgrades at our

Mount Maunganui wharves to
reduce contaminants entering
Te Awanui Tauranga Harbour.”



Over recent years the Port has
increased its use of vacuum sweeper
trucks, installed large filtration
chambers to screen solids like bark
and installed fender plates along the
wharf edge to cover gaps between
the wharves and working bulk
vessels, to prevent solids falling

into the water.
“This new stormwater treatment
infrastructure represents another
step up in our efforts to improve
water quality.
“It has been a substantial undertaking
for our business, and from
conception, to design, then building
and testing, our people have worked
hard to find solutions and ensure the
success of this important project.
“Our electrical team has even built a
substation to house the switchboard
for the entire treatment system,
which can be operated remotely
and all aspects of its performance
monitored in real time.”
Port of Tauranga’s Environmental
Manager, Joey McKenzie, initiated
the idea for the system. During
the research phase of the project,
automated sampling machines
were used to collect stormwater
throughout multiple rain events.
“Through sampling we could identify
the ‘first flush’, which is the dirtiest
part of stormwater at the start of
a rain event,” he says.
“This new infrastructure means
we can now capture the first flush
and pump it into our custom-built
above-ground tank that holds
up to one million litres of water.
At maximum volume this would
take 24 hours to treat through the
clarifier, with the cleaned water then
flowing through to Te Awanui.”
Ms McDonald congratulated
the Port for its investment in
infrastructure that would directly
contribute to better environmental
protection for the harbour.
“Water quality is vitally important,
and the Regional Council is
grateful for the Port’s work to
continuously improve the health

of Te Awanui,” she said.
Case study
Capital – Our environment
"This new stormwater
treatment infrastructure
represents another step

in our efforts to improve
water quality."
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Port of Tauranga Limited | Integrated Annual Report 2026
61