Yokohama Port 150th Anniversary

World Ports Seminar 2009 in Yokohama

– New Actions toward Future Challenges –

Seminar Report

July 22 (Wed), 2009

INTERCONTINENTAL YOKOHAMA GRAND

Contents

Ⅰ Program ........................................................................................................................................................3

Ⅱ Seminar report

1. Opening Ceremony

Opening Speech (1) Mr. Hiroshi Nakada, Mayor, City of Yokohama.................................................................. 4

Opening Speech (2) Mr. Eiji Hashimoto, Director, Japan International Cooperation Agency (JICA)................ 4

Opening Speech (3) Mr. Gichiri Ndua, President, International Association of Ports and Harbors (IAPH).......4

2. Keynote Speech

Mr. Tsunenari Tokugawa, Chairman, Port of Yokohama Promotion Association...........................................5

3. Working Session 1

(1) Ms. Li Bing, Division Chief of Laws and Regulations, Port of Shanghai ................................................7

(2) Mr. Tom Winkler, Chief Strategic Development Officer, Port of Vancouver............................................8

(3) Mr. Stephen Bradford, Chief Executive Officer, Port of Melbourne.........................................................8

(4) Mr. Khomotso C. Phihlela, Chief Executive Officer, National Ports Authority, South Africa..................9

(5) Question and Answer Session .................................................................................................................10

(6) Panel Discussion ..................................................................................................................................... 11

(7) Conclusion ............................................................................................................................................12

4. Working Session 2

(1) Mr. Lawrence Dunnigan, Manager, Business Development and International Marketing,

Port of Oakland.......................................................................................................................................13

(2) Ms. Li Tao, Deputy General Manager, Dalian Port Container Co., Ltd., Port of Dalian.........................14

(3) Mr. Wolfgang Hurtienne, Director of Strategy, Port of Hamburg ...........................................................14

(4) Capt. Twalib Ali Khamis, Harbor Master, Mombasa Port, Kenya Ports Authority.................................15

(5) Mr. Masatoshi Kawaguchi, Director General, Port of Yokohama...........................................................16

(6) Advisor: Mr. Masami Fuwa, Deputy Director General, Planning and Coordination Group,

Economic Infrastructure Department, JICA ...........................................................................................16

(7) Panel Discussion .....................................................................................................................................16

(8) Question and Answer Session .................................................................................................................17

(9) Conclusion ..............................................................................................................................................18

5. Closing Ceremony and Declaration of World Ports Seminar 2009

Mr. Masatoshi Kawaguchi, Director General, Port and Harbor Bureau, City of Yokohama ......................19

Ⅲ World Ports Seminar 2009 Declaration .........................................................................................20

Ⅳ Introduction of Speakers and Panelists .......................................................................................21

Ⅴ Press report ..............................................................................................................................................25

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Ⅰ Program

09:30 – 09:50 Opening Ceremony Opening Speech Mr. Hiroshi NAKADA Mayor of Yokohama

Mr. Eiji HASHIMOTO Director, Japan International Cooperation Agency (JICA) Mr. Gichiri NDUA President, International Association of Ports and Harbors (IAPH)

09:50 – 10:30 Keynote Speech

“The 150th Anniversary of the Port of Yokohama – Dream of Ieyasu (founder of Tokugawa Shogunate) and Opening of Japan”

Mr. Tsunenari TOKUGAWA Chairman, Port of Yokohama Promotion Association

10:45 – 12:30 Working Session 1

“Port - Sustainability and Environmental Challenges”

Moderator: Dr. Satoshi INOUE Secretary General, International Association of Ports and Harbors(IAPH)

Panelists: [Port of Shanghai] Ms. LI Bing Division Chief of Laws and Regulations [Port of Vancouver] Mr. Tom WINKLER Chief Strategic Development officer [Port of Melbourne] Mr. Stephen BRADFORD Chief Executive Officer [South Africa] Mr. Khomotso C. PHIHLELA Chief Executive Officer, National Ports Authority

14:00 – 15:55 Working Session 2

“New Challenges of Container Terminals”

Moderator: Prof. Tatsuhiko IKEDA Dean, International Graduate School of Social Sciences, Yokohama National University

Panelists: [Port of Oakland] Mr. Lawrence DUNNIGAN Manager, Business Development & International Marketing [Port of Dalian] Ms. LI Tao Deputy General Manager, Dalian Port Container Co., Ltd. [Port of Hamburg] Mr. Wolfgang HURTIENNE Director of Strategy [Port of Kenya] Capt. Twalib Ali KHAMIS Harbor Master, Mombasa Port, Kenya Ports Authority [Port of Yokohama] Mr. Masatoshi KAWAGUCHI Director General

Advisor: Mr. Masami FUWA Deputy Director General, Planning and Coordination

Group, Economic Infrastructure Department, JICA

16:10 – 16:30 Closing Ceremony Closing Speech Mr. Masatoshi KAWAGUCHI

Director General, Port & Harbor Bureau, City of Yokohama Declaration of World Ports Seminar 2009 18:00 – 19:30 Yokohama Port Cruise

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Ⅱ Seminar report

1. Opening Ceremony Opening Speech (1)

Mr. Hiroshi Nakada, Mayor, City of Yokohama

I would like to note that this year is the 150th anniversary of the opening of the Port of

Yokohama and representatives of our sister, friendship and trade cooperation ports are

in attendance today. The World Ports Seminar dates back to 1982 when the sister ports

of Yokohama and Oakland started the Pan-Pacific Sister Ports Seminar, a unique

forum discussing the various issues that ports face. Other ports soon expressed interest

in this endeavor. Attending this seminar today are the prominent ports of the

Pacific-Rim, the Port of Hamburg, as well as eight African countries. The Port of

Yokohama which celebrates its 150th anniversary has confronted and overcome many

challenges including the Great Kanto Earthquake and the Second World War. We will continue to move forward

with this “can-do” spirit, realizing the development of Yokohama and Japan as a whole. I would like to then

introduce some of the speakers and their topics, and request the active participation of all attendees.

Opening Speech (2)

Mr. Eiji Hashimoto, Director, Japan International Cooperation Agency (JICA)

Over half a century has passed since the Japanese government began offering

overseas development assistance (ODA). In contemporary times, the new JICA calls

for inclusive and dynamic development as its vision, and is working towards

providing further effective and efficient aid in order to establish peace and prosperity

throughout the world. Port development was a priority in the Yokohama Action Plan,

agreed upon at the Fourth Tokyo International Conference on African Development

(TICAD IV) that was held in Yokohama in 2008, where African leaders were in

attendance. With the cooperation of the City of Yokohama, JICA is expanding its aid

to Africa through grass-roots level activities including the Seminar on Port Cargo Transport and Port Environment

Conservation where African port executives exchange views with their counterparts in Japan. JICA would like to

provide evolved port development support both in hardware and software, and we hold high expectations for this

seminar.

Opening Speech (3)

Mr. Gichiri Ndua, President, International Association of Ports and Harbors (IAPH)

The International Association of Ports and Harbors represents 342 ports in 86

countries around the world, which handle the majority of the world’s seaborne trade

and container traffic.Port development should be left to the public sector, while the

operation and management of ports should be handled by the private sector, which is

more attuned to profits. The challenge for container terminals continues to be high

levels of throughput and productivity. The deployment of renewable sources of

energy should be strengthened by society, with the reaching out to stakeholders in

order for legislation to be enacted to help protect the environment. Society should

also seek out renewable sources of energy to make assurances for the future. A common approach is needed to

stamp out adverse effects of the environment and climate change. We trust that the Port of Yokohama will continue

to play an integral role in Japan and in the world in the future.

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2. Keynote Speech “The 150th Anniversary of the Port of Yokohama – The Dream of Ieyasu (founder of Tokugawa Shogunate)

and the Opening of Japan”

Mr. Tsunenari Tokugawa, Chairman, Port of Yokohama Promotion Association

Yokohama has grown from a small village during pre-modern times to a

highly-populated, international metropolis. Japan has a long history, which will be

the topic of this speech. The civil war period from 1467-1600 can be explained as a

150 year war tournament. During these years, outside Japan, Christopher Columbus

discovered the American Continents, the Portuguese arrived at Goa via the Cape of

Good Hope, and the Spanish first arrived in the Philippines. Ieyasu Tokugawa, who

ended this period of war, was born in 1542.

In 1543, the first Portuguese ship landed at the southern-most island of Japan and introduced firearms into Japan.

Japan was soon the largest hoarder of firearms, having developed the technology to manufacture some of the most

advanced weapons in the world at that time. At this time also the British under Elizabeth I defeated the Spanish

Invincible Armada, knocking Spain from its position as the strongest naval power. From 1592 to 1598, Hideyoshi

Toyotomi dispatched troops to Korea, when Japan was at its economically poorest. The Japanese tax system at the

time was such that 70% of all rice harvested was taken by the government. Upon Hideyoshi’s passing, Japanese

troops withdrew from Korea after having devastated the peninsula.

In 1600, the Battle of Sekigahara was won by Ieyasu Tokugawa and the Tokugawa Shogunate was founded shortly

thereafter. Japan was a unified, peaceful country for the next 265 years. This period of peace for Japan can be

considered almost a miracle given the frequency of wars around the world during this same period, and Japan

benefited from being located far from constantly warring European states.

After the battle of Sekigahara and before the period of official isolation, Jesuit missionaries were active in Japan.

Around this time, a Dutch vessel was shipwrecked in Japan, and its crew was appointed as advisors to the Shogun,

one being the famous Englishman William Adams who was ordered by Ieyasu to build a western-style ship. Soon

after, a Spanish boat shipwrecked off Japan, and this ship was given to the governor general of the Manila to

continue on to Mexico. This was a large ship and 150 Japanese sailors manned it. This happening demonstrates

how Japan was not, in fact, a completely isolated nation during the Tokugawa period.

Japan chose to eventually close its doors to all but the Dutch for several reasons. The first is Christianity, as

missionaries combined proselytizing with trade, offering better firearms to those who converted. Also, Christianity

posited the existence of a God who stood above all, including elders and those in higher stations who are revered

in Confucian society, thus creating tensions between filial piety and religious piety. It was very difficult for Asian

countries that were influenced by Confucian culture to accept that family was subordinate to God and religion.

Eventually, although Japan wanted to continue trade with the West, the Shogunate was forced to ban the spread of

Christianity. Spain and Portugal, both Catholic countries, sent missionaries with traders, and they were the first to

be banned, whereas the Dutch and English were Protestants and were willing to focus on business dealings rather

than missionary work. At first, the Dutch and the British had facilities in Japan, but then Great Britain became

occupied with going to other parts of Asia, especially Southeast Asia, and decided to forgo relations with Japan as

it was the farthest Asian country from them.

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The peace of the Tokugawa Shogunate allowed for decreases in taxes with only 30% of rice crops being taken by

the government. The government took on projects like flood control and increasing rice paddy acreage, which

eventually led to rapid population increases and widespread prosperity in the first century of the Tokugawa period.

The economy slowed down in the 18 th Century with global cooling which increased sea and river levels

worldwide, causing major floods and reducing agricultural and economic activities around the world. Prosperity in

Japan at this time increased however, the country did not experience much economic growth. Because of this

prosperity, education spread across the country and Japan had the world’s highest literacy rate among men.

Women’s literacy was also quite high and this allowed Japan to modernize quickly during the Meiji period.

Moving on to the 1800’s, the Pacific Ocean was very busy with

over 700 whaling vessels. Petroleum was discovered in this

century, which helped whales evade extinction as prior to this

whale fat was used for fuel oil. Gold rushes in the United States

increased the need for oil which fed into the whaling activity in

the Pacific. The U.S. wanted whaling stations in Japan to supply

their vessels, and this was why the U.S. sent its first envoy to

Japan.

While Japan was not interested in opening up at this time as it was enjoying a long period of peace, the Opium

Wars were raging in China. News was relayed through Dutch envoys in Japan of Chinese defeat at British hands.

The Japanese could see clearly how their huge Chinese neighbor was defeated by 30-40 British warships. Under

these circumstances, Japan had no choice but to open up to the outside world rather than fighting and eventually

becoming a colony. New ships were commissioned as Japanese naval power was quite weak at this time. This

course of events led to the opening of the Port of Yokohama in 1859.

This opening up of Japan caused not only an influx of foreign things into Japan, but a release of Japanese things to

the rest of the world. So-called Japanism spread across Europe and included art, music and fashion from Japan

becoming appealing to modern European tastes. At the same time, things like milk, beer, soap and carbonated

drinks became known to the Japanese for the first time through the Port of Yokohama. This trend of international

exchange through Yokohama continues into the present.

During the Tokugawa period, with 265 years of peace, Japan developed a unique civilization. It is now over 150

years since that time and Japan has become quite westernized, yet at the core, there are very unique traits in

modern Japan. This is the treasure of the Japanese people, and we should hold this uniqueness. The world is very

interesting because every country has its own culture to exchange with one another. Each country should also hold

on to its own uniqueness as the world becomes smaller with modernization.

World trade is important for this reason. While politicians may discuss trade frequently, it is through world trade

that people are connected to each other more quickly. Ports support such trade activities as gateways and it is

important for ports to seek further prosperity in this way.

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3. Working Session 1 “Port - Sustainability and Environmental Challenges”

Moderator: Dr. Satoshi Inoue, Secretary General, IAPH

Panelists: Ms. Li Bing, Port of Shanghai

Mr. Tom Winkler, Port of Vancouver

Mr. Stephen Bradford, Port of Melbourne

Mr. Khomotso C. Phihlela, National Ports

Authority, South Africa

(1) Ms. Li Bing, Division Chief of Laws and Regulations, Port of Shanghai

There are three items to be discussed regarding resource conservation in the Port of

Shanghai. These include targets and guidelines, measures and results, and situation

analysis and development all regarding the Environmental Conservation and

Emission Reduction (ECER). Resource conservation is a policy of the Chinese

Government as laid out in the Eleventh Five-Year Plan to reduce energy consumption

by 20% and emissions by 10%.

The City of Shanghai is attempting to reduce COD by 15% and SO2 by 26%. This is

being achieved through a structural ECER which includes the optimization of the functional layout of the Huangpu

River ports as well as promotion of the inland water transport system. There has been much pressure on the inland

water transport system as the facilities are old and not environmentally friendly.

The development of the port and the development of the city are not in balance. The Shanghai Expo is taking place

in 2010, and by that time the port facilities will be updated. Also, a terminal for international ships will be

completed soon along with general cargo wharfs, and a terminal for container handling and adjustment. There are

nine large berths for bulk cargo, and 24 middle and small water-to-water transfer berths. Efficiency will be

improved and direct distribution of raw materials will be implemented. Environmental facilities will also be put in

place along with de-dusting facilities.

Shanghai has a very intricate inland water transport system at a length of 2,066 kilometers. The international

transportation system will be linked to the inland water transport system’s 14 waterways. Twelve supporting port

areas will be built, including two inland river container terminals that will be capable of 4 million TEU per year.

The process of achieving the ECER goals will utilize new technologies, reduce energy consumption and improve

efficiency. Radioisotope thermoelectric generators will be used in place of oil generators to reduce fossil fuel use.

Other methods of energy efficiency improvements include transformation of 27 portal crane VF systems, and use

of high-mast energy-saving lamps.

Administratively, pollution reduction surveys are being undertaken along with the publication of a port

environment information system. The government is to support these processes and is also putting in place

measures to enforce environmental regulations.

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(2) Mr. Tom Winkler, Chief Strategic Development Officer, Port of Vancouver

The Deltaport container terminal expansion is a case study of sustainable port

development today. Vancouver’s Deltaport container terminal opened in 1997 and has

grown to two-berth, 65-hectare terminal. The third berth project is situated

immediately south of the mouth of the largest salmon-bearing river in the world.

Killer whales are also prominent in this area.

The expansion project was launched in 2003 as Vancouver was seeing increasing

container traffic. Previous developments had created controversy and past

development plans were challenged in court. The Port conducted an early engagement program with local and

national organizations that would be affected by the expansion. All possible feasible options were looked into at

the request of the various organizations with whom the Port consulted.

Scientific and engineering studies were conducted to assess ecosystem components in the marine environment, as

well as socioeconomic and community impacts. First Nations also expressed health concerns given their proximity

to the Port facilities. The Port worked with five federal, four provincial, three regional and four municipal

governments as well as nine first nations. As a result of these consultations, the land area was reduced from 32 to

22 hectares to allow for marine wildlife preservation. Also, the dredging program was reduced to the ship access

channel to reduce community impacts.

The project received final approval in December 2006 with 156 commitments being made to address

environmental, community and first nations issues. In terms of air quality, ship-to-shore power structure

installation, anti-idling programs for all container trucks and yard equipment, and the installation of long-term

ambient air quality station in the community were implemented. To reduce impacts on marine wildlife,

development of 25 hectares of wildlife habitat and a commitment to conduct science-based monitoring of this

habitat to 2015 was set out, among other measures. Community concerns were addressed through the formation of

a community liaison committee and the development of noise-abatement best management practices. Finally, a

partnership agreement with local First Nations that included a financial contribution, employment and training,

and economic investment was agreed upon.

(3) Mr. Stephen Bradford, Chief Executive Officer, Port of Melbourne

Melbourne is in the second smallest state in Australia, but the Port of Melbourne is

Australia’s largest. The Port of Melbourne has recently undertaken a dredging project

as 60% of container vessels coming in had a draught greater than the current levels.

Opposition to the dredging is centered on environmental concerns among the

community.

The project begins with the entrance to Port Philip Bay, which was previously blasted,

though that caused much ecological damage. The next area to be focused on is the

southeast portion of the bay where large amounts of sand must be dredged, which causes concerns for the marine

fish and wildlife in the bay. The third part is the dredging of the Port Melbourne Channel which goes into the Yarra

River and the Port, which contains toxic and contaminated materials. The preferred method of disposal of this

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harmful material is to build an underwater clay holding chamber and cover it with sand. The project is now 90%

complete and there have been no environmental effects seen, which caused much media and community attention.

The Environmental Management Plan is the most rigorous one of any dredging project in the world. It safeguards

assets, protects the bay and puts in place environmental monitoring programs. Water conservation is being closely

watched as there is a drought in Southeast Australia. Melbourne’s dam levels currently stand at 26% and the Port

of Melbourne has worked with shipping lines to reduce intake of fresh water by ships by over 70%.

Almost all land in the Port is contaminated due to historically poor practices. A port-wide strategy was

implemented to manage contaminated land in 2006. This strategy includes ground water monitoring, soil sampling

and remediation for some land sites, all of which are currently ongoing.

Governance of the port area is quite complex as four different municipal governments make up the bay, but

community concerns are taken into serious consideration in planning port development projects. The Port of

Melbourne is engaged in proactive community outreach programs to engage the community in all parts of the

Port’s activities.

(4) Mr. Khomotso C. Phihlela, Chief Executive Officer, National Ports Authority, South Africa

My presentation will introduce the various challenges developing countries and

South Africa in particular faced in terms of port management. The Port of Cape Town

faces pressures from the city center including waterfront leisure developments, and

this leaves very limited area in which to operate.

The approach to sustainability is very strategic, considering development decisions

that effect long-term environmental, economic and social performance, and

sustainability. The three major areas looked at are marine ecosystems, port

accessibility and socioeconomics. The challenges facing the port include huge cargo demand, management of

cargo traffic and port specific drivers for sustainability. This requires a holistic, comprehensive approach towards

economic development and environmental rehabilitation.

Implementing environmental management systems requires baseline research around planning and environmental

monitoring, and sustainability reports are required on an annual basis to be submitted to authorities and

stakeholders. Stakeholders are becoming very sophisticated, and Cape Town must provide a leadership role as a

port, as very little guidance is available.

Infrastructure capacity is critical to port development, so smarter expansion methods are being examined, using

efficiency, maximizing land usage and looking at life cycle analysis to assess capital construction costs. Operating

a system of ports allows for benchmarking and joint audits. Environmental policies allow the Port to balance needs

of the port and of the local communities. Tenant dealings include moving cargo to rail, dust mitigation exercises,

and looking at safety and security.

To conclude, providing guiding principles to help individual ports in their own development is a primary goal of

Cape Town’s port development in line with the long-term leadership role Cape Town must play. Environmental

concerns and issues of sustainability have been integrated into the Port’s ten-year capital improvement programs.

This requires analysis, collaboration and communication with various stakeholders.

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(5) Question and Answer Session

Q: To Mr. Winkler, regarding how the Port of Vancouver

dealt with the community in the freight industry about

increased costs, you explained that prior to the project,

financial returns forecasts were taken into

consideration. Has the cost of the program increased

substantially?

A: Mr. Winkler: Environmental costs ended up being double of initial estimates at about 10% of project costs.

There was no consultation with the shipping community because user fees were not adjusted related to this

project.

Q: How much cooperation and involvement was there from local governments on port development? Also,

to Ms. Bing, what were Shanghai’s comprehensive development project costs, and what effects did the

port construction have on Shanghai?

A: Ms. Bing: The port development plan was part of the city development plan, and received help from various

government agencies.

Mr. Winkler: The Port of Vancouver is a national port created through federal legislation, and the community

wants no further port development. A municipal committee was set up to make sure that the Port lived up to

all its commitments.

Mr. Bradford: The Port of Melbourne works closely with local government because their impact can be

profound. Opposition by one municipality led to a second environmental study, demonstrating how powerful

local governments are.

Mr. Phihlela: The National Ports Authority has allowed for better national port

strategies. Because ports are large employers, there is a high level of

competition for ports being placed in cities to increase local economies.

Dr. Inoue: There are various organizational schemes for the ports represented,

and it seems that cities and local governments have close relationships with

ports.

Ms. Bing: Regarding the total cost and efficacy of the project, there are various indices that must be complied

with. The private sector is relied upon for utilities projects and they are held to the same environmental

standards that the Port is. Regarding environmental regulations, while high investment costs may decrease

profits, Shanghai has become much cleaner.

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(6) Panel Discussion

Dr. Inoue: What roles have port authorities been playing or what roles of port authorities need to be enhanced in

the future? How do port authorities make sure skilled personnel are available to undertake those roles?

Mr. Bradford: The Port of Melbourne had been successful in

recruiting personnel with younger, better-qualified people, who

are helping the organization grow. Responding to those in the

community who are opposed to the port requires engagement

and research. Much money has been expended towards polling

and research to determine what issues what demographic

groups have with the port. A television news campaign showed

that those under age 39 had become more comfortable with the

port. Educated women were a difficult group to convert due to

concerns for the future. The Port of Melbourne was open about what could occur environmentally and what is

being done to mitigate those effects.

Mr. Phihlela: Developing countries face huge challenges in terms of skills and personnel. Environmental

protection further complicates the issue, but the National Port Authority has put together a national infrastructure

plan which addresses expansion of all of the country’s ports. The plan allows the port authority to offer options to

local communities. Also, consideration is given to those whose subsistence relies on use of the ports’ waters.

Dr. Inoue: While ports were doing their part in terms of global warming, port users must cooperate in order to

make mitigation efforts effective. What are the experiences of the gathered ports in terms of incentivizing the

cooperation of users?

Mr. Winkler: Creative solutions are needed to deal with

emissions. Vancouver has a number of programs dealing with

this issue, including implementing lower harbor dues and

special privileges for more efficient users including those for

ships and trucks. Ships and harbor dues comes under the

International Maritime Organization (IMO). While there is little

that can be done by the port authority to incite change in

railways, pressure is being exerted on them to cooperate. The

biggest issue is with terminal operators’ equipment. New

clauses will be introduced into leases to instill the proper behavior in terms of requiring and renewing terminal

equipment.

Dr. Inoue: Inland transportation like trucks and rail are outside of the enforcement of ports. How can cooperation

be induced from stakeholders?

Ms. Bing: I agree that inducing cooperation from stakeholders is not easy as traditional means of transportation are

preferred. The government of Shanghai is trying to introduce integrated modes of operations from ports to inland

areas in hopes of standardizing such operations. The government offers subsidies to promote such improvement

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measures. In regards to reducing CO2 emissions, stakeholders can be motivated to action and the government

should fund such activities.

(7) Conclusion

Dr. Inoue: All people feel that the environment is an important issue, but the question

is how to build ports and harbors in an environmentally friendly manner. Traditional

measures need to be enhanced in today’s global economy in order to meet

environmental goals.

As heard in the reports, fragmented approaches will be ineffective in tackling

environmental issues in ports. The approach must be apart of a comprehensive, day

to day activity plan. Environmental engagement must be undertaken by all concerned

parties. There is a tendency among professionals and among the public in Japan to assume that after one

environmental problem is solved, you can move on to the next. However, these issues need comprehensive

approaches, like in the presentations today.

Secondly, there were discussions on whether environmental activities should be made mandatory with penalties.

While there are examples of this in the US and Europe, these are insufficient as stakeholders, users and the public

need to be consulted in this regard. However, environmental issues must be dealt with steadily for the future’s

stake. Attractive incentives should be offered for people to participate.

Lastly, while this was not mentioned by the panel, Dr. Inoue states his belief that ports should improve their

international competitiveness through environmental engagement. Companies must check whether they are living

up to social responsibilities. The environmental reputation of a port will also feed into its overall environmental

reputation. Ports must be united and exert a concerted effort towards this goal.

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4. Working Session 2 “New Challenges of Container Terminals”

Moderator: Dr. Tatsuhiko Ikeda, Dean, International

Graduate School of Social Sciences, Yokohama

National University

Panelists: Mr. Lawrence Dunnigan, Port of Oakland

Ms. Li Tao, Port of Dalian

Mr. Wolfgang Hurtienne, Port of Hamburg

Capt. Twalib Ali Khamis, Kenya Ports Authority

Mr. Masatoshi Kawaguchi, Port of Yokohama

Advisor: Mr. Masami Fuwa, JICA

(1) Mr. Lawrence Dunnigan, Manager, Business Development and International Marketing, Port of Oakland

Oakland was the first port to enter into a sister port agreement with Yokohama. Prior

to this, the S.S. Colorado, a steamship, traveled from the San Francisco Bay to

Yokohama 142 years ago, initiating regular trans-Pacific passenger and cargo service.

The history of the Port of Oakland began with the gold rushes. Many people

relocated to the Bay Area bring commerce and business with them. The Port of

Oakland was an early pioneer of container usage. There are eight marine terminals as

well as rail yards at the heart of the port. Oakland is the fifth largest port in the US

and can handle the new generation of large vessels. The Port is an independent municipal agency that does not

receive tax revenues or subsidies.

The western regions of the US are dependent on the rail network to serve the population centers to their east.

While western ports were quite popular, as eastern ports improved and become more efficient, more cargo is

moving through the Panama Canal straight to the ports of the east coast. Unlike most other US ports, Oakland

exports more than it imports due to large agriculture exports to Japan, primarily.

Oakland serves a very large metropolitan area and is a major gateway to the US with numerous transport

connections from Oakland to anywhere in the US. Being close to residential areas, roads and shorelines must be

shared, and a plan was enacted to reduce by 2020 diesel particulate emission by 85%. Security and productivity

remain challenges given the small footprint of the port. Close relationships are maintained with rail partners to

improve efficiency.

Moving forward, Oakland has entered into a 50-year concession with Ports America who will design, construct,

maintain and finance the development of the port using their extensive best practice experience. A former Army

base of around 68 hectares lies behind the port which will be developed to support the port with ancillary

businesses. Rail partners will be worked with closely as rail is seen as the most sustainable way to grow. Other

future plans include implementing cold ironing, working with other ports in California and around the world.

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(2) Ms. Li Tao, Deputy General Manager, Dalian Port Container Co., Ltd., Port of Dalian

The Port of Dalian has been developing since the 1980s. The port includes various

services that allow it to be a comprehensive port. Cargo volume has been increasing

steadily since 1999, though it has dropped slightly due to the global economic crisis.

The Port of Dalian has 13 piers and is aiming for 18, all with 4,000 meter berths.

Dalian Port has been cooperating with the Singaporean port authority to develop the

terminal.

Challenges faced by the port include stress on continuing throughput increases in

spite of the economic crisis. Also, there is also a challenge in the overall state of the maritime industry with effects

seen in downstream industries. This will have an effect on investment in and development of new facilities in the

port. Third, the port integrating into the logistic chain provides challenges, along with providing integrated

services to work with both upstream and downstream players. The fourth challenge is that of environmental

friendliness and sustainable development.

To create new markets and increase container volume there are four platforms being utilized to provide various

services. Comprehensive logistics services, technology utilization and strategic partnerships will help to increase

cargo handling volume. Concrete measures to participate in the logistics chain expansion and service-level

upgrades include strengthening of communication and cooperation with lateral ports, sustaining and developing

coastal transportation using the container terminal as a core, supporting logistics businesses around the port,

assistance in building inland inter-model transportation systems and reinforcing the construction of port and

hinterland information systems.

Costs must be controlled in operation and development, and inland transportation needs to be further developed.

Containers and feeder service networks must be connected. Fuels must be upgraded in container terminals from

diesel to electric power in order to further goals of sustainable development. Also, lower-power consumption lights

must also be implemented. Increasing cargo volume is another important goal. Some of the challenges faced are

universal and others are unique, but Dalian will continue to tackle these challenges.

(3) Mr. Wolfgang Hurtienne, Director of Strategy, Port of Hamburg

The Port of Hamburg is facing challenges of sufficient capacity to meet the demands

of considerable growth rates. Hamburg is the largest port in Germany and the second

largest in Europe. It is situated in a metropolitan region of around 4.5 million people,

and is connected by excellent transportation links in all modalities. Furthermore, it

doubled the number containers handled between 2000 and 2007, and expects further

strong growth.

The Port is situated in the center of the Hamburg metropolitan area, necessitating

special methods of port development. Future demand will be met with a coordinated program to intensify the use

of existing port areas. Use restrictions are high, so infrastructures need to be upgraded and modified. Upgrade

options include restructuring existing port areas, optimization of existing systems and traffic infrastructure, or

expansion under strict conditions.

15

The port authority liaises closely with the terminal companies. While the finger structure of the port was prevalent

in the 1960s, new container technology requires more area for handling purposes, so port basins had to be filled to

accommodate new structures.

A number of port projects are underway and in the planning phases. New berths are being built at CT Tollerot, CT

Eurogate and CT Burchardkai, and new land is being created at CT Eurogate and CT Steinwerder for further port

development. Also, the port is becoming denser with new technology and equipment being implemented,

especially at CT Altenwerder. CT Burchardkai is also going through major development in terms of technology

usage.

The port expantion zone may be extended after all of these improvements, though this area is currently home to a

village with a population of 10,000, and political decisions and public acceptance need to be garnered before this

can materialize. Container handling is expected to rise from 10 million TEU in 2007 to 18 million TEU within

approximately the next 10 years, and perhaps up to 31 million TEU 10 years after that. Before looking into further

port expansion, new densification ideas will be entertained.

(4) Capt. Twalib Ali Khamis, Harbor Master, Mombasa Port, Kenya Ports Authority

Similar challenges faced by most ports, but African ports face certain unique

challenges that ports in the developed world may not. The Port of Mombasa has

transformed itself over the last 10 years into a world-class port by facing and

addressing these challenges. It is one of the most important ports in East Africa as it

services six countries with a population of over 300 million. Mombasa handles 16.5

million tons and container traffic is over 650,000 TEU.

The container terminal is comprised of three berths with a quay length of 600 meters

and a depth of 10.36 meters. This presents constraints due to the size of the terminal itself as well as road and rail

infrastructure. Other facilities include cargo and cruise ship facilities. Over the last eight years, modernization

projects have been ongoing including investment in modern marine and cargo handling equipment, and IT

equipment and strategies.

Challenges facing the port include low productivity and capacity constraints, poor road and rail infrastructure, lack

of advanced technology, politics, and safety and security. In addressing capacity, a new container terminal is being

constructed. This project is being undertaken through a Japanese yen loan, and is the biggest port development

project the Japanese government is undertaking outside of Japan. Major dredging will be undertaken to increase

the draught to 15 meters. The dredge material will be used to reclaim up to 100 hectares of port space.

Conventional berths are being converted into container terminals through private participation. Also, the Kenya

Ports Authority is looking into developing another small commercial port just north of Mombasa at Lamu, as well

expanded usage of other smaller ports.

Finally, ports in Africa face specific challenges and Mombasa is being faced with security challenges due to piracy

from Somalia. Mombasa is the safest port south of Somalia, but has been affected most directly by the Indian

Ocean piracy. In addition, there is a large European and US force presence in the region and all those ships use

Mombasa as a port of haven. This security issue has put a strain on the port, and many have seen that all pirates

captured have been brought to land through the Port of Mombasa.

16

(5) Mr. Masatoshi Kawaguchi, Director General, Port of Yokohama

The Port of Yokohama is a deep port located in Tokyo Bay and is not affected by

seasonal winds, making it a good natural harbor. There is a large hinterland

metropolitan area including excellent inland transportation services. In addition to

marine transportation, the port can handle air cargo, and has logistics and industrial

capacities within close reach. Minato Mirai 21 and other waterfront areas are

currently being redeveloped.

Major items handled at the port include automobiles, auto parts and industrial

machinery for export, and LNG, crude oil and processed food for import. Top trading partners of the port include

China, the US, South Korea and Saudi Arabia. The port includes 20 container berths and three piers, and 20-meter,

earthquake-resistant berths are being constructed.

Yokohama is the first and last Asian port on the North American route with a major production base in its

metropolitan hinterland and high performance with excellent engineers. Challenges include sluggish growth rates

compared to regional competitors, but Yokohama can act as a hub in international logistics networks. International

competitiveness is being strengthened through greater facility management efficiency, enhanced collection power

and more sophisticated facilities.

The ports of Yokohama, Kawasaki and Tokyo will be unified in terms of management and port dues in order to

capitalize on economies of scale and thus increase efficiency. Also, large terminals will be put under unified

management, which will increase efficiency and decrease idling at berths. Next, transshipping capabilities will be

enhanced by linking with feeder service networks and local ports. This will be done through barge transport and

improvements in road transport.

Third, the private sector’s capital and knowhow will be utilized to split responsibilities in facilities construction

and management. In this system, the public sector will take care of construction, while private entities manage the

facilities. Last, a large-scale deep-water terminal with a 20-meter depth and high earthquake resistance will be

completed in 2012. To conclude, Yokohama strives to continue acting as a hub in international logistics network

and increase its international competitiveness.

(6) Advisor: Mr. Masami Fuwa, Deputy Director General, Planning and Coordination Group, Economic

Infrastructure Department, JICA

JICA, through yen loans or grants, has been attempting to help the port development

of African countries. JICA’s experience in assisting Asian ports is useful in helping

African ports develop. Ports in Africa serve as gateways for cross-border

infrastructure. Transportation costs in Africa are three to four times higher than in the

developed world, thus creating impediments to development. African ports also suffer

from much longer detention time than other ports.

(7) Panel Discussion

Mr. Dunnigan: There seems to be many similarities among the challenges facing the ports, but each port has a

different set of tools it can use. The design of a new container terminal in Hamburg looks very much like those

17

used in the US. Mombasa is exercising the same business strategy as Oakland’s public-private partnership. Also,

Yokohama shares the issue of terminal exclusivity with Oakland.

Ms. Li: Dalian is thinking hard about how to survive given the

current economy, and there are imbalances between capacities

and needs. Other ports have lack of capacity issues and

extensive discussion took place regarding container yards. Each

port should not monopolize resources and look forward rather

than focusing on the present.

Mr. Hurtienne: I agree with Mr. Dunnigan in that the ports

faced similar problems and ports can learn much from one

another. In order to complete the design of a new terminal in Hamburg, an international survey was conducted to

ascertain best practices. International conferences are very useful as different matters can be discussed and adapted.

He stated that in Europe, it takes about 10 years to go from planning to operational readiness of a terminal and

asked how long it took other ports.

Captain Khamis: There has been much congestion seen in African ports. However, a number of African ports are

now performing very well as governments have learned that ports are important. Ports around Africa are

improving with investment in equipment and expansion, as well as private participation. The ports will be

well-prepared when volume picks up again.

Mr. Kawaguchi: The ports present shared many common challenges. Physical limitations exist, and Yokohama

also filled in channels as Hamburg did. Further, the slow economic times are an opportunity to review the

efficiency of land and facilities usage. Environmentally friendly transport should be stressed and further

international networking is necessary.

(8) Question and Answer Session

Q: What are the panelists’ projections on how large they

believe ships will become in light of Yokohama’s

20-meter draught terminal?

A: Mr. Dunnigan: I believe that vessel size would largely be a

result of each trade lane as some are better-equipped to

handle larger ships. Vessels at 14,000 TEU would take 4-5

days to discharge at the ports of Los Angeles and Long

Beach. For Oakland, 8,000 TEU is the optimum size.

Q: Regarding the three neighboring ports coming together near Yokohama, was this plan mediated by the

government, or was it a voluntary initiative on the part of the ports? Also, directed at Captain Khamis,

what kind of policies are in place to counter pollution from cement facilities in Mombasa? Lastly, to Mr.

Fuwa, would it be possible to get public sector loans through JICA rather than private sector loans?

This would help to lower cost on the part of aid recipient nations.

A: Mr. Kawaguchi: The three cities are also mangers of the ports, so the unification was undertaken on local

government initiative. The unification decision was made by the three mayors in March.

18

Captain Khamis: The cement industry has developed effective environmental management and sustainability

initiatives including creating game parks out of quarries where cement materials are taken from to preserve

the environment.

Mr. Fuwa: The yen loan to Mombasa was around 30 billion yen. The private sector was involved in

infrastructure management projects in Vietnam which was challenging as they needed much advice. Further,

in regards to supporting ports that are linked to inland countries, one factor is the size of economic benefit,

and another is how much the project will cost, with an example being JICA projects in the Mekong region.

Debt sustainability is also a big issue to be considered.

Q: Regarding large ports in Europe and China, were

long-term plans created by allocating throughput

through different ports? In addition, what policies

were put in place to secure trade volume?

A: Mr. Hurtienne: Cargo sharing is basically done by the

market. High capacity is demanded by the market, and

some ports are committed to trade with a certain region, be

it North America or Asia, or other regions. These roles will probably remain stable even after the economic

crisis passes.

Q: What impact does the economic crisis have on private sector contractors who are charged with

operating ports? What impact does this issue have on those companies’ future investment plans in the

ports in which they are currently involved?

A: Ms. Li: Since the beginning of the financial crisis, three measures were taken in response: external trade,

internal trade and transshipment. Dalian has a three-province hinterland and roles were shared to attempt to

reduce costs. Also, domestic demand was expanded along with trade with Latin America. Much was done to

promote transshipment including tariff reductions. While the port overall saw profit declines, these declines

were much less than what was seen at other ports due to the measures taken by Dalian.

(9) Conclusion

Mr. Ikeda: There are five points upon which to wrap up the discussions. First, the

container terminals share a common vision but there are differences among them.

Second, many commonalities exist in environmental challenges, hinterland transport

options, and community relations. Third, private sector operators are working very

hard, but declines in cargo volume have been a burden on private sector operators.

However, container volume will return as globalization moves forward into the future.

There will be a recovery in container traffic and toward this prospect, ports need to

proceed with sound planning. Fourth, in order to attract more quality, high-quality

terminal operations are needed. This is possible through day-to-day operations of terminal operators and

management. Last, for further development of trade, container terminals will make the most contribution to the

development of their respective communities as gateways to further development of trade.

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5. Closing Ceremony and Declaration of World Ports Seminar 2009

Mr. Masatoshi Kawaguchi, Director General, Port and Harbor Bureau, City of Yokohama

Today’s international seminar was attended by sister, friendship and trade cooperation ports of Yokohama in

addition to African countries on the Port of Yokohama’s 150th Anniversary. Mr. Tokugawa’s presentation offered

many interesting anecdotes on the opening of Yokohama Port. During the two working sessions, environmental

issues relating to ports as well as issues relating to container terminals were explained in detail. This seminar grew

out of the Pan-Pacific Seminar Ports which was conducted by major ports in the Pan-Pacific, but with the advent

of TICAD IV in Yokohama, exchanges between Yokohama and African countries grew, leading to the

representatives from African countries present here today. The Port of Yokohama hopes that it can deepen its

exchanges with the gathered ports.

The World Ports Seminar 2009 Declaration was then agreed upon in order to deepen the mutual understanding

and enhance the mutual cooperation among the sister, friendship and trade cooperation ports. The document was

signed by the Ports of Dalian, Hamburg, Melbourne, Oakland, Shanghai and Vancouver. The seminar was also

attended by representatives of several African nations including Côte D’Ivoire, Djibouti, Kenya, Madagascar,

Mozambique, Senegal, South Africa and Tanzania.

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Ⅲ World Ports Seminar 2009 Declaration

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Ⅳ Introduction of Speakers and Panelists 1. Keynote Speech

Keynote Speaker Mr. Tsunenari TOKUGAWA

Chairman, Port of Yokohama Promotion Association

Born in 1940, he became the 18th head of the Tokugawa Shogunal Household in 1963 succeeding his grandfather

Tokugawa Iemasa, the 17th head of the Household, who had adopted him. After joining the NYK LINE, he served

as Chairman of NYK Line (North America) Inc., Representative Director and Vice-President of NYK LINE, and

Advisor of NYK LINE. In 2003, he established the Tokugawa Memorial Foundation and assumed President. He

was also appointed as Chairman of the Port of Yokohama Promotion Association in 2003, and concurrently serves

as President of WWF (World Wide Fund for Nature) Japan. He is active in a variety of fields, including giving

lectures on Japanese culture and environmental issues not only in Japan but around the world. He is the author of

Edo no Idenshi—Imakoso Minaosarerubeki Nihonjin no Chie (PHP Research Institute), and its English translation,

The Edo Inheritance.

2. Working Session1 (1) Moderator Dr. Satoshi INOUE

Secretary General, International Association of Ports and Harbors

Since appointed by the Board in 1999, Dr. Satoshi Inoue has been serving as the Secretary General of the

International Association of Ports and Harbors (IAPH). Prior to joining IAPH, he had worked for the Japanese

Ministry of Transport for over thirty years, assuming various positions in the Ministry mainly in the national port

administration, including Directors of Development Policy Division and Port Environment Division, Ports and

Harbors Bureau of the Ministry. He was also Director General of the Ministry’s Fourth District Port Development

Bureau. From 1990 to 1993, Dr. Inoue was seconded to the City of Kitakyushu to assume office of Director

General, Port of Kitakyushu - the busiest trading port west of Port of Kobe in Japan. Dr. Inoue graduated from the

Faculty of Urban Engineering, Tokyo University in 1968. He obtained a master degree for civil engineering from

University of Washington, US and subsequently received a doctoral degree from Tokyo University in 1992. He

also published a number of books and papers mostly in the field of national policy and planning for transportation,

port development and redevelopment, coastal zone management and city/regional development.

(2) Panelist Ms. LI Bing

Division Chief of Laws and Regulations, Shanghai Municipal Transport and Port

Authority

Li Bing is a senior engineer and holds the degrees of bachelor of engineering, bachelor of law and master of public

administration. She is also a member of Shanghai Law Society and member of the Science and Technology

Committee of Shanghai Municipal Construction and Transport Commission. She was a major writer and was in

charge of the sixth sub-topic of Studies on the Development Strategy of Shanghai High Technology of Building

Materials and its Industrialization, which was awarded the Third Prize of Shanghai Research Achievements on

Decision-Making and Consultancy (1999-2000). Her article Develop Shanghai’s Shipping Industry by Taking the

Advantage of China’s Accession to WTO was published in the No.9 Issue of China Ports. She participated in the

early legislative investigation and research for the formulation of Rules on the Administration of Shanghai

Building Materials Industry and Shanghai Port Regulations.

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(3) Panelist Mr. Tom WINKLER

Chief Strategic Development Officer, Vancouver Fraser Port Authority

Tom Winkler was born in Budapest, Hungary and raised in Vancouver. After attaining his Bachelor of Science in

Mathematics at UBC, he obtained his MBA in Finance at York University. In 1980 his role as an active partner and

VP Finance with a Vancouver real estate development firm encouraged the pursuit of Diplomas in Urban Land

Economics and Management Studies at UBC. In 1983 he joined his present employer, the Vancouver Port

Authority, as Manager of Financial Planning & Treasury. He assumed positions with increasing responsibility and

currently holds the position of Chief Strategic Development Officer. Tom is a Director Vancouver Gateway

Distribution Hub Ltd., an Officer of Port Vancouver Ventures Ltd. and Port Vancouver Holdings Ltd. He

completed a program of studies and exams with the Institute of Corporate Directors in May 2006 obtaining ICD.D

certification.

(4) Panelist Mr. Stephen BRADFORD

Chief Executive Officer, Port of Melbourne Corporation

Stephen Bradford was appointed Chief Executive Officer of the Port of Melbourne Corporation in January 2004,

providing leadership for the strategic management of Australia’s largest container and general cargo port. With an

extensive background in the wider logistics industry, Stephen previously served as Managing Director Transport of

Serco Australia Pty Limited (subsidiary of the UK-based Serco Group plc) from February 2001. Stephen was also

the Chief Executive Officer of Great Southern Railway, operator of iconic passenger rail services including The

Ghan and The Indian Pacific. Prior to that appointment, Stephen was General Manager of the Health and Utilities

business for Serco Group Pty Limited and General Manager of MSS Security for Mayne Nickless and later, Chubb.

Stephen holds a Bachelor of Commerce degree from the University of New South Wales and is a Fellow Certified

Practicing Accountant (FCPA).

(5) Panelist Mr. Khomotso C. PHIHLELA

Chief Executive Officer, National Ports Authority

In 2003, Khomotso C. Phihlela joined Transnet Limited, a corporate entity fully owned by the government, and

responsible for networking freight logistics in the Republic of South Africa. As a Group Executive, he is in charge

of developing and monitoring the Group Strategy, liaising with other divisional CEO’s and key associate

companies, communications and operations. In 2005, he was appointed as Chief Executive Officer of National

Ports Authority (NPA), a financially self-supporting division of Transnet that operates seven sea ports. Prior to

joining the Transnet Limited, he was the Executive in Operations of African Bank and Operations & Continuous

Improvement Director of Nampak Limited. He also serves as Managing Director of Tolcon (PTY) Limited from

1998.

3. Working Session2 (1) Moderator Prof. Tatsuhiko IKEDA

Professor, International Graduate School of Social Sciences, Yokohama National

University

Prof. Ikeda worked as a port engineer and planner for the Japan’s Ministry of Transport for 29 years. During that

time, he also worked in various projects for infrastructure development and management in the Asian

23

Development Bank, conducted studies on social development projects in JICA and implemented technical and

economic cooperation in the Ministry of Transport. He has been a professor in Yokohama National University and

carried out research and education on international development. He is now the Dean of International Graduate

School of Social Sciences. Prof. Ikeda graduated from Civil Engineering Department, Waseda University in 1971.

During the time, he worked in the Ministry of Transport, he studied civil engineering planning in the graduate

school in Stanford University from 1975 and obtained Master of Science in 1977.

(2) Panelist Mr. Lawrence DUNNIGAN

Manager, Business Development and International Marketing, Port of Oakland

Lawrence Dunnigan was appointed by the Oakland Board of Port Commissioners as the Business Development

and International Marketing Manager of the Port of Oakland seaport effective March of 2008. As the Business

Development and International Marketing Manager, he is responsible for seeking strategic partnerships in foreign

markets, formulating and implementing market entry strategies, and promoting increased use of maritime facilities

and assets, under the general direction of the Director of Maritime. Mr. Dunnigan was formerly the District

Manager of COSCO Container Lines Americas - San Francisco, CA where he was primarily responsible for

expanding the clientele base and market share for the largest, China-based global ocean carrier. Prior to COSCO,

Mr. Dunnigan has extensive sales and marketing experience from various international transportation companies

such as Hanjin Shipping Company, Ltd., Apex Maritime Company, Inc., and MOL Logistics, Inc. He received his

B.A. in International Business at Washington State University where he graduated with honors, Summa Cum

Laude. He also attended Kansai Gaikokugo University in Osaka, Japan.

(3) Panelist Ms. LI Tao

Deputy General Manager, Dalian Port Container Co., Ltd.

Ms. Li Tao, born in Liaoning Province, was graduated from Beijing University of Aeronautics & Astronautics In

July 1989. Ms. Li Tao joined Dalian Port in 1989 and took the positions of section chief of Dalian Port Water

Carriage Artificer School office, Deputy Director of Dalian Port Technique& Equipment Department, Deputy

Director of Business Department, Deputy General Manager of Dalian United International Shipping Agency,

Deputy General Manager of Dalian Port Container Co., Ltd.. Ms. Li Tao has rich knowledge and experience in

terminal management, and made a great contribution to the development of the container transportation of Dalian.

(4) Panelist Mr. Wolfgang HURTIENNE

Director of Strategy, Hamburg Port Authority

Wolfgang Hurtienne was appointed as the Director Strategy at Hamburg Port Authoriy (HPA) in 2009. Prior to

the appointment, he had served as the Director Port Development for 15 years and fulfilled his responsibilities for

strategic port development, port development plans, restructuring concepts, terminal development, port extension

project of Altenwerder, the current concept, “doubling capacity to 18 million TEU”. With the extensive experience

at the port planning, he is the member of the Executive Committee of HPA from 2008 and serves as the chair of

Technical Committee of Port Planning of the International Association of Ports and Harbors (IAPH) from 2009.

Wolfgang graduated from the Technical University of Baunschweig, Germany majoring mechanical engineering

and civil engineering and currently conducts lectures of Port Planning in his alma mater. He is also the member of

German Academy for Urban Development/ Town and Country Planning.

24

(5) Panelist Capt. Twalib Ali KHAMIS

Harbor Master, Mombasa Port, Kenya Ports Authority

Since appointed as Harbor Master of Mombasa Port, Kenya Ports Authority (KPA) in April 2000, Capt.Twalib Ali

Khamis has provided leadership for port management and regulation of shipping activities. He has extensive

experience in port management and navigation. Since 1970, he has served as a marine pilot for more than 20 years

and became a captain. During those years, he took training in United Kingdom, Belgium and Italy in the area of

port management and Flag state implementation. Capt.Twalib Ali Khamis is a Master Mariner (1988), and holds a

Master in Port Management (1990).

(6) Panelist Mr. Masatoshi KAWAGUCHI

Director General, Port & Harbor Bureau, City of Yokohama

In 2008, Mr. Masatoshi Kawaguchi took the office of Director General of the Port & Harbor Bureau, City of

Yokohama and has since been working to strengthen the international competitiveness of the Port of Yokohama

while preserving its 150-year-old traditions and culture. Starting his career at the municipal office of the City of

Yokohama in 1976, Mr. Kawaguchi has mainly been engaged in the development of roads and related urban

infrastructure, including Yokohama’s road network. He played a major role in the construction plan for the

Yokohama Bay Bridge and the Seaside Line as well as a quake-resistant bridge construction project in the

aftermath of the Great Hanshin Earthquake. While serving as Director for Planning Bureau, he contributed to the

success of 2002 FIFA World Cup held in Yokohama. He completed the course of Civil Engineering, Graduate

School of Engineering, Kyoto University.

(7) Advisor Mr.Masami FUWA

Deputy Director General, Planning and Coordination Group, Economic Infrastructure

Department, Japan International Cooperation Agency (JICA)

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Ⅴ Press report

NHK News (July 22, 2009)

The Japan Maritime Daily (July 23 and 28, 2009)

Asahi Shimbun (July 23, 2009)

Town News (July 30, 2009)

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[African Countries]

① Port of Dalian ⑧ Cote d’lvoire

② Port of Hamburg ⑨ Djibouti

③ Port of Melbourne ⑩ Kenya

④ Port of Oakland (US) ⑪ Madagascar

⑤ Port of Shanghai ⑫ Mozambique

⑥ Port of Vancouver ⑬ Senegal

⑦ Port of Yokohama ⑭ South Africa

⑮ Tanzania

[Host] Umi-Festa Yokohama Executive Committee

[Supporting Organization] Japan International Cooperation Agency (JICA)

Participating Sister, Friendship, Trade Cooperation Ports & African Countries

[Sister, Friendship,Trade Cooperation Ports]