BPof VPT

Business Plan Project Visakhapatnam
Final Report
Prepared for
VISAKHAPATNAM PORT TRUST

by ROTTERDAM MARITIME GROUP In co-operation with TATA CONSULTANCY SERVICES LTD
February 2007
P.O. Box 8554, 3009 AN Rotterdam, the Netherlands tel.: (31) 10 2847827 fax: (31) 10 4501048/ 2847836 email: board@port.rmg.nl
BUSINESS PLAN VPT
TABLE OF CONTENTS EXECUTIVE SUMMARY...........................................................................................................................i 1. INTRODUCTION ..............................................................................................................................1 1.1 1.2 2. Background ..........................................................................................................................1 Team of consultants.............................................................................................................2
THE PORT OF VISAHAKAPATNAM ..............................................................................................3 2.1 2.1.1 2.2 2.2.1 2.2.2 2.3 2.3.1 2.3.2 2.3.3 2.4 2.5 2.5.1 2.5.2 2.5.3 2.6 2.7 2.8 2.8.1 2.8.2 2.8.3 2.8.4 2.9 2.9.1 2.9.2 2.10 2.10.1 2.10.2 2.10.3 2.11 2.11.1 2.11.2 2.11.3 2.12 2.13 2.13.1 2.13.2 2.13.3 2.13.4 2.14 Location of the port ..............................................................................................................3 Port limits .............................................................................................................................4 The commodities handled....................................................................................................5 The throughput 1995-2006 ..................................................................................................5 Throughput by region ...........................................................................................................6 Port infrastructure.................................................................................................................8 Basic infrastructure ..............................................................................................................8 Terminals Inner harbour.....................................................................................................11 Terminals Outer harbour ....................................................................................................14 Port capacity analysis ........................................................................................................17 Berth occupancies / ships TRT ..........................................................................................19 General ..............................................................................................................................19 Berth Occupancy in 2005-2006 .........................................................................................19 Ships TRT ..........................................................................................................................20 Land use ............................................................................................................................21 Environmental issues .........................................................................................................22 Marine services ..................................................................................................................24 General ..............................................................................................................................24 Pilotage ..............................................................................................................................24 Towage ..............................................................................................................................25 Navigation aids and systems .............................................................................................25 Institutional and Organizational structure ..........................................................................25 Institutional setting .............................................................................................................25 Organisation of VPT...........................................................................................................26 Financial aspects ...............................................................................................................27 Profit and loss accounts .....................................................................................................27 Balance sheets...................................................................................................................29 Financial indicators and special issues..............................................................................30 Port connectivity.................................................................................................................31 Port hinterland connectivity................................................................................................31 Road infrastructure ............................................................................................................32 Rail Infrastructure...............................................................................................................33 SWOT ................................................................................................................................35 Strategy for VPT.................................................................................................................36 Vision of VPT .....................................................................................................................36 Commercial strategy ..........................................................................................................37 Financial strategy ...............................................................................................................37 Port development strategy .................................................................................................38 Private Sector Participation in VPT....................................................................................38
RMG & TCS, Final Report - Business Plan, March 2007
BUSINESS PLAN VPT
2.14.1 Policy of the Government of India......................................................................................38 2.14.2 Definition and motivation: success conditions ...................................................................39 3. THE POTENTIAL MARKET FOR VPT ..........................................................................................40 3.1 3.1.1 3.1.2 3.1.3 3.1.4 3.2 3.2.1 3.2.2 3.2.3 3.2.4 3.2.5 3.2.6 3.3 3.3.1 3.3.2 3.3.3 3.3.4 3.3.5 3.3.6 3.3.7 3.3.8 3.3.9 3.4 4. Market orientation ..............................................................................................................40 World developments ..........................................................................................................40 National economic developments ......................................................................................41 National policy developments and natural resources ........................................................44 Regional developments .....................................................................................................52 Performance Indicators ......................................................................................................54 Containers..........................................................................................................................54 Break Bulk / General Cargo ...............................................................................................55 Dry Bulk..............................................................................................................................55 Liquid Bulk..........................................................................................................................55 Development in the maritime industry................................................................................56 Competing ports.................................................................................................................59 Traffic forecast for the years 2006/07 2012/13 ...............................................................63 Iron Ore ..............................................................................................................................63 Coal ....................................................................................................................................67 Fertilisers............................................................................................................................72 Other dry bulks...................................................................................................................74 Liquid products: crude, POL ..............................................................................................75 Other liquids chemicals, vegetable oil ...............................................................................78 General cargo/break bulk cargo.........................................................................................78 Containers..........................................................................................................................79 Long term forecast for VPT................................................................................................80 Summary............................................................................................................................81
CONFRONTATION OF DEMAND AND SUPPLY .........................................................................86 4.1 4.2 4.3 4.3.1 4.3.2 4.3.3 4.3.4 4.4 4.5 4.6 4.6.1 4.6.2 4.6.3 4.6.4 Port layout ..........................................................................................................................86 Port capacity ......................................................................................................................87 Berth occupancies / ships TRT ..........................................................................................90 General ..............................................................................................................................90 Berth Occupancy in 2005-2006 .........................................................................................91 Cargo handling capacity ....................................................................................................92 Ships TRT ..........................................................................................................................93 Port Operations ..................................................................................................................94 Confrontation of supply and demand .................................................................................95 Marine services ..................................................................................................................98 Pilotage ..............................................................................................................................98 Towage ............................................................................................................................100 Navigation aids and systems ...........................................................................................100 Conclusion and recommendations...................................................................................100
5.
INVESTMENTS IN PORT HANDLING CAPACITY .....................................................................101 5.1 5.2 5.2.1 5.2.2 Introduction ......................................................................................................................101 Export facility for Bulk Cargo at berth WQ 1 and 2 ..........................................................102 General description and motivation .................................................................................102 Technical description .......................................................................................................103
BUSINESS PLAN VPT
5.2.3 5.2.4 5.3 5.4 5.4.1 5.4.2 5.4.3 5.4.4 5.5 5.5.1 5.5.2 5.5.3 5.5.4 5.6 5.6.1 5.6.2 5.6.3 5.6.4 5.7 5.7.1 5.7.2 5.7.3 5.7.4 5.7.5 5.8 5.8.1 5.8.2 5.8.3 5.9 5.9.1 5.9.2 5.9.3 5.10 5.10.1 5.10.2 5.10.3 5.10.4 5.10.5 5.10.6 5.10.7 5.11 5.12 5.13 6.
Financial feasibility ...........................................................................................................104 Implementation.................................................................................................................107 Re-organisation of fertiliser handling ...............................................................................108 East Docks and Strengthening East Quays 1-4 ..............................................................108 General description and motivation .................................................................................108 Technical description .......................................................................................................109 Investment cost ................................................................................................................109 Implementation.................................................................................................................110 The Mechanization of the General Cargo Berth ..............................................................110 General description and motivation .................................................................................110 Technical description .......................................................................................................111 Feasibility of the project ...................................................................................................112 Implementation.................................................................................................................115 Upgrading the iron ore jetty for 200,000 DWT .................................................................115 General description and motivation .................................................................................115 Technical description .......................................................................................................116 Financial feasibility and coverage ....................................................................................116 Implementation.................................................................................................................117 Handling facility for POL ..................................................................................................117 General description and motivation .................................................................................117 Modification of existing OSTT ..........................................................................................118 Relocation of the NOM (New Oil Mooring) ......................................................................119 Adjustments of OR1 and OR2 .........................................................................................119 Adjustments of LPG-jetty .................................................................................................119 SBM facility for the handling of crude by VLCC...............................................................119 General description and motivation .................................................................................119 Feasibility .........................................................................................................................120 Implementation.................................................................................................................120 Entrance Channel and inner Basin ..................................................................................120 General description and motivation .................................................................................120 The financial and economic feasibility .............................................................................121 Implementation.................................................................................................................123 Other infrastructural projects............................................................................................123 Development of berth West Quay 5.................................................................................123 Development of berth West Quay 6.................................................................................123 Installation of mechanized facilities at WQ 7 for alumina export .....................................123 Construction of EQ 10 and WQ8 in the inner harbour .....................................................124 Development of Lova Garden Area .................................................................................124 Extension of the container terminal..................................................................................124 Development of Fishing Harbour .....................................................................................125 Marine services ................................................................................................................125 Confrontation of supply and demand ...............................................................................126 Long term developments .................................................................................................130
Land use plan..............................................................................................................................132 6.1 6.2 6.3 Land use planning approach for VPT ..............................................................................132 Existing land use of VPT ..................................................................................................132 Land development strategy..............................................................................................133
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6.4 6.4.1 6.4.2 6.4.3 6.4.4 6.4.5 6.4.6 6.4.7 6.4.8 6.5 6.6 6.6.1 6.6.2 6.6.3 6.6.4 6.6.5 7.
Proposed preliminary land use plan.................................................................................134 Acquisition and development of the land .........................................................................134 Development of area adjacent of the east quays after relocation of existing structure ...........................................................................................................................136 Proposal of a multi-storied administrative cum commercial building ...............................137 Truck terminal ..................................................................................................................139 Area requirement for Truck terminal ................................................................................139 Location for the truck terminal..........................................................................................140 Provision of buffer zones .................................................................................................140 Summary and conclusions...............................................................................................142 Existing storage and future storage requirements ...........................................................143 Land use plan implementation monitoring and review.....................................................144 Land Use Plan Adoption, Review and Stakeholders Involvement...................................144 Building Review Process .................................................................................................144 Environmental Review Process .......................................................................................144 Intergovernmental Relationships .....................................................................................144 Municipal Planning Provisions .........................................................................................144
CONNECTIVITY PROJECTS.......................................................................................................146 7.1 7.1.1 7.1.2 7.1.3 7.1.4 7.1.5 7.1.6 7.2 7.2.1 7.2.2 Road infrastructure ..........................................................................................................146 Port connectivity with National Highway and associated projects ...................................146 Port internal road movement............................................................................................148 Rail projects .....................................................................................................................156 Port connectivity with Indian Railway grid and associated projects.................................156 Other capacity improvement measures ...........................................................................159 Internal rail movement projects........................................................................................159 Summary..........................................................................................................................165 Road projects summary and recommendations ...........................................................165 Rail projects - summary and recommendations ..............................................................165
8.
ENVIRONMENTAL PROJECTS ..................................................................................................166 8.1 8.2 8.2.1 8.2.2 8.3 8.4 8.4.1 8.4.2 8.4.3 8.4.4 8.4.5 8.4.6 8.5 8.6 8.7 8.8 8.8.1 8.8.2 Introduction ......................................................................................................................166 Air Pollution Control .........................................................................................................166 GCB and Coal Berth ........................................................................................................166 Vessel Emissions: ............................................................................................................166 Noise Pollution Control ....................................................................................................168 Water Pollution Control ....................................................................................................168 Slurry tank and pumping system on iron ore berth ..........................................................168 Wastewater from City.......................................................................................................168 Industrial Waste Water.....................................................................................................169 Garland drains around storage yards ..............................................................................169 Contaminated Sediments Disposal..................................................................................170 Dredging...........................................................................................................................170 Protection to coastal morphology:....................................................................................171 Wastes from ships and Oil spills: .....................................................................................172 Environmental Management Cell.....................................................................................173 Environmental Appraisal and Monitoring Compliance Mechanism .................................174 Environmental Appraisal ..................................................................................................174 Monitoring Compliance ....................................................................................................176
BUSINESS PLAN VPT
8.9 9.
Summary..........................................................................................................................177
ORGANISATIONAL AND OTHER MEASURES/POLICIES .......................................................178 9.1 9.1.1 9.1.2 9.2 9.3 9.3.1 9.3.2 9.3.3 9.4 9.4.1 9.4.2 9.4.3 9.5 9.5.1 9.5.2 9.5.3 9.5.4 9.6 9.6.1 9.6.2 9.6.3 9.6.4 9.7 9.7.1 9.7.2 9.7.3 9.7.4 9.7.5 Institutional setting of the port sector in India ..................................................................178 The Indian Port Sector: An Overview...............................................................................178 Private Sector Participation in Indian ports ......................................................................178 Reasons for improvement................................................................................................179 Organization structure for Visakhapatnam Port Trust......................................................180 Policy of VPT....................................................................................................................180 Objectives of VPT new style..........................................................................................181 Transformation from VPT to VPA ....................................................................................182 New Organisation structure .............................................................................................184 Marine services: ...............................................................................................................184 Business Development: ...................................................................................................185 Operations Department....................................................................................................188 Tariff and discount policy .................................................................................................188 Existing Tariff System ......................................................................................................188 Tariff structure ..................................................................................................................189 Other tariffs in the port .....................................................................................................190 Recommendations ...........................................................................................................191 HRD 192 Rationalizing Manpower...................................................................................................192 VRS schemes ..................................................................................................................192 Labour Manning and Piece Rate Earning ........................................................................194 Proposed policy for VPT ..................................................................................................195 Information Technology projects......................................................................................196 General ............................................................................................................................196 Port Community System (PCS) .......................................................................................196 Management Information System ....................................................................................197 Other focus areas for computerisation.............................................................................198 Recommendations ...........................................................................................................199
10. Financials ....................................................................................................................................201 10.1 10.2 10.2.1 10.2.2 10.2.3 10.3 10.3.1 10.3.2 10.4 10.4.1 10.4.2 10.4.3 10.4.4 10.4.5 10.4.6 10.5 Introduction ......................................................................................................................201 Current situation...............................................................................................................201 Profit and loss accounts ...................................................................................................201 Balance sheets.................................................................................................................203 Financial indicators and special issues............................................................................204 Investments and timing ....................................................................................................205 Overview ..........................................................................................................................205 Implications ......................................................................................................................207 Modelling assumptions ....................................................................................................208 Model set-up ....................................................................................................................208 Physical parameters ........................................................................................................209 Tariffs ...............................................................................................................................211 Costs ................................................................................................................................214 Existing financial items.....................................................................................................217 Other general assumptions..............................................................................................217 Forecast financials ...........................................................................................................218
BUSINESS PLAN VPT
10.5.1 10.5.2 10.5.3 10.5.4 10.6 10.6.1 10.6.2 10.6.3 10.6.4 10.6.5 10.7
Profits and losses.............................................................................................................218 Balance sheets.................................................................................................................219 Cash-flow .........................................................................................................................220 Key-indicators ..................................................................................................................221 Sensitivity analysis ...........................................................................................................222 Introduction ......................................................................................................................222 Varying cargo throughput.................................................................................................222 Varying investment levels ................................................................................................223 Varying tariffs/royalties.....................................................................................................223 Lower cargo throughput, lower royalties ..........................................................................223 Conclusion .......................................................................................................................224
11. ACTION PLAN .............................................................................................................................226 ANNEX TO CHAPTER 2......................................................................................................................A-2 ANNEX 2.1 Port Internal Road Network Details ....................................................................... A-3 ANNEX 2.2 Port Internal Rail Network Details.......................................................................... A-7 ANNEX 2.3 Lease contracts in the port of Visakhapatnam .................................................... A-10 ANNEX 2.4 Options for financing the proposed investments in Visakhapatnam ................... A-13 ANNEX 2.5 Vessel Navigation ................................................................................................ A-16 ANNEX 2.6 Statement showing the employment position (Existing strength Class I, II, III & IV including casual labour....................................................................................... A-18 ANNEX TO CHAPTER 3....................................................................................................................A-19 ANNEX 3.1 ANNEX 3.2 ANNEX 3.3 CUSTOMER ORIENTATION............................................................................... A-20 PERFORMANCE INDICATORS ......................................................................... A-29 SHIP DEVELOPMENT ........................................................................................ A-34
ANNEX TO CHAPTER 7....................................................................................................................A-43 ANNEX 7.1 ANNEX 7.2 ANNEX 7.3 ANNEX 7.4 Road traffic estimation ......................................................................................... A-44 Port connectivity - traffic estimation..................................................................... A-46 Outer harbour connectivity - traffic estimation ..................................................... A-47 Railway requirement calculation.......................................................................... A-48
ANNEX TO CHAPTER 9....................................................................................................................A-50 ANNEX 9.1 ANNEX 9.2 ANNEX 9.3 ANNEX 9.4 Comparison of tariff charges ............................................................................... A-51 Comparison of tariff with other major, non major and private ports in India........ A-56 Comparison of tariff charges of international ports.............................................. A-58 Department wise and class wise retirement profile and annual salaries............. A-60
ANNEX TO CHAPTER 10..................................................................................................................A-70 ANNEX 10.1 Possible contractual forms................................................................................... A-71
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EXECUTIVE SUMMARY Introduction This report presents the business plan for Visakhapatnam Port Trust. Based on the vision and the mission for the port, the potential traffic that will be generated in the future, the investments needed to cope with the future demand, the report discusses the financial implications of the business plan and also provides an action plan for the coming business plan period. The shortfall in capacity and the improvement of the cargo handling systems leads to an investment program as well as to the necessary organisational improvements to assure an effective port system and an efficient implementation of the proposed investments. This investment program has been integrated in a financial model of the port in order to determine the financial implications. The plan forms the basis for the actions of VPT for the coming business plan period. Port of Visakhapatnam 0 0 Visakhapatnam Port on the Indian East Coast located at 17 41 N and 83 18 E is almost equidistant from Kolkata and Chennai. The port is a premier Indian port in terms of annual traffic (cargo throughput). The port is a major bulk handling port with POL, Iron Ore and Coal being the major bulk commodities. Other commodities handled in substantial quantities are Iron & Steel, Fertilizers & Fertilizer Raw Materials and Alumina. The port of Visakhapatnam has maintained its first national market position when it comes to throughput for the last six years and surpassed the mark of 55 million tons of cargo throughput in the year 2005-06 out of a total of 423.4 Mt for all major ports. Map 0-1 Location of berths in Visakhapatnam
Inner Harbour
Outer Harbour
BUSINESS PLAN VPT
Vision and Mission Based on the results of a workshop, the consultant and VPT came to the following vision: VPT to be the most preferred port in South Asia offering services of global standards
The Brand is: The East Coast Gateway
The Mission Statement is: To be a major partner in meeting the logistics requirements of the importers and exporters of the region
Strategy The port development strategy aims at increasing the ports capacity to facilitate higher cargo volumes by introducing improved infrastructure and modern handling techniques. Expansion of the port should be focused on the Outer Harbour by developing new deep-water berths and improving cargo handling rates. Dry bulk arriving in vessels above 100,000 dwt should be exclusively be handled in the Outer Harbour. Crude should either be handled in the Outer Harbour or outside the breakwater using SBMs. Cargoes arriving in vessels up to 50,000 dwt will be handled in the Inner Harbor. Several berths in the Inner Harbour allow for the development of multi-user facilities operated by private companies, dedicated berths on a BOT-basis or on a lease base. Over time, further deepening of the Inner Harbour is foreseen to accommodate for Panamax-size vessels. The optimal situation is one without waiting time. Due to the existing congestion the port should for the short term set a goal of a maximum waiting time of e.g. 24 hours. This target will set the ports and berths occupancy taking multi-user application into account. Measures to reduce the waiting time are: Better berth planning, a higher efficiency due to mechanization will contribute to more berths days and less chance that the berth is occupied. Due to increase of the GCB, less shifting with vessels is required and waiting time will be reduced. The constraints with night navigation, especially with large tankers will be solved when the SBM is operational since tankers can moor during the night. The agents need to improve the paper works, use more IT and EDI in order to speed the required documentation. The agents need to plan the vessels better in closer cooperation with the port.
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The policy of VPT is to continue with the implementation of the landlord model further and as such being responsible for: Basic infrastructure Construction of quay walls (if no BOT arrangement is applicable) Harbour Masters function: safety and environment The promotion of the Port Marine services Divestments of non-core activities; this may generate funds that can be used for investments that form part of the core activities of the Port Authority. In addition, investments via BOT may be structured in such a way that existing equipment is sold. The marine services will in the short and medium term remain under the control of VPT in order to avoid a monopolistic situation. In the short term the establishing a Commercial Department is highly recommended. Consultants are of the opinion that the available financial means within VPT are insufficient to cope with the future investments, especially taking into account that speed is needed to beat the upcoming competition on the East Coast. For one project, the rehabilitation of the Ore Handling Complex, VPT has entered into a loan agreement with Japanese Bank for International Co-operation (JBIC) at favourable terms. Private capital has to be attracted to implement the investments needed. When this is applied for, a BOT-arrangement is recommended. In such arrangement, particular attention should be paid to the conditions that need to assure the interests of the port authority, for instance, performance benchmarks. Table 0-1
Option Own equity Subsidies Soft loans Soft commercial loans Commercial loans
Financial options
Judgement Insufficient Probably not available With international donors is go to go decision. This involves long periods. International donors for specific purposes Depends on the availability of collateral, requires financially feasible projects for relatively short finance period, while projects are long term Attract private capital
Private Sector Participation Source: Consultants analysis
Strengths and weaknesses, opportunities and threats Both international and domestic market developments are considered to be highly favourable on the short, medium and long term. This rapid growth is anticipated to occur in all sectors of the economy. The Indian government has formulated an ambitious investment program aimed at supporting the developments in the economy. Indias growing integration with the global economy and its favourable demographics are likely to ensure an average sustained rate of growth of GDP of more than 6% annually up to 2010, and up to 9% a year in the period 2010-20. One of the main challenges for the Indian economy is to create sufficient infrastructural capacities in the road, rail and ports. The SWOT assessments indicate that the port will continue to benefit from its
RMG & TCS, Final Report - Business Plan, March 2007 iii
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natural strengths, but its current biggest weakness is the inefficiency in operations and its future position is being threatened by the proximity of the competing ports as well as the bureaucratic procedures. Customers satisfaction A number of customers were met and interviewed and their feedback on port facilities and services were obtained. The analysis shows that rail and road connectivity, productivity and tariffs were all scoring high to relatively high on customer satisfaction. Storage facilities, paper work, local taxes and levies, IT services and customs procedures are all areas where the port could improve its service to the customers and which should be the focus of attention. Safety of cargo in storage, safe handling of cargo, cargo handling and marine services were the areas where the port scored mediocre, where the customers generally found the service good. General statements made from the customers include the following points: High capacity cranes with grabs and conveyor system required Truck parking and moving area Housekeeping should improve Pollution control should be improved Improvement in paperwork/procedures Adequacy of tugs and pilots Improving draft at strategic locations where volume can spur immediately. All the comments and results of the report are presented in annex 3 VPTs place and future Visakhapatnam Port ranks 1st among the 12 major ports in terms of throughput volumes; a position it has been holding consistently over the last several years. The Ministry of Transport has set targets for Visakhapatnam for the year 2013-14, which indicated that Visakhapatnam port should grow by another 80%, or approximately 8% annually. Most of that growth has to come from POL related traffic, as well as coal. The growth in the previous ten years was an average of around 4.5% per year. As such, the target implies almost a doubling of the growth rates. Analysis of the recent seaside Origins and Destinations showed the rapid growth of Iron Ore exports to China, which has risen in 2004-05 before falling back in 2005-06. Considering the very strong economic growth of China, a further growth of this trade is however likely. Furthermore, there has been a marked shift in coastwise exports to the West of India, particularly to Hazira and Mumbai. This will likely be sustained given their prosperous economic prospects. The table below summarizes the cargo forecast for VPT. It appears that cargo grows from 55 Mt in 2005-06 to well over 89 Mt in 2012-13. Nearly one-third of this increase originates from a single project, namely the expansion of the refinery. Much depends also on the expansion of the steel and POL industries. The downside risk of the forecast is estimated to be around 6-10 Mt while an upside is then expected to be very small indeed, if existent, as the new port of Gangavaram will open by 200809.
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Table 0-2
Summary of cargo forecast for VPT, 2005/06-2012/13 (in Mt)

2005/06 2006/07 15.0 0.8 17.5 3.0 7.3 1.5 3.5 3.5 3.2 0.8 56.1 2007/08 15.6 0.9 17.5 3.0 7.5 2.2 3.9 3.7 3.6 1.3 59.2 2008/09 16.7 1.0 19.0 3.0 7.0 2.3 4.2 3.8 3.9 1.9 62.8 2009/10 18.3 1.3 20.0 3.0 6.2 1.9 4.5 5.1 4.5 2.4 67.2 2010/11 20.2 1.8 20.0 3.0 5.7 2.0 4.9 7.4 4.9 2.9 72.8 2011/12 22.5 1.9 20.0 3.0 6.0 2.2 5.2 8.1 5.6 3.5 78.0 2012/13 26.0 2.5 23.0 3.0 6.5 2.3 5.5 10.7 6.2 4.0 89.7
POL Other liquids Iron Ore Thermal coal Coking coal imports Steam coal Fertilizer & FRM Other dry bulks General Cargo / Break Bulk Containers Total
16.6 0.7 16.0 2.7 7.1 2.0 3.2 3.1 2.9 0.6 54.8
For the long term, a trend analysis combined with large scale projects indicates that the port may see cargo demand of 140 Mt by 2025. Figure 0-1 Long term trend forecast of cargo demand, Mt
160 140 120 100 80 60 40 20 0 2005 2012 2017 2025
Container General cargo Other dry bulk Fertiliser Steam coal Coking coal Thermal Coal Iron Ore Other Liquids POL
While some of the long term projections are based on CAGR growth trends and where appropriate specific circumstances are taken into account. The main arguments per commodity are: In the case of POL, traffic at VPT will be restricted by refinery capacity in the service area Other liquids include raw materials for fertilizers and alumina plants and will register matching growth
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Million ton
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Iron ore exports will see a slow down on account of domestic steel industry growth and hence a growth of only 10 million tons beyond 2013 is projected Thermal coal projections are not based on trends as it is dependent on TNEB requirement alone. With the Kudangulam Mega Nuclear Power Plant coming up and the Kalpakkam Plant being expanded, thermal power as a proportion of total power is expected to decline in TN and hence traffic is estimated based on the assumption that coal will continue to be an important fuel for power generation but traffic growth will be marginally incremental Coking and steam coal imports will also continue to increase at the same pace in the light of domestic steel industry growth In the case of Fertilizers too the current growth trend is likely to continue on the back of the emphasis being given by GoI to agriculture growth flattening out of fertilizers demand as has happened in the developed world is not expected to occur in India within the period the projections are made. Other dry bulks include alumina, cokes and limestone. With the likelihood of several of the alumina mining projects coming through in Orissa and the mines being predominantly being in southern Orissa, VPT will attract the cargoes for these plants However, the growth beyond 2017 may not be as significant as between 2013 and 2017 when the mining leases and plants reach optimum levels General cargo / break bulk growth will be limited by the growing trend in containerization of general cargo Container traffic is bound to grow at a rapid pace on account of the vibrant economic growth that will trigger a higher growth in manufacturing sector than at present
Present Port Operations Factors which are effecting further improvement in productivity 1. Entrance channel to the Inner Harbour is a narrow channel with lot of bends and curves. The maximum vessel size that can be handled at Inner Harbour is 45,000 DWT and 10.06 m. draft. Because of the limitation of the Inner Harbour to handle Panamax vessels which are deployed for Coking coal and Fertilisers the only deep draft berth is General Cargo berth which is being utilized for accommodating deeper draft ships putting lot of pressure on this berth and avoidable pre-berthing detention to vessels at anchorage. This limitation is being addressed by the Port by deepening Inner Harbour entrance channel and turning circle in phases of which phase-I is nearing completion. 2. There is scope for further improvement in productivity if the following issues are addressed. a. Inadequate bagging facility for foodgrain and fertilizers restricting ship shore discharge rate. b. Inadequate stacking space close to the operational area resulting in long lead for cargoes handled at Inner harbour. c. Allotment of stacking space can be done on a move rational basis with less lead time. d. There are no handling equipment on the western side of the Northern arm. Vessels accommodated at these berths are handling cargo with ship gear. In the event of arrival of ships with lower capacity ship gear / inadequate ship gear, obsolete gear, productivity is adversely affected. e. About 65% of cargo is moved by Railways from and to the hinterland. Availability of adequate no.of railway wagons is a pre-requisite for faster evacuation of cargo. In the recent past it is observed that the supply of wagons by Railways is not commensurate
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with the ship shore discharge resulting in building up huge stacks which in turn is affecting productivity of vessels at berth. f. There is no night navigation facility for crude oil tankers of more than 115000 DWT. This is resulting in detention of tankers calling at the port. g. There is an urgent need to rationalize and modify the incentive schemes. Datums were laid down 10 years ago and are not really acting as an incentive to enhance productivity. The datums are so low that with higher capacity grabs, labour are able to achieve these norms during the middle of the shift itself resulting in low productivity for certain cargoes. h. Multiple handling of coking coal and other bulk cargoes is affecting further improvement in the productivity and also affecting quality of the product. Some of the other factors which are effecting productivity at the berths are: i) Inadequate connectivity for the container terminal. ii) Inadequate no.of weigh bridges. iii) Inadequate lighting at stackyards. iv) Inadequate drainage system. v) Inadequate availability of trucks for movement of cargoes. vi) Inadequate facilities at Railway sidings. The above mentioned factors which are effecting further improvement in productivity will be discussed in the various section herafter in the report. Solutions to improve the productivity are highlighted and discussed in Sections 4 and 5.
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The port handling capacity Current capacity use is given in following chart. Most facilities are either already used up to maximum capacity or well beyond that, resulting in congestion. Orange is indicating the shortfall of capacity that is already experienced at the moment. In Red the present capacity is compared with the future throughput levels according to the traffic forecast and current use of the facilities. Figure 0-2 Capacity use by berth group, 2005-06 versus 2012-13
16,0 14,0 12,0 10,0 8,0 6,0 4,0 2,0 0,0 Future demand Current excess use Currently remaining Allowable throughput
Million ton
FB
R -2
1-
B-
B-
1-
ST
N O
LP
-1
There clearly already is an overall shortfall in port capacity, even when taking into account the present remaining capacity of 2.7 Mt over several berths, although mostly on Ore Berth 1. Waiting times are rising for most berths and suboptimal logistics are occurring, resulting in high costs for the port users. Current capacity is estimated at 57 Mt for the port, excluding the transhipment on the anchorage. This however includes acceptance of congestion and waiting times as currently experienced. Creating port handling capacity Immediate solutions are required to de-bottleneck the current situation and to accommodate future growth. VPT has listed a number of projects to cope with the current problems and future demands. Consultants have added further projects. These investment projects could result in an additional capacity of 70 Mt, while there would still be spare capacity in the sense of undeveloped berths. Part of the projects is replacement of existing capacity, as mechanisation is undertaken. The combined cost of the main projects is just over Rs 1,800 Crore and the other projects account for Rs 550 Crore The main projects are: Export facility for Bulk cargoes WQ1/WQ2: Dry bulk, in specific, the import and export of coal is handled at almost all west and east quays in the inner harbour and at the General Cargo berth at the outer harbour. Thermal coal is presently manually loaded with slings, mainly at the west quays, which result in a long TRT for ships and high berth occupancies.Thermal coal and part of the iron ore are presently manually loaded, mainly at the west
on
t.T er
EQ
W Q
/O
viii
BUSINESS PLAN VPT
quays, which result in both high TRT for ships and high berth occupancies. This can be improved by the development of a mechanized loading and stacking facility. The result is that operations are environmentally friendlier than the present operations, due to the fact that the coal is concentrated at one location and is less handled by various types of equipment. At the same time loading rates will be much higher and ships have a shorter turn around time in the port and can save on the ship cost. Mechanisation General Cargo Berth The existing general cargo berth is used for only import of dry bulk such as coking coal, coke and fertilizer. Unloading is done by either ships gear or two floating cranes. In 2005 2006 the cargo throughput at the GCB was about 5 Mt, resulting in berth occupancy of about 98% (298 days). According to the market study, the expected amount of imported coking coal and coke is in the order of 11 Mt per year. A mechanized unloading facility in combination with a stacking yard with stackerreclaimers and wagon loading installation is proposed. The handling productivity will increase from 10,000 tons per day to 50,000 tons per day. Deepening Inner harbour to 14m draft The deepening of the entrance channel draft to the inner harbour and the inner harbour itself to 14 m draft is intended to make the inner harbour suitable for Panamax vessels. However the entrance channel to the inner harbour is very narrow and curved and access with a Panamax vessel should be carefully checked with nautical simulation. Accommodation of 200k Dwt vessels Iron Ore Jetty and upgrading of the Iron Ore Handling Complex The iron-ore jetty has two berths, OB-1 and OB-2 requires debottlenecking in the handling facilities to increase capacity up to 20 million ton with berth occupancy of 60%. Clients have expressed interest in using 200,000 Dwt vessels, which requires extension of the jetty and further deepening. This project is integrated with the redevelopment of the entire Iron Ore Handling Complex and financed under a JBIC agreement. SBM facility & POL jetty Presently all crude import of about 7.5 million ton per year is handled at the Offshore Tanker Terminal (OSTT) which is considered the limitation of the berth. Space is limited in the outer harbour and solutions were sought in a development of a SBM outside the breakwaters. The SBM will be used predominately for the discharge of crude. It is expected that it can handle about 20 million ton of crude per year. POL products are both imported and exported through the port. Current capacity is limited to the approximate 4.5 Mt handled. Most of this is handled at OR-1 and OR-2 at the inner harbour. It is expected that the POL will be more than doubled to 10 million ton in the coming years. The berths capable of handling POL are the LPG jetty and the OSTT, which are fully occupied, even after the development of a SBM outside the port. More capacity to handle POL jetty is needed. To this end, the current NOM will be replaced within the Outer Harbour area, while the OR-berths will be re-vamped to accommodate bigger vessels and and higher pumping rates. The same is foreseen for the LPG jetty, while the remaining product vessels may be handled on the OSTT. Extension of container terminal
ix
BUSINESS PLAN VPT
The extension of the container terminal will be developed under a concession agreement with the current concessionaire on the basis of right of first refusal. The extension should be negotiated early in the business plan period in order to create the space required for new cargoes as well as to have the space available as and when container traffic takes off. East Docks and strengthening of the East Quays 1-4 Due to the deepening of the inner harbour several berths at the East Quays need to be strengthened or replaced due to the fact that the deepening goes beyond the design depths of these berths. Besides this, the quays were constructed in 1937 and have exceeded the design life time. The involved berths according to the VPT are quays, EQ 1, 2, 3, 4, 5, 6, and 7. The EQ 1-4 will be upgraded to a vessel draft of 14 m and will be constructed about 25m from the original water line in order to widen the channel. It has been decided that only East Quays 1 through 4 will be revamped and upgraded to 14 m draft capability as and when sufficient traffic justifies the investment. The project will be implemented via a concession with a potential operator. In addition to the East Quays, the East Docks will be developed for the handling of general cargo and for coal. These East Docks in the Inner Harbour will be developed on the basis of concessions. The South side of the Docks will be developed for the imports of coal from smaller vessels. The unloading facilities will be connected to the main system being built for the GCB. The concession is to be integrated with that of the GCB. The North side of the East Docks will be developed at a later stage, as and when cargo demand requires so. Other projects include strengthening of quay walls and construction of berths in the Inner Harbour.
BUSINESS PLAN VPT
Table 0-3
Project
Summary of projects
Capacity Mt 3-6 4-10 11 16 3* 3.5* Cost Rs Crore. 117 77 237 385 150 50 113 30 15 540 99 8.5 207 203 4 120 1,834 551 2,385 Concession in the future Implement via Concession Rejected Not viable, implementation on hold Implementation via VPT Rejected Implementation VP Implementation via Concession Rejected Implementation in phases via Concession Implementation via VPT Implementation via Concession Decision made
Export facility for Bulk Cargo WQ1/WQ2 Import facility Granular fertiliser EQ1-3 Mechanisation General Cargo Berth Deep Water Dry Bulk terminal Deepening Inner harbour to 14m draft 200k Dwt vessels Iron Ore Jetty POL jetty Relocation Oil mooring SBM facility Relocation of container terminal East Docks development Replacement equipment Iron Ore Handling complex and remaining costs on upgrading complex Extension Container Terminal Total main projects Total other waterside related projects Grand total Note: * capacity based on targeted cargo.
The projects listed above account for well over 70 Mt of capacity. Part of this is replacement of existing capacity, as mechanisation is undertaken. Some projects have relatively short lead times and consultants advise that these should be undertaken as soon as possible to relieve the congestion. The other projects require lead times due to the necessity of further detailed analysis and the simple reason that substantial construction is to be undertaken. The business plan period can be used to initiate discussions with users, undertake thorough market research and start planning accordingly. In any case, for projects that are clearly single-user, discussions should be held with clients to obtain commitments of cargo or direct investment. For multi-user berths, independent terminal operators may be attracted. The lay-out of the port is as follows after implementing the projects.
xi
BUSINESS PLAN VPT
Figure 0-3 New port lay-out
Marine services In view of the future traffic forecast and the size of vessel and the number of vessel calls the projects for the replacement of the tugs is envisaged. For night berthing, two linked projects are required. First, the mouth of the entrance channel needs to be widened. Furthermore, a 75 tons Bollard Pull tug is required to provide sufficient power. The envisaged replacement of one of the tugs could be replaced by a 75 tons tug. For handling of VLCCs an additional two tugs with 70 tons Bollard Pull are required.
xii
BUSINESS PLAN VPT
Land use The port of Visakhapatnam has a huge land area admeasuring 4,368 ha. The table below provides the distribution of this land according to its existing use. Table 0-4
Land use Land alienated to defence Land leased for port based industries Waterways of inner harbour Land occupied by hills and nallas Land for residential purpose Land for recreational complex Land for port's operational buildings Land for port's operational areas (docks, road, rail lines, stacking area, OHC) Land leased for warehouses Land proposed for lease to establish warehouses/CFS Land for long term lease for cargo related activities and bulk storages Land for green belts Total land owned by VPT
Details of the major break up of Port land and Land Use of VPT
Hectares (Ha) 1345 1128 101 441 80 26 20 716 Percentage 30.8 25.8 2.3 10.1 1.8 0.6 0.5 16.4
87 60 324
2.0 1.4 7.4
40 4,368
0.9 100
The existing land use has limited land for operational activities. It can be seen from the table that about one third (30.8%) of the land is alienated for the defence related activities. Nearly one fourth (25.8 %) of the land is leased for port based industries. Substantial portion of the land is occupied by hills and nallas (open drains) which pose problems for development. The land dedicated for the port's core operations such as docks, stacking area, OHC, roads, rail system is about 716 ha (16.4%) with green belts occupying slightly less than one percent of the land. The residential area around the old town adjacent to the outer harbour of the port is a major hindrance to the expansion plans of the port. The movement of cargo from and to the outer harbour has to be through a long route circumventing a hillock to avoid movement of heavy vehicles through the city. One of the major problems faced by the residents of the areas close to the port is of pollution due to handling of coal/iron ore etc. In order to mitigate the air pollution, the port has taken several measures such as installation of sprinklers, providing a green belt all around the port premises. Land development strategy VPT handled about 56 Mt of cargo in the year 2005-06. It is expected that this traffic is likely to grow to about 89 Mt by 2012-13. Keeping this increase in cargo in mind it becomes important for the port to make necessary provisions to make the land available for the essential uses such as storage, roads, rails, sidings etc. Considering these facts, it is recommended that VPT can consider following strategies for land development in order to meet the ports future needs.
xiii
BUSINESS PLAN VPT
Acquiring the land adjacent to the port It involves acquisition of the land after relocation of the existing structures. Suitable land areas around the port can be identified and explored for acquisition. Consultants have attempted to identify such locations based on site observations and discussion with the port officials and described in the preliminary land use plan proposals. Changing the existing land use within port area There are a lot of opportunities in terms of land use changes in the port area; for example, east yard dump and area adjacent to the east quays can become future operational and transit zone for the port and could solve the future stacking and transit requirements, thus enhancing the port business. Underutilised land could be used for new uses. It is understood that about 1,437 acres of land available with VPT for different schemes such as establishing warehouses, CFS, storage etc. De-leasing the existing land given on lease VPT has leased about 2,892 acres of land to various parties for port based industries. As a part of development of ware houses phase I the land is already allotted to various parties (RCL, Prathusha, CWCL etc.). Consultants propose that VPT to have a constant check on the land leased and its use by the lessee and should try to find out the land pieces which are un/under utilised so that they can be de-leased if found necessary.
xiv
BUSINESS PLAN VPT
Table 0-5
Title
Recommended actions for the land use

Key Features Identify existing land-use zones and future land-use zones Implementation plan for the same Continuous monitoring and review for the same Project Cost Preparation of master plan = 1 crore
Preparation of detailed master plan for port area for 20 years perspective
Identification of suitable areas for future stacking areas and connectivity between inner harbour and outer harbour
identify suitable areas available for acquisition around the port area carry out feasibility for acquisition covering area of land to be acquired, land-holding details, cost of the land, legal requirements, etc. find out if these areas are populated and population density if people reside, VPT should conduct detailed rehabilitation and relocation study for project affected persons (PAP) as per the multilateral funding agency guidelines
For feasibility study and R & R study = 1 crore
Revamping of East yard dump area development of stack yards
Development of additional stack areas by demolishing of the existing structures Additional area available for stacking and ancillary activities = 9.5 ha Provision for peripheral arterial road along operational areas Provision of service roads Provision for transit truck terminal Relocation of existing structures near convent Junction (area requirement = 3.5 ha built up)
Development of stack yards (after demolishing, relocation and site development) Roads (about 4 km peripheral road with 3 km service roads) = 15 crores
Truck terminal
Location - opposite the Essar plant and on southern side of the new connectivity road Area requirement = 3.8 ha Proposed capacity 750 trucks per day Provision of facilities such as parking, staying, repair, fuelling etc.
To be developed by Public Sector Privatisation (PSP)
Development of Buffer zone
Location near the major operation area in the east yard dump as well as near the proposed acquisition area near the outer harbour. Area available = 18.5 ha Development of additional stack areas by demolishing of the existing structures
For Cost refer to the environment section
Consultants recommend that VPT should formulate a detailed land use master plan with 20 years perspective which would have all the proposals included in the business plan and their phasing. It is also recommended to monitor and review land use plan every two years. Upgrading internal connectivity and environment Internal movements between outer and inner harbour areas assumes importance as these improvements bring in the benefits in terms of lesser travel distance/time, fuel savings, better operation conditions etc. The internal transport projects focus mainly on the road/rail traffic circulation
xv
BUSINESS PLAN VPT
within port areas and include the schemes identified for road/rail connectivity improvement of outer and inner harbour areas and associated storage spaces. Consultant proposes to implement the following road projects: Outer harbour connectivity improvement involving o Improvement of road from Khobbari Thota Junction to the fishing harbour junction facilitating movement to/from Port Junction to Outer harbour berths (upto Fishing Harbour) with an estimated cost of about Rs. 15 crore o flyover roads on the above OH connectivity road and one connecting outer harbour to inner harbour with an estimated cost of about Rs. 12 crore Inner harbour connectivity improvement includes following proposals o In/out movement to EQ to/from outside the port - Ramp near Ambedkar Junction for facilitating traffic movement to/from EQ north gate with an estimated cost of about Rs. 16 crore o In/out movement to/from WQ port area flyover road with ramps to facilitate WQ in/out and movement towards WQ and EQ with an estimated cost of about Rs. 34.5 crore o Movement between EQ to WQ area (both ways) flyover road on either side of the conveyor with an estimated cost of about Rs. 33 crore Western sector connectivity for which three options are possible. Out of these option one, additional road parallel to the bridge over Meghadrighedda is the cheapest one. However, this option was ruled out due to the decision of the navy to ban the existing road. Out of the other two options, the option no 3 seems to be the better one and can be considered for implementation. It was suggested by the port that the option 2 may also be considered for the long term requirement. The consultants propose to implement the following rail projects: Providing additional connectivity to Mindi yard from RCL, between the proposed Mindi yard and Karasa area where the storage capacity is planned. The estimated total cost of implementation is Rs. 30 crore. Revamping the east yard for the new storage and mechanical handling for coal with an estimated cost of about Rs. 7.5 crore The other regular modernisation and improvement projects for general improvement of the road and railway system have to be taking into account according to the availability of budget. External connectivity Adequate port connectivity to hinterland is very important as it helps smooth movement of cargo to and from hinterland. About 60-65 % cargo is rail borne cargo and about 10-15 % is handled via road. VPT has initiated the connectivity improvement on both the fronts. For road connectivity improvement it has recently completed construction of the Port Connectivity Road. It seems to be sufficient for existing and future traffic. For rail connectivity improvement, VPT is in the process of developing another reception and dispatch yard at Mindi, as the existing facilities are unlikely to be able to cope with the projected future cargoes.
xvi
BUSINESS PLAN VPT
Environment Considering the various potential sources of pollution, pollution control measures are suggested at either the source of pollution or at the receiving environmental component. Adoption of these measures would help keep the pollution control costs to a minimum. Environmental projects are a key component of every Port operation and construction program. Port's capital improvement programs must provide funds for needed environmental measures. The Port's environmental programs are as varied and vital as its economic programs. The projects that have been identified deal with Air pollution, noise pollution, water pollution from ship and shore based facilities and include the following: Table 0-6
S.N 1 2
Possible environmental projects

Possible Projects Shifting of coal handling from GCB to coal berth and mechanisation of coal berth Controlling of vessel emissions and vehicular pollution Provision of earmuffs and other equipment to workers and at noisy environments Construction of slurry holding tank on iron ore berth Detailed quantitative and qualitative Investigation of City wastewater meeting Harbour area and install a Sewage Treatment Plant to treat city sewage Study for industrial wastes and finding out suitable solution Provision of flooring, Garland drains, collection pits, and greenbelt around Stacking yards, and ancillary port activities Disposal of sediments Change of dredges for capital dredging Handling of wastewater and oil spills from ships Strengthening of Environmental Management Cell 1.0 2.0 0.5 2.5 Cost (Rs. Cr.) Path/Benefits Covered as part of main projects This is a recommendation - VPT has to consider various options with ship operators VPT has to provide /To avoid health hazards VPT has to construct /To Avoid harbour water and aquatic flora and fauna contamination VPT has to construct /To avoid harbour water pollution
3 5
25.0
0.5 for study (tentative Cost of ETP would be 40 lacks per mld) 14.0
Consultant has to be engaged to examine and control harbour water pollution VPT has to construct/To restrict polluted surface run off meeting harbour water and Air pollution control Recommendation Recommendation to put condition in tender documents Recommendation VPT should strengthen existing Cell to address environmental management concerns. The cell should be given qualified persons who will be responsible for regular environmental quality" monitoring, proper operation of pollution control equipment and ETPs, and liaison with regulatory bodies such as the Andhra Pollution Control Board (APPCB) EC is mandatory by MoEF and SPCB. For EC detailed EIA is required EIA would take at least 12 months which include 9 months monitoring
9 10 11 12
13
EIA for all Construction Components
1.0
14 Total
Slope protection in inner harbour
5.0 48.8
xvii
BUSINESS PLAN VPT
Adjustment of the organizational set-up Adopting the concept of a landlord port model requires first of all institutional changes. Consultants recommend corporatising of the VPT as such the VPT will act as an independent unit under the corporate law. The shareholders could be the Government of India and/or the State of Andhra Pradesh. The VPT will become a Port Authority with as main functions port developer, custodian and maintainer. A change in the name of the new organisation is recommended in line with this transformation: Visakhapatnam Port Authority (VPA). By adopting the land lord model the corporatised VPA acts then purely as: stimulator of the port as logistic nodal point; developer and maintainer of port areas, entrance channel, terminals, jetties, storage areas, etc; and lessor of port property: long/short term lease/concessions for mainly infrastructure and in some cases superstructure.
In view of above the VPT will be transformed into a corporate body acting under the corporate law and the new organization will act as a Port Authority. The organisation shall focus on marine services and commercial services aided by the support functions. Consultants have perceived the following organization structure befitting for the future needs of the VPA. Figure 0-4 The proposed organisation of VPT new style
Board
Chairman Deputy Chairman Finance Human Resources
Audit
Medical
Legal
IT
Harbour Master
Business Development
Operations
In the new structure of the corporatised VPT the following layers can be distinguished: The board of the organization consisting of representatives of the shareholders; The management of VPA The staff departments (indicated in green) such as Finance, HRD, Legal, etc The departments in line: o Marine Services o Business Development o Operations
xviii
BUSINESS PLAN VPT
Money and prioritisation: Financial Plan In the end, there is a trade-off between available money, solutions and goals. Not all projects should be undertaken, some should be paid for by the user, and others can be postponed. The starting point for those decisions is the current financial position of the port and its likely development over the forecast period. The table below presents some major financial indicators of VPT for the years 2003/04-2005/06. Table 0-7 Financial indicators for the years 2003/04-2005/06
2003/04 Net margin Operating ratio Current ratio Debt to assets Revenue per ton (Rs) Cost per ton (Rs) (excl. financial items, incl. depreciation) Net surplus per ton (Rs) 17% 43% 1.3 0,0 101 64 2004/05 2% 45% 1.5 0,0 99 60 2005/06 30% 44% 1.1 0,0 95 59
17
29
Source: Consultants calculations on basis of data provided
The net margin of the port has increased from 17% in 2003/04 to 30% in 2005/06, while the operating ratio has remained static at around 44%. The current ratio has fallen to 1.1 over the past three years as the current liabilities have increased. Revenues per ton have fallen from 101 to 95 Rs./ton, but at the same time, the cost per ton has fallen as well, to reach 59 Rs. per ton. The net surplus per ton has increased to 29 Rs. per ton. It should be noted that these values have been impacted considerably by the (non-)payments to the Pension Fund. At present, VPT shows sound credit rating. The financial strength of VPT makes co-financing feasible. The current debt to total assets ratio is nearly zero as per the balance sheet of 2005-06, and the debt to equity is likewise nearly zero. In capital intensive industries ratios of 2 are common. However, in order to be prudent, a ratio of 1 is reasonable initially. Proposed investments The proposed projects together amount to a total capital expenditure Rs. 2,970 Cr.. This amount includes also projects that will not be implemented during the current planning period through 2012/13. Of the total amount, around Rs. 1,140 Cr. is for the account of VPT; the remainder is to be covered by private operators. In 2007/08, an amount of Rs. 170 Cr. is likely to be spent, rising to Rs. 275 Cr. in 2008/09 and then dropping to Rs. 159 Cr. and further to Rs. 45 Cr. by 2012/13 The most important near-term investments for VPT are the rehabilitation of the Iron Ore Handling complex. This project includes the deepening of the entrance channel, the construction of an extension to the existing jetty and the replacement of the major equipment. The project is held by the Port, so that all cargo related revenue will flow back to the port. Furthermore, quay-strengthening projects need to be financed by the Port as well as rail track investments at the GCB. Almost all other waterside-related investments will be undertaken by private operators. A substantial amount of money
xix
BUSINESS PLAN VPT
is required for roads and railway-equipment, Rs. 229 Cr. and Rs. 163 Cr. respectively. Combined, these projects amount to 35% of the investments from VPT funds. Deepening of the Inner Harbour to cater for vessels with a draft of 14m will only be undertaken as and when sufficient cargo is available. Financing of the project will only be undertaken through private investment or via external funds that require no paybacks and interest from the port. An overview of the projects and associated annual capital expenditures is given in the table below. Table 0-8 Projects and associated annual capital expenditure (in Cr. Rs.)
Operational Capacity Investment (Rs. Cr.) VPT 22.5 Private 94.3 Annual capex (Rs. Cr) 2006 2007 11.3 2007 2008 11.3 2008 2009 0.0 2009 2010 0.0 2010 2011 0.0 2011 2012 0.0 2012 2013 0.0
Project
Carry out
year Mechanisation export facility WQ1/2 (VPT 23) Mechanisation GCB (VPT 22) Mechanised import facility EQ1/3 Iron Ore lengthening (VPT 4) SBM (VPT 13) POL/Liquids 20) (VPT yes 2008
Mt
yes yes yes yes no
2009 2015 2012 2009 2009 15 10
65.3 2.3 50.0 0.0 0.0
171.7 74.3 0.0 540.0 30.0
0.0 0.0 0.0 0.0 0.0
32.7 0.0 0.0 0.0 0.0
32.7 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0
0.0 0.0 20.3 0.0 0.0
0.0 0.0 29.8 0.0 0.0
0.0 0.0 0.0 0.0 0.0
Installation shiploader Alumina WQ7 (VPT 10) Repairs (VPT 5) to WQ-7
yes
2010
2.5
0.0
30.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2008
0.0
8.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Replacement Equipment I.H. Berths (VPT 24,26) Replacement (VPT 27, 30) tugs
yes
2008
4.5
58.0
0.0
19.3
19.3
19.3
0.0
0.0
0.0
0.0
yes yes
2009 2009
40.0 90.0
0.0 0.0
0.0 0.0
0.0 0.0
20.0 45.0
20.0 45.0
0.0 0.0
0.0 0.0
0.0 0.0
New tugs 75T BP (1) Deepening Entrance Channel / Inner Basin to 14m (VPT 3) Deepening Entrance Channel / Inner Basin to 12,5m (VPT 2) Strengthening E. Quays (VPT 11, 12) to 14m Strengthening W. Quays (VPT 6,7,8) to 12,5m
yes
2014
0.0
150.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2008
0.0
40.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2014
0.0
120.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2008
46.5
0.0
0.0
23.3
23.3
0.0
0.0
0.0
0.0
xx
BUSINESS PLAN VPT
Project
Carry out
Operational
Capacity
Investment (Rs. Cr.) VPT 0.0 20.0 Private 45.0 0.0 0.0 120.0 50.0
Annual capex (Rs. Cr) 2006 2007 0.0 0.0 0.0 0.0 0.0 2007 2008 0.0 0.0 0.0 0.0 0.0 2008 2009 0.0 0.0 16.7 0.0 0.0 2009 2010 0.0 0.0 16.7 0.0 0.0 2010 2011 0.0 0.0 16.7 0.0 0.0 2011 2012 0.0 0.0 0.0 0.0 0.0 2012 2013 0.0 0.0 0.0 0.0 0.0
year Construction (VPT 9) WQ6 yes no yes yes yes 2009 2010 2010 2011 2011
Mt
Marine services Lova Garden Construction (VPT 15) WQ8
5.1 4 3
50.0 0.0 0.0
Extension Container Terminal (VPT 16) Upgrading (VPT 19) OR1-2
Procurement barges and launches (VPT 20) Road (VPT 32, 33, 34, 37) Other works (VPT 41, 42, 43, 44, 50 and 45, 49) Environmental (VPT 46,48) East Docks (VPT 18), South Side East Docks (VPT 18), North Side Mobile Cranes 2*100t (VPT 29) Construction (VPT 14) EQ10
yes
2010
6.0
0.0
0.0
0.0
2.0
2.0
2.0
0.0
0.0
yes
2011
229.0
0.0
0.0
45.8
45.8
45.8
45.8
45.8
0.0
yes
2011
61.9
70.0
0.0
12.4
12.4
12.4
12.4
12.4
0.0
yes yes yes yes yes
2012 2009 2015 2007 2009 2 5 3.5
45.0 30.0 0.0 0.0 0.0
0.0 88.5 88.5 45.0 35.0
0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0
9.0 0.0 0.0 0.0 0.0
9.0 30.0 0.0 0.0 0.0
9.0 0.0 0.0 0.0 0.0
9.0 0.0 0.0 0.0 0.0
9.0 0.0 0.0 0.0 0.0
Mechanised facilities coal handling East Docks South (VPT 25) Replacement 2 locos 1430 HP & 1 loco 3100 HP (VPT 28, 31) Rail (VPT 35, 36, 38) Shifting of Fishing harbour (VPT 51) Residual costs on VPT 4 (Project 5) Residual (Sheet VPT1) payments 16/11/06:
yes
2009
0.0
60.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2010
34.0
0.0
0.0
0.0
11.3
11.3
11.3
0.0
0.0
yes yes yes
2011 2011 2012
129.0 85.0 145.0
0.0 15.0 0.0
0.0 0.0 0.0
25.8 0.0 0.0
25.8 0.0 0.0
25.8 0.0 36.3
25.8 0.0 36.3
25.8 0.0 36.3
0.0 0.0 36.3
yes
2006
13.0
0.0
13.0
0.0
0.0
0.0
0.0
0.0
0.0
Liquids lines/Loading arms LPG Jetty Total
yes
2009
1.5
23.0 1,140.5
0.0 1,830.2
0.0 43.6
0.0 170.5
11.5 274.7
11.5 265.7
0.0 179.5
0.0 159.0
0.0 45.3
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BUSINESS PLAN VPT
The Marine Services require new tugs. Furthermore, restructuring of the organisation is required, which can entail VRS and substantial commitments. In addition, there is an obligation to top up the Pension Fund, which may require as much as 450 Crore. In sum, around 3,000 Crore is proposed, of which 1,150 Crore is for dedicated liquids facilities and accommodating 200,000 Dwt Ore carriers. These projects will be user paid. This also applies to the dry bulk mechanisation, the mechanisation of the GCB, the fertiliser import facility and the extension of the Container Terminal. The GCB should be developed immediately by the port in order to relieve congestion. User benefits are very high in terms of reduced turn-around-time. The port is planning to fund this project as a BOT. The fertiliser berth should be studied at the soonest. This project is needed and has large economic spin off. Profits and losses Total revenues for the port as indicated, have risen to 529 Cr. Rs., of which Cargo Handling and Storage accounts for 53%, or 279 Cr. Rs. Total employment costs have been held fairly constant through lay-offs and retirements, despite increasing wages. It should be noted that the employment costs are indicated here as total costs, covering regular salaries, bonus payments, pension contributions and other staff related payments. Table 0-9
Item Revenues Total costs EBITDA Depreciation EBIT Total financial items EBT Tax Net income
Profit and loss accounts 2006/07-2025/26 (in Cr. Rs.)

2003/4 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2017/18 2025/26 454 260 194 27 167 -57 502 276 226 28 198 -167 529 296 233 31 202 10 513 314 199 34 165 -50 515 351 165 34 131 -52 558 356 202 38 164 -51 597 362 236 47 189 -84 622 334 289 49 239 -84 645 338 306 58 249 -89 746 349 397 67 330 -5 799 328 471 62 410 61 843 281 562 42 521 199
110 32 78
31 20 11
212 57 155
115 35 81
79 24 56
113 34 79
105 32 74
156 47 109
160 48 112
325 97 227
471 141 330
720 216 504
As the port is privatising its operations, its income from cargo handling will drop over time. As not all berths are yet designated to be privatised, a residual income from cargo handling remains on the profit and loss account. Total cargo related revenues are expected to remain static in the base case at around Rs. 250 Cr. and increase to Rs. 290 Cr. by 2012/13. Note that as royalties and wharfage tariffs are identical, this does not make a difference to the total revenues of the port. Vessel related revenues are forecast to grow steadily from Rs. 162 Cr. to Rs. 225 Cr in 2012/13 and further to Rs. 263 Cr. in 2025/26.
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BUSINESS PLAN VPT
The royalties will take over the function of wharfage dues. With the gradual transfer of operations to private operators, royalties are set to grow from Rs. 16 Cr. in 2008/09 to Rs. 94 Cr. in 2012/13 and further to nearly Rs. 139 Cr. in 2025/26. Total revenues of the port are thus forecast to grow from Rs. 513 Cr. in 2006/07 to Rs. 746 Cr. in 2012/13 and further to nearly Rs. 850 Cr. in 2025/26. Repair and maintenance costs are set to rise by 17% through 2012/13 as projects are implemented. Total costs will rise and then fall over the entire forecast period, hovering around Rs. 300 Cr. as repair and maintenance cost increases are offset by salary reductions and privatisation heaves off costs to private operators. The EBITDA rises from Rs. 199 Cr. to Rs. 326 Cr. by 2012/13 and can then rise further to Rs. 562 Cr. by 2025/26. Depreciation increases gradually from Rs. 34 Cr. to Rs. 67 Cr. These amounts are comparatively low, as most assets have long lifetimes. The tax obligation rises in line with profit, from Rs. 35 Cr. in 2006/07 to around Rs. 97 Cr. in 2012/13 and further to Rs. 216 Cr. in 2025/26 Net income is thus set to grow from Rs. 81 Cr. in 2006/07 to Rs. 227 Cr. in 2012/13 and may rise to Rs. 504 Cr. in 2025/26.
Balance sheet The balance sheets show that the total assets have grown from 1180 Cr. Rs in 2003/04 to 1538 Cr.Rs in 2005/06. A substantial increase has taken place in investments/financial means, which are accounted for under the current assets. At the same time, fixed assets have been added almost equal to depreciation values and resulted in a static total fixed assets position of some 740 Cr. Rs. The loan position as of book-year 2005-06 was very low indeed, at just below 16 Cr. Rs.. However, during the current year 2006-07 a new loan has been taken up by the port to finance the rehabilitation of the Iron Ore Handling complex. The amount involved is 200 Cr. Rs, at favourable financial terms. The Yen-dominated loan carries an interest rate of 1.5% and pay-back period of 20 years, but the outstanding amount can be repaid at any time. Overall, it can be concluded that the financial position of VPT is good and the Port has considerable funds for future expansion as well as substantial leverage possibilities. A forecast of the balance sheets is presented in the table below. Table 0-10 Balance Sheet 2006/07-2025/26 (in Cr. Rs.)
Item Assets Fixed assets Investments Investment reservation Current assets & Liquid means Total assets 739 204 745 198 739 448 749 448 124 236 1,180 257 1,199 351 1,538 351 1,672 886 448 229 362 1,925 1,123 448 41 383 1,995 1,342 448 105 397 2,292 1,472 448 39 411 2,370 1,573 448 14 420 2,455 1,552 448 228 429 2,657 1,246 448 1,828 446 3,969 1,508 448 4,753 526 7,236 2003/4 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2017/18 2025/26
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Item Equity and Liabilities Equity Loans
2003/4 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2017/18 2025/26
996 20
1,021 18
1,202 16
1,283 16 373 1,672
1,339 206 381 1,925
1,418 196 381 1,995
1,492 419 381 2,292
1,601 393 377 2,370
1,712 366 377 2,455
1,940 339 378 2,657
3,390 206 373 3,969
6,846 26 364 7,236
Current 164 160 320 liabilities Total equity and 1,180 1,199 1,538 liabilities Source: Consultants calculations
The balance sheet total of the port rises from Rs. 1,672 Cr. in 2006/07 to Rs. 2,657 Cr. in 2012/13 and can then grow further to Rs. 7,236 Cr. in 2025/26. The increase is built up of additions to the fixed assets, which will increase more than 100% by 2012/13 and then fall again as depreciation outweighs replacement under the current capital budget program. The loans will be paid off by 2025. An additional loan of Rs. 250 Cr. will have to be taken up by 2008/09 under the scenario assumptions, in order to pay for all investments. The loan is assumed to be paid back over 15 years and carry an interest rate of 9%. It should be noted that this balance sheet assumes that the retained earnings are kept in the company and entered on the Balance Sheet as investment reservation, earning a 4% interest. This assumption reflects the need for a Landlord port to focus on its Public Service tasks, where significant dredging is required. Furthermore, the Ports long term needs imply expansion either outwards or inwards. A rough estimate of the cost of such expansion inward is Rs. 900 Cr. for the inward option and around Rs. 3,000 Cr. for the outward option. With the reservation fund, the Port will be equipped to undertake such a project. Cash-flow The total cash-flow of the port (see table below) will be negative for several years with the two largest negative years in the period 2008-2010 when the bulk of the immediate investments is expected to take place in financial terms. Table 0-11 Estimated Cash flow, Cr. Rs.
Years Item Net Surplus Plus interest after tax Plus NCC (non-cash item Depreciation etc) Minus change in NWC (net working capital changes) Minus capex Total cash flow Source: Consultants calculations 2006/7 81 0 34 2007/8 56 2 34 2008/9 79 2 38 2009/10 74 18 47 2010/11 109 16 49 2011/12 112 15 58 2012/13 227 14 67 2017/18 330 8 62 2025/26 504 0 42
-8 44 78
1 170 -80
15 275 -171
13 266 -141
12 179 -17
8 159 18
7 45 257
-1 0 401
20 379 147
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BUSINESS PLAN VPT
Given the expected cash flow and key indicators, the port can be expected to require loans in the order of Rs. 250-400 Cr. in order to carry out all the projects that are now decided to be implemented. This financing requirement, however, will not jeopardise the ports solvency. The debt to assets ratio increases to nearly 0.3 at its peak. The financial outlook is very sound indeed and sufficient funds should be generated to sustain re-investment and expansion investment as the port and its users require so. The outcomes appear robust for substantial variations, although the near term is susceptive to strong negative cash flow. If and when the projected substantial returns materialise over the medium to long term, the port will have to think carefully about what to do with the proceeds. Examples are: Co-invest in infrastructure with private clients is a possibility, in order to obtain higher royalties, if and when the projects are viable. As traffic and throughput grows, the port is likely to be required to undertake substantial infrastructure investment. An example of this may be the widening of the entrance channel to accommodate two-way traffic. This would require construction of new breakwaters, which is a very capital intensive project. Many Major ports are now undertaking and planning capacity expansion. At the same time, private ports are increasing capacity and being constructed. As such, it is likely that at some point in the medium term, more than sufficient capacity is available, and then competition will rise and tariffs will come under pressure. A healthy reserves position is then favourable in order to be able to lower tariffs and thus retain cargo. The business plan period can be used to initiate discussions with users, undertake thorough market research and start planning accordingly. In any case, for projects that are clearly single-user, discussions should be held with clients to obtain commitments of cargo or direct investment. For multiuser berths, independent terminal operators may be attracted. In the long term The present capacity of the port is about 55 Mt. After implementation of the projects as described before the total capacity of the Port of Visakhapatnam comes around 120 Mt, which will be sufficient for the coming 15 years, which implies that the Port will reach its full capacity around 2020. For the period thereafter 3 options remain: Consolidation of the Port activities; Extension of the port activities by creating a new outer harbour; Capacity extension by creating a second inner harbour. The results of a very rough calculation suggests that the investment cost of a Inner Harbour (about US$ 150 million) is substantially lower than expansion of the Outer Harbour (about US$ 650). The consultant emphasizes that these cost figures are based on very rough estimates for unit costs as well as for sizes/volumes; uncertainties and associated margins have to be taken into account. Moreover annual savings can be obtained. On the average the costs per tonkm comes to about 5 to 10 USD cents. Assuming that 50 million tonnes of cargo are transported, the saving in the annual transportation costs will come to 25 upto 50 mln USD per annum. These annual savings occur by expanding the Inner Harbour versus the Outer Harbour. As such, it is highly unlikely that expansion of
RMG & TCS, Final Report - Business Plan, March 2007 xxv
BUSINESS PLAN VPT
the Outer Harbour can ever be justified on economic arguments as long as the Navy might be persuaded to vacate the area.
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Glossary
Acronym ACC AIS AP APPCB BALCO BOT BPO CAGR CCI CETP CFL CHA CLO CRM CWC DLB DWT EA EIA EIU ELTS EMC EQ ETP EU FACOR FAI FB FOIS FRM GCB GDP GFCL GOI GRT HGPL Description Associated Cement Companies Automatic Information System Andhra Pradesh Andhra Pradesh Pollution Control Board Bharat Aluminium Company Build Operate Transfer Business Process Outsourcing Compound Annual Growth Rate Cement Corporation of India Common Effluent Treatment Plant Coromandel Fertilisers Limited Container Handling Agent Calibrated Lump Ore Customer Relations Management Central Warehousing Corporation Dock Labour Board Dead Weight Tonnage Export Application Environmental Impact Assessment Economist Intelligence Unit Efficiency Linked Tariff Scheme Environment Management Cell East Quay Effluent Treatment Plant European Union Ferro Alloys Corporation Fertiliser Association of India Fertilizer Berth Freight Operations Information System Fertiliser Raw Materials General Cargo Berth Gross Domestic Product Godavari Fertilisers and Chemicals Limited Government of India Gross Registered Tonnage Hy Grade Pellets Limited
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Acronym HPCL HSD IA ICCL ICEGATE ICT IDBI IDCOL IFFCO IGM IH IHTB IIL INCAP IOC IPA IPCL IPL IR IRR IT ITES JBIC JNPT KG KRIBHCO L&T LNG LOA LPG MCA MIS MLD MMTC MOSRTH MOU MOEF
Description Hindustan Petrochemicals Corporation Limited High Speed Diesel Import Application Indian Charge Chrome Limited Indian Customs and Excise Gateway Information and Communication Technologies Industrial Development Bank of India Industrial Development Corporation of Orissa Ltd. Indian Farmers & Fertilizers Corporation Import General Manifest Inner Harbour Inner Harbour Turning Basin Ispat Industries Limited Infrastructure Corporation of Andhra Pradesh Limited Indian Oil Corporation Indian Ports Association Indian Petrochemicals Corporation Limited Indian Potash Limited Indian Railways Internal Rate of Return Information Technology Information Technology Enabled Services Japanese Bank for International Co-operation Jawaharlal Nehru Port Trust Krishna Godavari Krishak Bharati Cooperative Larson & Toubro Liquefied Natural Gas Length Over All Liquefied Petroleum Gas Model Concession Agreements Management Information System Million Liter per Day Minerals and Mines Trading Corporation Ministry of Shipping, Road Transport and Highways Memorandum of Understanding Ministry of Environment and Forest
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Acronym MSEB MT MTOE MTPA MW NALCO NHAI NHDP NIPCCO NMDC NMDP NOM NPV NSDP NTPC OB OECD OH OHC OMC OSBD OSTT PCR PCS PME POL POSCO PPP PSP RCL RFID RFP RINL RMG RMGC RSP RTGC
Description Maharashtra State Electricity Board Million Tonnes Million Tonnes of Oil Equivalent Million Tonnes Per Annum Mega Watt National Aluminium Company National Highways Authority of India National Highway Development Project Nizampatnam Industrial Port Complex Company National Mineral Development Corporation National Maritime Development Program New Oil Mooring Net Present Value Net State Domestic Product National Thermal Power Corporation Ore Berth Organisation for Economic Cooperation and Development Outer Harbour Ore Handling Complex Orissa Mining Corporation Output per Ship Berth Day Offshore Tanker Terminal Port Connectivity Road Port Community System Periodical Maintenance Examination Petroleum Oil and Lube Pohang Steel Company Public Private Partnership Private Sector Participation Rain Calcinations Limited Radio Frequency Identification Request For Proposal Rashtriya Ispat Nigam Limited Rotterdam Maritime Group Rail Mounted Gantry Cranes Rourkela Steel Plant Rubber Tyre Gantry Cranes
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Acronym SAIL SBI SBM SECA SEZ SKO SPV STP STS SVRS SWOT TAMP TCS TEU TISCO TNEB TPH TRT UNEDIFCAT USD VCTPL VLCC VPT VSPL VTMS WQ WTO
Description Steel Authority of India Limited State Bank of India Single Buoy Mooring SOx Emission Control Areas Special Economic Zone Super Kerosene Oil Special Purpose Vehicle Sewage Treatment Pond Ship To Shore Special Voluntary Retirement Scheme Strength Weakness Opportunities Threat Tariff Authority for Major Ports Tata Consultancy Services Twenty Feet Equivalent Unit TATA Iron And Steel Company Tamilnadu Electricity Board Tonnes Per Hour Total Turnaround Time United Nations Electronic Data Interchange For Administration Commerce and Transport United States Dollars Visakha Container Terminal Private Limited Very Large Crude Carrier Visakhapatnam Port Trust Vizag Seaport Private Limited Vessel Traffic Management System West Quay World Trade Organisation
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1. 1.1
INTRODUCTION Background
Further economic development of India requires an efficient national transport system. The seaports are major components of that system; the bulk of the imports and exports (about 95%) are entering and leaving the country via its seaports. India has twelve major seaports and 185 minor seaports along a coastline of over 6,000 km. The twelve major ports (Paradip, Kolkata, Visakhapatnam, Ennore, Chennai, Tuticorin, Cochin, New Mangalore, Mormugao, Jawaharlal Nehru, Mumbai and Kandla; see figure below) handle about 75% of total Indian port traffic. The overall growth of Indias port traffic is estimated at 10% per annum. Due to the foreseen national economic development in the coming decades, a strong further growth of the countrys port traffic can be expected. Figure 1-1 The Major and other Ports in India
The Ministry of Shipping, Road Transport and Highways (MOSRTH) has recently formulated a comprehensive National Maritime Development Programme (NMDP), which envisages various port capacity improvements and hinterland connectivity projects across the 12 major ports over a ten-year time frame. As part of the NMDP, MOSRTH has mandated that each of the twelve major ports should develop a business plan that: States a long-term vision for the port that builds on its core strengths; Establishes the goals to be achieved over the next seven years to satisfy this vision; Describes the strategy to be followed to achieve these goals; Provides a detailed plan of action to implement the strategy; and Identifies sources of financing for all proposed investments.
BUSINESS PLAN VPT
The business plan has also to provide the foundation for an annual planning process in order to be able to adjust it regularly to changing circumstances. Implementation of the plan is to be financed by private sector participation and internal Port Trust financial resources. The specific objectives of the complete study are to deliver in 25 weeks time: The preparation of a business plan for the Visakhapatnam Port Trust that is in line with its competitive advantages and capabilities and can be implemented without government financial support; The preparation of a 20 years vision for the Port; The preparation of an Action Plan for the next 7 years detailing specific projects and activities to be undertaken; and The installation of a process for the monitoring and reporting of the progress in achieving results and provide the capability to annually update the plan to reflect changing circumstances. The following phases will be undertaken to come to the formulation of the business plan: 1. The preparation of an inception report reporting the base line of the port; 2. An interim report containing a trade and traffic forecast for all commodities and cargo groups and the financial economic calculations based on the proposed investments; 3. A draft business plan 4. A final business plan This report presents the draft business plan for the Visakhapatnam Port Trust. 1.2 Team of consultants
The character of the project required a multi-disciplinary approach. The team of consultants included therefore the following experts: Mr. John Koppies MSc Dr. Henrik Stevens Mr. Biju Lukachan Mr. Bart Winder MSc Mr. Sunil Bahtia Mr. Maarten van Mourik MSc Dr. D.J. Rao Mr. S.N. Srikanth Mr. R. Muralidhar Mr. Yograj Kolhe Team leader and Port Economist Deputy Team Leader and Port Institutional Expert Project Management Port operations expert Port Tariff expert Financial-economic expert Environmental expert Expert Market Analysis Trade & traffic expert and market analysis Hinterland connectivity expert and land use
In addition, a home office support team was available for data analysis. The RMG/TCS team is very grateful to the excellent support provided by the VPT experts and especially the representatives of the mirror team, headed by Mr. Chairman Kishore and Ms. Y. Jayanthi.
BUSINESS PLAN VPT
2. 2.1
THE PORT OF VISAHAKAPATNAM Location of the port

0 0
Visakhapatnam Port on the Indian East Coast located at 17 41 N and 83 18 E is almost equidistant from Kolkata and Chennai. The port is a premier Indian port in terms of annual traffic (cargo throughput). The port is a major bulk handling port with POL, Iron Ore and Coal being the major bulk commodities. Other commodities handled in substantial quantities are Iron & Steel, Fertilizers & Fertilizer Raw Materials and Alumina. The port of Visakhapatnam has maintained its first national market position when it comes to throughput for the last six years and surpassed the mark of 55 million tons of cargo throughput in the year 2005-06 out of a total of 423.4 Mt for all major ports. Figure 2-1 The throughput of the major ports (2005/06)
Throughput 2005/06
Kandla Ennore J.N.P.T Mumbai Mormugao New Mangalore Cochin Tuticorin Chennai Vishakhapatnam Paradip Haldia Kolkata 0 10000 20000 30000 '000 tonnes 40000 50000 60000
Port
2005/06
Map 2-1 Markets Map 2.1 is illustrative of the captive and noncaptive markets of Visakhapatnam port. It also shows other ports on the coast that could compete to share the markets with Visakhapatnam port. While the captive and non-captive markets are serviced through road & rail connectivity, distant parts of the country like Gujarat and Maharashtra are catered to by Visakhapatnam port through the coastal shipping route. Some of the commodities are POL and Iron Ore.
BUSINESS PLAN VPT
Thermal Coal for the Tamilnadu Electricity Board (TNEB) is also shipped from Visakhapatnam by the coastal route. Andhra Pradesh state, where the port is located, has a coast line of about 1014 km. Apart from Visakhapatnam port the state has other 12 existing minor ports out of which Kakinada is the most active deep water port with advanced facilities and handling large volumes of cargo. The private ports of Krishnapatnam and Gangavaram have also been given on lease by the state government and facilities are being developed and expected to become operational soon. These ports can cater to international as well as coastal traffic.
2.1.1
Port limits
The port limits and other details such as entrance channel and turning circle are as follows. North: A line drawn from the stone marked VH at the North-West corner of the S. No. 72 of Kapparada along the South Eastern Railway Boundary upto the Stone marked VH at the North-East corner of S.No.61of Kapparada Village, thence along the boundary of the land acquired for the Visakhapatnam Harbour upto a stone marked VH on the South side of the Railway crossing at the North-East corner of the Rose Hill, thence along the South side of the road lying North of Rose Hill to its termination on the North side of the back waters, thence along the North side of the back waters, thence along the sea beach to the boundary mark at Scandal point and thence along the sea beach upto Northern Toe of Kailasa Konda and thence along the line due East along 17 45 Latitude line to 6 nautical miles East of and parallel to the ten fathom line of soundings. East: 6 nautical miles East and parallel to the 10 fathom line of soundings. South: From a point on the beach of Yarada village on a bearing 122 meeting the Eastern boundary 6 nautical miles East of and parallel to, the 10 fathom line of soundings which is 6 nautical miles, 7.3 cables on a bearing of 145 from Dolphin Nose Light House and thence along the shore and then along the old Dutch Battery, thence along the South side of the back waters and the foot of the Dolphins Nose Hill to a stone marked PL at the South East corner of the tank in S.No.33 of Malkapuram, thence to the stone marked VH at the point where the Anakapalle road meets the diversion road to the ferry, thence along the North side of the Anakapalle road up to the 2nd mile stone. West: A line drawn from the 2nd mile stone on the North side of the Anakapalle road in the NorthWesterly direction to a stone marked PL a the North Eastern corner of Santhametta, thence to a stone marked PL at the foot of Bazaarmetta, thence along a straight line drawn to a stone marked VH at the South West corner of S.No.86 of Kapparada, thence along the boundary of the land acquired for the Harbour up to the stone marked VH at the North-West corner of S.No.72 of Kapparada village. Note: Wherever any boundary specified above lies along the shore of the sea or the back waters, the boundary line shall be at a distance of 46 m above high water mark at ordinary spring tides.
BUSINESS PLAN VPT
Geographical limits of the port: 174500N, 0832108.5E 174500N, 0833021.24E 173455.02N, 0832154.51E 173834.83N, 0831538.25E Table 2-1
Location Latitude 170 41 Longitude 830 17
Port Limits and Other Details

Entrance Channel Length (m) 1.7 (OC) 1.62 (IC) Min. Depth (m) -20.0 -10.7 Min. Width (m) 200.0 97.5 Turning Circle No. 1 2 Diameter (m) 610 (OHTB) 365.75 (IHTB) Type of Dock/Port ---
2.2 2.2.1
The commodities handled The throughput 1995-2006
Total throughput of Visakhapatnam port has risen by around 80% between 1994-95 and 2005-06. Half this growth has been in Iron Ore exports. In the last few years, POL cargoes have fallen somewhat from the 2001 peak, whereas Fertiliser has picked up again. Thermal coal has been halved since 2000 and is now reached 1994 levels. Coking coal has moderately increased. In the Category Others, the Steam coal, which in 2005-06 accounted for nearly 2 MT. Table 2-2 VPT throughput, 1995-96 to 2006, Mt/year
POL 1995-96 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2005-06 (VPT)
th
Iron ORE 5.7 9.3 9.2 10.4 12.4 16.6 15.9 16.0
Fertilizer 2.0 1.5 1.7 1.3 1.5 2.1 3.2 3.2
Thermal Coal 3.0 5.4 3.9 3.2 2.5 2.5 2.7 2.7
Coking Coal 5.1 4.7 5.7 6.3 6.1 6.5 7.1 7.5
Container 0.1 0.3 0.3 0.3 0.3 0.6 0.6 0.6
Others 4.4 5.2 5.0 7.5 7.6 7.2 9.1 8.8
Total 32.8 44.7 44.3 46.0 47.7 50.1 55.3 55.8
12.5 18.3 18.6 16.9 17.4 14.6 16.9 16.9
Sources: IPA and 11 Plan, 2005-06 VPT published numbers
The Ministry of Shipping has set targets for Visakhapatnam for the year 2013-14, which indicated that Visakhapatnam port is to grow by another 80%, or approximately 8% annually. Most of that growth is to come from POL related traffic, as well as Thermal coal. The growth in the previous ten years was an average of around 4.5% per year. As such, the target implies a near doubling of the growth rates. Much of that increase is dependent on the realisation of several individual large projects by large companies. In the traffic forecast, these main projects will be discussed. Delays in large projects are
BUSINESS PLAN VPT
common, especially when no firm monetary commitment has yet been made. In addition, with the envisaged large increases in output over the coming Plan period, it is likely that many firms will be seeking similar services. This typically leads to cost overruns and further delays.
2.2.2
Throughput by region
The main country of origin for the imports of coal is Australia and accounts for around 25% of the total imports. Imports from the Middle East have risen to nearly 5 Mt from 3 Mt, and now account for around 20% of imports. Main products are crude oil and fertilisers. Imports from Far East/SE Asia have risen rapidly. This region is in fact confined to Malaysia for Oil Products (nearly 1 Mt), China for Metallurgical Coke (0.5 Mt) and to a lesser extent Steam Coal from Indonesia (0.3 Mt in 2004-05). Imports from other areas in India have dropped sharply to below 3.0 Mt in 2004-05, due almost entirely to lower shipments of POL from the West of India. Figure 2-2 VPT imports by origin, 2002-2006 (in Mt)
30 Other W.Hemisphere Middle East Africa Australia Far East/SE Asia India
25
20
Million ton
15
10
0 2001-02 2002-03 2003-04 2004-05 2005-06
Source: Data provided by VPT, compilation by consultant
Export destinations are much focussed. Overseas exports are to Japan, which has taken a stable 3.5 Mt of Iron Ore for the past few years. China has rapidly risen as an export destination, rising to nearly 8.5 Mt in 2004-05. The products are Iron Ore (7.0 Mt), Iron Ore Pellets (0.3 Mt) as well as Alumina (0.7 Mt). Exports to other Far East/S.E. Asia destinations dropped below 3.0 Mt in 2004-05. The largest export destination is Singapore, taking 1 Mt, of which 0.7 Mt is POL and 0.3 Mt is containerised cargo. Bangladesh takes 0.6 Mt, of which 0.4 Mt Blast Furnace Slag. Other ports in India are the dominant export destination for Visakhapatnam, with Chennai taking 2.7 Mt of Thermal Coal, Mumbai taking 2.1 Mt, of which 1.9 Mt of Iron Ore, and Hazira taking 3.5 Mt, of which 1 Mt of Iron Ore and 2.5 Mt of Iron Ore Pellets.
BUSINESS PLAN VPT
Figure 2-3 VPT exports by destination 2002-2006 (in Mt)

30 Other Europe Middle East South east Asia Japan China India
25
20
Million ton
15
10
0 2001-02 2002-03 2003-04 2004-05 2005-06
Source: Data provided by VPT, compilation by consultant
Summarised, the current sea-side Origin and Destination indicates following trends: Table 2-3 Overseas and coastal traffic, 2001-02 to 2005-06, Mt
2001-02 Overseas imports Overseas exports Overseas total Coastal imports Coastal exports Coastal total Total traffic Imports Coastal share % Exports Coastal share % Total Coastal share % 13.4 9.0 22.5 4.7 7.9 12.5 35.0 26% 47% 36% 2002-03 14.2 11.4 25.6 4.4 8.9 13.4 38.9 24% 44% 34% 2003-04 15.7 13.3 29.0 3.7 8.1 11.8 40.7 19% 38% 29% 2004-05 18.5 15.9 34.5 2.8 9.0 11.8 46.2 13% 36% 26% 2005-06 22.4 15.1 37.5 3.1 10.1 13.2 50.6 12% 14% 40%
Source: Data provided by VPT, consultants calculations. Data excludes transhipment (equal to 5.2 MT)
Two features underlie these trends. The first is the rapid growth of Iron Ore exports to China. These have risen from 1.6 Mt in 2002-03 to 7 Mt in 2004-05, before falling back by around 1 Mt in 2005-06. Secondly, there has been a marked shift in coastwise exports to the West of India. Exports of Iron Ore/ Pellets to Hazira and Mumbai have increased from 2.7 Mt in 2002-03 to 5.4 Mt in 2004-05, while exports to Magdalla have nearly ceased. The following chart illustrates the main commodity flows by origin and destination for the year 2005-06.
BUSINESS PLAN VPT
Map 2-2
Main cargoes by origin and destination, 2005-06
Iron Ore Crude Coal POL Fertiliser
Source: Data provided by VPT, compilation by consultant; Note: thickness of line indicates relative flow volume
2.3 2.3.1
Port infrastructure Basic infrastructure
The port located on the East Coast of India includes 2 harbours viz. the Outer Harbour with 6 berths, one mooring, and the Inner Harbour with 18 berths and 1 mooring. The following map below shows the general port layout and inner/outer harbour berths. The distribution of berths is as follows: The outer harbour consists of 7 berths: 2 Ore berths (finger jetty) 1General cargo berth 1 Offshore Tanker Terminal (OSTT) 1 LPG jetty 1 container berth (Visakha Container Terminal Private Limited - VCTPL) New Oil Mooring
BUSINESS PLAN VPT
Map 2-3
Location of berths in Visakhapatnam
Inner Harbour
Outer Harbour
BUSINESS PLAN VPT
Map 2-4
Port Lay-Out
10
BUSINESS PLAN VPT
2.3.2
Terminals Inner harbour
The inner harbour of the port has been functioning since 1933 and consists of the naturally protected entrance channel, a turning basin and three navigable arms. It consists of two basins in use by the VPT, the northern basin and the western basin. The northern basin is predominately used for coal, fertilizers, food grains, fertilizer raw materials, illuminate sand and general cargo such steel products. The western basin is used for Fertilizer Raw materials, Food grains, sand and other bulk/break bulk cargo. Both basins have limited draft of 10.2 m, which is sufficient for ships up to 45,000 DWT. The access channel to the inner port is relatively narrow. At the smallest section only 110 m wide, with a rocky coastline. Due to the dimensions of the channel navigational restrictions apply. Only one-way traffic is possible and at night the allowable ship size is further reduced. Dredging works to widen the channel are ongoing. Table 2-4
Berth EQ 1 EQ 2 EQ 3 EQ 4 EQ 5 EQ 6 EQ 7 EQ 8 EQ 9 WQ 1 WQ 2 WQ 3 WQ 4 WQ 5 WQ 7 RE WQ-1 OR 1 OR 2 FB
Operations inner port

LOA (m) 167 167 167 234 167 167 182 255 255 160 214 214 220 220 255 170 183 183 167 Draft (m) 10 10 10 10 10 10.2 10.2 10 10 10.2 10.2 10.2 10.2 10.2 10 8 10 9.7 10 Bulk/general cargo, timber, iron & steel Bulk/general cargo, timber, iron & steel Bulk/general cargo, timber, iron & steel Bulk/general cargo, timber, iron & steel Bulk/general cargo, timber, iron & steel Bulk/general cargo, timber, iron & steel Bulk/general cargo, timber, iron & steel Multi-purpose, 2 x 100t mobile cranes Multi-purpose Bulk/general cargo, timber, heavy lift, iron & steel Coking/thermal coal, limestone, other bulk cargo Coking/thermal coal, limestone, other bulk cargo Coking/thermal coal, alumina, caustic/coking soda Coking/thermal coal, alumina, caustic/coking soda Alumina, caustic soda, max 45,000DWT Petroleum products, LPG and bunkering. Max LOA 195m at one of the two berths. Sulphur, rock phosphate and fertiliser 19-12-1933 19-12-1933 19-12-1933 01-07-1955 05-03-1968 06-11-1066 30-07-1995 1-12-2004 16-09-2005 21-05-1994 (Jetty converted into quay berth) 02-08-1992 (Jetty converted into quay berth) 31-07-1992 (Jetty converted into quay berth) 16-12-1965 20-08-1965 29-07-2005 25-01-1957 18-10-1957 15-05-1967 Cargo Year of Commencement Equipment Available 4 Nos. 15 T 4 Nos. 10 T 4 Nos. 10 T 4 Nos. 15 T 2 Nos. 15 T 3 Nos. 10 T 4 Nos. 20 T 2 Nos. 100 T -
11
BUSINESS PLAN VPT
The cargo handling operations in the inner port of Visakhapatnam are performed in several different ways. The main cargo handled is coal, alumina, fertilizers and general cargo such as steel products. The table below illustrates the different commodities handled in the inner port, including how and by whom they are being handled. Table 2-5 Commodities handled inner port
Average Parcel Size
Loading / Discharge
Average Ship Size
Quantity per year
Arrives / Leaves
Import / Export
to / from Berth
INNER PORT Thermal Coal Steel Products Calcined Pet Coke LAM & Pet Coke Feertilizer Coking Coal Steam Coal Alumina Export WQ1-4 Trucks Payloaders Shipgear Wharfcranes Shipgear Shipgear private 200 t/hr per crane varies 200 t/hr per crane 200 t/hr per crane 1500 t / hr 200 t/hr per crane 200 t/hr per crane 1500 T /hr 5000 T/ hr 5000 T/ hr 45,675 33,500 2.7
Export
EQ1-4
Trucks
Wharfcranes
VPT
11,697
11,500
0.6
Export
WQ1-4
Trucks
Payloaders
RCL
45,675
20,261
0.5
Import
WQ1-4
Trucks Belt Conveyor Trucks
Payloaders
Shipgear
private
45,675
22,500
1.1
Import
FB
Belt Conveyor
Shipunloader
private
36,882
27,000
0.9
Import
WQ1-4
Payloaders
Shipgear
private
54,982
36,000
3.3
Import
WQ1-4
Trucks Belt Conveyor Pipe line
Payloaders
Shipgear
private
45,675
41,476
Export
WQ5
Belt Conveyor
Shiploader
private
38,026
30,000
Export POL Import
OR-1
Pipe line
Pipe
private
38,101
20,000
2.2
Or-2
Pipe line
Rail
Pipe
private
28,678
10,500
Thermal Coal (Export) Thermal Coal in the inner port is predominately handled at berths WQ1 WQ4. Sometimes berths EQ 8 and 9 are used as well. The product is exported to Indian cities and considered as coastal transport. The product arrives by train from Brajrajnagar and Belphar, about 700km from the port. The trains (rake) transport 3500 ton per rake divided over about 58 wagons. The trains are transported to the port by locomotives operated by the rail authorities to a marshalling yard outside the port area. At this location the locomotives owned and operated by the port bring the trains into the port area to the unloading area. Each rake is unloaded by labour via the side doors of the train. About 270 workers are needed to discharge a rake in 3 hours. The coal is further transported by payloaders and trucks to either the storage area or directly to the berths. The coal storage is located at various locations in the port and
12
in million tons 1 1 1
to / from Ship
Handled with
Handled with
Handled by
Handled at
Equipment
Equipment
Berth with
Rate T/Hr
Whom
Cargo
Berth
DWT
in Tons
BUSINESS PLAN VPT
piles are created by pay loaders. Trucks transport the coal to the berths. The trucks dump the coal on mats attached by ropes (slings) to the gear of the vessels and material which is spilled next to the mats is cleaned by payloaders and man power. The ship gear is used for loading the ships at a rate of about 200 ton per hr per gang (Crane). Picture 2-1 Coking Coal (Import) Coking Coal in the inner port is predominately handled at berths WQ1 WQ4. Sometimes it is handled first at the General Cargo Berth (GCB located in the outer harbour to reduce the draft of the ships to allow them to enter the inner port. The product is imported from a.o. Australia, China, New Zealand, Russia and the USA. The coal is unloaded by ship gear since no cranes are available at the west berths. The coal is dumped on the quay wall and transported by pay loaders to the train. The trains are located on the berths are loaded with these pay loaders as well. The coking coal is transported to the near by steel factories at Andhra Pradesh and Chattisgarh. Steam Coal (Import) Steam Coal in the inner port is predominately handled at berths WQ1 WQ4. Sometimes it is handled first at the GCB located in the outer harbour to reduce the draft of the ships to allow them to enter the inner port. The coal is handled the same way the coking coal is handled. Steam coal is imported from the mines in Bhutan, China and Indonesia and is transported by train to the hinterland to various steel factories in Andhra Pradesh and neighbouring states. LAM & Pet Coke (Import) LAM & Pet Coke in the inner port is predominately handled at berths WQ1 WQ4, the same way as coking coal. The product arrives from the Middle East and Far East, such as Malaysia and Singapore and transported to the hinterland to various steel factories in the state and neighbouring states in India. CP Coke (Export) Calcined Pet Coke in the inner port is predominately handled at berths WQ1 WQ4. Sometimes berths EQ 8 and 9 are used as well. The product is exported to countries like Indonesia, South Africa, Brazil, UAE, Venezuela, Jamaica and so forth. The handling is similar to the handling of the thermal coal. Steel Products (Export) Steel Products in the inner port are handled at berths EQ1 EQ7. The products, mostly from Bhilai arrive by trucks directly from the factory about 500 km from the port. Loading of the relatively small vessels is done with the electrical wharf cranes, which are operated by employees of VPT. The steel Thermal coal handling at West Quay berths
13
BUSINESS PLAN VPT
products are often loaded to the ships directly from the trucks. The products are a variety of steel goods, such as wired steel coils, steel beams, reinforcements etc. are exported all over the world. POL (Export) POL in the inner port is handled at berths OR1 OR2, located in the western arm of the port and also at LPG jetty of Outer Harbour. The products are loaded to the ships with loading arms. During the loading of the products, a protection floating ring around the ships prevents spillage of the product to the rest of the port. The products are transport form the nearby refinery by pipe lines to the berths and exported to Singapore, South Africa, UAE, and several locations in India. Fertilizer (import) The fertilizer in bulk is imported through the dedicated fertilizer berth (FB) located in the western arm of the inner port. The equipment on this berth is owned and operated by a private operator. The product is unloaded with a ship unloader and transported to the storage silo by a belt conveyor. The Fertilizers are imported from Australia, various countries in the M.E., China and South Africa. The fertilizers are transported from the storage silo to various locations in the state (A.P.) and other adjacent states. Alumina (Export) Alumina originates by train from Orissa and is unloaded by a train tippler and transported by a belt conveyor to the silos in the port. At berth WQ5 located in the northern arm of the inner port, the alumina is loaded to ships. The equipment is owned and operated by a private operator. Transport from the silos to the berths is done with a belt conveyor which ends in a tripper to the ship loader. The product is exported to China and Russia. 2.3.3 Terminals Outer harbour
The outer harbour has a protected basin of about 200 hectares. It has two breakwaters, 3 km long on the eastern and southern breakwaters. The products which are handled here are coal, iron ore, containers, crude LPG and other POL. The draft in the outer basin is maximum 17-18 m which various water depths along the berths. Bottlenecks in the outer port are the limitation of space between the two breakwaters. At the moment, crude ships already experience navigational restrictions. Berthing is restricted to day operations only. Due to limited space in the outer port, tankers can not be moved during the night. Table 2-6
Berth OB 1 & 2 NOM GCB OSTT LPG Container Terminal
Key features of the terminals in the Outer Port

LOA(m) 270 270 280 280 280 449 Draft (m) 16.5 15 14.5 17.0-17.30 13 15 Cargo Iron ore Transhipment of POL Coking coal and bulk cargoes Crude oil, up to draught 17.3m on rising tide. LPG Containers Year of Commencement Dec. 1976 24-10-1982 23-03-1985 Nov. 1985 31-08-2000 26-06-2003 Equipment available Shiploader 8000 t/hr Floating cranes Loading arms (5000 t/hr) Loading arms (250 t/hr) STS
14
BUSINESS PLAN VPT
The cargo handling operations in the outer port of Visakhapatnam are performed in several different ways. The main cargo handled is coal, iron ore, and liquids such as crude, POL and LPG. The operational aspects in this report will be focused on these products only since it will form the majority of all cargo handled in the inner port. The operations will be described for both the import and export flow at their specific locations. An overview of the operations is presented in the table hereafter: Table 2-7 Overview of operations
Average Parcel Size
Loading / Discharge
Average Ship Size
Arrives / Leaves
Import / Export
to / from Berth
to / from Ship
Handled with
Handled with
Handled by
Handled at
Equipment
Equipment
Berth with
Rate T/Hr
Quantity 3.7 0.7 11.0 2.7 7.5 0.3 0.7
OUTER PORT Coking Coal Steam Coal Import GCB Rail wagons Payloaders + Trucks Payloaders + Trucks Shipgear Floating cranes (Figee) Shipgear Floating cranes (Figee) Shiploader private various 41,476 36,000
Import
GCB
Rail wagons
private
various
41,476
41,500
Iron ore (fines) Iron ore (pellets) Crude LPG POL
Export
OB1-2
Conveyor belt Conveyor belt Pipe line Pipe line Ship
Conveyor belt Conveyor belt Pipeline Pipeline Pipeline
VPT
4000 t/hr
64,000
61,500
Export
OB1-2
Shiploader
VPT
4000 t/hr
93,640
61,500
Import Import Export
OSTT LPG OM
Loading arm Loading arm Pipeline
Oil Co Oil Co Oil Co
5000 t/hr 250 t/hr 5000 t/hr
97,064 14,788 37,469
80,000 6,000 20,000
Coking Coal and Steam Coal (Import) Coking Coal and Steam Coal in the outer port are handled (Picture 7.2) at the General Cargo Berth. The coal is imported from a.o. Australia, China, New Zealand, Russia and the USA. Ships are either discharged by its own ships gear or by two floating cranes. The operations are done by private stevedores. The floating cranes are owned and operated by the private operator. Picture 2-2 Coking coal and steam coal handling
15
per year
Whom
Cargo
Berth
DWT
in Tons
BUSINESS PLAN VPT
The coal is dumped on apron by the cranes and transported to the storage yard directly behind the quay by dump trucks. A train loading station is located near the GCB and loading of the trains with coals is done with pay loaders. The product is transported to Andhra Pradesh and Chattisgarh by trains. Iron Ore (Export) Picture 2-3 Iron ore loading
Iron ore is exported in various forms, e.g. fines and pellets. These products are handled the same way at the dedicated iron ore berths OB-1 and OB-2. The iron ore arrives by train from the mines about 480km from the port area. Two wagon tipplers in the port unload the rakes (3500 ton per rake). A maximum of about 16 trains per day can be handled. The capacity of the tipplers is about 25 tips per hour. The product is transported by a system of belt conveyors to the stacking yard. A separated conveyor brings some product to the pellet factory. The pellets from this factory are transported back to the stacking yard by a belt conveyor. The entire stacking yard consists of 5 stacks and the product is stacked by two stackers and reclaimed by three bucket wheel reclaimers. The reclaiming capacity of each reclaimer is 4000 t/hr. A 8000 t/hr overhead belt conveyor with a length of about 5km transports the products from the stacking yard to the iron ore jetty. The iron ore jetty has two berths but only one ship loader and hence only one ship at the time can be loaded. The design capacity of the ship loader is 8000 ton per hour but only loading rates between 4000 and 4500 t/hr are normally achieved. The reason that lower rates are used is the maximum reclaiming capacity at the stacking yard. Only one reclaimer at the time is used due to various clients and various products stored. Crude (Import Crude is unloaded at the offshore tanker terminal at the outer port and pumped to the refinery by a pipe line. Unloading rate is 5500 ton per hr. Berthing is restricted to day operations only. Due to limited space in the outer port, tankers can not be moved during the night. The crude arrives from the Middle East and is used in the near by HPCL Refinery. Picture 2-4 Crude oil handling
LPG (Import) LPG is handled at the LPG berth and unloaded with a rate of 250 ton per hr. There is a direct pipeline to HPCL refinery. The LPG is imported from the Middle East and Far East.
Picture 2-5
LPG handling
16
BUSINESS PLAN VPT
2.4
Port capacity analysis
The loading and discharge rates to and from vessels in both the inner and outer harbour have been analysed using the data as received by the VPT (administration reports 2004-2005, and the port view 2005-2006 which was handed over on 30-10-06). The rates in these data were defined as average output per ship per berth day. It is calculated as the total amount of loaded / discharged cargo divided by the total amount of time the vessel is at the berth. This implies that actual rates are higher since berthing and deberthing time is included. The table hereafter shows the rates for the grouped cargo divided into export and import for the years 20042005 and 2005-2006. Table 2-8 The capacity of the Port, export commodities, 2004-2006
Average output per ship Cargo handled Mt 2004/05 * I.A I.B II III.A III.B III.C III.D IV V.A V.B VI Iron Ore (fines) Iron ore (pellets) Steel & Pig Iron Thermal Coal Alumina Calcined Coke Other Dry Bulk Other General Cargo POL Liquid Bulk Containers Total 0.4 25.1 13.5 3.1 0.3 2.5 0.9 0.2 2.0 0.4 1.7
A
Average ship size 000 DWT

B
berth day ( 000 ton) 2004/05 45.1 49. 5 1.9 10.6 20.4 5.8 5.8 1.7 10.0 6.4 9.7 2005/06 37.8 43.6 1.7 9.7 19.8 5.2 5.2 1.7 10.3 6.3 8.1
2005/06 * 12.9 3.0 0.6 2.7 0.9 0.4 1.6 0.3 2.3 0.0 0.4 25.1
2004/05 68.2 93.6 17.1 46.6 38.0 40.3 41.3 19.3 33.2 20.5 17.4
2005/06 69.8 93.6 11.7 45.7 38.0 41.3 41.3 18.3 34.4 19.6 17.8
17
BUSINESS PLAN VPT
Table 2-9
The capacity of the Port, import commodities, 2004-2006

Cargo handled Mt 2004-2005 *A 2005-2006 *B 2.3 0.9 Average ship size 000 DWT 2005-2006 *B 36.8 36.7 Average output per ship berth day ( 000 ton) 20052006*B 4.5 5.5
2004-2005 35.9 32.9
2004-2005 4.5 5.1
I.A I.B II III.A III.B III.C III.D III.E
Fertilizers FRM Food Grains Coking Coal P Coke MET Coke Steam Coal Other Dry Bulk Other General Cargo Crude POL Other Liquids Containers Total Transhipment
2.0
6.5 0.5 0.7
7.1 0.8 0.5 1.9
54.6 40.3 40.3 40.3 29.4
54.9 41.3 41,.3 41.3 30,.1
11.6 5.8 5.8 11.6 5.8
10.3 5.2 5.2 10.3 5.2
1.4
1.3
IV V.A V.B VI VII
0.3 8.9
0.4 7.5 1.9
17.6 115.1 33.2 20.5 17.4 96.4
16.8 97.1 34.4 19.6 17.8 98.7
1.2 67.5 6.1 6.4 9.7 9.8
1.2 58.6 6.8 6.3 8.1 13.1
0.7 0.3 21.3 3.9
0.8 0.3 25.5 5.1
Note:
*A Data 2004-2005 from admin report 2004-2005; *B Data 2005-2006 from Port View document 2005-2006
60% of the cargoes are handled in the Outer Harbour, while 40% is handled in the Inner Harbour. A small share is handled at the Anchorage. Throughput in the Inner Harbour is focused on the West Quays 1-4, handling a third of all IH cargo or 8.3 Mt, while the nine East Quay berths handle 7.1 Mt. WQ 5-7 handles 2.7 Mt, the captive FB handles around 0.9 Mt and the OR-berths handle 3.3 Mt. The OSTT handles over 8 Mt, or just over a quarter of all throughputs. Transhipment takes place both on the OSTT and the Oil Mooring. The General Cargo Berth handles 5 Mt. The present cargo handling capacity is determined with the rates of 2005-2006 and the maximum acceptable berth occupancies as determined by the government. The available number of days is determined as 330 per year. The inner port has space for more cargo while the outer port is handling almost the maximum allowable volumes. In case the allowable berth occupancies, the amount of cargo which can be handled is about 58 million ton per year which is 5 % more than was handled in 2005-2006. It should be noted that is only due to the remaining space at the inner port and additional room at the iron-ore berth. The liquids berths have exceeded the maximum allowable occupancy resulting in additional waiting times for the vessels. They handled in 2005-2006 about 12.7 million ton of cargo. The maximum allowable capacity is 12.3 million ton. The General Cargo Berth is heavily overused. A percentage of
RMG & TCS, Final Report - Business Plan, March 2007 18
BUSINESS PLAN VPT
104% means that the facility is occupied for more than 330 days. In 2005-2006 about 5 million ton of cargo was handled, while the maximum allowable throughput is only 3 million ton. The chart below summarises the remaining capacity, or the excess use with its implications on waiting time as indicated in the previous section. Figure 2-4 Capacity use by berth group, 2005-06
10,0 9,0 8,0 7,0 Excess use Remaining Allowable throughput
Million ton
6,0 5,0 4,0 3,0 2,0 1,0 0,0
/O R2
EQ 17
O B1
O B2
O M
FB
O ST T
Q 17
G C
LP G
Q 5
-1
O R
2.5 2.5.1
Berth occupancies / ships TRT General
The berth occupancies have been calculated by the consultants, using the data as indicated in the previous section. For the calculations the total amount of available berth days per year of 330 has been applied. Included in the total berth time is the sailing time from and to the anchorage, which is calculated from the administration reports data since it was not explicitly mentioned.
2.5.2
Berth Occupancy in 2005-2006
The total berth occupancy for the inner harbour was 68% while the occupancy for the outer harbour excluding the container terminal was 76%. The following chart gives the allowable occupancy as per the guidelines versus the actually observed occupancy and the implied waiting time in days. It is clear that the utilisation has risen to such levels at a number of berths, that waiting times have now increased to more than 6 days.
on
t.T er
m .
19
BUSINESS PLAN VPT
Figure 2-5 Occupancy and implied waiting time, 2005-06

7 6 5 4 60% 3 40% 2 1 0 20% Waiting time Allowable Actual 120%
100%
0%
-2
FB
LP G
17
O B-
O B-
-1 /O R
N O
EQ
It can be concluded that the port has reached its maximum capacity in case the situation will remain as it is. The liquids berths have exceeded the maximum allowable occupancy resulting in additional waiting times for the vessels. The General Cargo Berth is heavily overused. A percentage of 104% means that the facility is occupied for more than 330 days. The liquid berths in the outer harbour handled in 2005-2006 about 12.7 million ton of cargo. The maximum allowable capacity is 12.3 million ton. The General Cargo Berth handled in 2005-2006 about 5 million ton of cargo while the maximum allowable throughput is only 3 million ton.
2.5.3
Ships TRT
The total round time for ships is defined as the moment the ship passes the anchorage, sailing to the berth, berth time, sailing to the anchorage till the moment it passes the anchorage. The waiting time at the anchorage is given in the reports by the VPT as an average value for different commodity groups. The average TRT for the export cargo is 3.9 days, while the TRT for the import cargo is 4.4 days. The average TRT for cargo groups by the VPT were only available for the years 2004-2005 are presented in the table below.
C on t.T
er m .
C B
ST T
17
Q 5
Occupancy %
20
80%
Days wating
BUSINESS PLAN VPT
Table 2-10 Average Turn-around-Time 2005-06 (in days)

Cargo group Containers Break Bulk Dry bulk mechanized Dry bulk conventional Liquid bulk TRT in days 0.55 4.76 3.54 5.67 2.40
2.6
Land use
The port of Visakhapatnam has a huge land area (4,368 ha). The table below provides the distribution of this land according to its existing use. Table 2-11 Details of the major break up of Port land and Land Use of VPT (in Acres)
Land use Land alienated to defence Land leased for port based industries Waterways of inner harbour Land occupied by hills and nallas Land for residential purpose Land for recreational complex Land for port's operational buildings Land for port's operational areas (docks, road, rail lines, stacking area, OHC) Land leased for warehouses Land proposed for lease to establish warehouses/CFS Land for long term lease for cargo related activities and bulk storages Land for green belts Land acquired by VPT Hectares (Ha) 1,345 1128 101 441 80 26 20 716 Percentage 30.8% 25.8% 2.3% 10.1% 1.8% 0.6% 0.5% 16.4%
87 60 324 40 4,368
2.0% 1.4% 7.4% 0.9% 100%
The existing land use has limited land for operational activities and lot of administrative and other buildings It can be seen from the table that about one third (30.8%) of the land is alienated for the defence related activities. Nearly one fourth (25.8 %) of the land is leased for port based industries. Substantial portion of the land is occupied by hills and nallas which poses problem for development. The land dedicated for the port's core operations such as docks, stacking area, OHC, roads, rail system is about 716 ha (16.4%) with green belts occupies about slightly less then one percent of the land.
21
BUSINESS PLAN VPT
The residential area around the old town adjacent to the outer harbour of the port is a major hindrance to the expansion plans of the port. The movement of cargo from and to the outer harbour has to be through a round about way to avoid movement of heavy vehicles in the city. One of the major problems faced by the residents of the areas close to the port is of pollution due to handling of coal/iron ore etc. In order to mitigate the air pollution, the port has taken several measures such as installation of sprinklers, providing a green belt all around the port premises. Figure 2-6 The land use in the Port of Visakhapatnam
Land leased for port based industries 25.8% Land alineated to defence 30.8%
Waterw ays of inner harbour 2.3%
Land occupied by hills and nallas 10.1%
Land for green belts 0.9% Land for long term lease for cargo related activities and bulk storages 7.4%
Land for residential purpose 1.8% Land for recreational com plex 0.6% Land for port's operational buildings 0.5%
Land proposed for lease to establish w arehouses/CFS 1.4%
Land for port's operational areas (docks, road, rail lines, stacking area, OHC) 16.4% Land leased for w arehouses 2.0%
2.7
Environmental issues
Ports are the centre of the nations economic and urban life. Historically regional and national economies were based on the trade and commerce carried out in and around the countrys coastal and riverine ports. Over time, changes in national and global economies, technological advances, and greater awareness of the environment have greatly altered the nature of port activities and their relationship to the host community and region. In the past, port development and operations often resulted in considerable alteration and damage to the natural environment. Today, largely in response to the national mandate for environmental protection, ports are more conscious and responsive to the need to minimize impacts on natural resources and the surrounding communities. In fact, the need to address environmental concerns is a top priority.
22
BUSINESS PLAN VPT
Visakhapatnam Port Trust is an ISO 14001 certified Port .It was the first port in South-East Asia to receive the ISO 14001 certification for the entire gamut of port operations. The port won the recognition through the implementation of a comprehensive environmental management programme. The port had declared its environmental policy in February 2001, which involved a multi-pronged strategy to control dust and water pollution, effective monitoring and efforts to conserve resources such as water, power and fuel. VPT operation are rapidly increasing, Port has handled record cargo of 55 million tones during 200506 and ranked as no one among the major ports in the country and is poised for increase in Cargo traffic in near future. Port operations and development by their nature have the potential to impact one or more Environment media. The activities in port do not generate pollution on its own. The pollution is generated due to handling of bulk cargo in ship, transportation of material from berth to storage yard, loading and unloading in storage yard, transportation through conveyor. In addition discharge of effluent by port base industries and city discharge, oil from ships contributing pollution to harbour waters. Over the years the land in port are being used for various minerals, accommodating port industries such as stevedores, warehouses, oil and chemical industry, tank terminals etc. It has been observed that significant steps have been taken and being practiced by Port Authorities to control pollution in port. Environmental monitoring conducted in previous studies and Parameters monitored by environmental cell reflects that environmental parameters are found within norms in general. However some points have been noticed which are still attributing to Pollution. Although VPT has taken significant steps to control pollution, some areas are still attributing to pollution and may pose environmental problems. Port expansion and development activities will also effect environment directly and indirectly. Some areas of concern are as followed: Although VPT has taken significant steps to control Pollution but still air pollution in terms of dust has been observed at some of the places that has mainly generated due to handling of bulk cargoes, transportation of material from berth to storage yard, loading and unloading operations in the storage yard, transpiration through conveyor. At some place it has been observed that train and trucks were overloaded resulting dust emission during transportation Contaminated surface runoff from storage yards has been observed in absence of garland drains at some of the places. Low flow velocity conditions has been observed in SL Canal, Yerra gedda and Gangulagedda (Drains carrying city waste water). Due to this, sediments deposit within drain /canal hence manual cleaning of drains are practiced which is unhygienic All drains are substantially filled with not only by sediments deposition but also by all sorts of rubbish/plastics pieces, bricks and building material; giving an impression that the drains /canals are not only used for draining but also for dumping garbage. Solid waste is being dumped along the banks of canals and drains, which may be flushed downstream during monsoon resulting in clogging of the drains. Municipal Solid waste is being transported to Kaklupada dump yard but being dumped without segregation. It has been noticed that plantation is not sufficient at some of the places (near stack yards) It is observed that workers do not wear important safety gadgets such as earmuffs in noisy environments, dust filters while handling dusty cargo, etc.
23
BUSINESS PLAN VPT
In the general cargo berth, it has been observed that the coal handling and storage causes dust emission. The open storage of coal and transportation is leading deposition of coal in all the surrounding areas even outside port area. Iron ore handling also causing dust emissions at the berth and transfer points.
2.8 2.8.1
Marine services General
The presence of the natural groin on Dolphin's Hill, and the extensive tidal swamp on the west connected to the sea by the Salt Water creek known as Upputeru were the deciding factors for the creation of the Vizag Harbour. This port has tranquil deep water berths to handle cape size vessels Suez max and VLCC's. Following are the essential services offered by the marine department of the port: Pilotage for berthing, shifting and sailing vessels pilotage is compulsory for all vessels over 100 T entering, leaving or shifting berth. It is required to send the ETA 48 hours in advance. Port Control contacts all vessels on arrival giving information on pilot's arrival, berthing instructions, etc. Pilot boards in position 17 40.25'N 083 19.93'E. There are presently 7 pilots on muster against total strength of 9 and their scheduling is discussed in sections later. Towage: Port has in all 8 tugs, 3 of capacity 50 tons and 5 with the capacity of 30 tons, Tugs services is part of pilotage service as far as tariff is concerned. Mooring: Port has 4 mooring launches and 5 mooring gangs, these services also forms part of pilotage as far as tariff is concerned Salvaging (retrieval of cargo from dock basin) Dredging, hydrographic survey, fire & safety is also covered by marine department.
2.8.2
Pilotage
The scheduling of pilotage movements is quite critical to ensure efficient marine services in the port. Visakhapatnam port had 2108 vessel calls during 2005-06. There was almost an equal split of 1055 calls at inner harbour and 1053 calls at outer harbour. The number of vessel movements in the port depends on the berthing period per vessel and the number of shiftings between berths. The size of ship as well as the quay/berth position has impact in pilotage time. The channel size in width and the marine restrictions also has impact on pilotage. The time taken for berthing at the inner as well as the outer harbour is approximately 2 hrs and 15 minutes excluding the OSTT and the New Oil Mooring (NOM) where the time taken is almost 3 hrs and 15 minutes. Primarily the time difference is due to passing of extra mooring lines at OSTT and NOM compared to other berths. Presently many shiftings takes place from the GCB to inner harbour. In some cases the vessels at GCB after lightering at anchorage due to tide restrictions and are subsequently brought into inner harbour. If the previous vessel is allowed to continue to discharge further for few hours till the tide
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BUSINESS PLAN VPT
restriction is met this double shifting can be avoided, however the commercial obligations of traffic is to be viewed for this. Once the inner harbour is deepened such shifting could be reduced. There is a proposal to widen the outer channel width from 200 to 250 m. This will facilitate night berthing of tankers having DWT greater than 150,000 tons. The widening of the outer channel is included in the project Up gradation of iron ore berth at outer harbour to cater to 200,000 DWT vessels. The inner harbour is proposed to be deepened to handle vessels with draft of 14 m. The new draft shall be sufficient for Panamax vessels at inner harbour. 2.8.3 Towage
Presently VPT has 8 tugs, 3 of 50 ton and 5 of 30 ton capacity. The approximate life period of these tugs is 20 years. Docking and undocking can be a substantial safety hazard due to wind pressure, width of the harbour channel and the general layout of the berths and breakwater. Recently a study was carried out by Howe India and has recommended the tug capacity of 70 tons for handling cape size vessels as well as night berthing in above conditions. 2.8.4 Navigation aids and systems
The existing AIS (automatic information system) and the recent proposal to have radars in place at the marine control tower shall be sufficient for the navigation aid. The layout of the port is such that a technology such as VTMS is not required. However marine being the core competence of the port and looking at the future challenges the requirement of sophisticated applications to aid the decision in scheduling the resources of the marine in dynamic requirements of the commercial decision is vital.
2.9 2.9.1
Institutional and Organizational structure Institutional setting
The Indian Ports Act (1908) lays down rules regarding safety of shipping and conservation of ports for the entire port sector and regulates matters pertaining to the administration of port duties, pilotage and other charges. The Major Port Trust Act (1963) lays down the institutional framework for the major ports in India. Accordingly, each major port is governed by a Board of Trustees appointed by the Government of India. The working conditions of port labour are governed by the Dock Workers (Regulation and Employment) Act of 1948, which stipulates the terms and conditions of port labour employment, service rules standards and other welfare issues in the interest of port and dockworkers. The Act is highly protective of workers rights and offers them complete job security The 1996 guidelines provided for the establishment of the Tariff Authority for Major Ports (TAMP) to fix and revise port tariffs. The aim was to protect port users and equally to ensure that the port operators would get fair and reasonable reward on their investment. All powers for fixing tariffs in major port lies with TAMP, but it has no jurisdiction over minor ports or private ports. The regulatory framework also includes shipping laws (Merchant Shipping Act of 1958) and environmental regulations (Environment Protection Act of 1986).
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BUSINESS PLAN VPT
2.9.2
Organisation of VPT
Visakhapatnam port is under the Administrative control of the Ministry of Shipping, Road Transport Highways (MOSRTH) and is governed by Board of Trustees. Annexure 1 provides details of VPT Board of Trustees. The organisation structure at Visakhapatnam port is as presented below. Figure 2-7 Organization structure VPT
Chairma n/ Deputy Chairma n
Deputy Conservator (Marine Dept)
Chief Mech. Engineer (Mech. Eng. Dept.)
Manager (Operations) (Personnel Dept)
Chief Engineer (Civil Eng. Dept)
Traffic Manager (Traffic Dept)
Secretary (Administration Dept)
Director (Research and Planning Dept)
In line with the recommendation of the Expenditure Reforms Commission, the port has been continuously attempting at rationalizing the total employee strength. The total employee strength which was 9,958 on 31.3.1996 has come down to 5762 (5216 excluding casual labour) by 1.4.2006. In 2004, the port entrusted National Institute of Port Management (NIPM), Chennai with the task of identifying surplus staff in various departments of the port. The study identified 319 or 5.7% of the then existing strength of the port as surplus, thus proposing a total employee strength of 5,301. The findings are summarized in the table below: Table 2-12 The staff of Visakhapatnam
Department Present Strength 102 83 880 175 138 779 2,192 Proposed Strength 96 69 835 156 138 773 2,038 Surplus in Number 6 14 45 19 Nil 6 154 Surplus in Percentage 6 17 5 11 1 7
Administration Personnel Traffic Finance Materials Civil Elec. and Mechanical
FA & XCAOI (Finance Dept)
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BUSINESS PLAN VPT
Department
Present Strength 770 55 432 5,606
Proposed Strength 694 50 430 5279
Surplus in Number 76 5 2 327
Surplus in Percentage 10 9 0 6
Deputy Conservator Research and Planning Medical Overall
Source: Study on identification of surplus staff at Visakhapatnam Port Trust
Employee grade, Pay scale, Incentives and Facilities Employees are classified as Class I and Class II officers, Class III staff and Class IV workforce. The pay structure of all the classes has been revised from 1-1-1997. The revised scales would be in force for a period 10 years up to 31-12-2006. The incentives are paid to dredging, marine, railway, cargo handling, engineering and also clerical and supervisory staff. Medical facilities includes 124 bedded hospital equipped with a complete range of medical instruments. There are 3 primary and 3 high schools maintained and under the administration of port trust. As of 31/03/2005 1857 quarters are allotted to Port personnel. Personal protective equipment such as safety shoes, chest apron, hand gloves etc. is supplied to all the workers. Annex 2.6 provides a statement showing the employment position with respect to existing strength CLASS I, II, III & IV Including Casual Labour as on 1.4.2006.
2.10
Financial aspects
This section gives an overview of the current financial situation of VPT by presenting profit and loss accounts, balance sheets and financial indicators for the years 2003/04-2005/06. This overview will be used as starting point for further financial assessment (see further).
2.10.1 Profit and loss accounts The profit and loss accounts of VPT for the years 2003/04-2005/06 are presented in the following table
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BUSINESS PLAN VPT
Table 2-13 Profit and loss accounts for the years 2003/04-2005/06 (in Rs Cr.)
2003-04 Revenues: Cargo Handling & Storage Port & Dock Facilities Railway Working Rentable lands & Buildings Total Revenues Less: Employment Stores Repairs Power, fuel, lubricants Dredging Other operational expenses General expenses Total operating costs EBITDA Depreciation EBIT Plus: financial & miscellaneous income Less: Interest Extraordinary results Pension fund Taxes Net Income Source: Administration reports VPT 1.4 6.9 60.0 32.3 77.8 1.2 0.6 180.0 19.9 10.5 1.1 -1.0 0.3 50.48 155.1 163.1 13.8 18.9 27.7 7.3 19.5 9.9 260.2 194.1 26.9 167.2 11.1 174.1 13.6 19.2 32.3 6.9 17. 8 12.0 275.9 225.9 28.4 197.6 14.6 168.02 21.8 18.3 35.1 7.0 21.38 9.5 281.1 247.3 31.2 216.1 14.4 233.9 133.0 66.0 21.4 454.3 260.9 148.9 70.9 21.1 501.8 273.6 158.9 74.6 21.3 528.4 2004-05 2005-06
Total revenues for the port as indicated, have risen to Rs 529 Cr., of which Cargo Handling and Storage accounts for 53%, or Rs 279 Cr. Total employment costs have been held fairly constant through lay-offs and retirements, despite increasing wages. It should be noted that the employment costs are indicated here as total costs, covering regular salaries, bonus payments, pension contributions and other staff related payments. With respect to the results, the following observations can be made: Straight salary and wages make up around 50% of total employment costs. Together, employment related expenditure is 62% of total operating costs.
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BUSINESS PLAN VPT
Repair and maintenance expenditures are below 10% of total operating costs and amount to around 4% of the book value of the physical assets, which is well in line with other ports internationally. Expenditure for power, fuel and lubricants is rapidly rising, despite the constant efficiency measures targeted. Rising commodity prices for power generation are undoubtedly the major cause of the increase in this cost item. EBITDA has risen to over Rs 230 Cr. from just over Rs 150 Cr. in 2002-03. The increase is entirely due to the increase in revenues, combined with static total operating costs. Depreciation, at around 3% of historical purchase prices, amounts to around Rs 30 Cr. EBIT has risen to over Rs 200 Cr. Financial items are having a large impact on the bottom-line net income. This is due to backstopping of the Pension Fund. Once these payments are fulfilled, net income can be expected to rise rapidly. Currently, net income for 2005-06 is around Rs 155 Cr.
In general it can be stated that the financial position of VPT is healthy and the Port can add sufficient funds to its reserves. However, backstopping of the Pension Fund to the amount of around Rs 450 Cr. will have to be undertaken and this can have significant impact on the cash flow of the Port for several years.
2.10.2 Balance sheets The balance sheets of VPT for the years 2003/04-2005/06 are presented in the table below. Table 2-14 Balance Sheets for the years 2003/04-2005/06 (in Rs Cr.)
Item Assets Fixed Assets Investments Current Assets Deferred expenditure Total Assets Equity Reserves & surpluses Loans Current liabilities Equity & Liabilities Source: Administration reports VPT 996.1 20.1 163.8 1,180.0 1,021.0 18.0 159.9 1,198.9 1,198.9 15.9 323.2 1538.0 739.4 203.9 205.6 31.1 1,180.0 743.5 198.5 231.7 25.2 1,198.9 738.7 448.5 342.0 8.8 1,538.0 2003-04 2004-05 2005-06
The balance sheets show that the total assets have grown from Rs 1,180 Cr. in 2003/04 to Rs 1,538 Cr. in 2005/06. A substantial increase has taken place in investments/financial means, which are accounted for under the current assets. At the same time, fixed assets have been added almost equal to depreciation values and resulted in a static total fixed assets position of some Rs 740 Cr.
BUSINESS PLAN VPT
The loan position as of book-year 2005-06 was very low indeed, at just below Rs 16 Cr.. However, during the current year 2006-07 a new loan has been taken up by the port to finance the rehabilitation of the Iron Ore Handling complex. The amount involved is Rs 200 Cr., at favourable financial terms. The Yen-dominated loan carries an interest rate of 1.5% and pay-back period of 20 years, but the outstanding amount can be repaid at any time. Overall, it can be concluded that the financial position of VPT is good and the Port has considerable funds for future expansion as well as substantial leverage possibilities.
2.10.3 Financial indicators and special issues The table below presents some major financial indicators of VPT for the years 2003/04-2005/06. Table 2-15 Financial indicators for the years 2003/04-2005/06
2003/04 Net margin Operating ratio Current ratio Debt to assets Revenue per ton (Rs) Cost per ton (Rs) (excl. financial items, incl. depreciation) Net surplus per ton (Rs) 17% 43% 1.3 0.0 101 60 2004/05 2% 45% 1.5 0.0 99 61 2005/06 30% 46% 1.1 0.0 95 56
16
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The net margin of the port has increased from 17% in 2003/04 to 30% in 2005/06, while the operating ratio has remained static at around 44%. The current ratio has fallen to 1.1 over the past three years as the current liabilities have increased. Revenues per ton have fallen from 101 to 95 Rs./ton, but at the same time, the cost per ton has fallen as well, to reach 59 Rs. per ton. The net surplus per ton has increased to 29 Rs. per ton. It should be noted that these values have been impacted considerably by the (non-)payments to the Pension Fund. At present, VPT shows sound credit rating. The financial strength of VPT makes co-financing feasible. The current debt to total assets ratio is nearly zero as per the balance sheet of 2005-06, and the debt to equity is likewise nearly zero. In capital intensive industries ratios of 2 are common. However, in order to be prudent, a ratio of 1 is reasonable initially. The estimated cash flows for the years 2003/04 through 2005/06 are presented in the table following.
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Table 2-16 Estimated Cash flows (in Rs Cr.)

2004/05 Net Surplus plus interest after tax plus NCC (non-cash item - Depreciation etc) minus capex Total cash flow Source: Consultants calculations on basis of data provided 10.5 1.6 28.4 32.8 7.7 2005/06 155.1 3.5 31.2 26.5 163.3
The Port's cash flows are strong and provide ample room for debt servicing. The current debt is 16 Cr. Rs. If the current debt to equity ratio of 0.01 is taken into consideration, the debts can be increased substantially.
2.11
Port connectivity
2.11.1 Port hinterland connectivity Like any other port the Port of Visakhapatnam also serves main outlet for: Immediate hinterland the region in and around the port and city of Visakhapatnam formed due to the existence of industries related to oil refinery, steel/alumina manufacturing, pelletisation plant, fertiliser factory and so forth. Distant hinterland other states such as Jharkhand, Bihar, Uttar Pradesh, Orissa, Madhya Pradesh, Andhra Pradesh, Eastern Maharashtra, Tamil Nadu and to some extent Karnataka. The hinterland is rich in mineral resources such as iron ore, lime stone, coal, bauxite etc. which resulted in the establishment of number of mineral based industries like steel plants, fertiliser plant, alumina, cement plants in the hinterland of the port. Indian Ports have traditionally focused on the terminal operations (seaside activities) than their interface with hinterland (landside activities). Rail and road transport is one of the important elements of entire import/export logistics chain. Adequate port connectivity to hinterland is very important as it helps smooth movement of cargo to and from hinterland (origin/destination). In case of Visakhapatnam port, the railway system assumes greater importance as out of total cargo handled at the port about 60-65 % cargo is rail borne cargo. Presently the road borne cargo traffic is about 10-15 % which is less as compared to the rail borne traffic but it is likely to increase in future due to increase in general cargo. VPT handled about 56 Mt of cargo in the year 2005-06. This figure is likely to grow to about 85 Mt by 2012-13. This increase in cargo can be handled properly only if the port connectivity is adequate. Poor connectivity has an adverse effects on the competitiveness of ports vis--vis other ports in the neighbourhood. It is therefore imperative for the port to ensure seamless flow of traffic.
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BUSINESS PLAN VPT
2.11.2 Road infrastructure Road connection with the national highway grid The road traffic originating or destined to Visakhapatnam can be classified into southbound and northbound traffic. The southbound traffic consists of traffic coming from Tamil Nadu, Kerala, Karnataka, East and West Godavari districts of Andhra Pradesh. The northbound traffic consists of traffic coming from Orissa, Madhya Pradesh, Bihar, Uttar Pradesh and Jharkhand. The connectivity to Visakhapatnam port area from National Highway 5 is through four roads. Southbound traffic entering through Dockyard Junction via the New Gajuwaka road Industrial Bypass Northbound traffic entering through Convent Junction via: Gyanapuram Road Thadichetlapalem Road These roads pass through the city where traffic restrictions are imposed prohibiting the heavy vehicle traffic during certain time periods of the day. Also the presence of underpass with very low overhead clearance, narrow road width and damaged pavement conditions which has resulted into congested roads and sluggish movement of traffic. VPT has recently constructed a road connecting the port with National Highway 5 which essentially links the port with its hinterland. The project stretch comprises of a total of 12.47 km connecting the Convent Junction (near port gate) to NH-5 (near Ayyappan temple) with about 4.87 km of flyovers and ramps.This Port connectivity road to NH5 is completed and opened for traffic w.e.f 15-12-2006. Map 2-5 Access to NH-5 from port
2 1
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BUSINESS PLAN VPT
Port internal roads Total road network inside the port limit is about 67 km with width of the pavement varying from 3.5 to 9.0 m. Most of the road pavement is black top (BT) surface (see Annex 2.1). The crisscrossing railway lines meant for the industries/sheds in the port area has resulted into number of level crossings across the roads which obstructs the free movement of the traffic and also results into slow movement. These roads pass through the city where traffic restrictions are imposed prohibiting the heavy vehicle traffic during certain time periods of the day. Also there are reasons such as presence of underpass with very low overhead clearance, narrow road width and damaged pavement conditions which has resulted into congested roads and sluggish movement of traffic. The port connectivity road mainly facilitates the outward movement of road traffic i.e. from port to outside. However the inward movement of road traffic i.e. traffic entering the port and required to access the inner harbour (berth/storage) areas is still problematic. At present these areas are served by the internal roads, wherein the road traffic has to cross rail tracks (level crossings) at several places. This results directly in delays as the road traffic has to wait till the rail movements are over.
2.11.3 Rail Infrastructure Rail connection with the national railway system The Chennai Waltair Kolkata coastal railway line (now part of East Coast Railway) connects Visakhapatnam to the south and the north. This line branches off at Kothavalasa leading to Bailadila mines, also this main line goes further up North passing through coastal Orissa, West Bengal and up to Assam. The following map shows the national and state/regional railway grid.
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BUSINESS PLAN VPT
Map 2-6
National and state/regional railway network
Western and northern states are also connected with Visakhapatnam by the rail link between Waltair and Raipur on Mumbai Kolkata trunk route. The line is important for the imported coking coal and sulphur to the steel plants at Bhilai, Rourkela and Bokaro, Several products such as fertilizers and gypsum from M/s, CFL imported hard coke, LAM coke, clinker, petroleum products are moved from Visakhapatnam Port over these lines to various destinations of Orissa, Chattisgarh and Madhya Pradesh, Thermal coal from Mahanadhi Coal Fields in Orissa is brought to Visakhapatnam Port and shipped to Ennore, Tuticorin for the thermal power plants of TNEB. The steel products of Bhilai Steel Plant are brought from Bhilai to Visakhapatnam Port for export. At Vijayanagaram, 30 km off Visakhapatnam the Chennai-Howrah mainline branches off and further branches at Rayagada catering to needs of western Orissa and Bengal. The line from Rayagada goes to the North to Nagpur catering to the needs of Chhattisgarh and Madhya Pradesh. Port internal rail network The port railway network consists of about 200 km of railway track and is the largest rail network in the major ports of the country. The system consists of various yards and sidings maintained by the port. Annex 2.2 provides the details of port railway system. The railway network of the port is divided into two distinct sectors viz., iron ore traffic and traffic other than iron ore (such as food grains, fertilizers, thermal coal, steel products, coking coal, other mineral ores, POL products etc.). Traffic from Ore Exchange Yard is handled in eastern sector which at
BUSINESS PLAN VPT
present is about 10-12 rakes per day. Traffic from R & D Yard is destined to eastern as well as western sector and mainly includes commodities like POL, fertilisers, FRM, coal, steel products, alumina, container and general cargo etc. Out of about 17 rakes handled at R & D Yard, about 6 rakes are destined to Western Sector per day and are mainly used for the commodities like POL, fertiliser, FRM and general cargo. Visakhapatnam port serves fairly large hinterland in states Andhra Pradesh, Jharkhand, Bihar, Orissa, Madhya Pradesh, Eastern Maharashtra, Tamil Nadu and to some extent Karnataka. The hinterland is rich in mineral resources such as iron ore, lime stone, coal, bauxite etc. which has helped in number of mineral based industries like steel plants, fertiliser plant, alumina, cement plants have come up in the hinterland of the port. 2.12 SWOT
The SWOT assessments indicates that the port will continue to benefit from its the natural strengths, however its future position is being threatened by the proximity of the competing ports as well the bureaucratic procedures and tariff setting. Based on the above discussed advances in the fields of global and Indian economic development and maritime transportation, in addition to characteristics of the Visakhapatnam Port itself, an analysis can be made of strengths and weaknesses of the port itself, and opportunities and threats it is faced with. The result of this SWOT-analysis is summarised below. Strengths Deep water port in outer harbour and on anchorage Handling of VLCC at anchorage Deeper drafts berths in the Outer Harbour Mechanised handling of ore handling complex Good railway connectivity Healthy financial position (ex Pension liabilities) Policy aimed at reduction of manpower during last years Extensive scope for SEZ developments ISO certifications Weaknesses Entrance channel capacity: 1-way passing system and common use for VPT and Navy A non-incentive tariff structure due to principle of non-discrimination Manual coal handling and operations with low productivities Over planned elements (availability and utilization of equipment versus depreciation norms) Limited number of shifts in the port Absence of modern ICT facilities Inefficient use of adequate of storage facilities Limited availably of shore unloading facilities for Cape size vessels Close proximity to city leading to evacuation problems
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BUSINESS PLAN VPT
Opportunities Strong development of Indian economy leading to trade and traffic growth Focus of GoI-policy on removing infrastructure bottlenecks Further enhancement of industries and associated trade by GoI-policy Strong demand for crude oil and petroleum products globally as well as in India Plans for substantial investments by industries in hinterland of Visakhapatnam indicating growth potential Threats Strong inter-port competition on hinterland of Visakhapatnam Substantial investments by other, competing ports, especially in the nearby Gangavaram Relatively strong labour unions Compared with private ports, a relatively long procedure for decision making
2.13
Strategy for VPT
2.13.1 Vision of VPT The characteristics of the port of VPT and the main conclusions from the SWOT analysis have been used to develop a focus for the ports future development. Particularly the relatively good hinterland connections (railway connectivity), the presence of deep-draft berths in the Outer Harbour combined with a rather healthy financial position offer an excellent starting position. However the future financial obligations regarding the pension fund and to face potential threats such as investments in private (competitive) ports along the Indian East Coast will be a big challenge for VPT to manage the port on a financially sound and economic and environmentally beneficial way by offering highly efficient and competitive services. The outcome of the visioning workshop regarding Vision and Brand is given below: Vision and mission Based on the results of a workshop, the consultant and VPT came to the following vision: VPT to be the most preferred port in South Asia offering services of global standards
The Brand is: The East Coast Gateway
The Mission Statement is: To be a major partner in meeting the logistics requirements of the importers and exporters of the region
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BUSINESS PLAN VPT
2.13.2 Commercial strategy At this moment Visakhapatnam Port Trust has no separate commercial department to be responsible for business development and marketing. The most important activity of the commercial strategy is to establish a business development and marketing department. As soon as the Commercial Department has been established it has to consider and prepare the following items and activities: the set up of a commercial information system based on separate accounts; the formulation of a tariff and discount policy fitting the strategic aims of VPT and the national policy rules for major ports; the formulation of an acquisition policy focusing on industry, logistic companies and free zone interests; the preparation of an active promotion policy (advertisements, participation in commercial fairs, etc); the preparation and erection of a port promotion council together with existing port users
The commercial information system is one of the most important tools of the Commercial Department. In this system all the interactions with (potential) clients are stored in order to have an effective and efficient follow up and tracking system. VPT will play a landlord role meaning that the commercial focus will shift to trade and transport facilitation instead of making money out of port operations. Together with the existing port users the commercial department should erect a Port Promotion Council. In most ports around the world a large percentage of new clients are attracted by the presence of existing port clients for reasons of clustering, co-sitting and synergy reasons. The Port Promotion Council will serve as the permanent business to business promotion of the port.
2.13.3 Financial strategy The current static financial situation of VPT available for project finance is characterised as healthy (see chapter 10). In case the investments are foreseen for the extension of the port capacity and VPT would act as a service port the following financial options can be used for project financing. Table 2-17 Financial options
Option Own equity Subsidies Soft loans Commercial loans Judgement Insufficient Probably not available With international donors is go to go decision. This involves long periods. Depends on the availability of collateral, requires financially feasible projects for relatively short finance period, while projects are long term Attract private capital
Private Sector Participation Source: Consultants analysis
Given the available means, consultants consider the financial options available as indicated in the table above, with the main conclusion that the available resources are insufficient and that private capital will be needed for a very substantial part of the projects.
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BUSINESS PLAN VPT
2.13.4 Port development strategy The port development strategy aims at increasing the ports capacity to facilitate higher volumes of cargo by introducing improved infrastructure and modern handling techniques. The Outer Harbour of Visakhapatnam has an advantage over most other major ports in India that is has deep water and can accommodate these larger vessels. Expansion of the port should therefore be focussed at the Outer Harbour in the sense of developing new deep-water berths and improving of cargo handling rates. Dry bulk and crude should be handled in the Outer Harbour or even outside the breakwaters by SBM, while general cargo will be handled in the Inner Harbour. The Inner Harbour is suitable for all general cargo or cargo that does not require vessels with large draft, for example, the export of thermal coal. Some deepening of the channel and the berths might be required. The efficiency of the handling of bulk cargo in the inner port should be increased by mechanization of the berths to create more space at other berths to allow for increased cargo throughput. Several berths in the Inner Harbour allow for the development of dedicated berths for private operators on a BOT-basis or on a lease base.
2.14
Private Sector Participation in VPT
2.14.1 Policy of the Government of India The Government of India, which administers the major ports, has realised that port restructuring is essential if Indian exporters are to be given an opportunity to enjoy the efficiencies and low costs in transportation as are available to their competitors elsewhere. Policy guidelines were issued, which provided for private sector participation/investment in the following areas: Leasing out existing assets of the port. Construction/creation of additional assets, such as: o Construction and operation of container terminals. o Construction and operation of bulk, break bulk, multipurpose and specialised cargo berths. o Warehousing, container Freight Stations, storage facilities and tank farms. o Cranes/Handling Equipment. o Setting up of captive power plants. o Dry-docking and ship repair facilities. Leasing of equipment for port handling and leasing of floating crafts from the private sector Pilotage Captive facilities for port based industries
Private Sector Participation (PSP) is best implemented through standardized arrangements that constitute a stable policy and regulatory regime where private capital derives greater comfort and seeks the least possible risk premium. The key to making PSP acceptable is to create an environment where PSP is seen to be a way of attracting private money into public projects, not putting public resources into private projects.
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2.14.2 Definition and motivation: success conditions This section provides in general terms the institutional possibilities for Visakhapatnam Port Trust to transform the present port administration into a modern and uniform landlord port model. At this moment different types of PSP exist in the port and the main question is how to formulate and implement the way ahead. The strategic logic behind the PSP rationale can be summarized as follows: there is societal and commercial need for the revitalization of the port in many ways: terminals, hinterland connections, administration, labour, etc the realization of all these elements require substantial investments, which can not be paid for by an extension of the national account
Private sector participation in seaports is considered to be: a formal relationship between a port authority and a commercial company; focused on synergy by means of the realization of converging goals; with both societal and commercials aspects, under condition of the existence of the respective identity and responsibilities of both partners.
In other words, PSP is about a certain co-arrangement between a port authority and commercial companies, based on the expectation of synergetic effects. A concession can be seen as one example of a co-arrangement. At present, Visakhapatnam Port is organised based on a mix of the above-mentioned port administration models. Visakhapatnam Port is organised according to the landlord model (in case of private jetties), owns and rents out equipment (tool port organisation) and indirectly has influence on cargo handling operations (service port model). The motivation for PSP is because of one of the following reasons: financial means: the possibility to provide the necessary means completely by public funding are not present; certainty: the port authority would like to acquire certainty and agreements with the market, especially in the planning phase; realization/exploitation: by the mobilization of private capital the realization of a project can be more rapidly; cost savings: under circumstances it can be more attractive for a port authority (faster, cheaper) when the private company which is taking care of the realization of the investment plan is also responsible for the preceding realization of infrastructure and the technical detailing; expertise: a port authority can be lacking specific knowledge and there fore requires private companies to submit ideas and proposals.
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3. 3.1 3.1.1
THE POTENTIAL MARKET FOR VPT Market orientation World developments
Generally, economic growth in most parts of the developing world and the economies in transition are well above the world average. On average, developing economies are expected to expand at a rate of 5.6% and the economies in transition at 5.9%, despite the fact that these economies may face larger challenges during 2006. Although China and India are by far the most dynamic economies, the rest of East and South Asia is expected to grow by more than 6%. Latin America and the Caribbean is lagging somewhat behind, with growth of about 3.9%, but African economic growth is expected to remain solidly above 5%. The development of world trade has, with the exception of 2001, been characterized by strong growth figures, resulting from the continuing globalization of the production of consumers products. In 2002, 2003 and 2004 a growth rate of global trade of 3.5%, 5.5% and 10.9% have been recorded respectively. Although the growth rate of world trade declined to from 10.9% in 2004 to 7.0% in 2005, the growth in world trade (trade in goods measured in constant prices) is expected to remain solid and stabilize at a growth rate between 6.9% and 7.6% in the period 2006-2010. The following table illustrates the projections on global trade of goods as presented by the Economist. Table 3-1
Indicator World Trade Developed countries Developing countries Source: The Economist
World Trade of goods % growth

2001 -0.4 -1.1 1.4 2002 3.5 1.6 8.6 2003 5.5 2.9 12.0 2004 10.9 8.2 17.1 2005 7.0 5.5 10.3 2006 7.0 5.3 10.5 2007 6.9 5.3 10.0 2008 7.4 5.8 10.4 2009 7.6 6.0 10.5 2010 7.6 6.1 10.1
The world trade growth forecast indicates an annual growth rate of around 7.5% per year in the period 2008-10, sufficient to imply rising imports in most markets. Asia is expected to see the fastest rates of export growth over the forecast period, closely followed by east-central Europe. Chinese exports will rise particularly quickly, however performance will not match the spectacular growth seen over the past few years, when foreign sales regularly rose by over 20% per year. The West European trade growth will remain sluggish in comparison with that of other regions. The following table provides an overview and projection of the region wise GDP development for the period 2006 to 2010. Table 3-2
US Japan Euro 12 EU25 OECD Non-OECD Source: The Economist
Real Global GDP growth in %

2006 2.9 1.3 1.6 1.9 2.3 6.3 2007 2.9 1.1 2.0 2.2 2.4 5.9 2008 3 1.2 2.0 2.3 2.5 5.7 2009 3.1 1.1 2.0 2.2 2.5 5.8 2010 3.1 1.2 2.0 2.1 2.5 5.7
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On a time frame until 2050 Goldman Sachs foresees a continuing growth of the world economy based upon the continuation of the current trend of production shift. Over the next 45 years, Brazil, Russia, India and China the BRIC economies could become a much larger force in the world economy. If things go right, in less than 40 years, the BRIC economies together could be larger than the G6 in US dollar terms.
3.1.2
National economic developments
The table below illustrates the growth of the national economy of the GDP at Indian market prices and US prices. Both in Indian Rupees terms and in USD terms the GDP has grown strongly, representing an average annual GDP growth of more than 5.5% since 2001. Since 2002 GDP has grown with a rate of 7.5% and higher. Since 2001 the inflation of consumer prices has remained stable between 3.8% and 4.8% annually, while export and imports in terms of value have more than tripled. Table 3-3 Recent developments of Indian key economic indicators
2001 GDP (Billion Rs)* GDP (US$ bn)** Real GDP growth (%) GDP per head (US$) Consumer price inflation (av; %) Population (million) Exports of goods fob (US$ m) Imports of goods fob (US$ m) Exchange rate (av) IRP :US$ *at constant market prices ** at market exchange rate Source: The Economist 21,445 478.3 5.3 460 3.8 1,034 44.8 56.8 47.2 2002 22,223 506.1a 3.6 480 4.3 1,050 51.2 60.7 48.6 2003 24,063 595.0a 8.3 560 3.8 1,065 60.9 75.5 46.6 2003 26,115 691.6a 8.5 640 3.8a 1,080 77.9 105.9 45.3 2005 28,343a 797.8a 8.5a 730 4.2a 1,095 98.1a 149.8a 44.1 2006* 30,477 864.1 7.5 780 4.8 1,110 111.2 185.6 45
Population has grown from 1 billion to 1.1 billion in 6 years, representing an average growth rate of 7% annually. India's economy is expected to continue booming this year: The latest data published by the Central Statistical Organization for the first quarter of 2006 indicates that real GDP growth for fiscal year 2005/06 will be 8.5% (at current market prices), and that the Indian Economy on a global scale is the second fastest growing economy. Projected indicators 2006 - 2010 It is estimated that after this year growth rates will slow to a solid 7.5% in 2006/07 and 7.3% in 2007/08 resulting from continuing growing economic importance of the manufacturing and services sector. The following table provides a projection of the future development of the key characteristics for the Indian Economy.
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Table 3-4
Projections of the development of Indian key economic indicators

2006 2007 32,711 934.4 7.3 830 4.1 1,125 130.3 -215.1 46.2 2008 34,927 1,052.30 6.8 920 4.4 1,140 145.4 -235.6 46.5 2009 37,217 1,178.40 6.6 1,020 4.4 1,155 163.1 -262.3 46.9 2010 39,744 1,294.30 6.8 1,110 4.3 1,170 185.1 -295.3 48
GDP (Billion Rs)* GDP (US$ bn)** Real GDP growth (%) GDP per head (US$) Consumer price inflation (av; %) Population (million) Exports of goods fob (US$ m) Imports of goods fob (US$ m) Exchange rate (av) IRP :US$ *at constant market prices ** at market exchange rate Source: The Economist
30,477 864.1 7.5 780 4.8 1,110 111.2 185.6 45
The Planning Commission of India recently released a draft document Towards Faster and More Inclusive Growth: An Approach to the 11th Five Year Plan that offers an idea of the commissions perspective for the plan period 2007-12. To reduce poverty to less than 10% and double the income of average Indian in less than 10 years calls for a target GDP Growth rate of 8.5% in the plan period combined with broad based policies. To grow at 8.5% in the plan period, a second green revolution is needed in agriculture to raise the agriculture GDP growth rate to nearly 4% from the current periods estimated level of less than 2%. Manufacturing will have to grow at 12% from its current periods estimate of less than 8%. The most important constraint in achieving a faster growth in manufacturing is the fact that infrastructure consisting of road, railways, ports, airports, communication and power does not measure up to the standards prevailing in competitor countries. The period will require an increase in domestic investment from around 29% to nearly 34%. Preliminary estimates suggest that investment in infrastructure will need to increase from the current 4.6% of GDP to nearly 8% in the 11th plan. Since the public sector resources are scarce, an aggressive effort at promoting public private partnership in infrastructure development will be needed. The 11th plan will therefore place special emphasis on infrastructure and improvement in the investment climate to attract private investment. The most important constraint in achieving a faster growth of manufacturing is the fact that infrastructure, consisting of roads, railways, ports, airports, communication and electric power, is not up to the standards prevalent in competitor countries. This must be substantially rectified within the next 5-10 years if enterprises located in India are to compete effectively. In the increasingly open trading environment that we face today, producers must compete aggressively not only to win export market share but even to retain domestic market share against competition from imports. Indian industry recognises this and no longer expects to survive because of protection. But they do expect a th level playing field in terms of quality of infrastructure. This should have high priority in the 11 Plan.
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Shortage of electric power and the unreliability of power supply are universally recognised as a drag on the pace of Indias development. The competitors of India benefit from round the clock supply of power at stable voltage and frequency, but this remains elusive in most parts of India. The sector growth rates consistent with the growth scenarios presented above are given in Table 3.3. th As per the 11 5-year plan of the Government of India, the agriculture growth targets are explicitly derived from the demand side assuming virtually zero growth in agricultural imports and a step up in the rate of growth of agricultural exports by 10% per annum. Services sector growth is projected in relation to GDP growth with an elasticity of 1.1, which is slightly lower than in the past. The industrial growth targets are determined residually. In deriving the trade figures, net exports are projected at the level necessary to calibrate aggregate demand and aggregate supply. Import growth has been related to overall GDP growth with an elasticity of around 1.5, which is somewhat higher than the historical average of 1.3, reflecting the assumed impact of trade liberalisation and greater dependence on energy imports. However, in these calculations it has been assumed that there is no further change in energy prices. The growth rate of gross exports (see the table below) reflects the level of gross exports implicit in the estimates of net exports and gross imports as derived above. Table 3-5
Scenarios GDP set as target Agriculture Industry Services Imports* Exports*
Structure of Growth in Different Scenarios (in %)

Low 7.0 3.2 8.2 7.7 10.9 14.2 Medium 8.0 3.7 9.4 8.8 11.7 15.4 High 9.0 4.1 10.5 9.9 12.5 16.4
Note: *Measured in US dollars. In the case of imports, it is assumed that the price of oil remains constant at $70 per barrel from 2006-07 onwards and average tariff rate stabilises at 10% from 2008-09.
These scenarios suggest that demand for agriculture will restrict its growth to between 3% and 4%. Services could grow at 8 to 10% and industry a little faster, exceeding 10 percent growth in the 9% GDP growth scenario. The implicit growth of manufacturing sector, which is a subset of industry, would be around 12% in the 9% GDP growth scenario. The target growth rates for Industry and Services certainly appear feasible in the light of recent performance, although the agricultural growth rate is much higher than recent trends. Nevertheless, every effort will need to be made to achieve the agricultural growth targets, since failure on this count may require excessively high targets for the nonagricultural sectors in order to attain the over-all GDP growth rate and also expose the economy to needless vulnerability. Projected indicators 2010 - 2020 After 2010 India, China and the US will grow to a joint contribute of USD 1 trillion to the global economy in 2020, according to a study Foresight 2020 conducted by the Economist Intelligence Unit (EIU). The next fifteen years will see significant outpacing by Asia and particularly the powerhouses of
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India and China of the rest of the world in gross domestic product (GDP), wages and consuming power. India is estimated to contribute 12.2% to global economic growth by 2020. The economist projects the continued rapid growth of India as one of the fastest growing economies. By 2020 India as a trading nation will record the biggest jump in world ranking-from 24th to 10th. Propelled by fast growth in India and China, Asia will increase its slice of the worlds GDP from 35% in 2005 to 43% by 2020. Indias share in the global GDP is estimated to rise from 6.2% in 2005 to 8.8% in 2020. Worlds consumer spending will expand at an average annual rate of 5.6% to US$ 62 trillion by 2020 compared to US$ 27 trillion today. Though US will continue to be the largest consumer market, China will emerge as the worlds second largest consumer market and India will rival the bigger European markets. Indias share in world consumer spending will increase from 1.9% in 2005 to 3.1% in 2020. Indias growing integration with the global economy and its favourable demographics are likely to ensure an average sustained rate of growth of GDP of 5.9% a year in the period 2010-20. Indias drivers for growth will mainly depend on the modernization of the countrys agriculture and manufacturing sectors.
3.1.3
National policy developments and natural resources
Agriculture th The 11 Plan aims to reverse the deceleration in agricultural growth from 3.2% observed between 1980 and 1996-97 to a trend average of only 1.5% subsequently. To reverse this trend, corrective policies adopted must focus not only on the small and marginal farmers, who continue to deserve special attention, but also on middle and large farmers who too suffer from productivity stagnation arising from a variety of constraints. The growth rate of agricultural GDP needs to be lifted to around 4%. This task has to be seen in the light of actual growth of agricultural GDP, including forestry and fishing, which was only 1% per annum in the first three years of 10th Plan and even the rosiest projections for 2005-06 and 2006-07, would limit this below 2% for the full five year period. Manufacturing The manufacturing sector has also not grown as rapidly as might have been expected. The average growth rate of this sector has accelerated compared to the Ninth Plan but is unlikely to exceed 8% in th the 10th Plan. For the 11 plan, the growth rate is targeted at around 12% in order to achieve a GDP growth of between 8 and 9% Indias remarkable success in IT enabled services has prompted some observers to conclude that China has a comparative advantage in manufacturing whereas India has an advantage in services and we should therefore concentrate on growth of high value services. This approach is simplistic. Indias performance in IT enabled services and other high-end services is clearly a source of strength that we must build upon. However, India cannot afford to neglect manufacturing. India meets most of the requirements for attaining double-digit growth in manufacturing. We have a dynamic entrepreneurial class that has gained confidence in its ability to compete. We have skilled labour and excellent
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management capability. However there are other constraints that limit our competitiveness, especially th in labour intensive manufacturing, and the 11 Plan must address these on a priority basis. Heavy industry policy For the longer term through 2020, India has set itself on a rapid expansion path to be arrived at, from the heavy industry, predominantly mining and basic and intermediate goods production. The steel industry alone is to nearly triple capacity in 15 years. As a user of some of the main raw materials that India possesses, this focus on iron and steel will have a large impact on linked industries, both forward as well as and backward, such as ports and mines. Table 3-6 Production, Imports, Exports and Consumption of Steel (in Mt)
Production 2019-20 2004-05 CAGR* Source: National Steel Policy Document, November 2005 110 38 7.3% Imports 6 2 7.1% Exports 26 4 13.3 % Consumption 90 36 6.9 %
The government insists that rapid growth has to be achieved, in order to raise the incomes of the mass of the population sufficiently to bring about a general improvement in living conditions. The Planning Commission expects that the economy can grow between 8% and 9% per year on a sustained basis provided appropriate policies are put in place. With population growing at 1.5% per year, this would ensure that the real income of the average Indian would double in ten years. The private sector, including farming, small-scale enterprises and the corporate sector, has a critical role to play in achieving the goals. This sector accounts for 70% of the total investment in the economy and the government aims at creating an environment in which entrepreneurship can flourish. The Iron and Steel complex The country has rich endowments of iron ore and non-coking coal, and has cheap labour. Yet this advantage is neutralized considerably by low material and energy efficiency, poor quality, poor productivity, and high cost of coking coal, power, freight and finance. The production of the planned 110 Mt of Iron and Steel by 2019/20 puts considerable demands on the iron ore and coal industry as well. Iron Ore needs rise nearly fourfold, while coking coal needs increase three fold. Table 3-7 Critical Inputs for Steel Production (in Mt)
Iron Ore 2019-20 2004-05 190 54 Coking Coal 70 27 Non-Coking Coal 26 13
Source: National Steel policy 2005 of Ministry of Steel, Govt. of India
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Iron Ore At present, the in-situ reserves of relatively rich iron ore in India are 11.43 billion tonnes of haematite and 10.68 billion tonnes of magnetite ores. Though the reserves of haematite ore appear to be large, high-grade lumpy reserves constitute only 8.7% of the total. Furthermore, as per the estimates of the Federation of Indian Mining Industries (FIMI), the present commercial mining capacity for iron ore is only 175 Mt. Production of iron ore in 2004-05 was 145 Mt, of which 54 Mt was domestically consumed and 78 Mt was exported. In order to ensure availability of 190 Mt of iron ore for domestic production of steel by 2019-20, Government is encouraging investments in creation of an additional modern mining and beneficiation capacity of 200 Mt. After remaining stagnant at around 35 Mt for about a decade (between 1991-92 to 1999-2000), exports of iron ore from India have grown in the last 4 years to 78 Mt in 2004-05 on the back of large exports of iron ore fines to China. Fines and concentrates, which have little use in India except as a negative environmental externality, make up about 90 percent of Indian iron ore exports currently. As investments are made into beneficiation, sintering and pelletisation in the country, which will use these fines, the growth in exports of iron ore is likely to decline. Exports have thus been estimated to be around 100 Mt by 2019-20. In terms of future policy, exports of iron ore, especially high-grade lumps, would be leveraged for imports of coking coal or for investment in India. With the fast growing needs of the local industry, exports will be kept in check and a judicious balance would continue to be maintained between exports and domestic supply of iron ore. Coal Coal production is nationalised at present and private investment in coal mining is only allowed for captive mines supplying coal to designated sectors, power, steel and cement. Taking a longer-term view of energy production there is a strong case for denationalising coal so that private sector investment can come into this crucial area. If petroleum, which is much scarcer than coal, is open to the private sector there is no reason why coal should not also be opened up, especially if we take a longer term view of energy constraints and also the need to absorb new clean coal technologies. Pending a consensus on this issue, every effort should be made to expand coal production through the route of captive mines. Large coal users, especially in the power sector, can be given available proven coal blocks for developing captive mines. Coking Coal The proven reserves of prime coking coal are only 4.6 billion tonnes. The quality of Indian coking coal which is high in ash content is also not suitable for steel making which requires low ash content coking coal. The production of coal during 2001-02 was 328 Mt, out of which coking coal amounted to only 29 Mt. The low ash coking coals required by steel makers was around 10 Mt only in 2001-02. Further coking coal production has declined at an annual rate of 4.7% during the decade ending 2001-02. As a result poor quality domestic prime coking coal has to be blended with imported coal. Currently the steel industry imports around 19 Mt of coking coal annually, and procures 7.5 Mt from indigenous sources including captive mines. By 2019-20, about 70 Mt of coking coal will be required, of which 85% or 60 Mt will have to be imported, or 60 Mt. The imperatives of coking coal security require that new sources of coking coal be tapped. Accordingly, the Government would aim for the coal sector to become market-driven, but in the meantime continue allocation of captive coking coal blocks to steel plants, and establish mechanisms
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to share their surplus resource with other steel plants. The Government would encourage joint ventures and equity participation abroad by steel and coal companies. Simultaneously, efforts would be made to develop and adapt technologies, which have synergy with the natural resource base (noncoking coal) of the country. The steel industry would be encouraged to make investments in washing and beneficiation of coal. In the medium term, captured in the 11 Plan, Coal will remain the dominant primary source of commercial energy and total demand for coal is projected to increase from 432 Mt in 2005-06 to 670 Mt in 2011-12. The need for the power sector itself would increase by 180 Mt taking the total to about 500 Mt in 2011-12. Meeting these demands poses a formidable challenge in increasing coal production. Coal India is currently aiming to increase production by an unprecedented 60% during the 11th Plan period inclusive of the recently approved emergency production plan. However, realistically speaking, this level of increase in output, together with the necessary rail infrastructure to move the additional coal production, may be difficult to achieve by Coal India alone. Non-coking coal With proven reserves of 74 billion tonnes, non-coking coal constitutes around 82 percent of the total coal reserves in India. Production of non-coking coal at 294 Mt during 2001-02 was 91 percent of the total coal production of 328 Mt. Available data show a declining rate of growth in production of noncoking coal in India. In the decade of 1980s, the growth rate was 6.5 %, which fell to 3.9 % in the 1990s. In the last five years the growth rate has been 4.7%. The power plants especially those that are located on the coast far from pitheads are, therefore, planning to import large quantities of thermal coal. While market forces should allocate resources to their most efficient uses, which would require the coal sector to be deregulated, a strategy for the transitional period would be needed. Accordingly, the sponge iron and steel industry would get first priority in the allocation of higher grades of non-coking coal of below 12 % ash content, being essential feedstock. Simultaneously, efforts would be made to develop and adapt technologies, which have synergy with the natural resource base (non-coking coal) of the country In 2004-05, the steel sector consumed about 8 Mt of non-coking coal, excluding thermal coal for captive power plants. For the medium term it is estimated in the 11 Plan that the country may need to import 40-50 Mt of superior grade thermal coal by the end of the plan period. Thermal power stations on the Southern and Western coasts can be competitive using imported coal and the countrys electricity requirement justifies such import. This requires necessary port handling capacity and coast based power generation capacity of around 12,000 to 15,000 MW to absorb the thermal coal imports. However, power plants, both existing and proposed, in eastern part of India in the service area of Visakhapatnam Port are located at pitheads and therefore not likely to import thermal coal. Some of the power projects in Chhattisgarh and Jharkhand listed below are illustrative of the above. Jindal Power Ltd. (JPL) a wholly owned subsidiary of Jindal Steel & Power Ltd, is setting up a 1000 MW (pithead) O P Jindal Super Thermal Power Plant at Raigarh, Chhattisgarh, with an
th th
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investment of over Rs. 4,500 Cr. The financial closure has been achieved and the plant is expected to become operational by 2007. Coal for the plant will be drawn from the adjacent captive mines at Dongamahua Nagpur-based Jayaswals Neco has proposed to set up a commercial power plant at Moitra village in Hazaribagh district of Jharkhand. The company is in the process of finalising the acquisition of 500 acres of land for the project. Land is expected to be in possession by February 2007.The 270-mw coal-fired plant will have two units of 135 mw each. The company has targeted to commission the Rs 1,200 crore projects within 30 months from zero date. The company has coal mines with estimated reserves of 30 Mt in Moitra village itself, company officials further stated. As per Tata Powers 87th annual report, the company is in talks with Tata Steel and will enter into a power purchase agreement with the latter for the sale of power from these units once Tata Steel firms up its plans. Tata Power proposes to set up a 744 MW project in Chhattisgarh and two projects of 1,000 MW each in Jharkhand and Orissa. Tata Power has applied for allocation of 12 captive coal blocks in Jharkhand, Orissa and Andhra Pradesh. Tata Steel plans to set up a six- million tonne plant with an investment of Rs 15,400 crore in Orissa, a five million tonne plant in Chhattisgarh by investing Rs 12,000 crore and a 12 million tonne plant in Jharkhand by investing Rs 40,000 crore.
Sponge iron grade non-coking coal The sponge iron industry using non-coking coal as input material will play an important role in future as a substitute input for coke. The capacity of sponge iron industry is set to increase from the current 13 Mt to 20 Mt by the end of 2010-11, at a growth rate of 6.5 percent per annum, and thereafter, till 2020, grow to 38 Mt. The current trends indicate that a large number of sponge iron based steel units may come up in the states of Orissa and Jharkhand. By 2019-20 the steel industry will demand around 26 Mt of non-coking coal of higher grades. Oil and Gas Indias per capita energy consumption is 0.34 million tonnes oil equivalent (mtoe). The global figure is 1.7 mtoe, 5 times Indias consumption. The estimated crude oil reserves in India are about 786 Mt as of March 2005, a mere 0.48% of global reserve and there were 123 oil fields and 31 oil & gas fields. The total production of crude oil during 2005-06 was 32.19 Mt and an estimated 98.5 Mt was imported to meet the demand. Indias total refining capacity of 132.46 Mt per annum comes from various refineries spread across the country as shown in Figure 3.1. New capacities / expansions planned / under implementation to the tune of 95.5 Mt will result in the available capacity rising to around 228 Mt in the next 10 years. Industry estimates indicate that annual domestic production will remain in the region of 35 Mt and imports will rise to about 185 - 190 Mt India will therefore remain dependent on crude oil imports. Fortunately, the demand for petroleum products has grown at only 2.7% per annum in the first four years of the Tenth Plan. Consumption of petroleum products is likely to rise from 112 th Mt in 2005-06 to about 135 Mt by the end of the 11 Plan with net crude oil imports reaching 110 Mt. For Visakhapatnam Port, the proposed expansion of HPCL Refinery at Visakhapatnam from the existing 7.5 Mt to 8.33 Mt during the current year and subsequently to 15 Mt by 2009-10 is of significance in terms of crude imports as well as product exports. This is discussed in greater detail in Chapter 4.
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India will remain dependent on crude oil imports. Fortunately, the demand for petroleum products has grown at only 2.7% per annum in the first four years of the Tenth Plan. Consumption of petroleum th products is likely to rise from 112 Mt in 2005-06 to about 135 Mt by the end of the 11 Plan with net crude oil imports reaching 110 Mt. Gas consumption is forecast to rise to about 55 MTOE with imports reaching 20 MTOE unless the recent finds announced in the KG basin actually start flowing in significant quantities by the terminal year of the 11th Plan. This assumes that Naphtha based fertiliser th production switches completely to gas by the end of the 11 Plan. The scope for trans-national gas pipelines needs to be explored from a longer-term perspective, but no pipelines are likely to become th available for this level of gas import during the 11 Plan. Thus LNG imports would need to rise to four times from the current level of 5 Mt. The most important policy issue in this sector relates to pricing petroleum products. The recent increase in oil prices is now expected to persist for some years and although prices of some petroleum products have been raised the increase still leaves a large uncovered gap. This gap is being borne partly by the oil companies and partly by the issue of bonds by the government to the companies, which is equivalent to a government subsidy. Other critical issues facing the oil and gas sector relate to: (i) pricing of domestically produced natural gas and its allocation to the power and fertiliser industry; (ii) strengthening upstream regulation in the oil and gas sector; and (iii) ensuring competition and open access in the proposed pipeline transportation and distribution grid. In the longer run, the only viable policy to deal with high international oil prices is to rationalise the tax burden on oil products over time, remove fat which may exist in existing pricing mechanisms which give the oil companies an excessive margin, realize efficiency gains through competition at the refinery gate and retail prices of petroleum products, and pass on the rest of the international oil price increase to consumers, while compensating targeted groups below the poverty line as much as possible. The current method of determining prices for petroleum products on the basis of import parity needs reconsideration. India is deficient in crude oil but has developed surplus capacity in products. Product price entitlement should therefore be based on export parity pricing, which would be much lower than import parity. The 10% duty on products has been reduced to 7.5%, which is a step in the right direction. There is a strong case for further reducing the duty on products to 5% to equate it with the duty on crude.
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Map 3-1
Petrochemical industry locations in India
Fertiliser India is the third largest producer and consumer of fertilizers in the world with close to 60 large size plants in the country manufacturing a range of fertilizers. The most widely used fertilizers include nitrogenous (N), phosphatic (P) and potassic (K). Potassic fertilizer is not manufactured in India and is imported. The installed capacity of fertilizer industry in the country is about 12 m MT of nitrogen and 5.1 MT of phosphatic nutrients. Urea (85% of N fertilizer consumption) constitutes 58% of the total fertilizer consumption in the country and Di-ammonium phosphate (DAP) accounts for approximately 66% of India's consumption of phosphatic fertilizers. The industry relies heavily on imports for its requirement of raw material. Hence any devaluation of the rupee could inflate its import bill. Since the N-based fertilizers are protected by the retention price system (so far), the increased costs will affect P and K fertilizer manufacturers. Natural Gas is used both as fuel and as a feedstock and constitutes as much as 40% of variable cost of manufacture. With increasing use of gas in other industries like power and petrochemicals, the fertilizer industry is facing a shortage of gas. Between 1980 and 2000, the prices of gas have gone up nine times, while the prices of urea have increased only three times. Monsoon holds the key to the future prospects of the fertilizer industry. A good monsoon will spurt food grains production and consequently the demand for fertilizers.
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Table 3-8
Country South Korea Japan China Bangladesh Pakistan India
Nutrients consumption per Ha of arable land

Nutrients consumption per hectare of arable land (kg) 407 301 254 156 135 98
Source: Equity Master, 2005
As can be seen from the table, India has one of the lowest per hectare of arable land consumption of nutrients. Urea demand is expected to reach 24 Mt by 2007. At the current capacity levels of 12 Mt, the demand supply gap is expected to be around 12 Mt. Moreover, if new capacities are not added, the gap is expected to mount further. The above factors indicate a huge potential of growth for the fertilizer industry. The Long Term Fertilizer Policy announced by the government could have significant implications on the fertilizer industry going forward. While, in the medium term, it encourages the switch over from naphtha/fuel oil based units to gas based ones and creation of a regulator to allocate feedstock, over the long term it plans to withdraw the setting of selling price and concession scheme. Around 30% of India's fertilizer production, which is based on naphtha and fuel oil, could become unviable, with the changes made in the new energy consumption norm. Only the gas-based units will be able to survive the deregulated era. The likely closure of many naphtha and fuel oil based units could disturb the demand supply position in the country and the Indian government may have to import its urea requirements at higher costs. Consumption of finished fertiliser products has risen modestly over the past 10 years, at an average rate of 4% per year. Domestic production has risen faster than that, at over 6% per year, displacing import requirements. The FAI estimates that over the period through 2011-12, domestic consumption will rise by 3.7% per year, which is in line with the 11th Plan although the earlier years are expected to grow faster than the later years.
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Figure 3-1 Consumption, production and imports of finished fertiliser 1996-2012

30,0
25,0
20,0
Consumption Production Imports
Million tonnes
15,0
10,0 Actual 5,0 Forecast
0,0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Source: FAI, Deli, July 2006 for actual through 2005-06 and consumption projection through 2011-12. Consultants have estimated the domestic production on the basis of the current share of total consumption to remain stable over the forecast period.
According to the 11th Plan targets for Fertiliser and Fertiliser raw materials imports, domestic production is seen to grow more or less in line with demand and no longer outpace the growth in demand.
3.1.4
Regional developments
Three states in India are of special interest to the port of Visakhapatnam, Orissa, Chhattisgarh and the home state of Andhra Pradesh. The following section aims at describing the main characteristics of the three states. Orissa The State of Orissa is committed to industrial development and stress is being laid on the exploitation of the rich agricultural, marine and mineral resources and tourism to provide the leverage for accelerated industrialization. The State of Orissa is considered to be the primary location for Metallurgical Industries. Agro-based industry based on grain production, fruit, vegetables, cereals, oilseeds, spices and condiments. Mineral industries build around large resources of power-grade coal, Iron Ore, Bauxite, Dolomite, Manganese Ore, Graphite and Chromites. Other important mineral resources include limestone, china clay, nickel ore, vanadiferrous, magnetite, and beach sands. The following table provides overview available mineral resources as a proportion of the national reserves.
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Table 3-9
Mineral resources in Orissa

Mineral Resources Iron Ore Bauxite Nickel Chromites Coal % of national reserves 27% 70% 95% 98% 24%
Manufacturing industries centres around steel, cement, sugar
Chhattisgarh Chhattisgarh is one of the very few power surplus states of India and one of the richest Indian states in minerals. It is the hub for sponge iron, ferro alloys and steel re-rolling mills. Agro-based Industries consists of crops such as paddy, wheat, maize, groundnut, pulses and oilseeds, as well as forest products, such as timber and bamboo, which occupy 45 per cent of the area. Manufacturing Industries are taking advantage of vast deposits of iron ore, coal, lime stone and bauxite. Aluminium and explosive plants, as well as steel re-rolling mills, number of mini steel plants, ferro alloy units, steel/cast iron casting units, engineering & fabrication units are all active in the state. Mineral Industry takes advantage of the 28 known minerals the state, which makes Chhattisgarh one of the richest states in India in mineral wealth. The major sectors which are booming in this part of the country includes, power, iron & steel and aluminium. Other potential sectors of the region include diamond, alexandrite and tin. Chhattisgarh is also known for its rice mills, cement and steel plants. Power has become one of the major opportunities for the state. With huge coal reserves and cheap pithead power generation opportunities the state strategically located in central India is the destination for all power-intensive industries. Chhattisgarh has potential to produce up to 50,000 MW of power.
Andhra Pradesh The state of Andhra Pradesh is primarily agro based. The key sectors identified, as per the contribution to SGDP in Andhra Pradesh are agro-based industries, pharmaceuticals, manufacturing, IT and textiles. Pharma industry in Andhra Pradesh contributes more than 1/3rd to the countrys production. A new developing industry is the IT industry, which the State aims to develop to a national market share of 30 per cent by 2009. Andhra Pradesh contributes 25-30 per cent to India total seafood exports. It is a leading producer of cotton with an average production of 2.6 million bales annually. On a national scale Andhra Pradesh and Tamil Nadu account for 14 per cent of the national aggregate production of rice. Andhra Pradesh contributes 25 - 30 per cent to India total seafood exports. AP is a leading producer of cotton with an average production of 2.6 million bales annually. On a national scale Andhra Pradesh and Tamil Nadu account for 14% of the national aggregate production of rice. Agricultural production is growing at over 11% by volume. In 2004-05 the state produced 149.77 lakh metric tonnes of food grains. Production of oil seeds, groundnut and
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cotton accounted for 26.05 lakh metric tones, 16.60 metric tones and 27.39 lakh respectively. The industries in food products contribute 19.4% to total industrial production in the state. Andhra Pradesh ranks second in producing value added food products and beverages with 10 per cent share of total value added in the country. The sectors contribution to the states GDP in 2004-05 was Rs. 2, 65,119 crore, or 17.33 per cent. In the period 2004-05 manufacturing production grew by over 25% by volume. The state contributes more than one third of the countrys pharmaceutical production and the industry is growing at over 10% by volume. The projected production of pharmaceutical industry in AP will reach US$8 billion by the end of 2010. The state produces a majority of 500 basic drugs produced in India. Andhra Pradesh government is to develop an exclusive 'Pharma City' near Visakhapatnam with private sector participation to promote the pharmaceutical industry in the state. Pharma City cargoes are likely to go to Gangavaram port, which has been declared the gateway port for the project by the AP Govt IT exports from Andhra Pradesh have done well in 2005. It is expected to continue to grow at an annual rate of 30 per cent or more. The state aims to capture 30% of the national market share in the IT and ITES sector by 2009. The textile industry contributes nearly 20 per cent of the countrys total industrial production and approximately 28-30 per cent of its total exports. It is growing at over 10% by volume. Cotton is the most important segment of the textile industry and accounts for nearly 55 per cent of domestic fibre consumption and nearly 90 per cent of total textile exports. The total exports values have increased by 14.1 per cent. The Indian textile industry aims to increase Indias share in worlds textile trade from the current 4 per cent to 8 per cent and to achieve export value of US $ 50 billion by 2010. The overall growth in textile industry is expected to be around US$ 85 billion by 2010.
3.2 3.2.1
Performance Indicators Containers
Normal productivity of container terminals is indicated in Table 3-10 Performance depends mainly on: Ratio loaded vs. unloaded containers Unproductive moves The level of automation of the gantry-cranes The average weight of containers and the proportion of containers requiring special attention Commercial constraints
Table 3-10 Major North European Terminals Container Productivity by Category

Port / Terminal Primary Terminals Secondary Terminals All Terminals Container Gantry (TEU per unit) 127,280 117,321 124,390 Yard Area (TEU / ha) 16,809 16,201 16,638 Berth Length (TEU / m) 963 703 874
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3.2.2
Break Bulk / General Cargo
Due to the wide range of products, ships, equipment and methods, assuming an average performance for all kinds of commodities and packaging makes little sense. Specialized traffic like paper, frozen meat, fish or fruits should be studied separately. Most commodities in big bags, pre-slung or prepalletized loads can be handled with a crane; a good organization should adapt to a rhythm of one cycle every 1.5 to 3 minutes (20 to 40 moves per hour). In the box below, examples are given for the handling of cement bags and exotic wood.
Two examples: Cements bags: 2 ton pallets built in the hold or on the apron: 40 ton/hour/crane. Pre-palletized bags: 80 ton/hour/crane, and more with spreaders. Cement in bulk can be handled at much higher speed. Exotic wood: logs up to 6-8 tons, handled by the piece with hydraulic clamps: 120 to 160 ton/hour/crane.
3.2.3
Dry Bulk
Agri-Food Products / Fertilizers Handling of export products is operated mainly with conveyors, whenever possible, with performances varying from 100 to nearly 1,000 ton/hour per conveyor, depending on ship size, port equipment, product characteristics and density, brittleness, and environmental and safety considerations linked to dust. Ship to shore operations of import products require cranes and hoppers (20 to 35 ton capacity - 150 to 300 ton/hour), or elevators (400 to 1000 ton/hour): two to three cranes per ship, or one elevator and two or more cranes on Panamax and larger ships.
Example: Panamax to Cape-Size, 60,000 t Shipment: 1 elevator and 2 cranes per vessel results in 1,100 ton/hour, which equals 15 to 18,000 ton/day. The vessel can be handled in four days.
Iron Ore / Coal Export cargoes are usually loaded with conveyors; 1,000 to 2,000 ton/hour or more. Import traffic is handled with large gantry cranes geared with very large grabs: up to 1,000 ton/hour/gantry crane or with special devices. New developments in iron ore loading will lead to 8,000 ton /hour. For example the dry bulk terminal EECV in the Port of Rotterdam, is unloading coal at an rate of 3,000 ton/hour.
3.2.4
Liquid Bulk
Generally, unloading performances depend on the size of the ship, which provides pumps and energy. They depend also on its viscosity, temperature, and on safety regulations, for hazardous products. Most liquid carriers are operated within one day, whatever the size.
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Table 3-11 Pump Capacity Liquid Bulk Tankers

Size of Tanker(DWT) 200,000 100,000 50,000 25,000 Sources: Agerschou 2004 Pump Capacity (m/hour) 12,000 7,000 4,500 3,500
3.2.5
Development in the maritime industry
Tonnage demand In 2003 and 2004 the demand for world merchant tonnage recorded extraordinary high growth rates of 9%. However, the growth rate fell to 6% in 2005. This 6% growth is in line with the average for the first six years of this decade, which compares to an average rate of growth of 3% in the 1990s. These estimates are made in compensated gross tons. First, there has been a lift in the underlying long-term growth in the world economy, up from 3.3% per year on average in the 1990s to 3.9% so far in this decade. Second, there seems to have been a favourable shift in the relation between economic growth and seaborne trade. This could be explained by the fact that the distribution of growth in the world economy has gradually been more favourable for seaborne trade, predominantly with the growth of China and the related exports. There thus is a double positive effect for the demand for tonnage. It is a result of important structural changes in world economy and trade, which most likely will continue for at least the rest of this decade. The liberalization of international trade in this decade has been of significant importance to the sharp rise in seaborne trade. If the policy is continued, then the most important premise for a continued strong expansion in global seaborne trade is established. Figure 3-2
Source: R.S. Platou Annual Report
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A dynamic and open Indian economy would have an important impact on the world economy. For international shipping India is also increasing its importance. Estimates are that Indias oil imports accounts for 6% of the global total oil trade volumes, 2% of dry bulk import volumes (4% of dry bulk exports) and some 5% of the containerized trade. Bulk markets The bulk trade by sea has increased by well over 50% since 1996, to close to 2.5 Billion tonnes in 2005. Iron Ore trade has seen a rapid growth in the past few years, with the expansion of Chinese demand. Likewise, coal trade has seen rapid growth as coal fired power generation and the demands of the steel industry have increased. Figure 3-3
The bulk fleet has seen a move towards larger ships over the past 10 years, although the smaller sized vessels have increased their share of the global fleet considerably. In 2006, the fleet of vessels ranging between 10 and 60,000 DWT has raised from 113 Million DWT in 1996 to 143 Million DWT. The average growth rate has amounted to around 2.5% per year. The bigger vessel groups have seen average growth rates in the order of 5-6% annually, with an emphasis on bigger vessels in the latter years. By now, the smaller sized vessels comprise 40% of the bulk fleet, whereas the 60-80,000 DWT vessels have a share of 25% of the fleet: the largest vessels of 80,000 DWT and up account for the balance of 33%, amounting to 113 Million DWT, up from 74 Million DWT in 1996.
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Figure 3-4 Vessel size development of the bulk fleet

400 350 300
Million Dwt
250 200 150 100 50 0 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 80,000+ dwt 6079,999 dwt 1059,999 dwt
Risks for the medium term future Since the US is the main driver in the world economy, shipping markets are especially vulnerable to corrections to the imbalances in the US economy. Some economists have warned against a US economic slowdown triggered by a weakening in private consumption, which accounts for two thirds of US GDP. Sooner or later there will be corrections to the imbalances in the US economy. A moderate slowdown in private consumption growth is possible and could reduce import growth from China, which immediately would be felt in the container market. This would then negatively affect imports of raw materials to China, which are of vital importance for the dry bulk as well as the tanker market. Despite the permanent existence of certain risks, the world economy has been surprisingly robust for some years. So far the impact of higher oil prices on the global economy has been surprisingly weak. Most economists feared that sharply higher oil prices would result in a distinct slowdown in economic growth and in inflationary problems, even if it is obvious that the OECD countries are much less oil dependent than they were 20-30 years ago. The fact that previous energy crises have been driven by disruptions in oil supply, while this one has been demand driven in a period with strong economic growth, has been mentioned as an important explanation for the sustained economic activity. It has also been argued that the rise in energy prices this time has been more gradual, resulting in increased tolerance by consumers. In addition oil exporters re-spending was already under way during the price rise period, underpinning economic activity both in their own countries and abroad.
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Figure 3-5
3.2.6
Competing ports
Gangavaram Gangavaram Port is centrally located along the East Coast of India around the Latitude 17 37' N and Longitude 83 14' E, about 15 kms south of Visakhapatnam Port. The port is being developed as all weather, deepwater, multi-purpose world-class port facility. It will offer major tangible benefits to Indian shippers and receivers through deeper drafts (20m), advanced cargo handling equipment, highly efficient operations, vast storage areas for all types of cargo and extensive ancillary facilities. Map 3-2 port of Gangavaram Gangavaram Port will be developed in three phases over the next 15-20 years. As per the master plan, the port will have 29 berths. It will be the deepest and only port in the country, which can accommodate larger vessels of even two lakh DWT (deadweight tonnage). The port will have a traffic potential of 27.4 MTPA in the short term and 103.3 MTPA in the long term. The costs of the project are indicated at Rs. 1,700-crore
In terms of impact of development of other ports on Visakhapatnam Port, the primary impact is from the development of Gangavaram. Port. Consultants have projected a loss of 11.5 million tons (5 million iron ore, 5.5 million coking coal and 1.0 million-steam coal.
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Paradip Paradip (20o 15' N / 86o 40 E) is located on the Western shore of the Bay of Bengal, approx 6.5nm from the mouth of the Mahanadi River, 210nm S of Kolkata. The port has an artificial lagoon type-harbour protected by two rubble mound breakwaters. The draught varies from 11 to 17 meters, and plans exist for further dredging. Cargoes handled by the port include exports of thermal coal, iron ore, chrome ore, steel coils and containers carrying food products and imports include cooking coal, POL, fertiliser, phosphoric acid and hard coke. The port consists of 14 berths, with a nominal capacity of 51.4 million. To meet the growing needs of these industries, the Port has taken advance action for development of port infrastructure facilities to increase its handling capacity to 100.00 Million tones by the year 2011-12 and the cargo for Export/Import is expected to grow to 70.0 Million tones per annum by that year.
Map 3-3 Port of Paradip
Kakinada The Port of Kakinada consists of two ports: The old anchorage port (16o 59' N / 82o 19' E). It handles traditional cargo like agricultural products and fertilizers. Barges are deployed to load around 10,000 T per day. The port is expected to handle 3 Mt in 2006 - 07. The anchorage port is under the control of Roads and Buildings department of Andhra Pradesh The deepwater port. (16o 59' N / 82o 19' E) the facility has 11 M draft with three berths to handle handy max vessels. The port attracts vegetable oil cargoes, iron ore from Bellary belt and oil transhipment cargo. The 2006-2007: estimated traffic is 11 million tones of which Oil transhipment will account for 7 million tones. It is proposed to extend the draft to 12.5m initially and then to 14m in 3 years time. An additional berth and a port based SEZ are planned. Map 3-4 Master Plan Map of Kakinada port Kakinada is a multipurpose port. The imports consist of edible Oils, POL (Naphtha, HSD, SKO, Furnace Oil), Chemicals (Phosphoric Acid, Sulfuric Acid), Gases (Ammonia), Dry Cargo (Wood Pulp, Machineries) and Project Cargo (ODCs and Heavy Lifts). The export includes Iron Ore, Cement Clinker and Minerals (Bentonite, Feldspar) as well as lighterage of crude oil Kakinada has developed an Offshore Supply Support Base. It has been a pioneer has been leading from the front in providing the best of the Marine and Supply Support base facilities.
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Dhamra Dhamra port under the Government of Orissa is located north of Paradip (20 46' N / 86 54' E). This port is being developed by a consortium of the Indian corporate giants Tata Steel and Larsen & Toubro as a deep water port to attract super max vessels of over 1,50,000 DWT and is expected to become operational from the year 2008-09. The cargo targeted is coking coal for SAILs steel plants at Bhilai, Bokaro and Rourkela, currently being routed through VPT, and imports and exports from Tatas own proposed steel plant nearly. Krisnapatnam This port, also under the Govt of AP is located north of Chennai at the southern end of the Andhra coast, (140 15 N / 800 08 E). Navayuga Engineering Company is constructing a deep water port in Krishnapatnam with a draft of 16 m. Phase I is to be completed by March 2007, with one berth and Phase II with 3 berths to be completed by 2009-10 to handle 8 million tonnes. The Cargo targeted is more than 8 Mt of Bellary iron ore currently being exported through Chennai and imports of coal for proposed thermal plants in the region. The port is expected to handle around 2 million T by 2008-09. Krishnapatnam port is partnering with the Andhra Pradesh government and Indian Railways for a rail link from the Kolkata-Chennai and Mumbai-Chennai main lines to the port. Land acquisition has already started for the project. Gopalpur (19 18' N / 84 58' E) Situated at the southern end of Orissa coast between Visakhapatnam and Paradip ports near Berhampur on NH5, Gopalpur port was operated till recently as a seasonal anchorage port. It is now being developed as a deep water port by Orissa Stevedores Ltd., with a draft of 14 m in Phase I to handle super max vessels for bulk cargo. Phase I is expected to be completed for operations on full scale during the year 2009-10. Nizampatnam (15 54 N / 80 43 E) . . Nizampatnam will be the third green-field port to be developed on the coast of Andhra Pradesh after Gangavaram. Skoda Export Company, a Czech government owned company will be building the Nizampatnam Port complex situated at Krishna rivers drainage outlet south-east of Vijayawada of Andhra Pradesh, equidistant from Chennai and Visakhapatnam at an estimated cost of about Rs.4500 crore by 2010. Also proposed are the developments of a multi-product special economic zone and assorted infrastructure along with a urea manufacturing facility and a power plant of 250 MW to cater to the power requirements to the Nizampatnam Port city complex and to sell the power to the Power Trading Corporation.
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Summary The table below gives an overview of the main characteristics of the competing ports. Table 3-12 The competing ports in short
Port Paradip Dhamra Gangavaram Krishnapatnam Kakinada 11.5m Draught 13m 16m 18-20m Specialization mechanized bulk, green field dedicated green field, multi,(2008) green field (2008) multi, offshore Capacity 55/100 Mt 10/30 Mt 10/125 Mt 20/40 Mt 15 Mt
A major threat for VPT are the private ports along the same coast, of which Gangavaram, on a stones throw from VPT, seems to be the competitor to be taken especially seriously. This private port could take away coking coal and other cargo from Visakhapatnam. Paradip, which plans to develop 5 captive berths, may eat away Visakhapatnams share of coking coal, steam coal and limestone. Containers from Paradips hinterland, now coming to VPT, may also move to Paradip when its container and multi purpose general cargo facilities are developed. Dhamra poses the danger of attracting a SAILs cargo, which now comes to Visakhapatnam. The following table illustrates the comparison position of bulk handling facilities at Visakhapatnam vis-vis other existing competing ports handling major bulk cargoes
Commodity Port Visakhapatnam Haldia (Kolkata) Iron Ore Paradip Chennai Visakhapatnam 155 (1) 382 (1) No dedicated berth 284 (1) Thermal Coal Haldia (Kolkata) 245 (1) Coking GCB Paradip Chennai Visakhapatnam Haldia (Kolkata) Fertilizers Paradip Chennai 230 (1) No dedicated berth 13.00 11.00 (IH) 60,000 40,000 520 (2) 218 (1) 168 (1) No dedicated berth 15.00 11.00 (IH) 10.06 Riverine port 35,000 60,000 Riverine port 13.20 17.40 14.50 (OH) 10.21 (IH) 65,000 150,000 Berth length in M (No) 540 (2) 337 (1) Draft at Berth in M 16.50 Riverine port Max Vessel Size in DWT 150,000 30,000
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3.3 3.3.1
Traffic forecast for the years 2006/07 2012/13 Iron Ore
At present, the reserves of relatively rich iron ore in India are 11.43 billion tonnes of haematite (8.7% high-grade) and 10.68 billion tonnes of magnetite ores. Commercial mining capacity for iron ore is 175 3 3 MT (estimates of the Federation of Indian Mining Industries (FIMI)), of which 145 MT (83%) was 3 used in 2004-05. 54 mT3 of production was consumed domestically, 145 MT was exported. Currently, fines and concentrates make up about 90% of Indian iron ore exports. The growth of exports of fines is likely to decline and exports of iron ore (especially high-graded lumps) would be leveraged for imports of coking coal, for investment in India and the needs of local industry. Potential port demand After liberalization of the economy, the Indian steel industry has become highly dependent on port infrastructure both in terms of imports of critical input materials like coal and coke and export of saleable steel. Keeping in view the strategic goal of achieving a production of 110 Mt of steel per annum and an annual export level of 26 Mt by 2019/20, the port facilities would also have to be expanded substantially. The projected bulk to be handled at ports is shown below: Table 3-13 Growth in Port Traffic, 2004/05 to 2019/20 (in Mt)
Bulk to be handled at ports (Mt) 2004/05 Import Raw Materials* Steel Total 19.3 2.0 21.3 Export 78.0 4.0 82.0 Total 97.3 6.0 103.3 Import 85.0 6.0 91.0 2019/20 Export 100.0 26.0 126.0 Total 185.0 32.0 217.0 4.4% 11.8% 5.1% CAGR
*Including iron ore. Source: National Steel Policy Document, November 2005
The current Government policy allows private capital in port development. Steel producers are encouraged to develop port and berth facilities so as to improve productivity, turn around time, the capacity to handle larger vessels and other operational parameters of efficiency. There is clear evidence that the private sector is taking up the gauntlet and ports are being constructed at many places. In the case of Visakhapatnam, this is evidently the case to the letter of the policy, with the new deep water Gangavaram Port. The entity is part-owned by the government owned local steel plant RINL, while private parties participate as well. The bulk of capacity augmentation has to be undertaken through public private partnership and captive users. This different set-up requires a clear and comprehensive framework for private sector participation. Main customers NMDC, incorporated in 1958, as a fully owned public enterprise is under the administrative control of the Ministry of Steel, Government of India. Since inception NMDC is involved in the exploration of wide range of minerals including iron ore, copper, rock phosphate, lime stone, dolomite, gypsum, betonite, magnesite, diamond, tin, tungsten, graphite, beach sands etc. NMDC is the countrys single largest
BUSINESS PLAN VPT
iron ore producer and exporter, in 2004/05 produced 20.74 Mt tons of iron ore from its 3 fully mechanized mines viz., Bailadila Deposit-14/11C, Bailadila Deposit-5, 10/11A in the State of Chhattisgarh and Donimalai Iron Ore Mines in Karnataka State. NMDC is presently producing about 15.75 million tons of iron ore from its Bailadila sector mines and 5.02 million tons from Donimalai sector mine. Because of its excellent chemical and metallurgical properties, the calibrated ore from Bailadila deposits has substituted the iron ore pellets in sponge iron making and hence became an important raw material for three major gas-based sponge iron steel producers like Essar Steel, Ispat Industries and Vikram Ispat. In addition to these three, the entire requirement of the Visakhapatnam Steel Plant is also being met from Bailadila. Besides these steel plants, trading companies engaged in exports of ore such as MMTC also source their ore from NMDC mines. The demand for steel will continue to grow in the years to come and this in turn would call for increased demand for iron ore. NMDC is gearing itself to meet the expected increase in demand by opening up new mines Deposit-10&11A in Bailadila sector and Kumaraswamy in Donimalai sector and this would add in allowing the production capability to reach around 23 million tonnes per year. Ultra Pure Feric Oxide (UPFO) Plant at Visakhapatnam - The construction of the UPFO Plant at Vizag was completed and the plant operated for a brief period of 16.01.2004 till 31.3.2004. Thereafter, the operations of the plant have been discontinued for want of market tie up. NMDCs network of activities may be seen on the following map. Map 3-5 NMDCs Activities in India
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Besides NMDC / MMTC, there are numerous shippers of iron ore cargo that includes Ispat Industries, Vikram Ispat, Adani Exports, Rungta, Essel Mining, Core Minerals, Taurian, and presently offering collectively around 5.0 Mt per annum to VPT. The ESSAR group also handles iron ore cargo in pellets, mostly on coastal trade, through VPT to the tune of 4 million T per annum. This is bound to increase in the coming years as they expand their capacity at Bailidaila Mines. The throughput of iron ore The main origins of this cargo are Kirondal and Bacheli of the Bailadila belt in Chhattisgarh and Hospet-Bellary belt in Karnataka. While crude lumps, slurry and fines are sourced from Bailadila, iron ore fines are sourced from Bellary. The prime destination countries are Japan and China. Exports to Japan through Visakhapatnam, primarily by MMTC, has remained in the range of 3-4 Mt per annum. The growth in traffic of this commodity has been as a result of the booming steel industry in China. Exports to China have seen remarkable 7 fold growth from 1.0 Mt in 2000-01 to 7 Mt 2004-05. The trend is likely to continue as is evident from the fact that China has emerged in 2006 as the largest exporter of steel in the world overtaking Japan. The trend observed may be seen from the following charts. Figure 3-6 Trends in expert of ore (in tonnes) to China and Japan through Visakhapatnam port
3651459 3387185 3314662
1087926 1604078 1511158
3606977 3416984
3195382
7010438
2000-01
2001-02
2002-03 Japan
2003-04
2004-05
2000-01 2001-02 2002-03 2003-04 2004-05 China
Currently, the port handles around 16 Mt of Iron Ore and Pellets. That is up from 12.2 Mt in 2003-4. Although exports rose nearly 50% between 2003-04 and 2004-05, with China taking 8 Mt alone, in 2005-06, exports had fallen to 9.9 Mt, with Coastal traffic increasing 10% year on year. ESSAR Steel (HGPL) and ISPAT Industries are the main coastal exporters. The average parcel size has been more or less stable in 2005-06, compared to 2004-05. The number of exporters is increasing, suggesting that the average parcel size may fall, so that the distribution of vessel sizes will become skewed. The prospects for iron ore The following trends are foreseen by the major companies: MMTC: Exports by NMDC/MMTC through Visakhapatnam port is likely to be about 3.0 Mt through the period to 2012-13 Essar Steel: Exports of pellets are expected to increase to 9.0 Mt by 2012-13 Mt and crude lump ore (CLO) to 3.0 Mt by 2012-13 ISPAT Industries: Exports by IIL is set to double over the next 2 years from the current level of 1.5 Mt and double again by 2012-13 to 6.0 Mt Others: this includes firms such as Prathybsha, Taurian, Merchant Shipping and Rungta Mines etc. In the face of the overall export restrictions envisaged in the national steel plan, the smaller parties are assumed to grow at the same rate as the national average.
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A potential loss of cargo could be materialised due to: The MMTC exports under trade with Japan might be lost, if the client wants to use 200,000 DWT vessels for their specific trade, for which a lengthening of the Ore Berth is required. However, Gangavaram will be able to provide these facilities from 2008-09 onwards. Here, a potential loss of trade is very possible. If the proposed investments in steel industry in Orissa and Chhattisgarh materialize, there would be increased consumption in the domestic market and restraint in exports. Moreover, the exports from Bellary-Hospet belt through Visakhapatnam port may decline due to diversion to other ports like Krishnapatnam and/or Kakinada to about 1.0 to 2.0 Mt. The export policy from the Government of India could limit the exports due to the fact that strong development of the Indian iron and steel industry can be hampered. At present the low grades are mainly exported and the high grades are consumed in India. Based on the trends presented above the potential traffic for Iron Ore and Pellets is presented in the following table. Table 3-14 The export potential for iron ore and pellets (in Mt)
2005/06 MMTC ISPAT Industries Essar Steel (HyGrade) Vikaram Ispat Others Iron Ore exports total (Mt) Potential loss to Gangavaram Remaining for Vizak Average parcel size (Kton) 4,71 1,52 4,1 0,47 5,15 15,95 0 15,95 52 2006/07 3,0 1,5 7,5 0,5 5,0 17,5 0 17,5 55 2007/08 3,0 2,0 7,5 0,5 4,5 17,5 0 17,5 60 2008/09 3,0 3,0 7,5 1,0 4,5 19,0 3,0 16,0 60 2009/10 3,0 3,0 9,0 1,0 4,0 20,0 3,5 16,5 60 2010/11 3,0 3,5 9,0 1,0 3,5 20,0 4,0 16,0 60 2011/12 3,0 4,0 9,0 1,0 3,0 20,0 4,5 15,5 60 2012/13 3,0 5,0 11,0 1,0 3,0 23,0 5,0 18,0 60
No. of calls 307 318 292 267 275 267 258 300 Note: average parcel size for smaller parties held constant at 30 tons, assuming part cargoes in same vessels, although no direct data is available for this figure
The table shows that in the high scenario about 23.0 Mt is foreseen for the exports of iron and pellets. Especially the export of Ispat and Essar are the main drivers behind the future growth, which comprises partly domestic demand and as such coastal traffic. As mentioned before a possible shift of cargo to Gangavaram could occur and is estimated at 5.0 Mt in case the port of Visakhapatnam will not be able to handle cape size vessels, e.g. the export potential for the Far East. For the planning period the forecast for iron ore and pellets will range from 18.0 to 23.0 Mt. The potential for the long term (2025) depends on the investment in a Cape size facility, estimated at maximum of 25.0 Mt and the bulk export facility to be constructed in the inner for the export of bulk cargo with a maximum capacity of 6.0 Mt.
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3.3.2
Coal
Coal production is nationalised at present and private investment in coal mining is only allowed for captive mines supplying coal to designated sectors, power, steel and cement. Taking a longer-term view of energy production there is a strong case for denationalising coal so that private sector investment can come into this crucial area. Coking Coal The proven reserves of prime coking coal are only 4.6 billion tonnes. The production of coal was 328 Mt in 2001-02, out of which coking coal amounted to only 29Mt. Indian coking coal usually lacks the quality needed for steel production. The production of low ash coking coal required by steel makers was around 10 Mt in that year. Poor quality domestic coking coal thus has to be blended with imported coal. Currently, imports to an amount of 19 Mt are blended with 7.5 Mt from indigenous sources. By 2020, about 70 Mt of coking coal will be required, of which 85% or 60 Mt will have to be imported. The imports of coking coal are mainly imported by Steel Authority of India Ltd (SAIL) and Visakhapatnam Steel Plant (VSP). Of the 7.1 Million tons imported, these two companies account for 6.8 Million tonnes. With such a large dependence on these two clients, a trend forecast would ignore the realities of the business decisions by these companies, even though their requirements for raw materials are likely to follow the trend. As the national plan is to double steel production by 2020, both SAIL and VSP have substantial expansion plans. However, SAIL has a different set-up for the future than its current distribution of production, resulting in below-trend Visakhapatnam-related traffic. VSP on the other hand is partner in the Gangavaram port project; so that it is certain that once the port is opened the related cargoes will be lost. Each company will be discussed in more detail below. SAIL The companys current capacity is 11 Mt of finished steel, amounting to 12.5 Mt of crude steel. It has a total of 5 integrated steel plants, of following capacity: 2.0 of 4.5 Mt, 2.0 of 1.8 and 1.0 of 0.5 Mt (this latter was recently acquired through buying ISP). This capacity is to grow to 20 Mt by 2012, or an average growth of 8.5% per year for the coming period. It will increase its capacity by de-bottlenecking and some additional finishing mills. Furthermore, SAIL exports around 0.5 MT of finished products from Visakhapatnam. The total import of Coking Coal for this process is expected as presented in the table below. Table 3-15 The future cargo handled by SAIL (in Mt)
2005/6 Visakhapatnam Haldia/Paradip Total imports 4.0 5.9 9.9 2006/7 5.0 6.0 11.0 2012/2013 5.5 10.5 16.0
Visakhapatnam remains the first port of call. The cargoes arrive in Handymax and Panamax size vessels. The vessels are topped off at the GCB at Visakhapatnam, after which the vessel is shifted to the berths in the Inner Harbour. The shifting is done in order to free up space at the GCB for vessels waiting at the anchorage and to arrive at draft limitations of the Inner Harbour. In the Inner Harbour,
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the unloading for Visakhapatnam is done until the vessel reaches the draft limitations of Haldia (78.5 M) after which it leaves for Haldia and Paradip. The Handymaxes typically discharge 12-14 KT at the GCB and a further 8-9 at the IH. The Panamaxes discharge 35 KT at the GCB and another 10 KT at the Inner Harbour. Currently, SAIL has 15-16 vessels per month calling at Visakhapatnam. The average size of the vessels is currently around 46,000 DWT, carrying an average of 34,000 tons for discharge at Visakhapatnam. The increasing amounts of cargo will like result in a shift to bigger vessels. Part of the current Handymax will shift to Panamax-size and part of the Panamax loads to Capesize. However, SAIL has experimented 2 times with Capesize vessels and then load in smaller vessels. It has found that the positioning of the feeder vessels was problematic. Still, an integrated Capesize and dedicated barges operation is feasible, though not fully considered as yet. For the purpose of this business plan forecast, average parcel sizes are assumed to increase to 45,000 and then further to 50,000 tons, reflecting the shift to bigger vessels. The expected increase in cargoes will lead to increased traffic in the port of Visakhapatnam, although the majority of the increment is destined for Haldia. SAIL has entered into an MOU with VSPL to handle the coal imports at the EQ8 berth, around 3 Mt, while still topping off in the Outer Harbour (in case no adjustments take place in the port). VPT is considered to be cheap. SAIL pays 0.5 USD per ton for wharfage and around 1 USD per tonne for handling and stevedoring into the rake. However, these low costs are complicating the logistics within the port and the restrictions of size. (SAIL would require 14m-vessel draft). Furthermore, the traffic management is not optimal and the mechanisation of the GCB would be much preferred. The company could consider moving to Gangavaram if and when that port opens and have sufficient capacity for SAIL. With the switch of VSP to Gangavaram, the switch of SAIL might not be feasible over most of this business plan period, given insufficient coal handling capacity at Gangavaram from its first phase (which is estimated at 5 Mt). By 2010/11, this switch may become feasible if current handling facilities have not improved at Visakhapatnam and there is sufficient capacity at Gangavaram. Capesize loads will become increasingly attractive for SAIL as imports increase. Visakhapatnam Steel Plant Visakhapatnam Steel Plant, known also under RINL, has a current capacity of 3 Million tonnes of liquid steel, although it has been producing above 20% of this rated capacity in the last year. It uses around 3.0 Mt of coking coal, of which 80% is imported, or 2.4 Mt. The capacity is being expanded; resulting in an approximate increase of 800 thousand tonnes of coking coal imports on an annual basis after the plant has become operational in late 2006. As with SAIL, VSP is increasing its production capacity further, in line with the national plan. The company foresees a production expansion of 3.3 Mt by 2008-09. Coking coal requirements increase by 3.8 Mt, of which 80% will likely be imported. That implies a further 3.0 Mt of coking coal imports. In the longer term the company plans to expand capacity to 15.0 Mt. The company is actively seeking a mine outside India to fulfil this need. With the expansion, the company seeks to use Capesize vessels of 110,000 DWT. Currently, Handymax and Panamax vessels are being used with a total of 7 - 8 calls per month at Visakhapatnam for discharging the coal.
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BUSINESS PLAN VPT
Given above plans, the companys participation in the new port at Gangavaram is plausible. The planned cargo increases will make a dedicated berth very attractive indeed, which will be located very near to the plants. For Visakhapatnam, the implications are straightforward. All cargo will go from 2008 onwards to the new port when it opens. That will imply a loss of around 2.5 Mt of cargo and no share in the growth either. Related products such as limestone are likely to leave as well. At the same time, given the phased development of the new port and its planned initial capacity, it seems unlikely that much other coking coal cargo will be lost, as there will be too little capacity to handle the cargo, since VSP alone will handle around 5.5 Mt by the time the berths open. No further information is yet available as to when the second berth opens. For the business plan, the coking coal requirement is held stable at 3.0 Mt until the plant opens, then rises to 5.5 Mt and is held stable at that level for the remainder of the period, in the absence of information on detailed expansions. Furthermore, it is envisaged that from 2008/9 all cargo is lost to Gangavaram. Smaller trading companies The smaller companies are projected to increase their imports as per the national trend, assuming that current parties will expand activity and that new users will also appear. This implies an average annual growth rate of 7%, based on the National Steel Policys document. Current throughput is 0.3 Mt, so that by 2012/13, throughput would be 0.45 Mt. it is not envisaged that much of this cargo will leak to the new port, as the parcel sizes are comparatively small and little capacity will be available at Gangavaram. Besides, VPT is cheap, and for smaller parties this can be an overriding argument, especially when handling is sped up. Traffic indicated in responses by GMR Industries, Jayaswals Neco, Indian Metals and Ferro Alloys Ltd etc., have also been taken into account under other parties Summary Coking Coal The table below sums up the findings from the above paragraphs. Table 3-16 Summary coking coal imports (in Mt)
2005/06 Users: SAIL VSP/RINL Smaller parties Coking coal imports total (Mt) Potential loss to Gangavaram Remaining for Vizak Average parcel size 4.1 2.8 0.3 7.2 0 7.2 36 4.1 2.9 0.3 7.3 0 7.3 36 4.2 3.0 0.3 7.5 0 7.5 45 4.4 5.0 0.4 9.8 2.8 7.0 45 4.6 5.5 0.4 10.5 4.3 6.2 50 4.8 5.5 0.4 10.7 5.0 5.7 50 5.0 5.5 0.5 11.0 5.0 6.0 50 5.5 5.5 0.5 11.5 5.0 6.5 50 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
Approx. No. of calls 197 203 167 156 124 114 120 130 Note: average parcel size for smaller parties held constant at 20000 tons, assuming part cargoes in same vessels, although no direct data is available for this figure.
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BUSINESS PLAN VPT
The table shows that the potential traffic for the Port of Visakhapatnam could grow from 7.2 Mt in 2005/06up to 11.5 Mt in the planning period. Due to the fact that RNIL is a stakeholder in the new port of Gangavaram a potential loss of about 5.0 Mt is foreseen in the year 2012/13. In the long term the prospects for the handling of coking coal depends on the development in the iron and steel sector in the catchment area of the port. Based on trend extrapolation the future demand in the year 2025/25 could range from 15.0 to 20.0 Mt. Non-coking coal Coal will remain to be the primary source of commercial energy and total demand for coal is projected to increase from 432 Mt in 2005-06 to 670 Mt in 2011-12. With proven reserves of 74 billion tonnes, non-coking coal constitutes around 82% of the total coal reserves in India. For the medium term it is th estimated in the 11 Plan that India may need to import 40-50 Mt of superior grade thermal coal by the end of the plan period. Thermal power stations on the Southern and Western coasts can be competitive using imported coal and the countrys electricity requirement justifies such import. This requires necessary port handling capacity and coast based power generation capacity of around 12,000 to 15,000 MW to absorb the thermal coal imports. Sponge iron grade non-coking coal The sponge iron industry using non-coking coal as input material will play an important role in substituting coke. The capacity of sponge iron industry is set to increase from the current 13 Mt to 20 Mt by the end of 2010-11 (growth rate of 6.5% per year), and to 38 Mt by 2020. The current trends indicate that a large number of sponge iron based steel units may come up in the states of Orissa and Jharkhand. By 2019-20 the steel industry will demand around 26 Mt of non-coking coal of higher grades. Thermal Coal Exports The exports of thermal coal are linked to Chennai/Ennore for the TNEB. The coal originates at the Talcher mines and Singareni mines. Coal from Singareni is shipped in its entirety via rail to the south. The main reason that the coal is not transported in its entirety via rail to Chennai is that the current logistic set-up allows the economic use of rakes by Indian Railways. Given the distance and the amounts to be shipped, a substantial investment in rakes would be required to provide capacity. In the current set-up, coking coal loaded in VPT is taken as a return cargo by the railways. The power situation in Tamil Nadu is likely to witness a dramatic change once the 2x1,000 MW atomic power station at Kudangulam near Tuticorin goes on stream, addition of 500 MW fast breeder reactor to the existing capacity of 2x220 MW at Kalpakkam atomic power station and expansion of TPS II at Neyveli from 1,470 MW to 1,970 MW also materialize. These expansions will reduce the demand for thermal coal, lowering throughput at Visakhapatnam. However, NLC has proposed a 1,000 MW capacity power plant at Tuticorin using Coal as the feed stock, will result in increased coastal movement of thermal coal that might be beneficial for the port of Visakhapatnam. The average parcel size for TNEB varies between 30-35,000 tons, which is currently around the maximum that can be handled at the west quays with the applicable depth restrictions. Average ship size is around 26-27,000 GRT, or around 47,000 DWT, indicating part loading only for these cargoes. As the Inner Harbour is being dredged to allow draft of 12.5 meters, these restrictions will be lifted. This will result in fewer vessel calls at static throughput. Given current loading practices, the amount of berth days will not change.
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BUSINESS PLAN VPT
For the current business plan, the exports have been based on TNEBs indications of future requirements being routed through Visakhapatnam Port. This also reflects the need for dramatic improvement in logistics due to proposed developments at Visakhapatnam. Table 3-17 Prospects for thermal Coal
2005/06 Thermal Coal exports (Mt) Average parcel size No. of calls 2.7 33 82 2006/07 3.0 33 91 2007/08 3.0 45 67 2008/09 3.0 45 67 2009/10 3.0 45 67 2010/11 3.0 45 67 2011/12 3.0 45 67 2012/13 3.0 45 67
Although the railways have return cargo, the possibility exists that this cargo flow will be allocated via Paradip in case the railway connection between the mines and Paradip is improved. The connection is expected to be operational as of 2009. Other potential flows for thermal coal are not foreseen as the proposed thermal power stations in the service area of Visakhapatnam Port i.e., the states such as Chattisgarh are slated to come up at pit heads of coal mines in the state. The forecast for thermal coal ranges from 3.0 Mt in the high scenario to nil in case the cargo flow will be re-routed via Paradip. Steam coal Steam coal is routed through VPT mostly for trading. The clients includes Coastal Energy, Bhatia, Agarwal, Mahesawari etc. Manufacturing plants include clients like NTPC, HGPL, Essar Steel. In case the HPCL expands its refinery capacity to 15.0 Mt, there is a need for a 1,000 MW power station, which requires about 3.0 Mt of steam coal. This investment could be operational towards the end of the planning period of the business plan. The first year of operations will be around 2011/2012. Table 3-18 The future imports of steam coal (MT)
2005/06 Main users Traders Mfg plants Steam coal imports total Potential loss to Gangavaram Remaining for Vizak Average parcel size (000) 2.0 --2.0 30 1.0 0.5 1.5 --1.5 32 1.5 0.7 2.2 ---2.2 36 1.8 0.9 2.7 0.4 2.3 40 2.0 0.5 2.5 0.6 1.9 40 2.0 0.8 2.8 0.8 2.0 40 2.0 1.1 3.1 0.9 2.2 40 2.0 1.3 3.3 1.0 2.3 40 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
No. of calls 67 47 61 58 48 50 55 58 Note: The parcel size of vessels used by traders is 45000 to 55000 whereas by manufacturing plants (end users) it is 20,000 to 25,000
For the planning period, the high forecast for the imports of steam coal amounts to a throughput level of 3.3 Mt. Due to the new investment in Gangavaram a loss of cargo of about 1.0 Mt could occur. This implies that the future throughput will range from 2.3 Mt to 3.3 Mt for the year 2012/13. At the end an additional 3.0 Mt could be imported in case the power plant for HPCL will be constructed. The
BUSINESS PLAN VPT
potential vessel will probably be Panamax size, which will increase the number of calls with 40 additional calls. For the long term, the imports of steam coal could increase in case new investments in power plants, the iron and steel industry come on stream. Coke: Met Coke, Pet coke, Lam coke RINL imports Met Coke with a parcel size of 30,000 and the total annual throughput is around 0.25 Mt. Other small importers like Dunkuni Steels are importing with smaller vessels. It may continue. Once Gangavaram becomes operational, RINL is likely to shift this cargo to Gangavaram port. Pet coke is being imported by Rain Calcining Ltd., and the same is calcined at Visakhapatnam facilities and is reexported as calcined Pet coke to various destinations. The relation between imports versus exports of Pet coke and CPCoke is roughly in the ratio of 3:2. Accordingly, RCL's traffic would be 2.0 Mt of Petcoke imports and 1.2 Mt of CPCoke exports totalling to 3.2 Mt of handling of combined cargo flows by 2012-13. Lam coke is currently being imported by Jayswal Neco Ltd. to the tune of 0.45 Mt in parcel size of 30,000 tonnes. The traffic on account of this user is expected to grow to 0.7 Mt by 201213 as learnt during interviews with them. No expansion plans have been revealed by them in their responses and hence projections do not account for any expansion by JNL. The projections are based on results of interviews with port users for various commodities are given in the table below. Table 3-19 The future throughput for Coke (MT)
2005/06 Pet coke Import Calcined pet coke Exports Lam coke Import Total Ship calls 0.8 0.4 0.45 1.65 55 2006/07 0.8 0.45 0.5 1.75 58 2007/08 0.9 0.5 0.5 1.9 63 2008/09 1.0 0.65 0.55 2.1 70 2009/10 1.2 0.75 0.55 2.5 83 2010/11 1.5 1.0 0.6 3.1 103 2011/12 1.8 1.1 0.65 3.55 118 2012/13 2.0 1.2 0.7 3.9 130
3.3.3
Fertilisers
rd
India is the 3 largest producer and consumer of fertilizers in the world. The fertilizer industry has a capacity of about 12 Mt of nitrogenous and 5.1 Mt of phosphatic nutrients. Raw materials are mainly imported. Natural Gas is used both as fuel and as a feedstock and constitutes as much as 40% of variable cost of manufacture. With increasing use of gas in other industries like power and petrochemicals, the fertilizer industry is facing a shortage of gas. Urea (85% of nitrogenous fertilizer consumption) constitutes 58% of the total fertilizer consumption in the country and Di-ammonium phosphate (DAP) accounts for approximately 66% of India's consumption of phosphatic fertilizers. Around 30% of India's fertilizer production, which is based on naphtha and fuel oil, could become unviable with a proposed shift to gas-based production. Only the gas-based units will be able to survive the deregulated era. The likely closure of many naphtha and fuel oil based units could disturb the demand supply position in the country and the Indian government may have to import its urea requirements at higher costs.
BUSINESS PLAN VPT
Consumption of finished fertiliser products has risen modestly over the past 10 years, at an average rate of 4% per year. Domestic production has risen faster than that, at over 6% per year, displacing import requirements. The FAI estimates that until 2011-12 domestic consumption will rise by 3.7% per year. Fertilisers and Fertilizer Raw Materials The imports are envisaged to grow much faster though on the East Coast of India, as production capacity is installed, as is witnessed at the Coramandel Fertiliser Plant. By the end of the Plan Period, the East Coast major ports (Chennai, Visakhapatnam, Paradip and Kolkata) are expected to account for 72% of all imports in India. That compares to 66% currently. Figure 3-7 Actual and planned imports of fertiliser and fertiliser raw materials
16,0 14,0 12,0 Rest of India Chennai Visak Paradip Kolkata
Million tonnes
10,0 8,0 6,0 4,0 2,0 0,0
Visakhapatnam is expected to lose relative share, but that is of a growing market. Given the low use of fertiliser per head, these projections may be conservative. With the ongoing industrial development, it is likely that a quicker pace of agricultural development follows towards the latter half of the plan period and then into the medium to longer term. Indeed, production on the East Coast is expected to be stepped up with the arrival of gas. British Gas for instance envisages a 70% growth to 2012 in gasbased fertiliser plants in India. With the Krishna Godavari gas fields in front of Andhra Pradesh it is very likely that quite a few plants will be developed in the region. However, this development is not immediate and the creation of a gas distribution system will take considerable time. Indeed, if domestic production does not grow fast enough, imports will be substantially higher. Coramandel fertilizers are the major port users in this category importing finished fertilizers as well as raw materials. Other important users are Godavari Fertilizers, Indian Potash Limited, Krishak Bharati Cooperative (KRIBHCO) and Indian Farmers & Fertilizers (IFFCO). The following products are included: Urea, DAP and MAP as most important finished fertiliser products (2.3 Mt) and rock phosphate (0.7 Mt) and sulphur as raw material (0.9Mt). Liquid ammonia will be part of the liquid chemicals. For the plan period it is to be expected that the fertilizer throughput increases from 3.2 Mt in 2005/06 up to 5.5 Mt in 2012/13.in the high scenario (see table 3.20). In the low scenario a throughput of 1,0 Mt
19 94 19 95 95 -9 19 6 96 19 97 97 19 98 98 19 99 99 20 00 00 20 01 01 20 02 02 20 03 03 20 04 04 20 05 05 20 06 06 20 07 07 20 08 08 20 09 09 20 10 10 20 11 11 20 12 12 20 13 13 -1 4
Source: Indian Ports Association and 11th Plan
BUSINESS PLAN VPT
less is foreseen. The average parcel size is around 25-30,000 tons currently, with vessel sizes of around 30-35,000 DWT. Improved facilities are likely to increase the average parcel size, as and when the Inner Harbour is capable of handling 12.5 m draft from 2007/8 onwards. Table 3-20 The demand for Fertilizers and Fertilisers Raw Materials (in Mt)
Main users CFL Others Total Ship calls 2005/06 1.3 1.9 3.2 126 2006/07 1.4 2.1 3.5 130 2007/08 1.6 2.3 3.9 110 2008/09 1.7 2.5 4.2 120 2009/10 1.8 2.7 4.5 112 2010/11 2.0 2.9 4.9 122 2011/12 2.1 3.1 5.2 130 2012/13 2.2 3.3 5.5 138
In the long term the demand for handling fertilizers will benefit form the expected growth in agriculture and the increasing demand per hectare. For the period up to 2025/26 an potential throughput of about 9.0 to 10 Mt is foreseen. Competition will come from the ports Gangavaram and Kakinada.
3.3.4
Other dry bulks
This includes alumina powder, Coke (Met Coke, Pet coke, Lam coke), limestone and Food grains Alumina Exports of Nalco through Dhamanjuda plant expected to double in the coming 3 years due to the ongoing expansion of their calcined refinery. Imports of BALCO during current year expected to be around 0.25 to 0.3 Mt with a parcel size of 25,000 tons. The imports may increase to 0.4 Mt from the next year. Utkal Alumina is also expected to commence exports by 2009-10 with an initial throughput of 0.8 Mt increasing to 1.0 by 2012-13. Others such as Jindal and Vedanta alumina are expected to commence their production capacity in five years time, i.e., by 2010-11 with similar capacities as Utkal. BHP Minerals have indicated commencement by 2012-13 only. Exports of Alumina through Visakhapatnam are, compared to the other ports, cheaper due to the shorter distance. Each of these plants will be required to raise their production / exports to about 3.0 Mt per annum for the projects to be viable. This means the likely traffic by 2016-17 from the five plants would be around 15 Mt. Once these mining leases and plants become operational there will be other players too who will add to the alumina exports traffic in the longer run. Alumina is exported mainly to China. Vessels of around 40,000 DWT are being used on the trade, with average parcel sizes of 30,000 tons. No significant change in this pattern is expected.
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Table 3-21 Exports of Alumina

Alumina BALCO NALCO BHP Utkal Others Total Ship calls 0.9 29 1.2 40 1.3 43 1.3 43 2.5 83 0.8 0.8 1.6 4.1 137 0.9 1.6 4.2 140 0.9 2005/06 2006/07 0.3 0.9 2007/08 0.4 0.9 2008/09 0.4 0.9 2009/10 0.4 1.3 2010/11 0.4 1.3 2011/12 0.4 1.3 2012/13 0.4 2.3 0.8 1.0 2.0 6.5 217
The high forecast for the handling of alumina, as presented in Table 3-22, shows that the export of alumina will grow substantially during the coming plan period. This is mainly caused by the new initiatives such as BHP, Utkal and other traders. In the low scenario it is assumed that these flows will come later on stream and could result in about 1.5 to 2.0 Mt less throughput. Limestone Limestone is almost exclusively imported by RINL and it is to be expected that about 0.7 Mt could be imported by RNIL. With the opening of Gangavaram this cargo flow will practically be lost for VPT. After 2010/11 some limestone might be expected if new steel plants will be erected in the hinterland. Table 3-22 The import of Limestone
2005/06 Limestone Average parcel size (Kton) Ship calls 0.5 30,000 17 2006/07 0.5 30,000 17 2007/08 0.5 30,000 17 2008/09 0.3 30,000 10 2009/10 0.1 30,000 3 2010/11 0.2 30,000 7 2011/12 0.3 30,000 10 2012/13 0.3 30,000 10
3.3.5
Liquid products: crude, POL
Oil and Gas The estimated crude oil reserves in India are about 768 Mt from 123 oil fields and 31 oil & gas fields as of March 2005. This represents 0.48% of global reserves. Total production of crude oil was 32.19 Mt in 2005, and another 98.5 Mt was imported to meet demand. Available refining capacity will rise to around 228 Mt per year in the next decade. Industry estimates indicate that domestic production will remain about 35 Mt and imports will rise to 185-190 Mt, continuing Indias dependence of crude oil imports. Consumption of petroleum products is likely to rise from 112 Mt in 2005-06 to about 135 Mt th (net crude oil imports 110 Mt) by the end of the 11 Plan. Gas consumption is forecasted to rise to about 55 MTOE with imports reaching 20 MTOE (leaving aside the recent finds in the KG basin). This assumes that Naphtha based fertiliser production th switches completely to gas by the end of the 11 Plan. No pipelines are likely to become available for
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BUSINESS PLAN VPT
this level of gas import during the 11 Plan, so LNG imports would need to rise to four times from the current level of 5 Mt. HPCL in Visakhapatnam The public sector units dominate the midstream activity of refining, accounting for about 75% of total refining capacity of 132.46 Mt per annum from 18 refineries spread across the country. Indian Oil Corporation Limited (IOCL) is the major player in this field accounting for 41% of refining capacity followed by Bharat Petroleum Corporation Limited (BPCL) with 17%, Hindustan Petroleum Corporation Limited (HPCL) with 10% and ONGC around 7%. The remaining capacity of 25% is in the private sector. HPCL has two refineries, one at Mumbai and the other at Visakhapatnam. HPCL refinery at Visakhapatnam was commissioned in 1957 as Caltex Oil Refining India Limited (CORIL). It was the First Oil refinery on the East Coast and the first major industry in the city of Visakhapatnam, Andhra Pradesh. The installed capacity of the refinery was 1.5 Mt per annum (1957). CORIL was taken over by Government of India and merged with Hindustan Petroleum Corporation Limited [HPCL] in 1978. The Refinery has expanded in phased manner over the years to meet the growing demand of petroleum products in the country and the current capacity is 7.5 Mt per annum (152,000 b/day]. HPCL is Fuels Based Refinery generating major products such as petrol, diesel and kerosene. Hence, crude meeting General Purpose Characteristics can be processed with the existing refinery configuration. Visakhapatnam Refinery has the possibility to process wide range of crude oil ranging from very high sulphur to low sulphur and non-bituminous category to Bituminous and Lubes based crude oil. The existing capacity of the refinery will be increased to 8.33 Mt by 2006-07, and subsequently to 15 Mt by 2010-11. In order to meet this demand HPCL is looking forward to development of SBM facility by the port where HPCL can handle VLCC. HPCL imports via Visakhapatnam about 7.5 MT per annum crude originating from Africa and the Middle East, West India and offshore near Andhra Pradesh. The export volume amounts to 2.3 Mt per annum and is destined mainly for Singapore and other Indian ports via coastal shipments. Moreover T/S cargo is handled on anchorage and NOM. HPCLs investment plans The investment plans of HPCL in Visakhapatnam consist of three projects: 1. The extension of the existing plant up to 8.33 Mt per annum by 2006/07 2. The extension on the medium term up to 15 Mt per annum by 2010/11. 3. The construction of a new plant in the long term: HPCL is planning to set up a new refinery in Visakhapatnam with a total investment of Rs. 180 billion. The new refinery will have a capacity of 15 Mt per annum and will be located about 30-35 kms from HPCLs existing refinery in Visakhapatnam.
th
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BUSINESS PLAN VPT
In case the extension will be realised demand HPCL is looking forward to develop a SBM facility near the port where HPCL can handle VLCC in order to meet the future demand. This SBM will be under VPT authority. The potential throughput for Visakhapatnam The potential traffic for Visakhapatnam depends on the major expansion of the existing refinery, which is foreseen to be operational in 2009/10. Crude transhipments of about 4 to 5 Mt from large mother vessels to <48,000 DWT daughter vessels being carried out by IOCL currently at VPT for their Haldia refinery is likely to end once the Paradip - Haldia pipeline is commissioned and transfers streamlined. This is expected to happen in 2 years time at the latest (by 2009-10). Currently 2.3 Mt of products are exported which works out to 30% of the existing refining capacity, which is assumed to remain constant. The volume of import of LPG has been assumed to grow rapidly with the commissioning of the cavern in the port. The cavern is a joint venture project between HPCL and Total. This facility provides storage capacity of 60,000 Mt. On the basis of a storage turnover of 10 days, the additional throughput of LPG will be 2-2.5 Mt. Table 3-23 The potential throughput of POL (in Mt)
2005/06 Import of Crude Imports of Oil Products Imports of LPG Export of Oil products T/S of POL Total 7.5 0.9 0.7 2.3 5.2 16.6 2006/07 8.3 1.0 0.7 2.5 2.5 15.0 2007/08 9.0 1.1 1.3 2.7 1.5 15.6 2008/09 9.0 1.2 2.3 2.7 1.5 16.7 2009/10 10.0 1.3 3.0 3.0 1.0 18.3 20.2 22.5 26.0 2010/11 12.0 1.4 3.2 3.6 2011/12 13.5 1.5 3.4 4.1 2012/13 16.0 1.6 3.6 4.8
The long term prospects for the handling of POL products will be limited by the capacity of the HPCL refinery, which implies a maximum import need of 16.0 Mt per annum. In the field of export some growth might be expected but will also depend on the handling capacity in the port and the SBM. Further upside in liquids throughput is dependent on the decision to expand refinery capacity. On the downside, only two factors are of importance. In the shorter term, there can be delays in the construction of the facilities, so that the throughput of Crude could be delayed as well. Furthermore, sustained high oil prices may curtail demand in the medium to longer term. A low case throughput is estimated to be 9 Mt of Crude, and correspondingly lower exports of Product, at 2.7 Mt. The ships calls are given corresponding with the traffic forecast are given below. It based on the assumption that crude will be shipped with an average vessel size of 80,000 DWT, as is current practice. As of the moment that the SBM will be operational 300,000 DWT tankers will call at the SBM. For the oil products current parcel size is 20,000 ton in 20 till 40,000 DWT product tankers. LPG vessels will have an average capacity of 15,000 DWT. At present the average parcel size is rather low. It is assumed that this increase in the future as very large gas carrier will be used.
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Table 3-24 The ship calls 2005/06- 2012/13

2005/06 Import of Crude * Imports of Oil Products Imports of LPG Export of Oil products T/S of POL 94 41 88 105 75 2006/07 94 43 64 109 36 2007/08 94 46 52 113 22 2008/09 94 46 61 104 22 2009/10 50 48 75 111 14 298 319 340 376 2010/11 60 50 80 129 2011/12 68 50 85 137 2012/13 80 52 90 155
Total ship calls 402 346 326 327 *) for 2010/11 and onwards the ships calling at the SBM is set at 300,000 DWT
3.3.6
Other liquids chemicals, vegetable oil
The other liquids comprise a wider range of products, amounting to 0.7 Mt in 2005/06. Part of the products is used by the fertiliser industry, so that the growth expectations for that industry as formulated earlier is reflected in those inputs as well. Liquid Ammonia, Phosphoric Acid and Sulphuric Acid are the main commodities for this industry. Current throughput of these commodities is 0.3 Mt. Coromandel fertiliser is the largest customer. National Aluminium Company is the single client for Caustic Soda, importing 0.2 Mt. Alumina production is expected to increase; hence Caustic Soda is to increase as well. Remaining products are spread over many importers. Products include Acetone, Alcohol, Methanol and Styrene Monomer. Total imports are currently 0.13 Mt. These cargoes will grow with general economic activity. Projections taking into account the requirement of the above said users and other new users like Utkal, Jindal, Vedanta, BHP Minerals etc are furnished in Table 4.6 below. Average parcel sizes are typically small, around 5,000 tons. Vessel size is around 20,000 DWT. Part cargoes are thus a reality and it is assumed that over time, the size increases by 10% per year. Table 3-25 The potential for other liquids
2005/06
CFL (all chemicals) Caustic soda (Nalco) Caustic soda (others) Other liquids Throughput Mt Average parcel size (Kton) Calls 0.7 5,000 140 0.05 0.8 5,000 152 0.15 0.9 6,000 163 0.25 1.0 6,000 173
20060/7
0.5 0.25
2007/08
0.5 0.25
2008/09
0.5 0.25
2009/10
0.65 0.35 0.2 0.1 1.3 7,000 181
2010/11
0.65 0.35 0.6 0.2 1.8 10,000 188
2011/12
0.65 0.35 0.6 0.3 1.9 10,000 194
2012/13
0.8 0.5 0.8 0.4 2.5 13,000 199
3.3.7
General cargo/break bulk cargo
The remaining break-bulk consists of illeminite sand (0.2 Mt), granulated furnace Slags (0.75 Mt), Food grains (wheat etc) (0.5 Mt), steel & iron (0.6 Mt) and other smaller quantities of products such as timber and project cargo. The average parcel size is just below 10,000 ton currently.
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BUSINESS PLAN VPT
Table 3-26 The handling of conventional general cargo (in Mt)

2005/06 Steel products/pig iron Granulated slag Food grains Other cargo Total Average parcel size (Kton) Ship calls 0.6 0.75 0.5 1 3.05 9,000 314 2006/07 0.6 0.9 0.6 1.1 3.2 10,000 328 2007/08 0.7 1.0 0.7 1.2 3.6 10,000 366 2008/09 0.7 1.1 0.8 1.3 4.0 10,000 409 2009/10 0.8 1.3 0.9 1.5 4.4 10,000 457 2010/11 0.8 1.5 1.0 1.6 5.0 10,000 512 2011/12 0.9 1.7 1.2 1.8 5.6 10,000 574 2012/13 1.0 2.0 1.3 1.9 6.2 10,000 643
3.3.8
Containers
Container traffic in India and also in the hinterland of Visakhapatnam is still nascent. It is obvious that the degree of containerisation will substantially increase in the coming decades. Containerised cargo consists of imported consumables and some exports. The major stimulator for containers will be the export, which will occur when India is going to export consumer goods/intermediate products on a large scale (see e.g. the development of the economies in the Far East). Also export to Delhi and Hyderabad, which is currently being handled by Mumbai could create beneficial import flows to Visakhapatnam. This is due to both the total cost of the logistics chain, as well as the congestion currently present in Mumbai. The total sailing time will be reduced by two days at sea, and as the landside infrastructure is up-to-date and able to handle the increased traffic, it is likely that this route will be increasingly used. Container traffic in Visakhapatnam reached a level of 47,000 TEU in 2005/06 from 45,000 TEU in 2004/05. However, the traffic in 2004-05 was over twice the 20,000 TEU traffic in 2003-04.This was caused by new container flows from Orissa and Andhra Pradesh. It is to be expected that the container traffic will grow substantially in the coming decades. There are already four container freight stations established and CONCOR has also established Port container Depot to handle block trains. Visakha Container Terminal is adapting new marketing strategies to attract cargo from the direct hinterland, which is presently routed via Chennai & JNPT. As discussed in the previous chapter, cargo flows in containers from proposed SEZs at Visakhapatnam, Nagpur, Ranchi, as well as the anticipated increase in textile exports from Andhra Pradesh flowing from the AP Govts Textile and Apparel Promotion Policy. At present the average call size is about 200 TEU. It is assumed that this will increase annually by 20%, resulting in an average call size of 700 TEU by 2012/13. However, growing levels of containerization particularly those in the southern districts of Andhra Pradesh such as Krishna, Guntur, Praksam and even Hyderabad will actually push cargoes to container ports such as Chennai for factors such as proximity, convenience and frequency of ship sailings from Chennai and not bulk ports such as Visakhapatnam. As for transshipment traffic through Colombo being carried instead on mother vessels from Indian ports, the location of Visakhapatnam is not ideal for the same. Hence Consultants are constrained to retain their modest forecasts for container traffic through Visakhapatnam.
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BUSINESS PLAN VPT
Table 3-27 Container traffic

2005/06 Million Tonnes TEUs *1000 Average parcel size (Kton) Ship calls Total 0.6 40 200 195 54.8 2006/07 0.8 67 200 271 56.1 2007/08 1.3 111 300 376 59.2 2008/09 1.9 156 400 439 62.8 2009/10 2.4 200 400 470 67.2 2010/11 2.9 244 500 479 72.8 2011/12 3.5 289 600 472 78.0 2012/13 4.0 333 700 454 89.7
3.3.9
Long term forecast for VPT
The long term forecast for VPT is based on a combination of trend extrapolation and likely developments in specific commodity groups. The following assumptions and considerations underlay the forecast: Due to capacity constraints in the refineries, the group of petroleum, oil and other liquids is not going to limitations of the refineries. POL will therefore see a growth until 2013, before stabilizing on an output matching the refineries in the service area. Other liquids, which include raw materials for fertilizers and alumina plants, will see a high growth rate. This is due to the potentially high growth in the fertilizer sector. Due to the increased domestic demand for steel, the growth in export of iron ore will decrease. Thermal coal projections are not based on trends as it is dependent on TNEB requirement alone. With the Kudangulam Mega Nuclear Power Plant coming up and the Kalpakkam Plant being expanded, thermal power as a proportion of total power is expected to decline in TN and hence traffic is estimated based on the assumption that coal will continue to be an important fuel for power generation but traffic growth will be marginally incremental. Coking and steam coal imports will also continue to increase at the same pace in the light of domestic steel industry growth. In the case of Fertilizers, the current growth trend is likely to continue on the back of the emphasis being given by GoI to agriculture growth flattening out of fertilizers demand as has happened in the developed world is not expected to occur in India within the period the projections are made. Other dry bulks include alumina, cokes and limestone. With the likelihood of several of the alumina mining projects coming through in Orissa and the mines being predominantly being in southern Orissa, VPT will attract the cargoes for these plants. However, the growth beyond 2017 may not be as significant as between 2013 and 2017 when the mining leases and plants reach optimum levels. General cargo / break bulk growth will be limited by the growing trend in containerization of general cargo. Container traffic is bound to grow at a rapid pace on account of the vibrant economic growth that will trigger a higher growth in manufacturing sector than at present.
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Table 3-28 Long term forecast, Mt

Commodities POL Other Liquids Iron ore Thermal Coal Coking Coal Steam Coal Fertilizer & FRM Other dry bulks General cargo / Break bulk Containers Total 2006 16.9 0.7 16.0 2.7 7.1 2.0 3.2 5.6 1.0 0.6 55.8 2013 23.9 2.3 23.0 3.0 6.5 1.3 5.5 15.6 1.9 4.0 87.1 2017 24.9 2.8 25.5 3.0 9.5 1.6 6.7 22.1 2.6 6.4 105.2 2026 26.5 3.6 29.5 3.0 14.9 2.0 9.2 34.0 3.8 13.8 140.3
The potential for the port is estimated at around 186 Mt by 2025/26. However, this potential cannot be realised without further investment in the port. The main growth areas are in other dry bulks and fertilizer. Substantial spare capacity remains with ample scope for mechanisation and accommodating a significant part of this anticipated growth.
3.4
Summary
Visakhapatnam Port ranks 1st among the 12 major ports in terms of throughput volumes; a position it has been holding consistently over the last several years. The Ministry of Transport has set targets for Visakhapatnam for the year 2013-14, which indicated that Visakhapatnam port should grow by another 80%, or approximately 8% annually. Most of that growth has to come from POL related traffic, as well as Thermal coal. The growth in the previous ten years was an average of around 4.5% per year. As such, the target implies almost a doubling of the growth rates. The ability to realise such increase depends on several factors. First of all, various large companies (end-users of the port) have substantial expansion plans. Although the realisation of these plans largely depends on foreseen economic development and location decisions of the associated industries, its impact on trade and traffic in Visakhapatnam is evident and should be accounted for. Secondly, the introduction of larger vessels such as Cape-size vessels requires additional investments in port facilities. The timing of such investments has a major impact on the attractiveness of the port and thus on its market share. Thirdly, but closely related with the second factor, are the development plans of other, competing ports. For example, if Gangavaram will be able to provide facilities for 200,000 DWT vessels from 2008-09 onwards, a potential loss of trade more specifically: iron ore is likely. The condition that Visakhapatnam is the first port that invests is therefore a major assumption in the trade and traffic forecast. From an analysis of the current seaside origins and destinations appeared a rapid growth of iron ore exports to China, which has risen in 2004-05 before falling back in 2005-06. Considering the very strong economic growth of China, a further growth of this trade is however likely. Furthermore, there
BUSINESS PLAN VPT
has been a marked shift in coastwise exports to the West of India, particularly to Hazira and Mumbai. It appeared from the market analysis that the West of India shows also a prosperous economic development, which supports the likeliness of trade growth. The table below summarizes the cargo forecast for VPT. It appears that in the base-case cargo grows from 55 Mt in 2005-06 to over 80 Mt in 2012-13. One-third of this increase originates from a single project, namely the expansion of the refinery. Much depends also on the expansion of the steel, mining and POL industries. The downside risk of the forecast is estimated to be around 15 Mt while an upside is then expected to be very small indeed, if existent, as the new port of Gangavaram will open by 2008-09. The base-case numbers are presented in the table below. Table 3-29 Summary of cargo forecast for VPT, 2005/06-2012/13 (in Mt)
2005/06 POL Other liquids Iron Ore Thermal coal Coking coal imports Steam coal Fertilizer & FRM Other dry bulks General Cargo / Break Bulk Containers Total 16.6 0.7 16.0 2.7 7.1 2.0 3.2 3.1 2.9 0.6 54.8 2006/07 15.0 0.8 17.5 3.0 7.3 1.5 3.5 3.5 3.2 0.8 56.1 2007/08 15.6 0.9 17.5 3.0 7.5 2.2 3.9 3.7 3.6 1.3 59.2 2008/09 16.7 1.0 19.0 3.0 7.0 2.3 4.2 3.8 3.9 1.9 62.8 2009/10 18.3 1.3 20.0 3.0 6.2 1.9 4.5 5.1 4.5 2.4 67.2 2010/11 20.2 1.8 20.0 3.0 5.7 2.0 4.9 7.4 4.9 2.9 72.8 2011/12 22.5 1.9 20.0 3.0 6.0 2.2 5.2 8.1 5.6 3.5 78.0 2012/13 26.0 2.5 23.0 3.0 6.5 2.3 5.5 10.7 6.2 4.0 89.7
There has also been developed a high and low scenario for each main commodity group, which is explained further below. The volume of import of LPG has been assumed to grow rapidly with the commissioning of the cavern in the port. Further upside in liquids throughput is dependent on the decision to expand refinery capacity. On the downside, there can be delays in the construction of the facilities, delaying the throughput of Crude, or sustained high oil prices that may curtail demand in the medium to longer term. A low case throughput is estimated to be 9 Mt of Crude, and correspondingly lower exports of Product, at 2.7 Mt.
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BUSINESS PLAN VPT
Throughput of Iron ore, Coal and Cokes Low and High case 50,0 45,0 40,0 35,0 30,0 Million ton 25,0 20,0 15,0 10,0 5,0 0,0 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 High Low
In the long term, the prospects for the handling of coking coal depends on the development in the iron and steel sector in the catchment area of the port. Based on trend extrapolation the future demand in the year 2025/25 could range from 15,0 to 20,0 Mt. The forecast for thermal coal ranges from 3,0 Mt in the high scenario to nil in case the cargo flow will be rerouted via Paradip.
For the planning period, the high forecast for the imports of steam coal amounts to a throughput level of 3.3 Mt. Due to the new investment in Gangavaram a loss of cargo of about 1,0 Mt could occur. This implies that the future throughput will range from 2.3 Mt to 3.3 Mt for the year 2012/13. At the end an additional 3.0 Mt could be imported in case the power plant for HPCL will be constructed.
Throughput of Break Bulk / Other cargo Low and High case

20,0 18,0 16,0 14,0
Million ton
12,0 10,0 8,0 6,0 4,0 2,0 0,0 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 High Low
General cargo / break bulk growth will be limited by the growing trend in containerization of general cargo.
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BUSINESS PLAN VPT
Growing levels of containerization particularly those in the southern districts of Andhra Pradesh will push cargoes to container ports such as Chennai for factors such as proximity, convenience and frequency of ship sailings from Chennai. As for transshipment traffic through Colombo being carried instead on mother vessels from Indian ports, the location of Visakhapatnam is not ideal for the same. Hence Consultants are constrained to retain their modest forecasts for container traffic through Visakhapatnam.
Total Throughput Low and High case

120,0
100,0
80,0
60,0
40,0
High Low Base
20,0
0,0 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13
The variations between the low case and the high case in 2012/13 is 30.9 MT. Two main explanations exist for this difference. The first is the development of liquids, with the possible large growth in LPG, as well as expansion of refinery capacity, which would both have a very positive impact on the port throughput of POL products. The second reason, is the development of dry bulk, especially iron ore where export limitations may apply. For the financial implications, the green line, the base case will be used.
The translation of the above-presented cargo forecast throughput into vessel calls is summarised in the next table. The immediate future shows only moderate increases in throughput, which are compensated in part by increased parcel sizes. This is possible as the Inner Harbour will allow deeper draft vessels from 2007 onwards. Most of the increase is expected to arise from General Cargo and Break Bulk vessels. In total, the number of vessels is expected to rise by 20-25% over the plan horizon, to reach nearly 2600 by 2012-13.
Million ton
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BUSINESS PLAN VPT
Table 3-30 Summary of ship calls forecast for VPT, 2005/06-2012/13 (in vessels)
Vessel calls by type POL Other liquids Iron Ore Thermal coal Coking coal imports Steam coal Fertilizer & FRM Other dry bulks General Cargo / Break Bulk Containers Total 2005/06 507 140 308 82 205 67 126 100 314 195 2,044 2006/07 415 145 318 91 203 47 130 114 328 271 2,062 2007/08 405 149 292 67 167 61 110 122 366 376 2,114 2008/09 416 150 282 67 156 58 120 123 409 439 2,220 2009/10 455 178 298 67 124 48 112 170 457 470 2,380 2010/11 351 199 298 67 114 50 122 248 512 479 2,439 2011/12 378 215 298 67 120 55 130 268 574 472 2,576 2012/13 421 236 348 67 130 58 138 357 643 454 2,851
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BUSINESS PLAN VPT
4. 4.1
CONFRONTATION OF DEMAND AND SUPPLY Port layout
The port located on the East Coast of India includes 2 harbours viz. the Outer Harbour with 7 berths and the Inner Harbour with 19 berths. Map 4-1 The Port Lay-out
Inner Harbour
Outer Harbour
The Inner Harbour consists of two arms in use by the V.P.T, the northern arm and the western arm. The northern arm is used for predominately coal, fertilizers, food grains, fertilizer raw materials, illuminate sand and general cargo such as steel products. The western arm is used for Fertilizer Raw materials, Food grains, sand, petroleum products (POL), Ammonia, Liquid Sulphur and other bulk/break bulk cargo. Both arms have limited draft of -10.21m on 1.06 m tide, which is sufficient for ships up to 45,000 DWT. The north part of the northern arm is presently not foreseen of quay walls and provides possibilities to expand this part of the port. Some rough ideas have been developed by the VPT. A feasibility study for berth WQ6 has been executed in 1999. The access channel to the inner Harbour is relatively narrow. At the smallest section the channel is only 97.5 m wide with a rocky coastline. Due to the dimensions of the channel navigational restrictions apply. Only one-way traffic is possible and at night the allowable ship size is further reduced. Dredging works for widening and deepening the Inner channel and Inner Harbour Turning Basin are in progress. The details of the navigational restrictions and Navaids as given in Annex 2.5. The outer harbour is bordered by the two breakwaters and the inner port access channel. The products which are handled here are coal, iron ore, containers, crude LPG and other POL. The draft in the outer basin is maximum 17 m on 0.5 m tide with various water depths along the berths.
BUSINESS PLAN VPT
Bottlenecks in the outer port are the limitation of space between the two breakwaters. At the moment, crude ships already experience navigational restrictions. Berthing is restricted to day light only for arrivals greater than 114,000 DWT, vessels upto 114,000 DWT are handled at night with two pilots to OSTT.
4.2
Port capacity
The loading and discharge rates to and from vessels in both the inner and outer harbour have been analysed using the data as received by the VPT (administration reports 2004-2005, and the port view 2005-2006 which was handed over on 30-10-06). The rates in these data were defined as average output per ship per berth day. It is calculated as the total amount of loaded / discharged cargo divided by the total amount of time the vessel is at the berth. This implies that actual rates are higher since berthing and deberthing time is included. The table hereafter shows the rates for the grouped cargo divided into export and import for the years 20042005 and 2005-2006. Table 4-1 The throughput of the Port, export commodities, 2004-2006
Cargo handled MT Export cargo 2004-05 1 2. 3. 4. 5. 6. 7. 8. 9. I. Ore (Mech) I. Pellets (Mech) Steel cargo Pig iron Thermal coal Alumina POL (IH) I. ore (Conv.) Pellets (Conv) 11.42 2.82 0.24 0.08 2.49 0.91 1.75 2.00 0.28 2005-06 10.99 2.71 0.44 0.13 2.70 0.86 2.31 1.96 0.31 2004-05 67.12 77.14 17.08 30.86 46.55 37.55 33.24 38.76 39.10 2005-06 68.97 93.64 11.70 38.27 45.68 38.03 34.42 42.58 30.31 Av. Ship size (000 DWT) Av. Output per ship berth day (000 tons) 2004-05 45.92 49.77 1.90 8.00 10.62 20.43 10.02 9.24 9.21 2005-06 39.63 43.56 1.74 5.94 9.75 19.81 10.29 8.78 8.81 --
10. Foodgrains (Bulk) 0.36 0.43 22.66 -3.34 Note: *A Data 2004-2005 from admin report 2004-2005; *B Data 2005-2006 from Port View document 2005-2006
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BUSINESS PLAN VPT
Table 4-2
The throughput of the Port, import commodities, 2004-2006

Cargo handled MT Av. Ship size 000 DWT 2004-05 32.36 35.93 16.13 32.93 22.30 23.47 54.58 115.09 39.43 19.63 12.05 52.30 2005-06 36.62 36.88 23.85 36.67 22.79 30.99 54.98 97.08 37.47 28.68 14.79 51.70 Av. Output per ship berth day (000 tons) 2004-05 4.53 2.73 4.04 5.08 4.60 5.39 11.63 67.55 16.15 6.10 3.46 20.14 2005-06 4.46 3.23 2.17 5.48 3.59 4.08 10.29 58.58 15.12 6.84 4.11 19.90
Import cargo 2004-05 1 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Fertilizers QB Fertilizers FB Sulphur FB Rock phosphate FB Sulphur QB Rock Phosphate QB Coking Coal & Steam coal Imp. crude oil Imp. POL OH Imp. POL IH LPG Other liquids Containers* 1.24 0.12 0.01 0.35 0.11 0.23 6.87 7.90 0.62 0.46 0.11 0.70 2005-06 2.19 0.11 0.03 0.44 0.14 0.28 8.95 7.53 1.10 0.88 0.32 0.79
0.63 0.63 17.38 17.80 9.67 8.10 (No. of TEUs( (45549) (46747) A B Note: * Data 2004-2005 from admin report 2004-2005; * Data 2005-2006 from Port View document 2005-2006
60% of the cargoes are handled in the Outer Harbour, while 40% is handled in the Inner Harbour. A small share is handled at the Anchorage. Throughput in the Inner Harbour is focused on the West Quays 1-4, handling a third of all IH cargo or 8.3 Mt, while the nine East Quay berths handle 7.1 Mt. WQ 5-7 handles 2.7 Mt, the captive FB handles around 0.9 Mt and the OR-berths handle 3.3 Mt. The chart shows the breakdown by quay and commodity and direction.
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BUSINESS PLAN VPT
Figure 4-1 Inner Harbour cargo throughput 2005-06, '000 ton

3000
Containers Other Liquids
2500
POL
Imports
Other General Cargo Other Dry Bulk
2000
Steam Coal MET Coke
'000 Ton
1500
P Coke Coking Coal
1000
FRM Fertilizers Liquid Bulk
Exports
500
POL Other General Cargo Other Dry Bulk
Throughput in the Outer Harbour focuses on the Ore Berths, handling 40% of all cargo. The OSTT handles over 8 Mt, or just over a quarter of all throughputs. Transhipment takes place both on the OSTT and the Oil Mooring. The General Cargo Berth handles 5 Mt. Figure 4-2 Outer Harbour cargo throughput 2005-06, '000 ton
9000 8000 7000 6000
Transhipment Containers LPG
W 9 Q W 1 Q 2 W Q W 3 R Q E- 4 W Q W 1 Q 7 W Q 5 O R -1 O R -2 FB -1
EQ
EQ
EQ
EQ
EQ
EQ
EQ
EQ
EQ
Calcined Coke
Imports
Crude Other General Cargo Other Dry Bulk Steam Coal
'000 Ton
5000 4000 3000 2000 1000 0 Ore Berth Ore Berth -1 -2 Oil Mooring General Cargo Berth Offshore Tanker Terminal LPG Container Terminal
P Coke Coking Coal FRM Fertilizers Containers POL Iron ore (pellets) Iron ore (pellets) Iron Ore (fines) Iron Ore (C) Iron Ore (fines)
Exports
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BUSINESS PLAN VPT
The following commodities are handled with mechanized installations in the port: Iron ore Alumina POL Crude Liquids Containers All other cargos are handled by ships gear or mobile cranes and are all cargoes are transported from and to the quays by trucks. The loading rates for iron ore seem low comparing to the actual design capacity of the installation. The main reasons given by VPT are the life time of the installation; most parts are more than 30 years old and as such various components need urgent replacement. The ship loader was originally designed for the handling of lumps, at present fines are handled. The stack yard has constrains due to he fact it stores cargo for more than 20 different clients which cause inefficiencies when reclaiming the ore. Alumina is handled by a private operator with a ship loader of 1,500 tph. The loading rates are within the range with respect to the loading equipment. POL is handled at various locations and consists of many different products, all with their own loading and discharge rates. The berth output is about 10,000 ton per day which is including the berthing and deberthing time. This is within the normal benchmarks according to other ports. Crude is unloaded with a berth day output of 60,000 ton day, which is within the normal benchmarks according to other ports. A note can be made on the fact that the average unloading in 2004-2005 was much higher. Containers are handled by STS cranes at the container terminal. Rates are not very important since very few containers are presently handled. Normal output of such STS cranes is in the order of 20 moves per hour per crane. As stated before all other cargo is handled manually and loading and discharge rates are accordingly very low. For example, coking coal is discharged with an output per berth day of 10,000 ton. In case this operation is mechanized the rate should be about 30,000 ton per berth per day. The same goes for other bulk commodities, such as fertilizers and other coals.
4.3 4.3.1
Berth occupancies / ships TRT General
The berth occupancies have been calculated by the consultants, using the data as indicated in the previous section. For the calculations the total amount of available berth days per year of 330 has been applied. Included in the total berth time is the sailing time from and to the anchorage, which is calculated from the administration reports data since it was not explicitly mentioned.
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BUSINESS PLAN VPT
4.3.2
Berth Occupancy in 2005-2006
The total berth occupancy for the inner harbour was 68% while the occupancy for the outer harbour excluding the container terminal was 76%. The berth occupancies per berth groups are the following: Table 4-3 Berth Occupancy, 2005-2006, by Harbour and berth group, %
Inner Harbour East Quay 1 through 9 West Quays 1 through 7 OR-1 / OR-2 FB-1 67% 75% 60% 52% OB-1 / OB-2 Oil Mooring General Cargo Berth OSTT LPG Outer Harbour 57% 88% 104% 86%
The figure below gives the berthing days by handling facility at VPT. The data from the Administration Report of VPT have been used to calibrate berthing days Figure 4-3 Berthing days by quay, 2005-06
Berth Days Visag
700
600
500
Berth days
400 2005-2006
300
200
100
0
Ea st Q Ea ua y st Q 1 Ea ua y st Q 2 Ea ua y st Q 3 Ea ua y st Q 4 Ea ua y st Q 5 Ea ua y st Q 6 Ea ua y st Q 7 Ea ua y st 8 W Qu es ay tQ 9 W es uay t 1 W Qu es ay tQ 2 W u es ay tQ 3 u R ay 4 E W -W es Q t Q -1 W es uay tQ 7 ua y 5 O R -1 O R -1 O R FB and -2 -1 O (F R2 e O rtili re ze r) B O ert h re Be - 1 G r e O ffs ne Oil th ho ral Mo 2 C re o Ta arg ring nk o B er e Te rth rm C on in al ta in er LP Te G rm in al
The following chart gives the allowable occupancy as per the guidelines versus the actually observed occupancy and the implied waiting time in days. It is clear that the utilisation has risen to such levels at a number of berths, that waiting times have now increased to more than 6 days.
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BUSINESS PLAN VPT
Figure 4-4 Occupancy and implied waiting time, 2005-06

7 6 Waiting time Allowable Actual 120%
100%
5 4 60% 3 40% 2 20%
1 0
0%
B1
O R -2
B2
Q 17
EQ
O ST
N O
G C
LP G
4.3.3
Cargo handling capacity
The present cargo handling capacity is determined with the rates of 2005-2006 and the maximum acceptable berth occupancies as determined by the government. These are given in the table below. Table 4-4 Acceptable Berth Occupancy (in %)
Acceptable utilisation Specialised berths: One berth More than one berth For interchangeable berths Up to 3 berths More than 3 berths 70% 75% 60% 70%
The available number of days is determined as 330 per year. It can be concluded from previous section that the port has reached its maximum capacity in case the situation will remain as it is. The liquids berths have exceeded the maximum allowable occupancy resulting in additional waiting times for the vessels. The General Cargo Berth is heavily overused. A percentage of 104% means that the facility is occupied for more than 330 days. The inner port has however space for more cargo while the outer port is handling almost the maximum allowable. In case the allowable berth occupancies are used as indicated here before, the amount of cargo which can be handled is about 58 million ton per year which is 5 % more than was handled in
on t.T
R -1 /
er m .
FB
17
Q 5
Occupancy %
80%
Days wating
BUSINESS PLAN VPT
2005-2006. It should be noted that is only due to the remaining space at the inner port and additional room at the iron-ore berth. The liquid berths in the outer harbour handled in 2005-2006 about 12.7 million ton of cargo. The maximum allowable capacity is 12.3 million ton. The General Cargo Berth handled in 2005-2006 about 5 million ton of cargo while the maximum allowable throughput is only 3 million ton. The chart below summarises the remaining capacity, or the excess use with its implications on waiting time as indicated in the previous section. Figure 4-5 Capacity use by berth group, 2005-06
10,0 9,0 8,0 7,0 Excess use Remaining Allowable throughput
Million ton
6,0 5,0 4,0 3,0 2,0 1,0 0,0
-2
O B1
O B2
17
4.3.4
Ships TRT
The total round time for ships is defined as the moment the ship arrives at the anchorage, sailing to the berth, berth time, sailing to the anchorage till the moment it leaves the anchorage. The waiting time at the anchorage is given in the reports by the VPT as an average value for different commodity groups. The average TRT for the export cargo is 3.9 days, while the TRT for the import cargo is 4.4 days. The average TRT for cargo groups by the VPT were only available for the years 2004-2005 are: Table 4-5
Cargo group Containers Break Bulk Dry bulk mechanized Dry bulk conventional Liquid bulk
Average Turn-around-Time 2004-05 (in days)

TRT in days 0.43 4.48 3.07 4.54 2.09
LP G Co nt .T er m .
FB
B G C
Q 17
W Q
EQ
-1 /O
NO
ST T
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BUSINESS PLAN VPT
4.4
Port Operations
Factors which are effecting further improvement in productivity 1. Entrance channel to the Inner Harbour is a narrow channel with lot of bends and curves. The maximum vessel size that can be handled at Inner Harbour is 45,000 DWT and 10.06 m. draft. Because of the limitation of the Inner Harbour to handle Panamax vessels which are deployed for Coking coal and Fertilisers the only deep draft berth is General Cargo berth which is being utilized for accommodating deeper draft ships putting lot of pressure on this berth and avoidable pre-berthing detention to vessels at anchorage. This limitation is being addressed by the Port by deepening Inner Harbour entrance channel and turning circle in phases of which phase-I is nearing completion. 2. There is scope for further improvement in productivity if the following issues are addressed. a) Inadequate bagging facility for foodgrain and fertilizers restricting ship shore discharge rate. b) Inadequate stacking space close to the operational area resulting in long lead for cargoes handled at Inner harbour. c) Allotment of stacking space can be done on a move rational basis with less lead time. d) There are no handling equipment on the western side of the Northern arm. Vessels accommodated at these berths are handling cargo with ship gear. In the event of arrival of ships with lower capacity ship gear / inadequate ship gear, obsolete gear, productivity is adversely affected. e) About 65% of cargo is moved by Railways from and to the hinterland. Availability of adequate no.of railway wagons is a pre-requisite for faster evacuation of cargo. In the recent past it is observed that the supply of wagons by Railways is not commensurate with the ship shore discharge resulting in building up huge stacks which in turn is affecting productivity of vessels at berth. f) There is no night navigation facility for crude oil tankers of more than 115000 DWT. This is resulting in detention of tankers calling at the port. g) There is an urgent need to rationalize and modify the incentive schemes. Datums were laid down 10 years ago and are not really acting as an incentive to enhance productivity. The datums are so low that with higher capacity grabs, labour are able to achieve these norms during the middle of the shift itself resulting in low productivity for certain cargoes. h) Multiple handling of coking coal and other bulk cargoes is affecting further improvement in the productivity and also affecting quality of the product. Some of the other factors which are effecting productivity at the berths are: i) Inadequate connectivity for the container terminal. ii) Inadequate no.of weigh bridges. iii) Inadequate lighting at stackyards. iv) Inadequate drainage system. v) Inadequate availability of trucks for movement of cargoes. vi) Inadequate facilities at Railway sidings. The above mentioned factors which are effecting further improvement in productivity will be discussed in the various section herafter in the report. Solutions to improve the productivity are highlighted and discussed in Sections 4 and 5.
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4.5
Confrontation of supply and demand
The confrontation of supply and demand of the ports capacity is given in Figure 4-6 and Table 4-6. Orange is indicating the shortfall of capacity that is already experienced at the moment. In Red the present capacity is compared with the future throughput levels according to the traffic forecast and current use of the facilities. Figure 4-6 Capacity use by berth group, 2005-06 capacity versus 2012-13 demand
16,0 14,0 12,0 10,0 8,0 6,0 4,0 2,0 0,0 Future demand Current excess use Currently remaining Allowable throughput
Million ton
FB
R -2
1-
B-
B-
1-
ST
N O
LP
-1
Note: NOM shows future remaining capacity, instead of current
It shows that there is already an overall shortfall taking into account the present remaining capacity of 2.7 Mt. Waiting times are rising for berths and suboptimal logistics are occurring, resulting in high costs for the port users. Accepting current waiting times on the berths with excessive use, would suggest that 57 Mt is possible for the port, excluding the transhipment on the anchorage.
on
t.T er
EQ
W Q
/O
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Table 4-6
Current capacity versus current and future throughput, Mt (excl. transhipment at anchorage)
Allowable throughput Throughput 2005-06 7.1 8.8 2.2 3.3 0.9 6.4 7.4 3.3 4.9 8.3 1.1 0.6 54.3 Throughput 2012-13 11.0 10.2 7.5 8.7 1.5 10.4 11.5 1.6 5.3 14.4 3.6 4.0 89.7
EQ1-7 WQ1-7 WQ5 OR-1/OR-2 FB OB-1 OB-2 NOM GCB OSTT LPG Container terminal
7.5 8.2 1.8 3.9 1.0 7.3 7.2 2.2 2.8 8.2 0.8 1.3
Total 52.2 Note: future demand is allocated on the basis of current berth use
The residual capacity is on a few berths: OB-1, which is expected to remain just below capacity for the next few years, until 2010. As such, some time remains to upgrade the facilities without incurring immediate and fast rising waiting times. However, the excess capacity is low indeed. OR-1 and OR-2, where some 0.6 Mt of capacity remains before waiting times start to increase. With demand expected to increase gradually, here too time remains to undertake remedial action, but by 2009 pressure will be mounting. The captive fertiliser berth will come under pressure once the new facilities at Coromandel Fertiliser come on-stream. This will be in the near future. The container terminal has sufficient capacity until 2009. The other facilities are in immediate need of resolution. The table indicates the throughput by berth in the current configuration and its capacities. The main point is that throughput is expected to increase gradually and remain fairly stable for the next few years before jumping significantly as new industrial capacity comes on stream. The berths with most capacity still available are also likely to see a drop in throughput. Hence, re-allocation of cargo will happen.
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Table 4-7
Future Berth throughput with current capacity configuration (in Mt)

2005/06 2006/07 7.8 7.8 1.9 4.2 1.0 7.9 8.8 2.6 5.0 7.7 0.7 0.8 56.1 2007/08 8.2 8.1 2.0 4.6 1.1 7.9 8.8 2.0 5.7 8.3 1.3 1.3 59.2 2008/09 8.5 8.3 2.0 4.8 1.2 8.6 9.5 2.0 5.6 8.3 2.3 1.9 62.8 2009/10 8.7 8.5 3.2 5.5 1.3 9.0 10.0 1.7 4.8 9.1 3.0 2.4 67.2 2010/11 9.3 8.8 4.9 6.6 1.4 9.0 10.0 1.2 4.7 10.8 3.2 2.9 72.8 2011/12 10.2 9.6 5.1 7.3 1.5 9.0 10.0 1.4 5.0 12.2 3.4 3.5 78.0 2012/13 11.0 10.2 7.5 8.7 1.5 10.4 11.5 1.6 5.3 14.4 3.6 4.0 89.7
EQ1-7 WQ1-7 WQ5 OR-1/OR-2 FB OB-1 OB-2 NOM GCB OSTT LPG Container Terminal Total
7.1 8.8 2.2 3.3 0.9 6.4 7.4 3.3 4.9 8.3 1.1 0.6 54.5
Future berth occupancy will fall somewhat on the East and West Quay berths, as well as the OSTT. However, on all other berths, occupancies will rise further and well beyond congestion levels. Urgent measures are required to offset immediate problems. Table 4-8 Future Berth Occupancy with current port configuration
2005/06 EQ1-7 WQ1-7 WQ5 OR-1/OR-2 FB OB-1 OB-2 NOM GCB OSTT LPG Container Terminal 67% 75% 75% 60% 52% 52% 62% 88% 104% 61% 86% 29% 2006/07 73% 66% 63% 77% 60% 65% 73% 70% 105% 56% 53% 37% 2007/08 77% 69% 67% 84% 68% 65% 73% 53% 121% 60% 99% 60% 2008/09 79% 71% 67% 87% 73% 70% 79% 53% 117% 60% 175% 87% 2009/10 82% 72% 109% 99% 77% 74% 83% 46% 101% 66% 229% 110% 2010/11 86% 75% 166% 120% 85% 74% 83% 32% 98% 79% 244% 133% 2011/12 95% 82% 170% 133% 90% 74% 83% 36% 105% 89% 259% 161% 2012/13 103% 87% 252% 157% 94% 85% 96% 43% 112% 105% 274% 184%
From the table can be concluded that most of the berths will face a shortfall in capacity. In chapter 2, Table 2-5 and Table 2-7 the commodities handled at the several berths are mentioned. The following conclusions are drawn.
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The main problems on the East Quays arise from the handling of fertilisers, predominantly on EQ-1-4. Over time, mechanisation and handling facilities for fertilisers on EQ5 and EQ7 can relieve pressure. This will free up space on berths 1 to 4 which can be developed for future developments. Capacity utilisation on WQ 1-4 is also rising. The manual handling of thermal coal and iron ore on these berths results in high turnaround times and low productivity. Mechanisation of these streams may relieve much of the pressure and condense operations on fewer berths. On WQ5 alumina is handled. Mechanisation of WQ7 can accommodate growth for this cargo and hence relieve pressure. The Oil Refinery berths 1 and 2 are expected to see very high utilisation levels. The port is undertaking measures to offset at least part of the envisaged congestion. The Fertiliser Berth in the Inner Harbour is privately owned. Expected throughput increases are essentially a problem to be dealt with by the private operator, CFL. The Ore berths, OB-1 and OB-2, see moderately increasing utilisation, but still beyond the point of acceptable levels. Refurbishment of the existing handling equipment of the complex can tackle this issue. The NOM, New Oil Mooring, handles POL cargoes. No immediate capacity problems are envisaged. The GCB, on which coal imports are handled, is already used excessively. Part of the problems stem from the need to top off and then enter the Inner Harbour. Furthermore, low productivity results from the use of floating cranes and ships gear. Mechanisation of this facility can improve the capacity and hence lower utilisation. The Offshore Tanker Terminal, OSTT, is expected to be highly utilised. While additional capacity may be created outside the port to handle the Crude oil currently unloaded at the OSTT, redesign of the OSTT will be required. The LPG berth is facing substantial excess use if no remedial measures were taken. The Container Terminal is operated by a private company. The increase in cargo can be handled through additional equipment. In the longer term, further terminal area is required.
4.6 4.6.1
Marine services Pilotage
The scheduling of pilotage movements is quite critical to ensure efficient marine services in the port. Visakhapatnam port had 2108 vessel calls during 2005-06. There was almost an equal split of 1055 calls at inner harbour and 1053 calls at outer harbour.
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The number of vessel moves that can be performed during a day depends upon many factors, like sailing takes lesser time than berthing with a fact that lot of time is lapsed in passing mooring lines in berthing. The size of ship as well as the quay/berth position has impact in pilotage time. The channel size in width and the marine restrictions also has impact on pilotage. In case of berthing, the time of pilotage recorded is measured from the time the pilot boards the ship at pilot boarding point till the moment some of the lines are secured with the bollard at the specific berth and tugs are released. In case of sailing the pilotage time is measured from the moment the pilot boards the ship at a specific berth till the time he leaves the ship at pilot point. The time taken for berthing at the inner as well as the outer harbour is approximately 2 hrs and 15 minutes excluding the OSTT and the New Oil Mooring (NOM) where the time taken is almost 3 hrs and 15 minutes. Primarily the time difference is due to passing of extra mooring lines at OSTT and NOM compared to other berths. The time taken for sailing at inner as well as the outer harbour is approximately 1 hr. this time decreases to as much as 35 minutes for sailing vessels close to the channel like OR1, OR2, WQ3 etc. The sailing pilotage for vessels at NOM and OSTT is approximately 1 hr 20 minutes and 1hr 30 minutes respectively. The pilotage for vessels berthing and sailing consequently is normally done by separate pilots, however there are occasions when the pilot sails the vessel and directly board other vessel for berthing. It was understood that there is such possibility of almost 25%. Presently many shiftings takes place from the GCB to inner harbour. In some cases the vessels at GCB after lightening are removed to anchorage due to tide restrictions and are subsequently brought into inner harbour, this is done to immediately accommodate the vessel waiting for GCB. If the previous vessel is allowed to continue to discharge further for few hours till the tide restriction is met this double shifting can be avoided, however the commercial obligations of traffic is to be viewed for this. Once the inner harbour is deepened such shifting could be reduced. There is a proposal to widen the outer channel width from the existing 200 m to proposed 250 m. This will facilitate berthing of tankers having DWT greater than 150,000 tons. However, berthing of tankers exceeding 150,000 DWT will be done during day light only. The widening of the outer channel is included in the project Up gradation of iron ore berth at outer harbour to cater to 200,000 DWT vessels and detailed for the estimate at chapter no. 7. The Port is taking a view to de-link widening of outer channel from the up-gradation of iron ore project. The inner harbour is proposed to be deepened to handle vessels with draft of 14 m. This project will be dealt in detail detailed in chapter 7. This project is proposed to be done in stages: First Stage - Deepening and widening of Inner harbour entrance channel and turning circle from draft of 10.06 m to 11 m. Second Stage - Deepening of Inner harbour entrance channel and turning circle draft from 11.0 m to12.5 m. to be completed by December 2007. Third Stage Deepening the inner harbour entrance channel and turning circle from draft of 12.5 m to 14 m, which is in consideration.
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14 m draft shall be sufficient for Panamax vessels at inner harbour. The berthing and un-berthing of the Panamax vessels with limited inner harbour channel width and wind pressure due to funnelling is unsafe. Recently a navigation simulation study undertaken at MARIN revealed that navigation of 14 m draft Panamax vessels into Inner Harbour is technically feasible. It is estimated that the total number of vessel calls in 2012-2013 shall be 2,851. In the year 2005 the number of vessel calls amounted to 2,044 and the highest number of daily moves performed 33 with an average of 23 moves per day. The existing resources in terms of channel capacity and the number of pilots will be sufficient for the future traffic estimate. 4.6.2 Towage
At present, VPT has 8 tugs of which 3 with a capacity of 50 tons and 5 of 30 tons. The life time of these tugs is about 20 years. The wind pressure, small outer harbour channel width and the layout of the OSTT, the LPG berth and the breakwater is such that drifting of a vessel during docking and undocking could cause a substantial safety hazard. Due to limited width of channel and the inclined pull by the tug, not the entire available pulling power is used. Recently a study was carried out by Howe India and in which it is recommended to have tug capacity of 70 to 75 tons Bollard Pull for handling cape size vessels as well as night berthing in above conditions. As the lifetime of the tug is estimated at 20 years, two tug boats of 30 tons each are proposed for replacement, and these projects are included in the NMPT project under Replacement of tug Swarna to be completed in 2010 and Replacement of tug Nethravathi to be completed by 2012. In case VLCCs will be handled at the SBM two tug boats of 70 to 75 tons will be required, which implies the investment in a second tug boat with the same capacity. 4.6.3 Navigation aids and systems
The existing Automatic Information System (AIS) and the recent proposal to have invested in a radar system at the marine control tower shall be sufficient for the navigation of the vessels. The layout of the port is such that a technology such as a VTMS is not required. However, the marine services will be the core competence of the port. Looking at the future challenges the need for more sophisticated aids to navigation could be required, which will be discussed in the chapter 8. 4.6.4 Conclusion and recommendations
In general it can be stated that the capacity for the marine services in term of pilots and tug boats is sufficient for the present ships calling at the Port. For the handling of Cape size vessels the following investments would be necessary: The replacement of the 2 tugs of 30 tons each. To enable night berthing it is recommended to purchase a tug boat of 70 to 75 tons bollard pull and to widen the entrance channel near the harbour mouth. In case VLCC will be handled at the SBM, NOM facility and probably also for the OSTT at least two tugboats of 70 to 75 tons bollard pull will be required.
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5. 5.1
INVESTMENTS IN PORT HANDLING CAPACITY Introduction
This chapter describes the investment projects that will be implemented in order to cope with the future demand. The shortfall in capacity is determined in the previous chapter. The Consultants have discussed the projects, as were listed in the interim report, with VPT and the investment programme for the plan period. Compared with the projects as have been listed in the interim report the following major changes have been decided upon: The relocation of the container terminal will not be implemented, and it is proposed to extend the terminal in the panning period; The project for the mechanisation of the GCB will be expanded with another berth in the inner harbour; The deepening of the inner harbour up to a vessel draft of 14 m will be postponed; The deepening of the berths EQ 1- 3 will be postponed; The east docks will be developed and partly as an expansion to the GCB;
The main projects to be implemented during the planning period are given in Table 5-1 and will be described taking into account the following items: General description and motivation Potential throughput is based on the traffic forecast Capacity Investment and operational costs Feasibility of the project Manpower Implementation period
For the financial evaluation, the following assumptions are used: All costs and revenues have been held constant in 2005-2006 terms The discount rate used in the net present value calculation is 8%. This rate is arrived at from the following components: o Risk free real rate of 4% o Market premium of 2% o Country risk: 2% The labour costs have been held constant. The real wage increase that is typically observed is entirely compensated for through productivity gains. In the interim report several projects were discussed. The table below lists these projects and gives the present status for implementation.
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Table 5-1
Project
Summary of projects
Capacity Mt 3-6 4-10 11 16 3* 3.5* Cost Rs Crore. 117 77 237 385 150 50 113 30 15 540 99 8.5 207 203 4 120 1,834 551 2,385 Concession in the future Implement via Concession Rejected Not viable, implementation on hold Implementation via VPT Rejected Implementation VP Implementation via Concession Rejected Implementation in phases via Concession Implementation via VPT Implementation via Concession Decision made
Export facility for Bulk Cargo WQ1/WQ2 Import facility Granular fertiliser EQ1-3 Mechanisation General Cargo Berth Deep Water Dry Bulk terminal Deepening Inner harbour to 14m draft 200k Dwt vessels Iron Ore Jetty POL jetty Relocation Oil mooring SBM facility Relocation of container terminal East Docks development Replacement equipment Iron Ore Handling complex and remaining costs on upgrading complex Extension Container Terminal Total main projects Total other waterside related projects Grand total Note: * capacity based on targeted cargo.
The projects listed above account for well over 70 Mt of capacity. Part of this is replacement of existing capacity, as mechanisation is undertaken. Some projects have relatively short lead times and consultants advise that these should be undertaken as soon as possible to relieve the congestion. The other projects require lead times due to the necessity of further detailed analysis and the simple reason that substantial construction is to be undertaken. Several projects have been discussed in detail in the Interim Report, which have subsequently been rejected. This relates to the Deep water dry bulk terminal, the multi-purpose berths at Lova Garden, the new POL jetty in the Outer Harbour as well as the relocation of the container terminal. The reader is referred to the Interim Report for further information on these projects.
5.2 5.2.1
Export facility for Bulk Cargo at berth WQ 1 and 2 General description and motivation
Dry bulk, in specific, the import and export of coal is handled at almost all west and east quays in the inner harbour and at the General Cargo berth at the outer harbour.
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Thermal coal is presently manually loaded with slings, mainly at the west quays, which result in a long TRT for ships and high berth occupancies. According to the data from 2005-2006 the average berth time for 40,000 DWT ships was 3.5 days. The berth time and hence the loading time of ships carrying thermal coal can be improved by the development of a mechanized loading and stacking facility. The coal will be stacked in a stacking yard along the quays and transported to the quay by belt conveyors. Loading rates of 25,000 ton per day can be achieved using a ship loader with a capacity of 1,500 ton/hr. The facility will also be destined for the export of iron ore. The result of the realisation of such a loading facility is that operations are environmentally friendlier than the present operations, due to the fact that e.g. coal is concentrated at one location and is less handled by varies types of equipment. Loading rates are much higher and ships have a shorter turn around time in the port and can save on the ship cost.
5.2.2
Technical description
The complete bulk export facility consists of a train unloading station, a stacking yard, stackers, reclaimers and a ship loader. The total throughput capacity of WQ 1 and 2 is estimated to be around 6 million ton per year. Train unloading can be done in several ways, with wagon bottom unloaders dumping the coal in a receiving pit, by a wagon tippler installation or manually. For the handling of coal the last option has been selected due to economic and social reasons. In the medium and long term the exports of thermal coal may decrease or even disappear. Each wagon of the rake is unloaded at a special rail track with a reception tunnel with a belt conveyor along side. The rake can be unloaded in 3 hrs (present rates according to VPT), each rake contains about 3.500 ton and the unloading rate is about 1.100 tons per hour. The facility will also be used for the export of iron ore, for which the tippler system at the OHC will be used for discharging the rakes. A conveyor belt will be needed from the iron ore stack to the loader. A belt conveyor transports the product via a stacker (1.200tph) to the stack yard. The capacity of the stack yard will be about 80.000 ton sufficient for a throughput of about 3 million ton per year. Sufficient space is available near the quay to double the capacity of the stacking yard. A reclaimer with a capacity of 1.500 tph and a belt conveyor transport the coal to the ship loader via a tripper. The ship loader and tripper car will travel over rails at the berths WQ 1 and 2. In this case both berth WQ 1 and 2 can be used for loading. Expansion to the WQ 3 and 4 is also a possibility. Both quays WQ 1 and WQ 2 need to be replaced or be strengthened in case that the berths need to be made suitable for 12.5 draft. The port in Chennai to which the thermal coal is exported has a draft of 12.5m. The layout details are presented in Map 5-1. The final lay-out of the berths will depend on the types of vessel calling.
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Map 5-1
The mechanical bulk facility on the WQs
5.2.3
Financial feasibility
The total future annual throughput of berth WQ1 is 3 Mt while this can be doubled to 6 Mt per year in case that also berth WQ 2 will be used. At present the total capacity of berths WQ1 and 2 is about 2.5 Mt per year. The future capacity will be more than doubled. This implies that other berths, such as WQ 3, 4, 5 and 7 where thermal coal is presently handled gets more room for other cargo. The existing facility is using manual labour, resulting in low turn-around-times. TNEB has dedicated vessels on the trade, which also call at Paradip port, where mechanised facilities are used. These vessels are approximately 50,000 DWT, with an average load of 35,000 ton. In order to retain the trade, the mechanisation of the export facility is initiated. This will also free up berth space. For the financial feasibility, the retaining of the cargo of 2.7 Mt per annum over 20 years is assumed. Berth days are calculated to fall to 2.0 per call, down from around 3.6 currently. No increase in parcel size is expected, so that the calls will remain similar, at around 90 per year. The economic benefits accruing to TNEB are in the order of 140 days of ship time not alongside. The actual cost saving to TNEB is unknown, but a time-charter equivalent of approximately 15,000 USD/day can be used for the local trade, indicating that the annual savings to TNEB are in the order of 2.1 million USD per annum or 42 million USD over a 20 years period.
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Apart from the Thermal coal being handled, Iron Ore is handled at the berths as well. Currently around 1.5 - 1.6 Mt is being handled for exports. The average parcel size is currently 27,000 Mt, with vessels of on average 43,000 DWT. It is envisaged that the parcel size will increase once the water depths have been increased. Berth days are envisaged to fall from 3.3 days to below 2 days, providing considerable savings to the shipper. The incremental throughput over the two berths is estimated at 1 Mt per year. The total investment is as follows: Table 5-2 Investment mechanisation WQ1 and WQ2
Number Receiving facility (Manual Capacity (Mt/yr) 6.1 Cost USD (Million) 2.0 3.0 1 1 6.6 8.3 4.0 5.0 0.3 1+1 6.2 4.5 0.2 2.0 5.0 26.0 Cost Rs. Crore 9.0 13.5 18.0 22.5 1.4 20.2 0.7 9.0 22.5 116.8
Unloading trains) Belt Conveyors to the stack Stackers Reclaimer Transfer Towers Ship loader/ Mobile crane Rails Loader Mechanical Works Civil works Total
On the income side for the port, the facility will generate wharfage of 26 Rs/ton and mechanical handling revenues of 36.5 Rs per ton. These tariffs are in line with the current mechanical handling of Iron Ore. The current revenues consist only of a wharfage fee of 15 Rs per tonne for thermal coal and 13.5 Rs/tonne for conventional handling of Iron Ore and Pellets. The envisaged increase is possible due to the improved services provided. From a competitive point of view, Paradip is charging similar rates for mechanised coal handling. It is estimated that the current number of staff involved in the manual loading of the vessel with thermal coal and Iron Ore is around 130 workers, with an average all-inclusive salary of 215,000 Rs/yr. Total salary amounts to 2.8 Crore/yr.
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Table 5-3
Details of the financial feasibility in the new situation (Crore Rs)

Year -2 -1 1 2.7 1.6 4.3 1.0 11.5 16.6 28.1 1.7 M. 4.2 0.6 6.6 5.6 12.2 21.7 11.2 New situation Current situation New-Old -11.2 0.0 -11.2 105.5 -105.5 0.0 -105.5 27.4 2.7 24.7 27.4 2.7 24.7 27.4 2.7 24.7 27.4 2.7 24.7 27.4 2.7 24.7 2 2.7 1.6 4.3 1.0 11.5 16.6 28.1 1.7 4.2 0.6 6.6 5.6 12.2 21.7 3 2.7 1.6 4.3 1.0 11.5 16.6 28.1 1.7 4.2 0.6 6.6 5.6 12.2 21.7 4 2.7 1.6 4.3 1.0 11.5 16.6 28.1 1.7 4.2 0.6 6.6 5.6 12.2 21.7 5 2.7 1.6 4.3 1.0 11.5 16.6 28.1 1.7 4.2 0.6 6.6 5.6 12.2 21.7 10 2.7 1.6 4.3 1.0 11.5 16.6 28.1 1.7 4.2 0.6 6.6 5.6 12.2 21.7 13.5 27.4 2.7 11.2 27.4 2.7 24.7 27.4 2.7 24.7 15 2.7 1.6 4.3 1.0 11.5 16.6 28.1 1.7 4.2 0.6 6.6 5.6 12.2 21.7 20 2.7 1.6 4.3 1.0 11.5 16.6 28.1 1.7 4.2 0.6 6.6 5.6 12.2 21.7
Throughput (Mt)
Coal Iron Ore Total Incremental
Revenues
Wharfage Handling Total
Operating cost
Labour R &
Consumables Other Total Depreciation Total cost Net Income Capex Cash flow
In the new situation, the staff for the mechanical facility is estimated at 60 workers per year. Average labour costs will be higher than for the manual unloading, as higher qualification is required. Total salary costs are thus 290,000 Rs/yr for 60 staff, or 1.7 Crore Rs/yr. Table 5-4 Comparison of Current and New situation parameters
Current Staff Average salary * (Lakh Rs.) Total labour cost, Crore Rs/yr Coal Wharfage: Iron Ore Coal Handling: Iron Ore * includes payments of pensions and other benefits, calculations 36.5 13.5 26.0 36.5 130 2.1 2.8 15.0 New 60 2.9 1.7 26.0
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BUSINESS PLAN VPT
Maintenance cost on the civil works: 1.5% p.a., equipment excluding the conveyor belts: 3% p.a. and the conveyor belts 6% p.a. The conveyor belts will be replaced after 10 years. The project has an incremental IRR of 22%.The operating cost is around 13 Rs per ton for the new facility against around 8 Rs per ton in the current situation. The net income in the new situation is approximately 42 Rs/tonne. The current situation is generating positive income to the port of around 6 Rs/tonne. The Net Present Value of the new project is 124 Crore Rs when discounting at 8%. Table 5-5
Item Labour cost, Rs/tonne Total operating Cost, Rs/tonne Net income, Rs/tonne IRR, % NPV @ 8%, Crore Rs. 226
Summary table of financial feasibility

Current situation 5.4 8.1 6.4 New situation 3.3 12.6 41.8 22% 124 Incremental -2.1 4.5 35.4 20% 102
Consultants recommendation The project is generating an IRR of 22% on its own merits. Compared when the old situation, the IRR based on additional income the IRR will amount to 20%. The project frees up two berths on the West Quays, which will be available for other cargoes. Significant cost reductions are realised in terms of TRT for the vessels, which benefits the clients. Also the port will have additional benefits due to the reduced waiting times and shifting requirements. Consultants are of the opinion that the project is viable from a financial and economic point of view.
5.2.4
Implementation
In order to improve the handling productivity on the short term, VPT wants to use mobile cranes. The project will be implemented via PSP and the tender will be brought on the market in the beginning of 2007. The following time frame is anticipated: Table 5-6
Action Proposal to the board Permission of GoI EoI for the project Request for Proposals Finalisation of Bids Award of the concession contract Start of Construction including design Start of Operations
Time frame
Date or period January 2007 March 2007 April 2007 August 2007 December 2007 February 2008 March 2008 January 2009
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BUSINESS PLAN VPT
The investment for VPT is to strengthen the quay walls, for which a period of 15 months is foreseen, which consists of the time needed for the tender procedure (3 months) and strengthening the quay walls (12 months). The project could start in the beginning of 2007.
5.3
Re-organisation of fertiliser handling
Fertilizers are imported as urea and raw materials such as rock phosphate and sulphur. A dedicated private owned facility is located at the fertilizer berth (FB) its imports through this facility are limited to own use. The throughput in 2005-2006 via this facility was 850,000 ton while the total throughput in the port was 3.2 million. This implies that about 2.3 million ton was handled in other locations in the port, predominately at the East Quays (EQ) 1 through 9 and in the outer harbour at the GCB. Ms. Tinna has concluded a concession contract to handle fertilizers on EQ 5 and negotiations are ongoing with another private operator to handle fertilizers on EQ 7, with a storage facility located behind quays 5 and 7 Fertilizers at berth EQ 5 and EQ 7 will be handled under a BOT agreement with private operators. The products will be unloaded and transported to warehouses at the port. The operators will submit their operations plan for unloading the fertilizer in a proper way including the transport to the storage facilities. The VPT require that the ships will be unloaded by mobile quay cranes or ships gear. Properly designed hopper with mobile belt conveyors to the warehouses will create an efficient and environmentally friendly solution. The use of a mobile crane will result in unloading rates of about 7 ton per day per gang. Two mobile cranes obviously will create an unloading rate of about 14 ton per day per ship. The private operator should invest in mobile cranes, fixed or mobile belt of link conveyors, hoppers at the quay and storage facilities for the fertilizer such as warehouses. The loading of the warehouse can be mechanized as well by means of an overhead belt conveyor and an overhead travelling bridge. Outtake can be performed by payloaders, which will load the trucks of by means of mobile hoppers with a belt conveyor along side the warehouse. The general cargo will be shifted from these berths to the West Quays. Mobile cranes are already foreseen and as such no further investments are required.
5.4 5.4.1
East Docks and Strengthening East Quays 1-4 General description and motivation
Due to the deepening of the inner harbour several berths at the East Quays need to be strengthened or replaced due to the fact that the deepening goes beyond the design depths of these berths. Besides this, the quays were constructed in 1937 and have exceeded the design life time. The involved berths according to the VPT are quays, EQ 1, 2, 3, 4, 5, 6, and 7. The EQ 1-4 will be upgraded to a vessel draft of 14 m and will be constructed about 25m from the original water line in order to widen the channel. It has been decided that only East Quays 1 through 4 will be revamped and upgraded to 14 m draft capability as and when sufficient traffic justifies the investment. The project will be implemented via a concession with a potential operator.
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BUSINESS PLAN VPT
In addition to the East Quays, the East Docks will be developed for the handling of general cargo and for coal.
5.4.2
The East Docks will be developed south of the East Quays. The space is used for several dry bulk berths. On the North side, directly adjacent to the East Quays, it is envisaged to develop fertiliser handling capacity. On the South side, a quay for mechanised coal handling is foreseen. This latter project will be connected to the mechanisation of the GCB and use the same stack-area. The East Docks will be constructed for reception of Panamax bulkers, but initially be dredged to allow upto 12.5m vessel draft. This project will reduce the need of deepening other parts of the Inner Harbour and create immediate capacity for coal handling with reduced capital outlays due to integration with new facilities under development. Map 5-2 The lay-out of the East Docks and Rehabilitation of East Quays 1 through 4
5.4.3
Investment cost
The total infrastructure cost of the project is estimated at Rs 207 Cr, of which Rs 30 Cr is for account of VPT, with the remainder for account of the private operator. This includes superstructure and equipment.
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BUSINESS PLAN VPT
5.4.4
Implementation
The project will be implemented via PSP, though with different operators. The coal terminal will be integrated with the existing GCB mechanisation, which will require a specific rider to the concession agreement that will be concluded on that terminal.
5.5 5.5.1
The Mechanization of the General Cargo Berth General description and motivation
The existing general cargo berth consists of a quay wall of 356m and can receive ships up to a draft of 14.5m. The quay wall is designed for drafts up to 15m and vessels up to 100,000 DWT. The berth is used for only import of dry bulk such as coking coal, coke and fertilizer. Unloading is done by either ships gear or two floating cranes. In case ship gear is used the average output per ship per berth day is 5,200 ton per day. Using the floating cranes the output is 10,200 ton per day. In 2005 2006 the cargo throughput at the GCB was about 5 Mt, resulting in berth occupancy of about 98% assuming that the GCB consist of 1.5 to 2 ship berths, depending on the size of the ships. In 2005-2006 an equal amount of about 5 Mt of coal and coke was imported through the inner harbour. According to the market study, the expected amount of imported coking coal and coke is in the order of 11.0 Mt per year. In June 2006, IPA has conducted an extensive feasibility study for the mechanization of the General Cargo Berth. Several data of this study has been used by the consultants, especially the proposed equipment, handling rates and cost estimates. An increase of the handling capacity will increase the throughput for the General Cargo Berth, since present rate are low. This can be realized with a mechanized unloading facility in combination with a stacking yard with stacker-reclaimers and wagon loading installation. The facility should be capable of the handling of all imported coal and coke up to 10 or 11 Mt per year. The total infrastructure cost of the project for the refurbishment of the GCB is estimated at Rs 237 Cr, of which Rs 30 Cr is for account of VPT, with the remainder for account of the private operator. The cost of mechanised coal handling facilities, including conveyor belts and an interchange at the stack yard for the conveyor belt from the GCB, is estimated to cost Rs 60 Cr, entirely for account of the concessionaire. The investment costs for the inclusion of the berths and equipment in the East Docks is estimated at Rs 103 Cr. Implementation The project will be implemented via PSP, though with different operators. The coal terminal will be integrated with the existing GCB mechanisation, which will require a specific rider to the concession agreement that will be concluded on that terminal. The following time frame is anticipated:
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BUSINESS PLAN VPT
Table 5-7
Action Proposal to the board Permission of GoI EoI for the project Request for Proposals Finalisation of Bids Award of the concession contract Start of Construction including design Start of Operations Date or period, North side 2007 2007 2007 Is to be integrated with GCB mechanisation 2007 2008 2008 2008 2009 2008 2009 Date or period, Coal terminal
Map 5-3
General cargo Berth in the Outer Harbour
5.5.2
The mechanization of the GCB berth by two grab unloaders will create additional capacity. It is estimated that a capacity of 50,000 ton per day can be achieved which will result in a maximum capacity of about 11 Mt per year. This capacity depends highly on ship sizes. The berth is about 350m long and can accommodate 2 smaller vessels simultaneously or one large vessel. For the capacity calculations 1.5 available berths at the GCB has been assumed.
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BUSINESS PLAN VPT
The bulk material is unloaded from the ship at the general cargo berth with two gantry grab unloaders with a capacity of each 1,500 tons per hour. With two parallel lines of belt conveyors the bulk material is transported to the stack yard. Each conveyor line has a capacity of 2,000 tons per hour. With two stackers/ reclaimers of each 3,500 tons per hour the bulk material is stacked to the four parallel piles. The loading of the bulk material to the train wagons takes place with the two stackers/ reclaimers at the stock piles. Belt conveyors with a capacity of 4,000 tons per hour transfer the bulk materials to the loading station for train wagons.
5.5.3
Feasibility of the project
The existing facility is using a combination of manual labour and privately held floating cranes. Turnaround-times are comparatively high and clients are forced to shift from the berth to the Inner Harbour or temporarily back to the anchorage in order to make room for other vessels. The shifting has a major impact on the capacity of the berth and in addition puts unnecessary demands on the Marine Services department. The vessels are approximately 40 to 55,000 DWT, with an average load of 30 to 35,000 tons respectively. In order to clear the bottlenecks caused by this situation, the mechanisation of the import facility is initiated. This will also free up berth space in the Inner Harbour, as cokes and coals are also handled on the East and West Quays. For the financial feasibility, all coal and cokes cargo will be relocated from the Inner Harbour to the new facility. The throughputs over the 20 year-period is in accordance with the traffic forecast for these cargoes, although the cargo is capped at the maximum capacity of the facility. Berth days are calculated to fall to 1.0 days for coking and steam coal per call and 1.2 days per call for the cokes products, down from around 3.6 to 7.0 days currently. No increase in parcel size is expected, so that the calls will remain similar for the same amount of throughput. The current amount of ship berth days to offload the cargo is around 1465 days, whereas a similar amount of cargo in a new situation would require 500 berth days. The economic benefits accruing to the clients are in the order of 965 days of ship time not alongside. The vessel cost saving is estimated to be in the order of 20 USD/Million per year. This calculation is based on a time-charter equivalent of 20,000 USD/day for a 45,000 DWT vessel as has been prevailing in the past few years. Yet, even at the prevailing rates of the 1990s of around 10,000 USD/day, the benefits are still in the order of 10 USD/Million per year. Apart from these savings, the client will save considerably on berth hire, pilotage and towage due to the near-absence of shifting. For VPT, this will result in a direct fall in marine income. The consultants regard this as an item that should be ignored in the evaluation, as these incomes are unnatural due to bottlenecks in the system. The investment in the facility is as follows:
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BUSINESS PLAN VPT
Table 5-8
Investment mechanisation General Cargo Berth Outer Harbour

Number Capacity (Million tons/yr) 16.6 Cost USD (Million) 8.8 11.5 1.0 12.0 1.0 19.8 4.0 0.5 3.0 11.0 52.8 Cost Rs. Crore 39.6 51.8 4.5 54.0 4.5 18.0 2.3 13.5 49.5 237.7
Grab unloaders Belt conveyors Hoppers Stacker / Reclaimers Transfer towers Wagon loader Rails Loader Mechanical Works Civil Works Total
On the income side for the port, the facility will generate wharfage of 26 Rs/ton and mechanical handling revenues of 36.5 Rs per ton. These tariffs are the same as the current ones. The current revenues consist of the wharfage as well as storage. The effective storage fee equals of 3.5 Rs per tonne handled, which is a reflection of the tariff and the average days the goods are stored. Most of the handling is done with ships gear and privately owned floating cranes. The mechanised facility will thus replace a very substantial part of this private business. It is estimated that the current number of port staff involved in the manual unloading of the coal and cokes is around 115 on the GCB with an additional 70 staff in the inner Harbours. The average allinclusive salary is estimated at 300,000 Rs/yr. Total salary amounts to 5.5 Crore/yr. In the new situation, the staff for the mechanical facility is estimated at 100 workers per year. Total salary costs are kept at 300,000 Rs/yr for 100 staff, or 3.0 Crore Rs/yr. The current capacity includes the throughput of cargo over the Inner Harbour berths of cargo that will be handled at the GCB in the future. The incremental cargo is estimated at 2 Mt on the new berth in the medium term. Table 5-9 Comparison of Current and New situation parameters
Current Staff Average salary * (Lakh Rs.) Total labour cost, Crore Rs/yr Wharfage: Handling: Storage Coal Coal Coal 185 3.0 5.5 26.0 3.5 10 New 100 3.0 3.0 26.0 36.5 3.5 12
Capacity Mt/yr * includes payments of pensions and other benefits, calculations
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BUSINESS PLAN VPT
For maintenance cost the following has been assumed: on the civil works, 1.5% p.a.of the investment, equipment excluding the conveyor belts, 3% p.a. and for the conveyor belts 6% per year. The conveyor belts will be replaced after 10 years. The project has an IRR of 21% based on an operating cost of around 12 Rs per tonne for the new facility. Compared with the old situation the operation costs are 5 Rs per tonne higher. The net income in the new situation is approximately 42 Rs/tonne against around 22 Rs/tonne in the current situation. The Net Present Value of the new project is 253 Crore Rs when discounting at 8%. Table 5-10 Summary table of financial feasibility
Item Labour cost, Rs/tonne Total operating Cost, Rs/tonne Net income, Rs/tonne IRR, % NPV @ 8%, Crore Rs. 183 Current situation 5.0 7 22 New situation 2.9 12 42 21.0% 253 Incremental -2.1 5 20 11.8% 70
Table 5-11 Details of the financial feasibility in the new situation, Crore Rs.
Year -2 Throughput (Mt) Coal (all sorts) Incremental Revenues Wharfage Handling Storage Total Operating cost Labour R Other Total Depreciation Total cost Net Income Capex Cash flow New situation Current situation New-Old -24.8 -212.8 24.8 -24.8 212.9 -212.9 45.5 19.1 26.4 47.4 19.7 27.7 48.7 20.3 28.4 50.6 21.2 29.4 54.7 22.7 32.1 & M, Consumables -1 1 9.0 0.2 23.4 32.5 3.2 59.1 3.2 9.1 1.2 13.5 12.7 26.2 32.9 2 9.3 0.3 24.2 33.6 3.3 61.0 3.2 9.1 1.2 13.6 12.7 26.3 34.8 3 9.5 0.3 24.7 34.3 3.3 62.3 3.2 9.2 1.2 13.6 12.7 26.3 36.0 4 9.8 0.3 25.5 35.4 3.4 64.3 3.2 9.2 1.3 13.7 12.7 26.4 37.9 5 10.5 0.5 27.2 37.7 3.7 68.6 3.2 9.3 1.3 13.8 12.7 26.5 42.1 10 12.0 2.0 31.1 43.2 4.2 78.5 3.2 9.7 1.3 14.2 12.7 26.8 51.7 51.8 12.6 22.7 -10.1 64.6 22.7 41.9 64.6 22.7 41.9 15 12.0 2.0 31.2 43.3 4.2 78.7 3.2 9.7 1.3 14.2 12.7 26.8 51.9 20 12.0 2.0 31.2 43.3 4.2 78.7 3.2 9.7 1.3 14.2 12.7 26.8 51.9
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BUSINESS PLAN VPT
Consultants Recommendation The project is generating an IRR of 21% on its own merits. Compared with the present situation and only counting the additional cash flow, the IRR comes to 12%. The current situation on the GCB alone is providing a very attractive return from a purely financial perspective. In the new situation the VPT will have less income from the marine services provided and the berth hire. The economic benefits of the projects will be cashed by the client, due to the savings in port costs and time savings for the vessel. Consultants are of the opinion that the project is viable from a financial and economic point of view and implement the project as soon as possible.
5.5.4
Implementation
The project is currently under development and fast tracked in order to improve the handling operations as soon as possible. The project will be implemented via PSP and the tender will be brought on the market in the beginning of 2007. The following time frame is anticipated: Table 5-12
Action Proposal to the board Permission of GoI EoI for the project Request for Proposals Finalisation of Bids Award of the concession contract Start of Construction including design Start of Operations Date or period 2006 Early 2007 Early 2007 Early 2007 Mid 2007 Late 2007 Late 2007 Late 2008
The investment for VPT is to strengthen the stack area and construct rail track, for which a period of 6 months is foreseen, which consists of the time needed for the tender procedure (3 months) and strengthening the quay walls (12 months). The project could start late 2008.
5.6 5.6.1
Upgrading the iron ore jetty for 200,000 DWT General description and motivation
The iron-ore jetty has two berth OB-1 and OB-2 with a draft of 16.5m and 270m of berth length. The total throughput in 2005-2006 of the loading iron ore (fines and pellets) was about 14 million tons. The berth occupancies were about 60% for both berths. Calculation show that this is below the present capacity of the ship loader (8,000tph), belt conveyors and reclaiming in the stacking yard. The present equipment (replacement might be necessary) should be able to handle 20 million ton with berth occupancy of 60%. The improvements should be sought in solving bottlenecks in the loading line to the ships and stacking area.
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BUSINESS PLAN VPT
5.6.2
The loading rates for iron ore seem low comparing to the actual design capacity of the installation. The main reasons given by VPT are the life time of the installation; most parts are more than 30 years old. Various components need urgent replacement. The ship loader was originally designed for the handling of lumps, now fines are handled. The stack yard has constrains. Sometimes it stores cargo for more than 20 different clients which cause inefficiencies when reclaiming the ore. In addition to the above, replacements of the present equipment are foreseen in the near future. Various improvements have already been initiated by the VPT according to a detailed feasibility report of October 2005 by HOWE PVT Limited. In the report a study has been performed to the technical feasibility to make the jetty suitable for vessels up to 200,000 DWT. According to this report, it is possible. Exporters should however indicate how often these vessels will be used in Visakhapatnam to verify the financial feasibility. In combination with the extension of the ore jetty in the Outer Harbour, the port has decided to replace the main items of equipment of the Ore Handling Complex. This investment includes a bucket wheel reclaimer, and the stacker and smaller items. The ship loader, a stacker and reclaimer are for example built in 1976 and have exceeded their technical life time. The costs for these investments should come from the reserved funds from the depreciation. The total cost is estimated at around 150 Cr. Rs. This investment is covered by a loan provided by the Japanese Bank for International Cooperation (JBIC) and is currently underway. The project will be operational by 2008.
5.6.3
Financial feasibility and coverage
The accommodation of 200,000 DWT vessels at the Ore Berth in the Outer Harbour will require dredging and installation of a Mooring Dolphin. The facility will improve the logistics for exports of Iron Ore for certain clients. The total investment for the dredging and the adjustment to the jetty has been estimated at 50 Crore Rs. The cost for solving bottlenecks is difficult to estimate without a proper and detailed equipment assessment. At this point, no additional cargo is expected to arrive for this investment. The larger vessels will simply displace smaller vessels. The throughput related to the project is estimated at 3.5 Mt of Iron Ore. The Iron Ore estimate is based on the feasibility study carried out earlier for VPT on the extension of the Iron Ore jetty. However, the construction of the extension will prevent a loss of cargo to Gangavaram. The coverage of the replacement investment ought to be covered from the reserve fund. As such this replacement investment is not included in the financial feasibility. Table 5-13 Summary table of financial feasibility
Item Total operating Cost, Rs/tonne Net income, Rs/tonne IRR, % NPV @ 8%, Crore Rs. 102 Current situation 0 35 New situation 2.1 25 17.7% 37 Incremental 2.1 25 17.7% 37
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BUSINESS PLAN VPT
Consultants Recommendation The project has a positive incremental IRR. The Net Present Value of the new project alone is 37 Crore Rs when discounting at 8%. The operating cost is around 2 Rs per ton for the new facility. The net income in the new situation is approximately 25 Rs/tonne. The current situation would no longer generate revenues, as the cargo would be lost to another port. As cargo loss is prevented, the incremental results are identical to the New results.
5.6.4
Implementation
The project is currently being implemented by VPT, including the replacement of the equipment. VPT has obtained a Yen-denominated loan from the JBIC, at an interest rate of 1.5%. This loan covers both the mooring and the replacement of the equipment. The project will be carried out by VPT and future operations too will be held with VPT. The following time frame is anticipated: Table 5-14
Action Proposal to the board Permission of GoI Start of Construction including design Start of Operations Date or period 2006 2006 2007 2008
5.7 5.7.1
Handling facility for POL General description and motivation
POL products are both imported and exported through the port. In 2005-06, 2.3 million was exported, while about 2 million was imported. About 3.2 million ton including other liquids was handled at the OR-1 and OR-2 at the inner harbour. The berth occupancy was 60% and provides limited room for more POL products. The remaining POL was handled as transhipment at the Oil Mooring. HPCL is expanding its refinery to be able to produce 15-16 Mt of petroleum products. This expansion requires a Crude Oil intake of 15 Mt, as the losses are minimal according to HPCL. The company estimates that 30% of the products produced will be exported, so that around 4.5 Mt of products are to be expected once the refinery is on stream. At that moment, 2011/12, HPCL will have installed a Single Buoy Mooring facility south of the breakwaters. In the monsoon period it is expected that the facility will not be operational for about 60 days per year and this operational loss will have to be accommodated in some other way. This could be by using the OSTT in the Outer Harbour for this period in which case approximately 3 Mt have to be handled. This translates into some 20 vessel calls of 150,000 Dwt vessels. The introduction of the SBM implies a significant freefall of jetty-capacity on the OSTT. The increase of the POL for HPCL is however a bottleneck in the future. To a large extent, the increase in cargo throughput is offset in two ways. At present, HPCL has around 12 tanker calls per month at the OR1 and OR2 , against 6-7 calls by the other oil companies. HPCL wishes to switch to
BUSINESS PLAN VPT
larger product tankers, but maintain the same frequency of 12 calls per month. The size increases from the current of around 25,000 Dwt to vessels of 40,000 Dwt. These vessels require a vessel draft of 12 meters and a jetty of 195 meters length. The required modifications to the jetties can be undertaken without hindrance of the cargo handling. At the same time, as and when the refinery is commissioned, the company will be able to increase the pumping rates to the loading arms. On the Oil-Refinery Berths 1 and 2, the expected loading rates will therewith double from the current 300-400 ton/hour to 600-800 ton/hour. HPCL expects to handle around 3 Mt on these berths. The balance of 1.5 Mt will need to be handled elsewhere in the port. Two solutions exist. The OSTT may be modified to accept this 1.5 Mt. However, major modifications may be required, in any case to accept the smaller tankers and product lines will have to be laid in order to pump product to the tankers. The company has not yet made a cost calculation for this option. Another solution is to use the product lines on the LPG jetty. Currently, very few lines are available at the jetty, as HPCL expects to export more different products, new lines are required. Furthermore, the length of the lines is over 4 km and this leads to substantial pressure loss in the line between the refinery and the loading arm. The present loading rate is around 500 ton/hour. The company is considering installing booster stations within 2-3 years, so that pumping rates of 800-1,000 ton/hour can be achieved. TOTAL is using the LPG jetty for LPG and will also switch to larger tankers. According to HPCL, the requirement of TOTAL will remain around 3-4 vessel calls per month and the same frequency will be required for HPCL, on the basis of the 1.5 Mt of residual requirement and a vessel size of 40,000 Dwt. While this may lead to relatively high utilisation of the berth, it appears to be possible to accommodate the requirement with relatively minor modifications by HPCL. The unloading capacity will be extended to 1,000 M3 per hour. The NOM will be moved to the other side of the turning circle in order to have operational flexibility in case transhipment is required. The project for the handling of POL consists of: The modification of the existing OSTT The relocation of the NOM The adjustments for OR1 and OR2
5.7.2
Modification of existing OSTT
At present the OSTT is used for only crude import. In the near future, when the SBM is operational most crude will be handled at the SBM. However about 60 days per year, the SBM is not operational due to weather conditions. This implies that about 20% of all crude will be still be handled at the OSTT. The remaining capacity of the OSTT can be used for the handling of POL. The necessary adjustments are the installation of additional loading arms and pipe lines to the refinery.
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BUSINESS PLAN VPT
5.7.3
Relocation of the NOM (New Oil Mooring)
As oil products exports are expected to rise, additional capacity is required. The location in the Outer Harbour is problematic, and a new separate POL jetty is not possible. An alternative solution of lengthening of and installation of double manifolds on the OSTT may neither be possible, due to the different technical requirements of the vessel sizes. When the SBM becomes operational, still 20% of the crude will be discharged at the OSTT. 5Mt of products can be handled at the OSTT when the SBM is operational. A relocation of the current NOM is considered to a location between the LPG jetty and the OSTT. The cost is estimated at 30 Cr. The location of the NOM is required due to the construction of the container terminal extension
5.7.4
Adjustments of OR1 and OR2
The OR-1 and OR-2 have presently a draft of 10 and 9.7m.In order to handle vessels with a draft of 12m the existing berths must be made suitable for such drafts. A possible solution is to construct a sheet pile wall in front of the existing structure and use the existing structure as anchor wall. In addition to the deeper draft the handling rates of the products needs be increased in order to increase the overall capacity. It is expected that two loading arms needs to be installed at the berth in order to achieve a loading rate of 800 ton /hour. The total annual capacity of the OR-1 and OR-2 will now be approximately 5 mil ton or products. The total costs for the adjustments are estimated to be 60 Cr rp.
5.7.5
Adjustments of LPG-jetty
The LPG is currently used for only the import of LPG. The present loading rate will be increased to 800 1000 ton/hour, which will increase the capacity with about 1 million ton per year. As the LPG is for one client only, and the product will arrive in liner type operations, it is reasonable to accept higher utilisation levels than typically used for a single berth operation (60%). Furthermore, the time alongside the berth lost to paperwork and other administrative issues as well as cargo issues is also likely to much lower than at multi-user berths. Hence, the capacity of the berth is estimated to be around 4 Mt/year. The additional capacity can be used for either additional LPG or POL. For the handling of POL several adjustments are required, such as additional loading arms, and pipes to the refinery. The total investments costs for these adjustments are estimated on 230 Mln Rs.
5.8 5.8.1
SBM facility for the handling of crude by VLCC General description and motivation
Presently all crude import of about 7.5 million ton per year is handled at the Offshore Tanker Terminal (OSTT) resulting in berth occupancy of about 60%. This is considered the limitation of the berth, especially since the discharge rates are within the range comparing to other ports. Space is limited in the outer harbour and solutions were sought in a development of a SBM outside the breakwaters. The SBM will be used predominately for the discharge of crude. It is expected that it can
BUSINESS PLAN VPT
handle about 20 million ton of crude per year. This is based on the fact that VLCC has pump 3 capacities up to 15,000 to 20,000 m per hour. A single point mooring consists of a single mooring buoy and capable of mooring crude tankers in adverse sea conditions.
5.8.2
Feasibility
The following remarks can be made: The investment was calculated by the VPT and is 540 Cr Rs. The additional throughput from the SBM is about 20-22 million ton of crude import per year, which is the capacity of the facility, depending on the ships pump capacity and pipe lines to the refinery. The investment will be on the account for HPCL. Currently a discussion is ongoing between HPCL and VPT about the extension of the refinery, to which this project is linked. If the refinery is not constructed, the SBM may not be necessary. Still, HPCL is considering an SBM in any case as part of its policy to reduce transport costs and is thus switching to VLCC. The discussion between VPT and HPCL has been concluded and the SBM will be installed within the jurisdiction of VPT. A renegotiated wharfage is part of the outcome.
5.8.3
Implementation
The project will be implemented via PSP. The following time frame is anticipated:
Action Negotiation of concession contract Start of Construction including design Start of Operations Date or period Finalised November 2007 March 2008 January 2009
The investment for VPT is zero. The project could start in the beginning of 2009.
5.9 5.9.1
Entrance Channel and inner Basin General description and motivation
The deepening of the entrance channel to the inner harbour and the inner harbour itself is one of the projects initiated by the VPT. The project is intended to be executed in three stages. The first stage involves the deepening to a draft of 11m and the final stage a draft of 14m. In the last stage the inner harbour should be suitable for Panamax vessels. However the entrance channel to the inner harbour is very narrow and curved and access with Panamax vessel should be carefully checked with nautical simulation. VPT has to take into account the slope protection measures while formulating the design of the entrance channel.
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BUSINESS PLAN VPT
5.9.2
The financial and economic feasibility
The deepening of the entrance channel to the inner harbour and the basin in the inner harbour from 12.5m to 14 m draft is directed at accommodating Panamax vessels in the Inner Harbour. On the basis of the traffic analysis, this investment is to be likely carried out for multiple clients. There is one client importing Coking Coal that would make use of this facility. The client has indicated that around 3 Mt of cargo will be offloaded in the Inner Harbour in the future, out of a 5.5 Mt package, 2.5 Mt is to be offloaded at the GCB. The only reason being that under present arrangements the GCB has insufficient capacity. At this point, no additional cargo is expected to arrive for this investment. The larger vessels will simply displace smaller vessels. In addition, no upsizing to Panamax is expected by other clients. The throughput related to the project is estimated at 3 Mt of Coking Coal. The estimate is based on a discussion with SAIL. The total investment for the dredging has been estimated at 150 Crore Rs.: Table 5-15 Investment deepening Inner Harbour / Entrance Channel to 14 m draft
Cost USD (Million) Dredging Total 33 33 Cost Rs. Crore 150 150
The project will generate revenues from port dues, which are 11.5 Rs per GRT and from marine services such as pilotage/towage charges which are a lump sum of 20,000 Rs and 23 Rs per GRT. The 70,000 DWT vessels are assumed to displace 50,000 DWT vessels. Parcel sizes will increase from 30,000 to 50,000 tons. Table 5-16 Comparison of Current and New situation parameters, Million Rs.
Current Vessel size, DWT Port dues per call, Million Rs. Pilotage/towage per call 50,000 0.23 1.7 New 70,000 0.32 1.9
Maintenance cost on the civil works: 1.5% p.a. Table 5-17 Summary table of financial feasibility
Item Total operating Cost, Rs/tonne Net income, Rs/tonne IRR, % NPV @ 8%, Crore Rs. 158 Current situation 0 63 New situation 7.5 27 3.9% -40 Incremental 7.5 -36 <0% -198
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BUSINESS PLAN VPT
The project has a negative incremental IRR. The operating cost is around 7-8 Rs per ton for the new facility against around 0 Rs per ton in the current situation. The net income in the new situation is approximately 27 Rs/tonne and in the current situation these revenues are around 63 Rs/tonne. The Net Present Value of the new project alone is -40 Crore Rs when discounting at 8%. Table 5-18 Details of the financial feasibility in the new situation, Crore Rs.
Year -2 Throughput (Mt) Coking Coal Incremental Vessel calls New Incremental Revenues Port dues Pilotage/Towage Total Operating cost Depreciation Total cost Net Income Capex Cash flow New situation Current situation New-Old -75.0 -75.0 75.0 -75.0 75.0 -75.0 11.1 18.8 -7.7 11.1 18.8 -7.7 11.1 18.8 -7.7 11.1 18.8 -7.7 11.1 18.8 -7.7 11.1 18.8 -7.7 11.1 18.8 -7.7 11.1 18.8 -7.7 R & M. -1 1 3 3 60 -40 1.9 11.5 13.4 2.3 3.0 5.3 8.1 2 3 3 60 -40 1.9 11.5 13.4 2.3 3.0 5.3 8.1 3 3 3 60 -40 1.9 11.5 13.4 2.3 3.0 5.3 8.1 4 3 3 60 -40 1.9 11.5 13.4 2.3 3.0 5.3 8.1 5 3 3 60 -40 1.9 11.5 13.4 2.3 3.0 5.3 8.1 10 3 3 60 -40 1.9 11.5 13.4 2.3 3.0 5.3 8.1 15 3 3 60 -40 1.9 11.5 13.4 2.3 3.0 5.3 8.1 20 3 3 60 -40 1.9 11.5 13.4 2.3 3.0 5.3 8.1
Consultants recommendation The project is generating an IRR of 3.9% on its own merits and compared with the current situation, the IRR turns negative. This project is not feasible on the basis of the projected throughput. Space is freed up on the GCB. While this may be an appealing argument, the bottlenecks at the GCB can be resolved through mechanisation. The higher productivity obtained will offset the benefits of unloading in the Inner Harbour. If this solution is used, the main client of the deep draft would fall away. It is recommended to deepen the inner harbour to a draft of only 12.5m in combination with the strengthening of the berths West Quays 1 through 4 and East quays 1 through 4. This draft allows bulk vessels up to about 60,000 DWT to enter the inner harbour, which is sufficient for the thermal coal vessels and fertilizer ships. Deepening to 14m vessel draft should only be undertaken if a private operator is found willing to guarantee sufficient throughput to make the investment feasible, or when the expected cargo flow for
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BUSINESS PLAN VPT
the East Quays reaches sufficient mass. This is estimated to be as of around 6-8 Mt with Panamax vessels.
5.9.3
Implementation
The project is not expected to be required before 2015/16
5.10
Other infrastructural projects
5.10.1 Development of berth West Quay 5 Berth 5 is presently used for the export of alumina by a private operator and there seems no direct need for larger draft. In case the private operator wishes to receive large vessels, the berth can be upgraded, but a cost share agreement with the operator should be concluded. 5.10.2 Development of berth West Quay 6 The area between WQ 5 and 7 does not have a quay wall, but consist of a slope protection and is not suitable to moor vessels. The development of a quay wall at this location is a logical decision by the VPT to create fill in the gap between WQ 5 and 7. However the back land is very limited due the presence of the belt conveyor of the alumina export. This implies that the berth is only suitable for the import or export of bulk materials which can be transported by a conveyor belt. Granular products such as grain products could be handled here. The berth will be developed as a BOT contract. The investment costs are Rs. 45 crore and will be implemented by the private operator. Implementation The project will be implemented via PSP and the tender will be brought on the market in the beginning of 2007. The following time frame is anticipated:
Action Proposal to the board Permission of GoI EoI for the project Request for Proposals Finalisation of Bids Award of the concession contract Start of Construction including design Start of Operations Date or period Late 2006 Late 2006 Early 2007 Early 2007 Mid 2007 Mid 2007 Mid 2007 Early 2008
5.10.3 Installation of mechanized facilities at WQ 7 for alumina export A private investor is interested to use WQ 7 for the export of alumina, about 1 million ton per year. The investor and operator will supply the silos and conveyor belts to the quay as well as the shiploader. The operator will receive priority use for the berth and equipment.
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BUSINESS PLAN VPT
Implementation VPT will need to negotiate the terms with the operator, after which it is the operators responsibility to implement and install the equipment. 5.10.4 Construction of EQ 10 and WQ8 in the inner harbour According to the VPT, the development of berth EQ10 and WQ 8 are for the handling of respectively caustic soda and the export of alumina. EQ10 is to be developed as a BOT, costing 35 Cr. Rs. The quay is to be operational by 2009. WQ8 will be developed by VPT, at a cost of 50 Cr. Rs and is expected to be operational by 2010. Implementation The EQ10 project will be implemented via PSP and the tender will be brought on the market in 2007. The following time frame is anticipated:
Action Proposal to the board Permission of GoI EoI for the project Request for Proposals Finalisation of Bids Award of the concession contract Start of Construction including design Start of Operations Date or period EQ10 Early 2007 Mid 2007 Late 2007 Late 2007 Early 2008 Mid 2008 Mid 2008 Mid 2009 Date or period WQ8 Early 2008 Mid 2008 Late 2008 Late 2008 n.a. n.a. Mid 2009 Mid 2010
5.10.5 Development of Lova Garden Area The Lova Garden Area, next to the Inner Channel may be developed in various ways. One of the proposals that has been put forward is a Ship dock facility. This would require dredging of the area. The project should only be considered if and when the entire investment, including infrastructure, is borne by a private investor.
5.10.6 Extension of the container terminal The present container terminal is operated by a private operator, VCT and last years throughput was about 40,000 TEU. The forecast is that this will grow to about 350,000 TEU in the year 2012. The present capacity of the terminal is about 350,000 TEU per year. Additional crane capacity and yard equipment is required for this volume but the stacking area is sufficient to handle these container volumes. Adjacent to the existing container terminal, space is available for extension. The present operator, VCT has the first option to use this area for the extension. The investment cost is estimated at $42 million or Rs 210 Crore.
124
BUSINESS PLAN VPT
The terminal extension will be developed on a BOT basis, with first right of refusal for VCT to do so. VCT intends to use the space initially for bulk cargoes and smaller cargo flows, such as cars. When container traffic warrants development of the area into a container terminal, the company can do so. Implementation The project will be implemented via PSP. The project will require (re)negotiations with the current operator and it is emphasised that the project should be developed quickly in order to develop cargo flows that may as yet be small and have capacity for container traffic if the client is able to capture envisaged flows. The following time frame is anticipated:
Action Proposal to the board Permission of GoI Renegotiation of contract Start of Construction including design Start of Operations
Date or period 2007 2007 2007 2008/09 2009/10
5.10.7 Development of Fishing Harbour The Fishing Harbour may over time be developed into stacking area for the Container Terminal, with space for a Container Freight Station, as well as create additional berths for smaller container feeder vessels. The project is not foreseen to be implemented during the current Business Plan period. The total cost of the project is estimated at 100 Cr. Rs.
5.11
Marine services
In general it can be stated that the capacity for the marine services in term of pilots and tug boats is sufficient for the present ships calling at the Port. For the handling of Cape size vessels the following investments would be necessary: To enable night berthing it is recommended to purchase a tug boat of 75 tons bollard pull and to widen the entrances channel near the harbour mouth In case VLCC will be handled at the SBM, NOM facility and probably also for the OSTT at least two tugboats of 75 tons bollard pull will be required. In view of the above it is proposed to purchase a 75 tons tug boat and one more in case the VLCCs will be handled at the SBM. Moreover two tug boats have to be replaced due the fact that the life of the tug is estimated at 20 years. The replacement of the two tug boats of 30 tons each can be implemented in 2010 and the second one in 2012.
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BUSINESS PLAN VPT
5.12
Confrontation of supply and demand
The projects listed above account for well over 70 Mt of capacity. Part of this is replacement of existing capacity, as mechanisation is undertaken. Some projects have relatively short lead times and consultants advise that these should be undertaken as soon as possible to relieve the congestion. The other projects require lead times due to the necessity of further detailed analysis and the simple reason that substantial construction is to be undertaken. The business plan period can be used to initiate discussions with users, undertake thorough market research and start planning accordingly. In any case, for projects that are clearly single-user, discussions should be held with clients to obtain commitments of cargo or direct investment. For multi-user berths, independent terminal operators may be attracted. Table 5-19 Summary of projects
Project Export facility for Thermal Coal WQ1/WQ2 Import facility Granular fertiliser EQ1-3 Mechanisation General Cargo Berth Deep Water Dry Bulk terminal Deepening Inner harbour to 14m draft 200k Dwt vessels Iron Ore Jetty POL jetty Relocation Oil mooring SBM facility Relocation of container terminal East Docks development Replacement equipment Iron Ore Handling complex and remaining costs on upgrading complex Extension Container Terminal Total main projects not rejected Total other waterside related projects Grand total Note: * capacity based on targeted cargo. 4 8.5 15 Capacity Mt 3-6 4-10 11 16 3* 3.5* Cost Crore Rs. 117 77 237 385 150 50 113 30 540 99 207 203 120 1834 551 2385 Consultants recommendation Viable project Viable project Viable project, under development Rejected Not viable Under development Rejected Under development Under development Rejected Viable project Under development Under consideration
After the projects have been implemented, the total available capacity of the port will rise to 110-120 Mt per year. The emphasis is on enabling and facilitating bulk cargo handling and mechanising the existing facilities. Almost all cargoes will have sufficient residual capacity to cover demand well after 2012-13. For certain cargoes, some planning may be required during the business plan period. However, it should be noted that the capacity by commodity is not a full one-on-one relationship with berths. Handling on different berths will allow cargoes to be traded through VPT. The investment projects might affect the handling of general cargo and project cargo, e.g on EQ 5 and 7. due to BOT contracts for fertilizers. Due to implementation of the proposed investments, berth space will become available on WQ 3-4, which can be used to handle this cargo. The cargo can also
126
BUSINESS PLAN VPT
be handled on EQ 1-3, as long as the new berths are not refurbished, deepened and given out via a BOT to a private operator. Table 5-20 Future throughput and capacity after implementation of projects, 2012-13, Mt
Expected throughput 2012-13 Iron Ore (fines) Steel & Pig Iron Thermal Coal Alumina Calcined Coke Other Dry Bulk* Other General Cargo POL Containers Fertilizers Fertilizers Food Grains Coking Coal Other Dry Bulk Other General Cargo Crude POL LPG Other Liquids* Containers Transhipment Total Note: *Covered on various berths 89 119 23 1 3 7 1 2 2 5 2 2 3 1 11 0 1 16 2 4 2 2 Available capacity 23 1 5 8 1 2 2 5 4 2 7 1 16 3 1 25 2 4 5 4
For the Inner Harbour, throughput remains at fairly low utilisation levels on the East Quays. The West Quays will still have capacity to accommodate growth after the planning period. Fertilisers might require solutions towards the end of the planning period. Yet, for the Inner Harbour, the implementation of the projects will make the congestion experienced a thing of the past.
127
BUSINESS PLAN VPT
Figure 5-1 Berth occupancy in 2012-13, new configuration, Inner Harbour
The projects carried out in the Outer Harbour (and outside the breakwaters in case of the SBM) will also significantly reduce occupancy levels. Waiting times will be near non-existent for the dry bulk related terminals. Figure 5-2 Berth Occupancy in 2012-13, new configuration, Outer Harbour
128
BUSINESS PLAN VPT
Map 5-4
New port lay-out
129
BUSINESS PLAN VPT
5.13
Long term developments
The present capacity of the port is about 55 Mt. After implementation of the projects as described before the total capacity of the Port of Visakhapatnam comes around 120 Mt, which will be sufficient for the coming 15 years. This implies that the Port will reach its full capacity around 2020. For the period thereafter 3 options remain: Consolidation of the Port activities; Extension of the port activities by creating a new outer harbour; Capacity extension by creating a second inner harbour. From an economic point of view for the further extension of the ports capacity an evaluation has to be made of investing in a new outer harbour or creating a second inner harbour. The picture below presents the contours of a new outer harbour (in orange) and of a second inner harbour (in yellow). Map 5-5
Second Inner Harbour
New Outer Harbour
The investment components for investing in a new outer harbour consist of: The construction of breakwaters at a water depth of about 20 m; The reclamation of the land with a volume of about 20 million m3; Dredging works with a volume of about 6.5 million m3; and The construction of quays at a water depth of about 16 m.
130
BUSINESS PLAN VPT
At present, the Navy has its base in the inner port between the western and northern arm. This means that a solution needs to be found in the relocation of the Navy. The costs associated with this may include the cost of relocation itself, part payment of new facilities and a fee to vacate the area. The investment components for creating a new inner harbour consist then of: Relocation of the Navy; Widening of the inner channel in order to make suitable for 2 way traffic; and Deepening the inner channel and the basin to a depth suitable for Panamax vessels.
The results of a very rough calculation suggests that the investment cost of a Inner Harbour (about US$ 150 million) is substantially lower than expansion of the Outer Harbour (about US$ 650). The consultant emphasizes that these cost figures are based on very rough estimates for unit costs as well as for sizes/volumes; uncertainties and associated margins have to be taken into account. In addition, not only the direct investment costs need to be compared. User costs and benefits need to be taken into account as well. The difference in the distance between the two locations and the end users is estimated at about 20km. That is, the Inner Harbour has an advantage in distance of 20km each way a truck or train needs to cover. On the average the costs per tonkm is about 5 to 10 USD cents. Assuming that 50 million tonnes of cargo are transported, the saving in the annual transportation costs will come to 25 upto 50 mln USD per annum. These annual savings occur by expanding the Inner Harbour versus the Outer Harbour. As such, it is highly unlikely that expansion of the Outer Harbour can ever be justified on economic arguments as long as the Navy might be persuaded to vacate the area. Furthermore, the surface area of the Inner Harbour is large. In the set up of a Land Lord port, it is primordial that the port has access to land and waterside, so that demand can be accommodated as and when it arises. The port does not need to develop associated quays at once, but must be capable of offering the possibility at a later stage.
131
BUSINESS PLAN VPT
6. 6.1
LAND USE PLAN Land use planning approach for VPT
The land use planning covered in this study aims towards strategic land use planning in line with the Business Plan and its implementation by the Vishakhapatnam Port Trust (VPT). The consultants analysed the existing land use of VPT and identified the key land use changes that are likely to take place due to implementation of the Business Plan. Based on this the preliminary land use plan has been formulated. One of the key drivers of the Land Use Plan is to ensure that port has adequate land and associated infrastructure available to meet the forecasted trade growth in future. The proposed land use plan essentially involves identification and demarcation of land depending upon future growth of the port its implication on the citys growth. This would result in a preliminary land use plan based on the business requirements. Consultants have prepared the preliminary land use plan keeping in mind the following aspects: Understanding the business activities in the port area existing and / proposed in future Environmental issues of the port existing and may arise in future Consultants attempted to cover the following details as a part of preliminary land use plan: Stack yards for the future stacking requirement for the port Parking and truck terminal requirement Propose land spaces at appropriate places for ancillary requirements Propose buffer zones in the port considering the environment aspect Land use changes based on the business plan project proposals
6.2
Existing land use of VPT
The port of Visakhapatnam has a huge land area admeasuring 4368 ha. The table below provides the distribution of this land according to its existing use. Table 6-1
Land use Land alienated to defence Land leased for port based industries Waterways of inner harbour Land occupied by hills and nallas Land for residential purpose Land for recreational complex Land for port's operational buildings Land for port's operational areas (docks, road, rail lines, stacking area, OHC) Land leased for warehouses Land proposed for lease to establish warehouses/CFS RMG & TCS, Final Report - Business Plan, March 2007
Details of the major break up of Port land and Land Use of VPT
Hectares (Ha) 1345 1128 101 441 80 26 20 716 87 60 Percentage 30.8 25.8 2.3 10.1 1.8 0.6 0.5 16.4 2.0 1.4 132
BUSINESS PLAN VPT
Land use Land for long term lease for cargo related activities and bulk storages Land for green belts Total land owned by VPT
Hectares (Ha) 324 40 4368
Percentage 7.4 0.9 100
The existing land use has limited land for operational activities. It can be seen from the table that about one third (30.8%) of the land is alienated for the defence related activities. Nearly one fourth (25.8 %) of the land is leased for port based industries. Substantial portion of the land is occupied by hills and nallas which pose problems for development. The land dedicated for the port's core operations such as docks, stacking area, OHC, roads, rail system is about 716 ha (16.4%) with green belts occupying slightly less than one percent of the land. The residential area around the old town adjacent to the outer harbour of the port is a major hindrance to the expansion plans of the port. The movement of cargo from and to the outer harbour has to be through a long route circumventing a hillock to avoid movement of heavy vehicles through the city. One of the major problems faced by the residents of the areas close to the port is of pollution due to handling of coal/iron ore etc. In order to mitigate the air pollution, the port has taken several measures such as installation of sprinklers and providing a green belt all around the port premises.
6.3
Land development strategy
VPT handled about 56 Mt of cargo in the year 2005-06. It is expected that this traffic is likely to grow to about 87.5 Mt by 2012-13. Keeping this increase in cargo in mind it becomes important for the port to make necessary provisions to make the land available for the essential uses such as storage, roads, rails, sidings etc. Considering these facts, it is recommended that VPT can consider following strategies for land development in order to meet the ports future needs. Acquiring the land adjacent to the port It involves acquisition of the land after relocation of the existing buildings structures. Suitable land areas around the port can be identified and explored for acquisition. Consultants have attempted to identify such locations based on site observations and discussion with the port officials and described in the land use plan proposals. Changing the existing land use within port area There are a lot of opportunities in terms of land use changes in the port area; for example, east yard dump and area adjacent to the east quays can become future operational and transit zone for the port and could solve the future stacking and transit requirements, thus enhancing the port business. Underutilised land could be used for new uses. It is understood that about 581.5 Ha of land is available with VPT which is designated for different schemes such as establishing warehouses, CFS, storage etc. De-leasing the existing land given on lease VPT has leased about 1170 Ha of land to various parties for port based industries. As a part of development of ware houses phase I the land is already allotted to various parties (RCL,
BUSINESS PLAN VPT
Prathusha, CWCL etc.). Consultants propose that VPT to have a constant check on the land leased and its use by the lessee and should try to find out the land pieces which are un/under utilised so that they can be de-leased if found necessary.
6.4
Proposed preliminary land use plan
Major draft proposals which have been proposed and discussed with stake holders are as follows:
6.4.1
Acquisition and development of the land
VPT is facing land scarcity for future stacking and other requirements. For this, VPT would need to find out ways such as to redevelop existing area or acquire the adjacent land area. For this purpose, VPT should do following: identify suitable areas available for acquisition around the port area. carry out feasibility for acquisition covering area of land to be acquired, cost of the land, legal requirements, etc. find out if these areas are populated and population density if people reside, VPT should conduct detailed rehabilitation and relocation study for project affected persons (PAP) as per the multilateral funding agency guidelines Map 6-1
G -si ding
R3
Land use change proposal at Outer Harbour area

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OPERA TIONS & ICE MA INTEN AN CE OFF
Proposed development
NE LI
Fishing Harbour
10 9
S ULAB C OM
H X PLE
11
M /s G EO R
IJO GE MA
20
BOAT
B ELT RE G
U ST D RIES PO EX E RIES FISH AR BH AT H
C I AL TR ION E C T AT EL S UBS
34
EN
R TS
C A PF H SD
O UTLET
WIN CH R S TA I S TAIR
ROOM
IR BASIN REPA
RT NO
s M/
V IZ
AG
IC
N I
21
LE T T OI L IC PUB
M /s
NA
29
G SHED W AITIN
D RY DOCK
N H ER
TS EXPOR IES SHER FI W ATH B HAR s M/

L C IA O K RC B L C O MME
O LD
ED SH IT A ING
s BP
CL
LTD.
M/
ON
NATE AG 22
A ED
M/
s PR
28
P P UMUS E HO
NAV
BR E
s MP
M/
G IN
P PI
N LI E
ED SH ING WAIT
WINCH RO OM
WIN CH RO OM WIN CH RO OM
, B
EDG
S HELTE
S HOPS
DR
ASHO TR / s NDUS I
I ES
P ASS BY
I NG
CO
B US
AK
B OTTL
23
SAND
G N
ING K L TD s DOC / GG. M EN & 4B
M/
s VIZA
JETTY
INES MAR M NI s VA /
27
WAT
S TAGE
P ARKI
SHED NG I W ED SH W T ING AI AIT
4A
ET TOI, LIC P UB
RC OLD
R ED SH
M/
SE E
OD F O S LTD ER T
G CO G s VIZA IN L / M OTT B 24
XPOR
JE RO ZE
TT
ER
- III
L B UI C
PF sA M/ C
G IN D
CO
M
2
s /
VIZAG LING
25
B OTT
K
O C C TAN H R ER SC O
O TE
S IGN
LL HA
ON NO. TI AL S TA
N O GC
1
WAT
1 RC
LT
, F FICE O G R E' s IN OU A ISH B F R
T ER OO C S SHED
LT P ORT T RANS M /s B RK
26 B
D
CT AU
IO
E L FAC WAL UAY Q
HA
ON
OO TE R
11
V K S TATI SC
ED SH
B LD
SUB
GR EE N STR IP
IP STR E EN GR
N C AOB ANTEE M/s

C AR
L HPC
26A
GR E EN
G ATE
D ST PO
FISHERIES HARBOUR
ED SH
S URIT EC FICE OF Y
IP S TR EC . DIR IES TOR
GA TE
GUAR
GR EE N STR P I R G EE N STR P I
AS O/o F ISHER OF
ST
LC s / ANOI INDI
30
RP O
.L
TD.
G SHED IN WAIT
S L SHOP C IA
R ME C OM
CE I OFF UK OL D T AL
A C
ED H EPT. .D G G OH EN TV A FFICE V PT PB O M S ITE

SAND RE D ASS BYP ING DG
PIPE
GE SA PAS
P U CY RO EN SG G ISI CR E MER E TR L EN ICT A C RI TR SE IS ST D DU ON IN ESP R
D GUAR
M R OO
GA TE
ET C TOIL
JE
P UBLI
Y TT
.1 NO
32
JE
CC 1 R O LD B UILDING
TT
.2 NO
1
F IN G
R JE T T IE
Y SEC UR IT R OOM
R UA
O RO
G ATE
R TE WA D I
N TA
JE
Y TT
.4 NO
C ISF
SC OT
.5 JE TT Y NO
OUTER
OM ST R E T RO OM S
H ARBOUR
M U
M
L T
/s
A CK U
HED I AC TEMPO RARY S
V
U
ROC K BUND
E
RO
III
.C .T .
S PA CE
CK
JE
BU ND
Y TT
ST
AG
ROL PORT CO NT NO.1
P. L
2 RCC
ROCK BUND
SE H OU
O R E B E R T
2
EASTER
LIGH T HOUS E
Iron ore berth
OUTER H AR BO U R
Container berth
ATER BREAK W
134
BUSINESS PLAN VPT
Proposed development 1: The existing fishing harbour area (as shown in Map 6-1 as shaded area 1) admeasuring about 38 ha is presently being used by local fishermen for fishing related activities and as shelter for their launches/crafts. Development of fishing harbour area is proposed for creating additional stack yards, storage sheds, CFS, etc. For this the existing fishing harbour is required to be shifted to Bhimli located along the coast at a distance of about 20 km from Visakhapatnam. It is understood that the state government has agreed to provide the land (land-to-land exchange for Airport expansion) at Bhimli, which can be used for this relocation. Proposed development 2: This is related to the extension of the existing container terminal (as shown in Map 6-1 as shaded area 2). This will make available an area of about 16 ha which would be used as back space for the extended berth. Proposed development 3: During the workshop (draft final stage), it was discussed that VPT can explore the idea of acquiring the area as shown in Map 6-1 as shaded area 3. This area is about 14 ha and can be used for various purposes such as transit and permanent storage sheds. Further the flyover road (Option 2 as discussed in section 7.3.1 outer harbour connectivity of this report) may also be possible if this area is acquired by VPT. This may also help reducing the environmental pollution problem due to coal handling as the human settlement will be relocated away from the port area. Consultants suggest that these land areas should not be used for handling commodities like coal or iron ore and preferably should be used for developing warehouses and stack yards/storage sheds etc. which will not give rise to environmental problems for the city.
135
BUSINESS PLAN VPT
6.4.2
Development of area adjacent of the east quays after relocation of existing structure Map 6-2 Land use change proposal at Inner harbour area
GATE
CUS OFF TOM SI 1 I CE GNA RCC S POST L
7 BE RTH
EQ 7
NOR TH GATE
CISF ROO DUT 1 RCCM Y
ROCK SULP HA TE YA RD
BEL T N BEL
EQ
DUC
H BRID GH ROO BRID GE M GE
GRE EN
132 KV SUBS TATION

BEL T
STO RE
WEIG
EQ7 FOR BER O FFI E MANTH CE 'S
WEI
GRE EN
LTD.
TRA CK
CEN CON TRAL POW TROL ER ROOM
AC SHEDS
TRA NSFORM
DRA IN
DRA
G REE
IN
GATE
TXR ( OLDRLY )
DUC
ER
LOA DER
CON
BEL T
S HIP
MEA
APSE
EN
B SUB
GRE
STAT
S TOR
TOIL
E DUC
ELE .C ABL
GRE EN
BEL T
E LE C TR
IC POLE
PR OPOSE
ET
D R LY.
L NE S I
ION
AMM LOA ON CHA DIN IA MBE G R A VAL MMO VE NIA SHE D
GF
CL
DUC
EQ 6
NH
N MD C
RAIL
T-101
YA RD
TR AN (TI SIT NN SH ED A OIL 6 S)
G ANT RY
I RCC S UBS TAT I ON
6 BE RTH
DOCK
CTR I CAL
LABO
USE
USE
OWN
ELE
UR BOA RD OFFIC E
EQ
W AR
ER
LI
WAR
EHO
PA
/ FSITE
CO NT
AP L S TAT RE E I 1 RCC ON FER
GATE
LIN
ELEOLD . ROO I RCC M
HOSPITAL
WAT TOW CH ER
GATE
WA SH
NSD
TOW TCH ER S ENT CIS RY F RO OM
GATE GATE
(V
GATE
T)
W N FC -6 I
WA
-3
SHE
S TOR E
EQ 5
SEP TA NKTIC
VS
VIZAG
PS TE VE DO
TIMB ER
G F CO D I OW
TRA N SFO RME
RS
CUSTOM HOUSE
EQ FO OFF R 5 & EM EQ ICE AN
WAI TI
NG
MER
D FOW C N I -
FOR
ON TRA NS ROO
CANTEE
G.W
TANK
SUECB BS T ATI
WAT COO ER LER
2 RCC O/o A.E (MAINTE NANCE) GOLDEN 2 RCC JUBILEE BLDG.
DUC
DRA IN
ADE R TRA CK
E MALE SHE I . CRA (ME DNTE NE CH) NAN
S CE
(V
T)
DING
G F CO D I OW
SH
PAR KIN G CAR PAR KING
T. M OFFIC E COMP LEX
GENE RAL STO RES CO
OUTGAT E
2 RCC LIBRARY 1 RCC SANITA OFFIC RY E
VIZAG
STEAM
ED
-4
LAUNDR Y
S HIP
LO
ROO MED
TR AN
T RAC
14
DRA
IN
MPLE X
BUIL
SI T
DUC
1 RCC CANTEE N
L OA DE
LET
GRO UN
E GAT
S UMP
DRA
CAB
TOI
WAT ER TAN K
BR I DGE IGH RO BRI 1 RCC DGE OM
D UCT
B US SHELTER
HED LAV A TOR Y
SE PTIC TAN K
IN GATE
CO.
EQ 4 BERTH
EQ 4
4 TRANSIT SHED
T BEL
LET TOI
82
.59
WATE R TANK
HARBOU POLICE R STATION
BUS SHELTER 2 RCC

1 RCC STATE
EEN GR
IL
IC S EPTK TAN
POLICE QTR S
E LE C
TRICAL
BANK
SWITCH
OF INDIA
YARD
1AC C 1 RC C 1 RC
CH THE L CA O/o DI ME
R EIF ICE OFF
SCOOTER SHED
1 RCC SRI S AMBA MO O KA L RT HY A MA N DIR
C ENT RAL FIRE STATION AC SHED
Area Proposed for Transit truck Terminal

DRAIN DUCT
POLICE QTR S
SUPER
BAZAAR
T INE TRE AN C EN AR QU AT ION T AN MIG PL FU &
B ELT E EN GR
C RC ED SH
POLICE QTRS
1 RCC C ISF
SEPTIC TANK
1 R CC
L
1 RCC
IT
C 1 RC T BEL EN GRE P PUM USE HO C 1 RC I RES .
1 R CC C ENTRAL FIRE STN.
C 1 RC
1 AC SHED
1AC 1AC SHED SHED
O L D G YM G HA NA G R O U N DS
C 2 RC
ATION DLB CALL ST
1 C & 1 RC V E . I R TD A L L O C
RCC
1 AC SHED 1 AC SHED
LAB
E 1 TIL
T
AC EEN 1 ANT C
: E NGG ICE C IL OFF RC 2 CIV E NC . OF E PT AN DE AI NT M 2 /o R CC T H E C IS F C
ELE.C ABLE DUC
K TAN ER E T WA CUM OUS M PH

PU
1 AC D SHE AD HE R ER TE OV WA ANK T
AC D SHE
AC KIN
P AR
F R CC HIE OR 2 E C ECT TH P ES O/o .W INS R P STO & C N LT RC O D FE R O OF G R D O

D .
1 AC D 1 AC
1 RCC NAVB CORPOR AT HAR ATION 1 RCC SARAT CH ATERJE E&
1 AC SHED
EQ 3 BE RTH
3 TRANS IST SHED
1
TI STA S UB ON
TEMPLE
1 AC HE S CAR
CO .
KALYANA M ANDAPAM
EQ 3
DRAIN DUCT
2 RCC
GALL ERY
VPT STE EL ST OC KY ARD NEC YAR D
BUS
SHELTER
1 AC
1R C C GYM NASIUM
Area proposed for Limestone future stacking

1 AC
R TR ACK SHIP LOADE
SHED
MINI
SHED
'B' BLOC
K MAR
KET STAL L
GREEN BELT
O/O C USTOMS AND GATE C LERK R OOM
Area proposed for development of stack yards

DRAIN DUCT
I T CABLE DUCT
1 TI M
LED HA CLU ERC VY NA NT B

1 R CC SOUTH INDIA CORPN AGENCI ES
RAO
& RADDY
V DHANA REDDY
NAME B OARD
& CO.
6.00
N TIO
IDGE
GUM PTY C ISF
GATE
ES S TOR
CI SF
WEIGHING BR
M AIN M G DOCK
WEIGH BR IDGE ROOM
GREEN
BELT
S PAS
SEC
M.C COM PLEX
1 RCC M GM ANAND TRANSPO RTS SRAVAN SHIPPING
WORK SHOP YARD
DRAIN DUC
O/ O T RAFIC CONTR OL
GATE
1 RCC V P EM PLOYEE WELFAR S E SOCIETY
6.5 7
STEAM WATC ER S HMEN
POOL
C USTOMS BAGGAGE
HALL 1 RCC
K.R & SONS
VPT CO-OP: SOCIETY

KIT ROOM
BUILDING
1 RC C ESSKKA Y SHIPPING PVT LTD
1 RCC MITRA K PVT.LTD
10.33 M 32.57 M
BARRACKS
1 RCC
E LE.CABLE DUCT
SHED 2
EQ 2 BERTH
SHIP PASSENGERS REST ROOM
C ISF CANTEEN
ELE.C ABLE
New layout
DUCT
'A' BL OCKSTALL M ARKET
G RE E N B E L T
GREEN B ELT
LC-1
ZONE CONTR ACT ORS' WOR K SHED
DRAIN DUCT
RL-4
RL-3 RL-2
OM FR E RV CU 6M : 18 HC
LC-2
RL-1
EQ1 BERTH
SAIL OFFIC E
CU
T OILET
EQ 1
RV E
34
G LOC O SCOOTER M STORES SHED
0M
FR
HEAD ME TER C) ROOM(D.
WEIGH BRIDGE WEIGH B RIDGE ROOM 1 RCC
DR AIN DUCT
DU
MP
NO
.2
5m : 21
E LE.CABLE DUCT
R TR SHIP LOADE
NEHRU GATE
CISF DUTY POST 1 RCC
3 ST ORIED RC C B UILDING
DU
M STRAIGHT : 221 IPA PRO. LINE NO.1 : 747 (CSL : 707 M) TOTAL M HC TO HC
M P
GUARD POST
1 RC C
O.5
AC SHED
33 8M
in clP
Peripheral roads
SHED
POR T CARGO HANDL ING STORE M ISC . WOR OOM KE RS WELFAR E ASSN LUNC H R
O/o EXE. ENGG. OSTT (MEC H.) SCOOTER SHED COAL STACK
&C
MP DU
NO
.5 :
520
M .6 : NO
M 443
DU
MP
WATCH T OWER T OILET
SCOOTER
FOUNDRY SHOP
CISF DUTY POSTS PORT WORKSHOP WTANK AR EA
O/o EXE. ENGINEER

O/ o EXE. ENGINEER
DUM P NO. 6 : 30
+ 92 M
M U D P
O.7 N
GATE
GATE
SC OOTER SHED SCOOTER SHED FITTING SHOP
M U D
O.8 N
H-8 CO NVEY OR
Proposed coking coal stacking

JN
WATER TANK T OILET ST
WOR K SHOP
MACHINE SHOP
M OT OR R OOM GATE
C ISF DUTY POST
TEMPLE DEFENCE SHELTER LUNCH & STOR E ROOM LOC O WHEEL LATHE DR IVER'S R EST ROOM & BATTERY R OOM C ISF DUTY POST
STAG E
OLD GENER AL STORES

WTANK
WTANK TOILET 1 RCC BLD OLD PLATFOR M
Service roads
TO ILET WTA
JETTY
SCOOTER SHED
SCOOTER SHED
VEHIC LE PARKING
ST GATE
R EPAIRING SHED VEHICLE PARKING
M DU
.9 O N
SL C AN
AL B RI
SM S (OH) O FFICE
LUN RO CH OM
WATER TANK
MOTOR VEHIC LE SECTION SERVIC ING PLAT FORM OVERHAULING WORKSHOP
1 RCC BLD 1 AC BLD
ASST. E NGINEER/ FOREM AN OFFIC E (M VS)
ST
SMS NK (IH OFFIC ) CISF E D UTY POST
BOAT MA TEMP INTEN SHED LE AN ACE
STORE
SCOOTER SHED
SERVICING SECTION GATE WTANK WTANK SULPHUR ST ACKYARD OLD STORES 1 AC BLD OLD WEIGH B RIDGE
1 AC SHED
DE2 GODOWN
GREEN STRIP OH RCC WTANK
OLD MECH. WORKSHOP
TUG
TIE-UP
COAL STACKYARD
GATE CISF DUTY POST
CISF DUTY POST GATE CISF DUTY POST GATE
OLD C ISF DUTY POST GATE
GREE N STR IP
GR EEN STRIP
FC SE CTION TIM E OFFICE C ISF DUTY POST(M C) GATE

SCOOTER PARKING
TOILET
TOILET
Old layout
ESH IES P RAD HER HRA FIS OF T. OF AND DEP T. GOV
I ES AP FIS HER P. COR K TAN ER WAT OH RCC
SCOOTER PARKING
GREEN STRIP
M AR INE COMPLEX R EST R OOM
WAREHOUSE S 1
M F JETTY
WAREHOUSE S 2
C OT 3 RC C NEW M F JETTY
WAREHOUSE S 3
S L
C AN A L
Consultants propose the land use change as depicted in the above figure. It is also related to the East Yard Revamping and GCB Mechanisation project which will bring in the restructuring of existing railway track layout and associated activities like stacking/handling/loading etc. Consultants propose to demolish the existing structures and use the land recovered (adjacent to the east quays) for development of the stack yards and storage spaces which could solve the future stacking and transit problems for the port operations. This would make available about 9.8 Ha of land. Consultants also suggest widening of the existing road and internal service roads all around which could cater to the road based traffic. The existing building structures in this area could be relocated in the multi-storied tower building near the Convent junction (as explained in the next proposal). It is also
S L
OM
MP DU
NO
.3 :
31 3
M .4 : M 274
HC
MP DU
NO
ACK
D GE
C A N A L
EQ 2
TRANSIST
DR AIN DUCT
C ANTEEN 2 RCC
Proposed mechanized coking coal
TR ACK SHIP LOADE R
D B ONDE WAREHOUSE
TOILETS
FOU N BLO DA TIO N CK
E LE.CABLE DUCT
WAT ER COOL ER
POOL BLDG. KHALASIS
DR AIN DUCT
SEPTIC TA NK
LAVATO
RY
56 M
G IN CK A ST
RD YA
B ELT E EN GR
OUT
ARY ICET OR S
ED SH EN M) OP D X 30 SE M PO 45 O PR (1
SCO OT A SHE C ER D S HE ET
CI SF 1 P OSDUT RCCT Y
O/H WA RCC TANTER K
WE
TR
3.84
DRA
WE I GH
DRA IN
DRA IN
DU CT
GRO W ATE U TAN RND K
DUC
P UM HOU P SE
SIT AN
SECURITY
INGATE
SCO
ED SH
E LE.
OTER
5.00
DUC T
SHI P
LE
IN
DU CT
IN
KC P
VPT ADM
GAT E
F ORE MEC MAN HAN
SCO OTE RS
INIST
3.00
WELL
GATE
T RAF
TE SI
SEA FARERS CLUB
SECURIT Y
CISF
T OIL ET
1 AC RESI POOL
SA INS NIT PEC OFF
1 AC
DIVER POI NT SION
TOI LET
LUN ROO CH M
F IC 2RC CO MPL C EX
JUB
CC RATIVE BLOCK
5 R
I CAL
IL E
FCI
AIN
NE W G OD
RK
NE
EHO
ING
AR EA
AN
EXISTIN G R LY QUARTER S
HR
STD
COC ON
UT P LANT
A T IO
SECUR
ITY
1 AC C RYSTAL COLD IC STOR E & AGE
T-100
E LE C TR
IC POLE
T-102 T-103
NORTHERN ARM
LAR MA & Y ION T AR ECT S S ANI IA
H E Q BERT
E XE (E/M ) OFF TRA TI ON GIS T RE P OR ICE OFF ICE
EX N IO NS TE OF
T OIL ET
T ST ET OIL
DIAMOND C ANTEEN
C USTOMS OFFICE
BOAT BASIN JETTY
JUB ILEE
136
BUSINESS PLAN VPT
proposed to have a provision for transit truck terminal in this area with basic repair and servicing facilities for the trucks. 6.4.3 Proposal of a multi-storied administrative cum commercial building
This proposal is related to the above land area development adjacent of the east quays after relocation of the existing structures. The figure below shows the proposed relocation. Map 6-3
The identified suitable site for relocation is near Port/Convent Junction. Total area to be dismantled is about 3.5 ha which needs to be made available at this relocation site with suitable permissible Floor Space Index (FSI). The existing establishments could be accommodated in multi-storied tower buildings in this area.
137
BUSINESS PLAN VPT
Table 6-2
Block cost for development of area adjacent of the east quays after relocation of existing structure and proposal for multi-storied building
AREA of additional stack areas by 9.5 95000.0 4000.0 3000.0 20000.0 3.5 1000.0 30000.0 35000.0 5000.0 8.0 80000.0 35000.0 LENGTH/ QTY. UNIT hectare sq.mt. mt. mt. sq.mt. hectare mt. sq.mt. sq.mt. mt. hectare sq.mt. sq.mt. Rs2,200 Rs11,500 Rs17.60000 Rs40.25000 Rs90,000 Rs1,700 Rs4,500 Rs30,000 Rs9.00000 Rs5.10000 Rs15.75000 Rs15.00000 Rs1,500 Rs40,000 Rs20,000 Rs8,000 Rs23.75000 Rs16.00000 Rs6.00000 Rs16.00000 RATE IN RUPEES COST IN CRORES
S.NO. DESCRIPTION A. a. b. c. d. e. f. g. h Development
demolishing of the existing structures Site development with old demolition Provision for peripheral arterial road along operational areas Provision of service roads Provision for transit truck terminal Relocation of existing structures near convent Junction Flyover for outer harbour connectivity Stack Yards and Storage Sheds Demolition and debris disposal away from site Road widening from VPT boundary till truck terminal Multi-storied administrative cum commercial
B.
building proposed near Port/ Convent junction Site development
a.
Super structure with other services and interiors, etc.
1) 2) 3) 4) 5)
Electrical installations Water supply Contingences Drains Environmental measures
Rs17.08000 Rs6.83300 Rs10.25000 Rs6.83300 Rs10.25000 Rs215.69600
138
BUSINESS PLAN VPT
6.4.4
Truck terminal
At present about 200 to 300 tankers have to park along the roadside due to lack of basic parking facilities. As the cargo throughput increases; the road bound traffic is bound to increase which in turn will generate more truck trips and their parking requirements. The current commodity wise export /import cargo received /dispatched by road for various years is listed below which is used to estimate the number of trucks that would require parking in truck terminal. Table 6-3
Cargo volume Import (tonnes) Export (tones)
Annual cargo traffic received/despatched by road

1998-99 3462984 91283 1999-00 4005670 71835 2000-01 2448664 137771 2001-02 1175500 270287 2002-03 1324752 433351 2003-04 1047899 497254 2004-05 2005-06 2012-13
1108848 13809107 4390087 2609149
Average daily traffic (ADT) Average payload per truck No of working days per year In terms of truck trips Import Export Total 1049 28 1077 1214 22 1236 742 42 784 356 82 438 401 131 533 318 151 468 336 1330 1666 4185 791 4975 10 330 tonnes days
Assuming that each truck trip has a half trip (empty move) associated with it Trucks /day (both 1616 1853 1176 657 directions) Figures for 2012-13 are forecasted by assuming growth rate of 5.23% (rate of growth as per traffic forecast for 2005-6 to 2012-13 799 702 2500 7463 10663
6.4.5
Area requirement for Truck terminal
Based on the assumptions of the existing road traffic and number of trucks requiring halt in the port area per day and considering the future requirement; it is assumed that about 750 trucks will require parking facility per day. Truck repair and servicing facilities within the terminal will also have to be provided. Assumptions for estimating the area required for truck terminal Parking area required per truck 50 sq. m. Service area 500 sq. m. Staying facilities for truck drivers 300 sq. m. As per the assumptions made above, approximately about 3.8 Ha of land area will be required for the proposed truck terminal.
139
BUSINESS PLAN VPT
6.4.6
Location for the truck terminal
Considering port traffic and from consultants preliminary assessment based on site visit, the suitable location for the proposed truck terminal is identified in the north east corner of the proposed airport expansion as shown in figure. This will help to discourage traffic through the city roads and help in maintain good city environment with less traffic congestions. Map 6-4 Proposed truck terminal location
Proposed airport expansion
National Highway No 5
Proposed truck terminal location
New port connectivity road Port operations area
6.4.7
Provision of buffer zones
Consultants propose provision buffer zones of plantation between the east yard dump area where coal, limestone and fertilizers are going to be handled and the adjoining city area (as shown in the figure below). This is very important from the environment point of view considering the proximity of the city to the port. Consultants also suggest that the trees that would have to be removed during the relocation and new development in the east yard dump area; can be transplanted and reused in these zones.
140
BUSINESS PLAN VPT
Map 6-5
Buffer zone Proposals
Table 6-4
S.NO.
Block cost for Buffer zone proposal

DESCRIPTION Development of Buffer zone 18.5 hectare AREA LENGTH/ QTY. UNIT RATE IN RUPEES COST IN CRORES
proposed near the major operation area in the east yard dump as well as near the proposed acquisition area near the outer harbour. a Planting and Transplanting of the trees 4500.0 nos. Rs10,000 Rs4.50000
141
BUSINESS PLAN VPT
6.4.8
Title
Summary and conclusions

Key Features Identify existing land-use zones and future landuse zones Implementation plan for the same Continuous monitoring and review for the same identify suitable areas available for acquisition around the port area Carry out feasibility for acquisition covering area of land to be acquired, land-holding details, cost of the land, legal requirements, etc. find out if these areas are populated and population density if people reside, VPT should conduct detailed rehabilitation and relocation study for project affected persons (PAP) as per the multilateral funding agency guidelines For feasibility study and R & R study = 1 crore port area for 20 years Project Cost Preparation of master plan = 1 crore
Preparation of detailed master plan for perspective Identification of suitable areas for future stacking areas and connectivity between inner harbour and outer harbour
Development of additional stack areas by demolishing of the existing structures Additional area available for stacking and ancillary activities = 9.5 ha Provision for peripheral arterial road along operational areas Provision of service roads Provision for transit truck terminal Relocation of existing structures near convent Junction (area requirement = 3.5 ha built up)
Development of stack yards = 215.69 crore (after demolishing, relocation and site development) Roads (about 4 km peripheral road with 3 km service roads) = 15 crore
Truck terminal
Location
North
east
corner
of
Airport
To be developed by Public Sector Privatization (PSP)
Expansion. Area requirement = 3.8 ha Proposed capacity 750 trucks per day Provision of facilities such as parking, staying, repair, fuelling etc. Development of Buffer zone Location near the major operation area in the east yard dump as well as near the proposed acquisition area near the outer harbour. Area available = 18.5 ha Development of additional stack areas by demolishing of the existing structures
4500 trees (considered to be planted including transplantation and maintenance) = 4.5 crore
Consultants recommend that VPT should formulate a detailed land use master plan with 20 years perspective which would have all the proposals included in the business plan and their phasing. It is also recommended to monitor and review land use plan every two years.
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BUSINESS PLAN VPT
6.5
Existing storage and future storage requirements
Existing storage area berth wise is studied in detail by the consultants and based on the future traffic projections and new berth wise dispatch of the goods we have proposed storage areas and their location of which details we have included in the individual land use proposals above. The storage details includes open and close storages where container, iron ore and coal are majorly open storage commodities and fertilizers, general cargo and POL are closed storage commodities. Table 6-5
Commodity
Details of Storage area existing/proposed

Berth Existing traffic in Ports 2003/04(Mt) Projected traffic 2012/13(Mt) 23.9 Existing Location of storage area Tanks within HPCL, IOCL Proposed Location of storage area Proposed extension of HPCL and proposed SBM. area the Existing storage area(Ha) 170 Proposed storage area (Ha) 161.84
POL
OR1 LPG
&
2,
16.9
OSTT, NOM,
Container (TEU
Container berth
0.6
4.0
Container yard berth. along container
Extension of container berth.
13.4
16
Iron Ore
OB 1 & 2 (mech),WQ (Conv)
15.95
23.0
Ore yards,
stack
Ore yards,
stack
15.24
15.24
NMDC stack yards. 11.8 11.8 Alongside WQ GCB, yard. berths, East
NMDC stack yards. After yard revamping, area will increase for coal storage east 42.94 45.03
Coal(coking coal imports, thermal coal and coal) Other Cargo(Fertili zers, fertilizer raw materials, general cargo dry bulk) and steam
GCB, WQ 1 to 5
WQ 1 to 4, WQ 5, EQ1 TO 7
9.8
22.4
NALCO lead storage, SAIL storage, Food grain FCI godowns Soya extractsTinna Sheds. lead
Proposed storage areas the area for East and fertilizer near yard revamp near to berth WQ 1 to WQ 4.
62.8
23.17
143
BUSINESS PLAN VPT
6.6 6.6.1
Land use plan implementation monitoring and review Land Use Plan Adoption, Review and Stakeholders Involvement
Every second year, the VPT should prepare an informal Report Card that will comment on how the Plan has served it during the past two years, and recommend any appropriate changes, amendments or elaborations. The Report Cards will be posted on the VPTs web site, and should be made available to the public at a bi-annual Community Open House to be hosted by the VPT. The Open House will provide members of the public with an ongoing opportunity to provide their feedback and indicate any concerns regarding Port activities. At the same time, the VPT will continue to actively encourage open communication with concerned stakeholders on an as-needed basis. The VPT should formally review and update the Land Use Plan every 3 years, or earlier in the event of a significant, unanticipated change in direction. The seven-year plan review process will involve active dialogue with the Vishakhapatnam City and community stakeholders. Future versions of the Land Use Plan should be made available on the VPTs website, and made available at the Open House scheduled for the year in which the updated Plan is produced. 6.6.2 Building Review Process
As a Central Government agency, the VPT must ensure that all buildings and structures comply with the standards of the National Building Code. Construction of new buildings/structures or renovation of existing buildings/structures on lands owned by the VPT will continue to be reviewed by VPT staff, to ensure compliance with the Code. Records relating to building construction and Code compliance review will be maintained by VPT staff. 6.6.3 Environmental Review Process
As a Central Government agency, the VPT must meet the requirements of the Various Environment Act, and other applicable environmental policies and guidelines for both the land and water it owns and occupies. VPT will expect a high standard of environmental controls from its tenants, and intends to comply with applicable Central and State environmental legislation. It will cooperate and consult with environmental agencies, including State and Central Pollution Control Board, State Fisheries Department, State and Central Ministry of Environment and local conservation authorities, when deemed appropriate or necessary. 6.6.4 Intergovernmental Relationships
Lands owned by the VPT are located primarily within the Vishakhapatnam City. The VPT has worked hard to build positive working relationships with both Municipal Corporation of Vishakhapatnam and Vishakhapatnam Urban Development Authority, and intends to actively maintain and foster these over time. Many other situations may arise which demand VPT collaboration with either the Central or State Government. VPT recognizes the value of continuing to work in concert with all levels of government, and as such, it will maintain an open planning process, and will consult with and inform the Cities, the Central and State governments, and its neighbours regarding significant future developments/changes in use, particularly where there are clear stakeholder concerns and/or areas of mutual interest. 6.6.5 Municipal Planning Provisions
The Master Plan and zoning provisions currently applicable to the lands owned by the VPT and it have environ is under the jurisdiction of both the City of Vishakhapatnam and are supportive of port activities and requirements. Vizag is going to be developed as an industrial, tourism and institutional
BUSINESS PLAN VPT
city as per the Master Plan of Vishakhapatnam, which is under processing. There for it is important to ensure that no changes are required to the provisions applicable to lands owned by the VPT; nor are there any issues or conflicts related to zoning on adjacent properties. The VPT will continue to work with the City to ensure that potential future zoning/Official Plan changes remain supportive of portrelated activities and industrial uses. As per the requirement development in the vicinity of the port requires sanction from Vishakhapatnam Urban Development Authority.
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BUSINESS PLAN VPT
7. 7.1
CONNECTIVITY PROJECTS Road infrastructure
The following sections present the transport requirements related to road traffic movement and list the projects that can help in meeting these requirements. The cost and timelines for the identified projects are taken from the VPT project database wherever applicable and for the newly proposed projects 1 block cost estimates are made based on the previous experience and discussions with VPT officials. Further these projects were discussed in detail during the Draft Plan Presentation and revised based on the feedback received. The alignment design and estimated costs proposed are indicative in nature and hence a detailed Technical Feasibility Study needs to be conducted before taking up for the implementation. All the proposals mentioned in this chapter need to be analyzed thoroughly from traffic point of view before finalising in view of fluctuating requirements of trade so that it is ensured that only best fit option is implemented. 7.1.1 Port connectivity with National Highway and associated projects
Based on the recommendations from The Planning Commission, Government of India; the National Highway Authority of India (NHAI), has taken up the development of roads for connecting the major ports in India with the nearest national highway grid. The Port Connectivity Road (PCR) connecting Visakhapatnam Port with the National Highway 5 is developed under this scheme. The project stretch comprises of a total of 12.47 km connecting the Convent Junction (to NH-5 (near Ayyappan temple) with about 4.87 km of flyovers and ramps. This Port connectivity road to NH5 is completed and opened for traffic with effect from 15-12-2006. This project has been completed successfully through a Special Purpose Company (formed by VPT and NHAI.) called Visakhapatnam Port Road Company Limited, which is responsible for operation and maintenance of the project. It is proposed to install two toll gates on the connectivity road. The toll revenue generated will be used to service the debt and maintenance of the road.
RMG & TCS, Draft final Business Plan, March 2007
Assumptions for calculating block cost estimates for road/rail projects Sr. No. Item Cost in Crore Rs. / km 1 Construction of flyover road (2 lane) 15 2 Construction of road with embankment (2 lane) 5 3 Construction of road without embankment (2 lane) 3 4 Widening (2 to 4 lane) with strengthening of road 3 5 Construction of a bridge (2 lane) across river (@ 300m span) 9 For calculating cost of 4 lane facility the above rates are multiplied with a factor 1.75
146
BUSINESS PLAN VPT
The following associated works are yet to be finished: Four laning of approach road from Industrial By-pass Road to RCL Junction Currently the 7 km stretch from Industrial Bypass road to RCL Junction of the port connectivity road is on ground level and the remaining stretch consists of flyovers and ramps. Of this 7 km stretch, 3.6 km long middle stretch is 2-laned with provision of expansion on the either side on the embankment. This is planned to widen to 4 lanes in order to meet increasing traffic requirements. Construction of service roads Service roads are required along the port connectivity road in order to provide the access to existing users on either sides of the road. Construction of these service roads on either side is planned in three phases and will be taken up as a part of Improvement of road infrastructure Phase II.
The project would result into following benefits: It will result into substantial time savings for the incoming/outgoing port traffic It may result in increased flow of traffic which may result into increased economic activity As it links the port directly to NH-5, it would serve as bypass for commercial traffic and will result into reduced traffic congestion Due to better operating conditions for traffic the project may result into reduction in pollution levels (emissions and noise) The table below provides cost of implementation and proposed time frame. Table 7-1 Cost of Implementation
Cost of (Rs. Crore) 114 15 24 Time frame Project is completed 2007-08 2007-08
Project/sub project Main port connectivity road Four laning of approach road from Industrial By-pass Road to RCL Junction Construction of service roads
Adequacy of the existing connectivity The future road traffic estimation (Annex 7.1) is based on the statistical data on cargo received and despatched by road (Port Administrative Reports). As per the latest statistical data (2005-06), the traffic on the connectivity road is about 2408 PCU/ peak hour. This traffic is likely to grow to 3441 PCU/ peak hour by 2012-13 and 4515 PCU/peak hour by 2016-17. As per IRC (IRC: 106-1990) guidelines road capacity of four lane divided road is about 3600 PCU/ peak hour and should be sufficient to serve the traffic till 2012-13. The traffic may exceed the capacity by 2014-15; after which the port may require an additional connectivity to the national highway. This additional access to NH-5 can be from the Port/Convent Junction via Kancharapalem (about 15 km) to meet the requirements of the projected traffic increase.
147
BUSINESS PLAN VPT
7.1.2
Port internal road movement
VPT has recently constructed a road connecting the port with NH5 which essentially links the port with its hinterland. The road mainly facilitates the outward movement of road traffic i.e. from port area to outside; however the inward movement of road traffic to the inner harbour areas and movement between IH OH still have some problems. At present these areas are served by the internal roads, wherein the road traffic has to cross rail tracks (level crossings) at several places. This results in delays as the road traffic has to wait till the rail movements are over. Following sub sections detail the internal connectivity problems and identify the projects for resolving them. Outer harbour connectivity At present there is common road serving the outer harbour berths (GCB, Ore berth and container terminal, OSTT and LPG). The commodities handled at the outer harbour berths are mainly bulk cargo type and the modes like rail/conveyor/pipeline are used for their transport from and to the berth. Presently the container movement is predominantly done by CONCOR by railway and a very few number of containers may be transported (coming in or moving out) by the road. In future the commodity profile is less likely to be changed except increased volumes of commodities. The modal share would remain same due to the bulk nature of the commodities and its typical handling requirements. Also the proposed mechanisation of GCB is like to eliminate the existing internal movements. In future the contributor to the road traffic would be mainly the container terminal. The consultants have attempted to estimate the future road traffic based on traffic forecast. Annexure 7.3 presents the calculation details with the assumptions made. It is estimated to have traffic of about 137 PCU during the peak hour in the year 2012-13. The proposal includes the development of the road corridor to facilitate traffic attracted/generated by the outer harbour. The three options considered were: 1. Connecting the Fishing harbour junction to the Sea Horse Junction with flyover road 2. Connecting the St. Allosyes School area to Mohsin Junction connecting the Port Road with flyover road 3. Improving the existing road form Khobbari Thota Junction to outer harbour (upto fishing harbour) The first two options involve the road stretch passing through narrow roads of the city by constructing a flyover road. These options score low due to the fact that both these options fall outside of VPT jurisdiction and land acquisition may be more problematic (as it will involve relocation of the affected inhabitants). Considering these factors the improvement of existing road seems to be the practical option. Also there is a proposal of relocating the existing fishing harbour to another place and reclaiming the available area for development. Keeping this development in mind, the road improvement project should include the stretch from Khobbari Thota Junction to the fishing harbour junction. The existing road needs improvement on following points: Lane width: the existing road width varies from one lane to two lanes (5 to 7 m) at some points. The estimated traffic is about 137 PCU during the peak hour in the year 2012-13. This traffic when compared to the road capacity of different lane configurations indicates that, two lane road (with capacity of 1500 PCU/ hr) should be sufficient enough to serve this traffic. This corridor assumes more
148
BUSINESS PLAN VPT
importance since it is the only corridor for evacuation of cargo by road from the outer harbour keeping in mind the increased volumes at container terminal and possible development of the Fishing Harbour area in future. Considering these factors it is recommended to have provision for the width of about 16 m (4 lanes of 3.5 m with 0.5 m median and 0.75 m shoulders on either side).
TO
587 M AL : TOT
M M M R-13, 600 R-12, 678 R-14, 584
Map 7-1
N TIO NC JU RA ILW AY N
Outer Harbour Connectivity
ROUTE - Z
R-15,
ROUTE - Y SHUNTI NG NECK
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E JUNC TION
Sea Horse Junction
Option 1
SU LABH C OMPLEX VA CA NT LAND
H CE E NT RAN ARC
35
OF FISHER IES CENTR AL INSTITUTE ER ING TRAINIG UNIT & ENGINE NAUTICAL (C IFNET) 1 .03 5 Acres
36
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TOILET
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OPS H
FF O UK TAL OLD
I C
E
C A S
ED H
. EDG SS D SAN B YPA DR
DEPT G. OH V E ENG T T A OFFIC VP MPB E SIT
PE G PI IN
NE LI
M COM
E RCIA
SAGE P AS
Proposed flyover
FISHERIES HARBOUR
JE
PUBLI T C TOILE
GRE N E P RI ST
GRE EN
CAR ED SH
UR E C S EC F I F O
P S TRI
ITY
GRE EN P S TRI GRE E N STRIP
P OU Y GR ENC S G ISI C R E MER E T TR N IC IAL R CE S TR S E DIST INDU PON ES R

G ATE
M ROO RD GUA
TT
.1 NO
F
IN
Option 2
M ROO RD GUA
G ATE
32
JE
CC 1 R O LD NG ILDI BU
TT
.2 NO
GE
R JE TT IE
SECU RIT Y RO OM
NK TA ER WAT D AI
JE
TT
.4 NO
SC
JE
TT
.5 NO
OUTER
R E RO OM ST
H ARBOUR
M U
M
L T
/s V. C
U R
BA CK UP
I AC TEMPO RARY S HED
ROCK BUND
SP
AC E
RO
CK BU ND
JE
TT
AG ST
III
.T .
POR T CO NTROL NO.1
P. L
2 RCC
ROCK BUND
E B E R T
Road at grade
EASTERN ATER BR E AK W
E LIG HT H OUS
Option 3
OUTER HARBOProposed UR extension
149
BUSINESS PLAN VPT
Rail/road crossings: the rail tracks run parallel to the road stretch except at 200 m from super bazaar near Administrative Office Building (AOB), where the rail line changes the side. In order to avoid this crossing the rail lines are required to be shifted and arranged on only one side of the road (preferably on the west side). Road traffic coming from Sea Horse Junction and Kobbari Thota Junction crosses this road. This could cause hindrance of the traffic. In order to avoid this; the flyover roads as shown in figure are proposed at two locations one for the movement from OH to IH area and the other (just before the conveyor takes turn) to overcome rail crossings. Figure above shows the locations of proposed flyover roads. The project would result into following benefits: Increased road width will provide better driving conditions Reduction congestion Reduction in delay to cargo movement Reduction in road accidents Long term requirements The future developments likely to happen in the outer harbour area are: Extension of container terminal and Development of fishing harbour In this scenario, the Option 2 (as shown in the figure) would become appropriate provided VPT acquires the land upto the Mohsin junction (also shown as shaded in the figure) in future. This flyover bridge connecting St. Aloysius Junction to Mohsin Junction can be considered to avoid the route circumventing the hillock. This flyover can be then used exclusively for the out movement and the existing road can be used exclusively for in movement in future. The table below provides cost of implementation and proposed time frame. Table 7-2 Cost of implementation
Cost of Project / sub project Improvement of road from Khobbari Thota Junction to the fishing harbour junction (widening from 2lane to 4 lane, 5000 m) Flyover roads on OH connectivity road (600 m, 4 lane 2 way + 2 ramps 300m 2 lane 1 way) Flyover road from outer harbour to inner harbour over (600m, 4 lane 2 way) implementation (Rs. Crore) 15 3 9 2007-09 2007-09 2007-09 Time frame
Inner harbour connectivity This addresses the road connectivity issue of the inner harbour berths on east/west quay. At these berths mix cargo (bulk + break bulk cargo) is handled. Roads are used for transporting to in/out of the port and also for the internal movement (i.e. transporting cargo from stacking area/warehouse to berth and also for movement between EQ and WQ berths). This movement of road traffic needs to cross rail
BUSINESS PLAN VPT
tracks at several points, which makes this travel time consuming as the road traffic has to wait for giving way to the goods trains. Therefore adequate road connections avoiding rail level crossings should be provided to enable hassle free movement of traffic between east and west quay. The proposal for inner harbour connectivity improvement includes development of new ramps to cater traffic attracted/generated at inner harbour. Movement in this area can be segregated into following movements: Inward movement to EQ from outside the port traffic entering from port junction and going towards EQ berths need to cross rail tracks at three points. As rail traffic is important and given priority of passing, the road traffic is hindered which is directly resulting into queue formation and loss of time in waiting. In order to solve this ramp can be constructed near Ambedkar Junction level crossing and facilitating the movement towards EQ north gate. Outward movement from EQ port area this traffic will have an exit from the newly constructed ramp (Ramp B of PCR) and merge with the new port connectivity road traffic. Inward/outward movement to WQ from outside the port traffic coming from outside port can enter through old road under the flyovers (old and new connectivity flyover road). It is proposed to use this existing road to form a semicircular turn and have a ramp starting just after the new flyover that will ascend and reach the crest at existing level crossing as shown in figure. For the outward movement from WQ berths an additional ramp (2 lanes, 1 way) connecting road coming from WQ to new port connectivity road is proposed. This movement is also possible by the road circumventing the ore stacking yard. Movement between EQ to WQ area this connectivity can be achieved by constructing flyover roads on either side of the conveyor belt. Movement from outside the Port Via Kobbarithota junction up to seahorse junction and from there into the Port area westward wherein one arm towards TMs office and the other arm towards North gate, crossing the dumper lines and landing near the existing gate of EQ-7, thus facilitating the movement towards East Quays and West Quays via Ramp at GFCL. All the proposals need to be analyzed once again thoroughly from the trade point of view just before finalizing the same in view of the fluctuating requirements so that the best fit is implemented (Applicable to all schemes).
151
BUSINESS PLAN VPT
Map 7-2
Existing road TO NA under flyover L
GRE EN
Inner Harbour Connectivity
R & D YARD
Old bridge
SO BIN CA UTH
C IS F
CO
BEL T
New PCR flyover
JN .
GR EEN BELT
SOUTH WEST CA BIN
ER IC TOW ELECTR
TREATED WATER POND

SECURITY
WQ In
SOUTH-WEST CABIN SHED SHED GREE N BELT GEDDA
ROAD ROAD
USHODAYA SHIPPING PVT LTD ADMINISTRATIVE OFFICE
WQ Out
TANK OH RCC WATER
FI LL IN G
Proposed ramp to start below just after the new flyover (underside); ascend and to reach the crest at level crossing One arm towards WQ and other towards EQ
PO IN TS
GEDDA N A LCO CROS SI NG
SECU RITY OFFICE
VPT SEWAGE
ENT PLANT TREATM
ASST. O/o THE R ENGINEE
D ETRITOR
Toward s EQ
N TANK AERATIO R CLARIFIE
GEDDA
ROAD
SCREW R CONVEYO
RAW SEWAGE SUMP
O/O ASST. EE(RLY),
PUMP HOU SE
NALCO
TREA TED CHAM BER WATER
STACK YARD
Toward s WQ
WASTE TANK D ISPO SAL SLUDGE DRYING BED
STACK YARD
SCOOTER
D YA RD
A C 1 0. 0
R & D YARD
1 RCC S T OR E
T OI L E T
2 RCC S OUT HC B N A I
TO
GREEN BELT
TO R&
G REEN BELT
NA LC O
CI S F
GR E
E N B E
GALLI HILL
D WALL COM POUN
L T
TO
I O C PETROL BUNK
CONVENT JUNCTION
D A
AY ILW RA
ION AT ST
SOU TH CABI N
JN .
GR E E N B E L T
S OUT HW E ST CABIN
ESSAR JUNCTION
S HED
ELECTRIC
W ATER TANK A
TOWER
H T ARC POR
N TIO NTA PLA
O ED SH ED m OS X 30 OP PR 100 m A O R
PLA NTA TION
TREATED WATER POND

SECURITY SHED
SO UTH -WES T CABIN
U SHODAY A SH IP PING P VT LTD ADMINISTRATIV E OFFICE
PLAN
. COM PRO
S HED
WATER TANK
PO IN
AKP CROSSING
ROU TE-X AND RO UTE- Y
TS
GANG
ULA
GEDD
A
WALL PRO . CO MPOUND
P RO. COM P OUND WALL
ION TAT
D WAL P OUN
404
NG
SHED
G R E E N B E LT GED DA
ROAD
RO UTE -X
W ATER TAN
KC
ROAD
WA TER TANK O H RCC

PUM P HOUSE
GEDDA N A L C O C R OS SI N G
ROU TE-Y
SHED OSED PROP m X 30 m 250

D A R O
O R
ION RAT
TIM E KEEPING H OUSE (RLY)
Y CURIT SE CE O FF I
AGE W VPT SE
RE T AT ME
ANT NT P L
AS ST . O/o T HE R GINE E EN
NEWLY DEVELOPED AREA

T ANK
TOILET PUM P HO USE AC S HED
RIT DE T
OR
ION AE RAT
W S CRE YOR NVE CO
R-11 R-11
GEDDA
O /o IOW , PWAY RD D UMPERYA
RAW AGE S EW S UMP
LOO P LINE MAI N LIN E
EQ In & Out
P RO. COM POUN L D WAL
AT PLANT ION
FIL LI
INC
PL ANTA
A ED D SH m OSE X 30 OP PR 200 m
O A
526 M INC
D
L. 1 P&
TION
PLA NTA N TIO

D
L. 2
PLAN ION TAT
P&
SED PO X 30 P RO m 150
A D
ED SH m
ROAD
GA NG A GE UL
DUMPER LINES
IIIW AGON R T IPP L E HOUS RA CONVE YOR E YOR HA CONVE H OUSE YOR RACONVE HOUS E
O/O ASST. EE(RLY), OHC
P UMP HOUSE
N AL CO
R AT T RE E D CHAMBE AT W ER
R L C ARIFIE
DD
WEI
RPO G CO
WE IGH B RIDGE
A DILY DGE SAN BRI GH
STA CK YARD
E W AS T T ANK DISP OSAL
AT S UBS T ION
UDGE SL DRYING D BE
SHE D
STACK Y ARD STORE S COO TER SHED
EQ Out
m 475 L: CS
R-1 1 SPU R LIN E RO UTE -Y
RO UT E-
Z RO UTE -X
PL ANT AT ION
ON AL M CO IN ER RPO AL D (N RA TIO EVE M D LO N C) PM EN
LUNCH ROOM
IN UILD IP B
CAN TEEN TOILET

SE RVICI G P OI T N N
NALCO
GT E A
GEDDA
H5 CONVE OR JUNCT ION Y
S HI T S T AFF F W AI ING ROOM T
SECURITY SHED OIL SHED WA RD 3 (T&P) MATERIALS WARD 1 (MECH)
IMC LTD
GODOWN TINNA
R-6
LO OP
GA
R-6
LIN E MA IN LIN E
NG UL
A GE DD A
UP
C 1 AC S OOT R S E D E H
AMBEDKAR JN.
L : 587 , TOTA R-15
TIR JA L RA TA HI EN AT NM IRO ENV
E5 EL E CT HOUS E RIC AL
Rly. Line s
ICAL & E E L CT R ING OPE RAT CABIN
T 6 T
WARD VI
L BE E T E N ING CABI OP E RAT

T OIL E T
584 M
VHP S TORES
LUNCH ROOM WARD IV STAFF AMENITIES
T G 2 A T N A G D O WN I O
TO RAILW
1 AC
EE GR
R -13, 600
AL E 6 (E L CT RIC ) E H OUSE
3. 2 5
R -12, 678
NO. T12
PA
H SE OU
R -14,
RK
ROUTE - Z
YOR H6 CONVE HOUSE

ION YOR JUNCT ONV E H 3C
S HE D IP T W IN T PL E R (I & I)
ST
SHE D
S REE BALARAM ASWA MY OPEN AIR TH EATRE
I L 1T
AC
ING ILD BU
NA TI
H1 CONVE YOR HOUSE
VS P Lt d.,
S COOTER P ARK ING POWER WORK CONTROL SHOP ROOM SECURITY BUILDING
CUL VE RT VE CUL RT
SHE
ED
CONVE JU NCT YOR IO N
CONVE YOR J U NCT ION
AY STATION
ROUTE - Y SHUNTIN G NECK
ROUTE - X
SH
CONVE YOR D S HE
R BRIDGE FOOT OVE
CONVE YOR ION JUNCT
F IRS T A ID CENTRE
SIT E OF FICE AE (ME CH)S T AC RS KE
O RE H ANDLING COMP LEX
GAT E
S-4 CONVEYO R ROAD
VULCAN ISIN G ROOM S COO TER P ARKING LUNCH ROOM O /o THE SAN ITARY INS PECTO R
TOILE T
2 RCC TXR COM PLEX OV ERHAULING SHED ELE. ENGG. O FFICE

SM IT HYS HE D W OR HOP KS
N ALCO ( LEASED )
SCOOTER PARKING
O/o THE PLANT MANAG ER O HC
PROPOSE
D FLYOVER
BRIDGE
S-4 CONVEYOR
ROAD
LUN CH ROO M
YOR CONVE
EXTENSION OF R-8 CSL: 180 M
1 CONVE YOR 3 B
CON E V YOR JUNCT ION
O/o AE (ME CH), S HIPP I G N
GAE T
VIZA G SE APOR TS LIM ITED
RL-6 LINE
OH
SIDH ARTHA QU ALITY CIRCLE WORKS HOP
C WATE
RT
P OND
H7 CONVE YOR JUNCTIO

GRE N E B L E T
A NK
RC
1 00 TW E DGE H BRI IG
MECH. MAI OVERHAU NT ENANCE LI NG SHED &
SUM P
R-3 TRACK
R-4 TRACK
S-2 TRACK
S-1 TRACK
Q UAR
R-5 TRACK
S-3 TRACK
O/o AE (ELE.) VULCANISING S HED A C SH ED P.WAY GA NG O/o ASST. EXE. ENGR. SHED RA ILWAY STO RES
TER
STORE S HED
GR E E NBE
T L
21.10
M LONG
9.0000 44.85
POND
GRE E N BE LT
G TRACK, 625
3 RCC T OW E R
M LONG
D 1 A C S HE
O/o A E (CIVIL)
TRACK S ICK WA GON TRACK EMP TY W AGON N TRACK EMPTY W AGO N TRACK SICK W AGO TRACK EMPTY WA GON TRA CK EMPTY WAG ON SICK WAG ON TRACK TRACK LOCO RETURN
S T OR E
P OO W L KE COM PL O R RS EX
Z( CSL 3 CUR : 680M AFTE VE R EXT ENSIO N)
TRACK, 800
BC
AB IN
RECEIVIN PROPOSED
& CHEM
(LEA
25.8
42.00
1R C
SH ED
PETROL K BUN
S UMP
OH
RC CT
A NK
9.00
SHED
3 SH ED -
A. (RL X. E. YS)
-2
SH ED
AR D
O IL L OO P L IN E S
S E UT D HO ) R
BG LO CO OFFICE
IT
OF
SHED
O/o
IN
AMMONIA TANK
-1
ENG
DIA
G.
AC
EQ to WQ
GODAVARI FERTILISE RS ICALS LTD .
PROPOSED S-3A
S ED )
OLD
AE
(R LY)
OF FIC
A C SHED
ROU
44 0 KV T RANSF ORME
OR CH
TE
CAR P
B R EAK
ST
DOWN SHED A FF SHED P WAY
ST
5m
N.H .Y
TR AN SIT
GRE E BE L T N
EE
BE L T
E GRE N BE LT
GRE E N
LP
E GAT DRAINDUCT CISF CUST OM S ANDT RAFF IC DING BUIL 1 RCC
OH WAT ER T ANK
S-3A TRACK
R-4 TRACK
S-2 TRACK
JUNCT ION HOUS E
R-3 TRACK
S-1 TRACK
C TO
ST OA
E LE SUB CTR ST ICA A TI L ON
N SF O R MER
SEPT TAN I K C
T RA
BERTH F ACE LINE

K
W E R T ANK AT E W O B OFF IC FIRST AID CE RE NT
S-3 TRACK
R-5 TRACK
S E T IC T ANK P
6.88
OL D SHE D OL S HE D D
R NALCO OH CONVEYO
GRE E BE L N T
TX (O R RLY LD )
DU
A IN
DR
DR
G R EE
A IN
GAT E
BR I DGE RO BR O IDG M E
RE
EN
B EL
WEIGH
WQ5
E 7 FO Q O FF RE B ER I CEMA N'TH S
E2 ELE. H OUSE J UNCTION 1 HOU SE NO. H 2H OUSE

DWA RF WALL
W EIGH
ST
JUNCT ION HOUSE
O RE
132
KV SUBS
TATION
GR
EEN
BE
LT
D.
CE NTRAL CONT ROL POWE R ROOM
N LT
OA DE
ME ACO
P O DING S HI L A R CHAM BE
R TR
SHI PL
E4 ELE. H OUSE H4 HOUSE
N BE
APSE
LT
V AMMON AL V ES I A HED
AM L OA MO C HA D NI A MBI NG ER
GF
LD
UC T
DWA RF WALL
NH
N MD C
R Y R AIL
T 01 -1
GREEN BELT
E E . ROOM L
YA RD
IT NNA SHED OIL 6 S)
GA NT
TIO N
A L SU B ST C C A
T RANS
BERTH
(TI
D OCK
LABOUR
C TR IC
IR
BOARD
EQ
OFFICE
T -10 3
GRE E S T N RIP
DWARF WA LL
GRE E NS T R IP
GRE E NS T RI P
GRE E S T N RIP
SUM P
GRE E NS T R IP
NE W P UMP H OU E S
SUM P GRE E S T N RIP
WQ4
OL P UMP H O E D US SUM P
E LE
T 00 -1
T 02 -1
EQ North Gate
RE
G R EE
B SUB
ST ATION
O P R OP S E DR LN L Y. I E S
STO
TO IL ET
A B LE
D UC T
E. C
EL
R EEN
B EL
ELEC
RI CP T
E OL
L E CT R
JUNCTION H OUSE NO. 2
AC K
AC S
HEDS
T RANSF
ORME
ORE ST
EQ GFCL Gate
SHIP
LOAD ER
GAT E
C S O U TO F FIC SIG 1 E MS NAL RC C POST
EQ 7
7 BERT
NOR H GAT E T
ROCK
N BE LT
D UC
C T
C ISF R DUTY OOM 1 RC C
SULPHAT E YARD
R
E CANT E N
EQ
G -si
TR AC
WA T A TER NK
ding
D AR GU
S TR QR AD HE
W ORK SHED
CISF DU T POS T Y CUS T OMS COAL JE T T OF FICE Y
9.00 20 40.6
DR AIN
DUC T
G R EE
WORK SHED
E) UR UT (F
G F C L DUCT
.6 NO
S PO T CISF D T U Y
GF C L DUCT
B EL
R 10
R 9
22.33
WA I I T NGS HD E
ST
(L
R8
R7
R 3
E I P OL C
DI VERSIO POIN T
STORE
Sea Horse Jn
SEA HO RSE JU NCTIO N

TO POORN A MARKE T
4 7.6 9 M
152
BUSINESS PLAN VPT
Table below provides cost of implementation and proposed time frame. Table 7-3 Cost of Implementation
Cost of Project / sub project In/Out movement to EQ to/from outside the port Ramp near Ambedkar Junction level crossing for facilitating traffic movement towards EQ north gate and GFCL gate 4 lane 2 way Total length approx. 600 m Outward movement from EQ port area In/out movement to WQ from outside the port Flyover road for following movements: WQ In 2 lane, 1 way 500m WQ Out 2 lane, 1 way 700 m Towards WQ 2 lane, 1 way 600 m Towards EQ 2 lane, 1 way 500 m Movement between EQ to WQ area Flyover roads on either side of the conveyor belt From WQ to EQ 2 lane 1 way, 1000 m From EQ to WQ with ramps towards 2 lane, 1 way 1200 m 33.0 2007 09 34.5 2007 09 Already constructed 16 2007 09 implementation (Rs. Crore) Time frame
The project would have a positive impact as it will be facilitating traffic movements (as listed above) while avoiding existing road and rail level crossings, and thus resulting in a free flow of traffic and minimise turn around time. Western sector connectivity Presently the road traffic to and from western sector is facilitated through a road that connects Y Junction to Dockyard Junction. It is understood that navy may close this road due to security reasons. As such alternative arrangements to facilitate road traffic from and to the western sector port area is to be developed (towards RCL Junction). The options considered are listed below. Option 1: This proposal aims at the construction of an additional road parallel to the bridge over Meghadrighedda and includes the widening of existing two lane road in to a four lane road from Y Junction to CWC /Naval Dockyard junction. The navy could ban the use of the road from Y Junction to CWC /Naval Dockyard junction. In case this occurs new roads for the commercial have to be constructed. The other two options under consideration are mentioned below.
153
BUSINESS PLAN VPT
Map 7-3
Western Sector Connectivity
LAND PROP OSED
FOR COVERE D
STORAGE
PROPOSED FOR COVERED STORAGE

PR OP CO OSE D VE F RE D OR ST OR AG E
LAND IDEN TIFIED Option 3 FOR LIQUID CARG O STORAGES
RAIN CALCINING LTD . (LEASED)
V
PROPOSE D
E XI STI NG M E G H A D R I G E D D A C O U R S E
PROPOSED FOR COVERED STORAGE
DIVERSIO N
OF MEGH AD
RIGEDA C OURSE
Option 2
Y Junction
M/S EAST INDIA PET ROLEU
M LIMITED
LAN D ID ENT LIQ IFIE UID DF CAR OR GO STO RAG ES
PROPOSED FOR COVERED STORAGE PROPOSED FOR COMMON UTILITY SPACE FOR EXISTING OIL COMPANIES
IV
PARALLEL BRIDGE
ed 2 M l an (L /S e ro E ad A BP S C CF E L L Af D flu en ) tT
GODAVARI GATE
Option 1
re at m en (LS S tC E A ha A R nn VP S A el E T R T D C IP V ) H 4. A C L A (L E 83 A N T E Y T Ha T A E & S R LA . E CO JE ND D E ) . & C O . V
S ex tren iti g H ng th A (L N 2 enin E A A lan g S RE E D D e of ) DY ra & od C O
2l an er oa
Pr op os
New road
P 2. LOT 02 - 1 Ha . /
M/S
APCL
L T D.
(LEASED) 30.35Ha.
DOCKYARD JUNCTION
Option 2: Construction of a new 2 lane road on west side of BPCL plot which can continue further as a flyover road (4 lanes) leading to port connectivity road with a bridge over Meghadrighedda. For facilitating the traffic towards EIPL and CWC area two ramps can be constructed. Towards north end the flyover can have two ramps emerging out one to merge with traffic moving towards port junction and the other towards NH 5. Option 3: The existing road along M/s Sarat Chatterjee & Co. can be strengthened and can continue further as a flyover road (4 lanes) leading to port connectivity road with a bridge over Meghadrighedda. It may be required to relocate the existing siding facility of M/s Sarat Chatterjee & Co. in order to implement this which can be studied in detail while finalising the option. A new 2 lane road on the right
N V AV IJ AL A YN D A GO C ARKY A G RD AT E
Pr op os ed
BUSINESS PLAN VPT
side of the CFL affluent channel can be constructed which will connect to the existing road at grade and a ramp to connect it to the flyover road. Figure below shows the various options to achieve this connectivity. All options include flyover roads considering the future sidings development planned in this area. Out of these three options; option 1 is the cheapest one; however, it is ruled out due to the Navys decision to ban the existing road for port traffic movement. Therefore one of the other two options is required to be selected. Out of the two, the option no 3 seems to be the better one and can be considered. It was suggested by the port that the option 2 may also be considered for the long term requirement. Table below provides the cost of implementation and the proposed time frame. Table 7-4 Cost of Implementation
Cost of Project / sub project Option 1 Construction of additional road parallel bridge over Meghadrighedda is planned including widening of existing two lane road to four lane road from Y Junction to CWC /Naval Dockyard junction Option 2 Strengthening of existing road along M/s Sarat Chatterjee & Co. (at grade, 2 lane 1 way, 800m) + New road along CFL affluent channel (at grade, 2 lane 1 way, 500m) + Flyover (4 lane 2 way, 1200 m) with 1 ramp (2 lane 1 way, 500m) + Bridge across Meghadrighedda (@ 300 m span) Option 3 Construction of a new road (at grade, 2 lane 500m length) + Flyover 4 lane, 2 way 1200 m with 2 ramps 2 lane 1 way each of 250m + Bridge across Meghadrighedda (@ 300 m span) 50 2007-08 52 2012-13 10 implementation (Rs. Crore) Ruled out during DFR workshop discussions Time frame
Other road projects Other road projects which can be considered are listed below: Road flyover from railway crossings at Elephant gate from CWC godowns behind Essar Plant to KR & Sons (Rs. 3.25 crore) Road from SBC junction to Meghadripeta along Westside of Essar palletisation plant (Rs. 1.75 crore) Road from Meghadripeta between boundaries of Navy and RCL upto port connectivity road junction at industrial bypass road (Rs. 1.3 crore) Road from return end of WQ1 upto the existing SBC road connectivity behind WQ5 to establish thoroughfare upto Essar palletisation junction (Rs. 0.25 crore) These can be taken up for development depending upon the fund availability.
155
BUSINESS PLAN VPT
1. Four laning of middle 4 Km. Stretch of subject Port connectivity road. 2. Strengthening of existing 2-lane road between Y-Junction and convent junction including rehabilitation of bride. 3. Additional ramp parallel flyover of subject port connectivity. 4. Flyover with 4-lane road from Y-junction to industrial bypass road. The above Phase-II works have been entrusted to NHAI to submit feasibility report and cost estimates. Apart from these there are other general road improvement projects planned for upgrading the existing facility and mainly include projects involving pavement widening, strengthening etc. The project would result into better vehicle operating conditions and traffic movement. The table below describes the projects and provides cost of implementation and proposed time frame. Table 7-5 Cost of Implementation
Cost of Project/sub project implementation (Rs. Crore) Other road projects Providing new roads outer peripheral road and inner service roads along the new railway layout at east yard Strengthening the existing stretches + laying new roads (about 4 km 2 lane roads) 15 2007-08 6.55 2010-11 Time frame
The cost of 15 crore is inclusive of the proposed services road development for coal handling. 7.1.3 Rail projects
Adequate connectivity to port hinterland is very important as it helps smooth movement of cargo to and from hinterland (origin/destination). In case of Visakhapatnam port, the railway system assumes greater importance as out of total cargo handled at the port about 60-65 % cargo is rail borne cargo. The following sections presents the transport requirements related to rail traffic movement and list the projects that can help in meeting these requirements.
7.1.4
Port connectivity with Indian Railway grid and associated projects
Development of R & D yard at Mindi and associated facilities At present for the rail bound traffic there are two interchange points with the port viz. Ore Exchange Yard and R & D Yard. The Ore Exchange Yard has 18 lines and deals with iron ore traffic only. The R & D Yard has 19 lines and deals with other than iron ore traffic. Currently Ore Exchange Yard handles around 10-12 rakes per day and R &D Yard handles around 15-17 rakes per day. Out of about 17 rakes handled at R & D Yard, 6 rakes are destined to Western sector per day mainly for the commodities like POL, fertiliser, FRM and general cargo and it involves traversing along 10 km length rail line. This traffic movement requires to cross the lines of iron ore traffic at diamond cross junction which is a bottleneck for movement of trains from R & D Yard to Western sector. This also results into detainment of rolling stock.
156
BUSINESS PLAN VPT
Presently out of total traffic handled at port, about 60-65 % traffic is received/despatched using railways. The port has planned new sidings along the port connectivity road in Karasa area and as a part of allotment of land under Phase I development, which may result into growth in railway traffic in western sector. With increase in traffic in coming years, the load on railway system is bound to increase. The maximum number of rakes that can be handled at Ore Exchange Yard and R & D Yard is about 15 and 25 rakes per day respectively considering the factors such as availability of labour, wagon detention, availability of locomotive, movement constraints within port area, requirement of double operation and so forth. The traffic forecast suggests that the traffic load in terms of number of rakes per day may increase to 14 and 42 at Ore Exchange Yard and R & D Yard respectively (refer to Annex ??). These figures suggest that the existing Ore Exchange Yard may have just sufficient capacity to handle the future rail borne traffic. R& D yard needs to be augmented to cope up with this increase in the traffic, especially the existing R &D Yard which can handle about 25 rakes per day as against required 42 rakes per day in future. There can be two options either to expand the existing R & D yard or to develop a new R & D yard. In the first option there is almost no space for future expansion at existing R & D Yard. It is possible to add 3 new lines (extending break van siding by shifting vaccum plant to one side of the yard) at existing R & D Yard if the existing road along R & D Yard traffic building is shifted. This can help in increasing the capacity by about 4 rakes per day. However considering the increase in rail traffic, it is appropriate to develop a new entry point to port in the form of R & D Yard at Mindi in addition to the expansion of existing R & D yard. The proposed R & D Yard at Mindi will relieve the problem of existing R & D Yard congestion. Also it is required to segregate the general traffic, which can be achieved by: Routing the thermal coal, steel, other coals, alumina, containers and some portion of general cargo traffic (about 28 rakes per day ) through existing R & D Yard with addition of 1line as mentioned in internal transport projects - Construction of additional sidings - Laying of new railway line 1E in R & D Yard Routing the POL, Lime Stone, Fertilisers, FRM, Liquid Bulk and some portion of general cargo traffic (about 14 rakes per day) through the newly developed Mindi Yard The project includes: Strengthening of existing connection between Mindi and Vadlapudi Construction of fly over bridge (4-lane) on NH-5 at BHPV for about 750 m where the existing railway line connecting Mindi and Vadlapudi crosses NH-5 Direct connection from Duvvada and Simhachalam is also under consideration Mindi yard with facilities such as rail lines, cabins, railway electrification etc. The proposed Mindi R & D Yard will have total 9 lines, out of which 1 for through traffic and engine escape 1 for periodical maintenance examination (PME) 1 for sick wagons attention 3 for receipt and 3 for despatch
157
BUSINESS PLAN VPT
Map 7-4
Development of R & D Yard at Mindi
DA
AYYAPPA SWAMI AYYAPPA SWAM I TEMPLE TEMPLE
Connection from Duvvada
SHEELA NAGAR
L NATIONA 5 HIGHWAY
Connection from Simhachalam PROPOSED FLYOVER BRIDGE
L HIGHWAY NATIONA
TO DUV V A
Y GA AG BIN J CA
EM AL AP Y
Direct connection from Duvvada and Simhachalam
AIRPORT
EXIMPARK
Strengthening of existing connection
5 1
VI SAK HA-V IJ AYAW ADA P IPE L INE
HOLDING LINE
V A D LA CABIN PUDI
V.P
.T.
78 77
79 80 81 82 8 5 86 87 88 89 90 83 84
O L D MI N D Y A R D I
F F I E O C
EXISTIN G TO BE ST RAILWAY TRAC K R EN G TH EN
o. , E .C
TO MINDI VILLAGE
YS RL
P LANT ATION
75 76
91
CH. 3930 M
PROPOSED FLYOVER BRIDGE
VPT VACCANT LAND
J P RAILWAYLINE MAIN LINE
CORAMANDAL FERTILISERS
Proposed Mindi yard
The traffic at Mindi yard may be increase to about 14 rakes per day as per the traffic forecast. The Mindi Yard design has total 9 lines out of which 6 lines are for receipt and despatch. As the number of incoming and outgoing rakes will be more or less equal, if time taken for one set of trains may be taken as 12 to 15 hours. Thus on an average, each line can handle approximately 1.5 to 2 rakes per day. Thus available 6 lines would serve around 9 to 12 rakes per day as against the forecasted requirement of about 14 rakes per day. Considering this it is suggested that there should be enough land space available in case Mindi Yard expansion is required in near future. It is understood that there is space for adding 3 more lines on south side of Mindi yard in case expansion is required. If it is required to be expanded further then deleasing of the some part of Coromandel plot area will be required. On north side of the Mindi Yard expansion is not feasible due to the constraint imposed by NH-5. The project would result into following benefits: Reduce the load on existing R & D Yard Reduction in train/wagon detention Reduction in internal travel between R&D yard and western sector (distance by 10 km) Reduction in fuel consumption for port locomotives Reduction in accidents due to reduction in traversing the number of crossings
5M CH. 326
INDUSTRIAL BYEPASS ROAD
CH. 303
5M
TO BH P V
TO M/ sH ZL
BUSINESS PLAN VPT
Better segregation of traffic can be achieved which may improve the working Reduction of about 20 km for Indian Railways in train movement This project would involve participation from Indian Railways (IR) and VPT as it will benefit both. VPT that both IR and VPT may form a joint venture/ special purpose vehicle that will take care of funding and execution and maintenance. Table 7-6
Sr. No. 1
Cost of Implementation
Estimated cost (Rs. Crore) 100 Time frame 2007-10
Name of the subproject Development of R & D yard at Mindi and associated facilities
7.1.5
Other capacity improvement measures
Visakhapatnam port serves a wide hinterland comprising of around seven states of India and for various commodities such as thermal/coking/stem coal, fertilisers, fertilisers raw materials, food grains etc. The possible measures to improve the railway line capacity could be: Electrification Doubling Signalling and telecommunications improvement Freight trains scheduling These improvement measures can help in free flow of traffic and will result into additional traffic which not only will help VPT but also the hinterland industries that depend upon VPT for their import and export. In light of these facts, following measures need to be taken up with the Indian Railways for implementation as they fall in the purview. Following sections of railway tracks need to be taken up for doubling/electrification. Doubling a. Titlagarh Raipur b. Bilaspur Bina c. Kottavalasa-Kirandul (K- K) line - doubling of K-K Line (Kirandul Koraput and Koraput Kothavalasa sections). Recently the Ministry of Railways in its budget for the year 2006-07 has announced taking up of the survey work for this project. Electrification a. Vijaynagaram Raipur b. Bilaspur Bina
7.1.6
Internal rail movement projects
VPT railway system is divided into iron ore traffic and traffic for other commodities. Iron ore traffic is managed through Ore Exchange Yard. All other traffic is routed through R&D yard. Traffic from Ore Exchange Yard is handled in eastern sector which at present is about 10-12 rakes per day. Traffic from R & D Yard is destined to eastern as well as western sector and mainly includes commodities like POL, fertilisers, FRM, coal, steel products, alumina, container and general cargo etc. Out of about 17 rakes handled at R & D Yard, 6 rakes are destined to Western sector per day mainly for the commodities like POL, fertiliser, FRM and general cargo.
BUSINESS PLAN VPT
Providing additional connectivity to Mindi yard from RCL The new sidings in Karasa area is intended to be developed in the future. It will require additional connectivity between the proposed Mindi yard and Karasa area. These sidings depend upon the future traffic expected to be attracted or generated in this area. VPT has already planned sidings or open areas on the vacant land in Karasa area mainly for agro based industries/general cargo. It is also understood that HPCL has asked VPT to allocate a land area of 400 420 acres for the refinery expansion, which is likely to result into increased POL traffic. Also as a part of land allotment phase I, allocation of land for warehouse development was done and these warehouses are likely to open soon. The project includes: laying of 5.9 km of broad gauge track starting from RCL to the proposed Mindi Yard It will have 13 numbers of culverts One major bridge across Meghadrighedda Map 7-5 Additional connectivity to Mindi Yard
G R E EN B EL T
G RE E N B E L T
G R E EN B EL T
PROPOSED TRANSIT SHED 350 M X 30 M PROPOSE D TRANSIT SHED 350 M X 30 M PROPOSED TRANSIT SHED 3 50 M X 30 M PROPOSED 350 M X 30 TRANSIT SHED M PROPOSE D TRANSIT SHED 350 M X 30 M PROPOSED TRANSIT SHED 350 M X 3 0 M PROPOSED TRANSIT SHED 350 M X 30 M PROPOSED 3 50 M X 30 TRANSIT SHED M
G R EE N B EL T
G RE E N B E L T
G R E EN B E LT
RCL
G RE E N B E L T G R E EN B EL T
PR 35 OP 0 M OS X ED PR 30 TR 35 OP M AN 0 M OS SIT X ED SH 30 TR ED M AN SI T SH ED
G R E EN B EL T
G RE E N B E L T
PETROL BUNK
G R E EN B E LT G R E EN B EL T
G R E EN B EL T
M E G H A D R I
G E D D A C O U R S E
G RE E N B E L T
Y-JUNCTION
Y J UNCTION
5M
CH . 152
5M
CH . 140
2235 CH.
CH. 1985 M
5 1
5M 5M
INDUSTRIAL BYEPASS ROAD J P RAILWAYLINE MAIN LINE HOLDING LINE
CH . 665
CH. 585
2 2b
VACCANT LAND
CH . 303 CH . 326
VPT RLY
BRIDGE NO.
5 TRACK BRIDGE
CH .
G R E EN B E LT SHED
0M
G R E E N B E LT
G RE E N B E L T
L L U E N T C H A N A N E (LT C L E H R A A I S T (L PL E T E D E E ) R A Y& S A JE V E C E D CO D 9 & ) H . .0 C A (L N 0 O . EA A A C SE RE 13 D DD A ) Y .5 C & 0 8. C 75 O .
C NE S ER R E CT ( OR L YS )
EIPL PIPELI NE TRUSS
N CABI
G RE E N B E L T
2 T E RC . NGI
AS
O/ O
OLD M NDI YARD OF I CE I F
86 87 88 89 90
PLANTATION
91
CH. 3930 M
BPCL
HPCL APCL
B PC L
NAVAL DOCKYARD VIJ AYNAGAR GATE
PI PE LI
NE
/S
WE
TE
R N
BRIDGE
GODA VARI GAT E
BR ID
GE
NO .6
2c
P AR AL
LE
BRID GE
EIPL
TO
SC INDIA
160
BUSINESS PLAN VPT
Table 7-7
Sr. No. 1
Estimated cost (Rs. Crore) 30 Time frame 2007-09
Name of the subproject Additional connectivity to Mindi Yard from Karasa
The project would result into following benefits: Help in serving future rail borne traffic destined to Karasa area more efficiently Will function as complementary to Mindi yard
Revamping east yard In order to reorganise the stacking area and enable efficient handling for coal the existing curved rail tracks have to be removed and replaced by straight rail tracks which are coming directly form the R&D yard. It is proposed to revamp the existing rail line of east yard in order to be able to handle 6 full rakes in a straight line with a locomotive escape facility. The project includes: Laying of 6 full rake capacity railway lines for manual loading Laying of 2 full rake capacity railway lines for mechanized loading with wagon loader Laying of Conveyor tracks for mechanized Coal handling Mechanisation of coal handling Revamping of east yard is linked to GCB mechanisation. GCB mechanisation will result into faster coal handling at berth and transport to the east yard by conveyor. Removing this coal from east yard will be a challenging task as it would depend upon the availability of the rake for loading and its movement through R & D Yard. Proposed revamp plan has 6 lines for manual and 2 lines for mechanical loading. The traffic forecast projects that the coal traffic (coking, steam & other) is likely to reach around 12 million tonnes per year by 2012-13, which translates into average 11-12 rakes per day.
At the same time capacity of R & D yard through which the coal traffic is handled would not be enough to handle the traffic as it has to cater to other general traffic also. Under such circumstances, development of Mindi yard can relieve the situation. It is required that the western sector traffic (such as POL, Fertilisers, FRM and others) can be segregated and routed through Mindi yard and the movement of coal can be given priority at the existing R & D yard. As a part of road projects for improving OH IH connectivity, a flyover road connecting outer harbour to inner harbour over east yard rail lines is proposed (see above figure). The requirements of this road project should also be considered while implementing east yard revamping.
161
BUSINESS PLAN VPT
Map 7-6
( ) RE TU FU
East yard revamping
D RAI
DUC
EL SUB ECT STA RIC AL T ION
NSF ORM
S HIP
LOA DER
GATE
CUS OFF TOM ICE SI GNA 1 RCC S POS T L
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5.00
Proposed coal handling area manual

N CE) GO LDEN 2 R CC JUB ILEE B LDG . 2 R CC LIBRA RY
D RAI
EL MAIE. S HED CRA (ME NT ENANE CH) S NCE
TRA CK
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PT
ATE
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1 RCC SAN IT OFFICEARY
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FOR MEC EMA HA N NICA L S COO TER
3.00
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TOI L ET
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SI
TRA F FIC
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SEA FARER CLUB
SEC URITY
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WATER TANK
B US SHELTER 2 RCC
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SCO OTER SHED
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VPT ST EEL ST OCKY ARD NEC YAR D
BUS SHELTER 'B' BLOCK
SHED
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GR EEN BELT
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K.R & SONS
VPT CO-OP:
KIT R OOM
SO CIE TY BUILDING
1 RCC ESSKKA SHIPPIN Y PVT LTDG
1 RC C MITR AK PVT.LTD
10.33 M 32.57 M
BARRACKS
1 RCC
ELE. CABLE DUC
SHIP PASSENGERS REST ROOM
CISF CANTEEN
E LE.CABLE
New layout
DUC T
'A' BLOCK STALL MARKET
G R E E N BE L T
GREEN BELT
L C-1
ZONE C ONTRACTORS' WORK SHED
DRAIN DUC T
RL-4
RL-3 RL-2
FR OM HC
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CU
TOILET
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G L OCO SC OOTER M STORES SHED
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MP DU
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ELE. CABLE DUC
NEHRU GATE
CISF DUTY POST 1 RCC
SHIP LOADER
3 STORIED RCC BUILDING
DU M P
STRAIGHT : 221 M IPA PRO. LINE NO.1 : 747 M (CSL : 707 M) TOTAL HC TO HC
GUARD POST
1 RC C
NO .5
AC SHED
33 8M
in clP
Peripheral roads
GATE
POR T CARGO HANDLING STOR E M ISC . WOR OOM KER S LUNC H R WELFAR E ASSN
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0M NO .6 : 44
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WATCH TOWER
TOILET
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WATER TANK T OILET ST

CUST OMS OFFICE
O/ o E XE. ENGINEER CISF DUTY POSTS PORT WORKSHOP WTANK O/o EXE. AREA E NGINEER GATE SCOOTER SHED SCOOTER FITTING SHED SHOP
P NO. 6 : 30
+ 92 M
UM D
.7 NO
UM D
.8 NO
Proposed coal handling area mechanized

H-8 CO NV EY OR JN
M U D P .9 O N
SL C AN AL B RI DGE
R SHED SCOOTE
WOR K SHOP M AC HINE SHOP
M OT OR R OOM GATE
C ISF DUTY POST
LUNCH & STOR E ROOM
TEMPLE DEFENCE SHELTER LOC O WHEEL LATHE DR IVER'S R EST ROOM & BATTERY R OOM ST GATE
VEHIC LE PARKING REPAIRING SHED VEHIC LE PARKING
OLD GENERAL STORES

WTANK
WTANK T OILET 1 R CC BLD OLD PLATFORM
Service roads
TO ILET
JETTY
SCOOTER SHED
C ISF DUTY POST

STAG E
SCOOTER SHED
SM S (OH) O FFICE
LUN CH RO OM BOAT MAIN TEMP SHED TEN LE ANA WTA CE SMS NK OFFIC ) (IH CISF E DUTY POST
WATER TANK
MOTOR VEHICLE SECTION SERVICING PLATFORM OVERHAULING WORKSHOP
1 R CC BLD 1 AC BLD
ASST. E NGINEER/ FOREM AN OFFIC E (M VS)
ST
STORE
SCOOTER SHED
SERVIC ING SEC TION GATE WTANK WTANK SULPHUR STACKYARD OLD STORES 1 AC BLD OLD WEIGH B RIDGE
1 AC SHED
DE2 GODOWN
GR EEN STRIP OH R CC WTANK
OLD MECH. WORKSHOP
TUG
TIE -UP
COAL STACKYARD
GATE C ISF DUTY POST
CISF DUTY POST GATE CISF DUTY POST GATE
OLD CISF DUTY POST GATE
GREEN STRIP
GREE N STR IP
FC SEC TION T IME OFFICE C ISF DUTY POST(M C) GATE
TOILET
TOILET
H DES RIES PRA FI SHE HRA F O T. OF AND DEP T. GOV
SCOOTER PARKING
P. COR RIES AP FI SHE
SCOOTER PARKING
GREEN STRIP
M AR INE COMPLEX R EST R OOM
WAREHOUSE S 1
TY M F JE T
WAREHOUSE S 2
C OT 3 RC C NEW M F JETTY
WAREHOUSE S 3
RCC
K TAN OH TER WA
Old layout
CANAL
S L
The project would result into following benefits: Full rakes can be handled in a straight line which would save the time required for pacing rakes and actual operations time for loading Restructuring would enable the effective utilization of the stacking area by increasing the stacking capacity to two, 40,000 sqm against 95,000 sqm.
S L
OM
DU
MP
NO
.3 :
M 313 NO .4 : M 274
E RV CU
M 86 :1
HC
DU
MP
C A N A L
EQ 2
TRANSIST SHED
EQ 2 BE RTH
DRAIN DUCT
C ANTEEN 2 RCC
TRACK
BONDED WAR EHOUSE
TOILETS
FOU ND ATION BLOCK
ELE. CABLE DUC
WATER COOLER
POOL BLDG. KHALASIS
SHIP LOADER
DRAIN DUC T
SEPTIC TAN K
LAVATO RY
56 M
G IN CK STA
LT
STD
C OC O NU
BE
EEN
T PL AN
GR
ND
T AT I O
SECURIT
1 CRY STAA C COLD L ICE & STORAG E CO.
T-102
DOCK LAB
G R LY
T-100
ELE CT RIC POL ES
T-103
NORTHERN ARM
QUA
RTERS
SA MA & Y ION AR CT NIT SE IA LAR
H E Q BERT
EX E (E /M) I CE OFF ON ATI GI RE T E POR FIC OF STR
NS TE EX IO N OF
I LET TO
T OIL ET
ST
JUB DIAM OND C ANTEEN
BOAT BASIN JETTY
ILEE
162
BUSINESS PLAN VPT
Table 7-8
Sr. No. 1
Estimated cost (Rs. Crore) 7.5 Time frame 2007-09
Name of the subproject East yard revamping
Railway other internal projects Following sections list the other internal rail improvement projects such as construction of additional sidings, modernisation and improvement of the existing rail system. Construction of additional sidings VPT has decided to lay additional sidings in the entire port area in view of the future traffic increase; as it necessitates the increase in the rail cargo handling capacity. The details of these sub projects are provided in table below. Table 7-9
Sr. No.
Estimated cost (Rs. Crore) Time frame
Name of the subproject Eastern sector
1 2
One siding (track length of 680 m) between H-7 shed and Sea Horse Junction for container traffic One siding (track length 1100 m) at West of R & D Yard for facilitating rail bound cargo handling for existing sheds of lessees Extension of existing railway line (by about 2 km) in outer harbour catering to container terminal upto fishing harbour. There is a proposal of relocating the existing fishing harbour to another place and reclaiming the available area for development in future. Keeping this development in mind, the existing rail line can be extended to serve the fishing harbour area. Laying of new railway line 1E in R & D Yard to increase the holding capacity One siding (Track length 1100) east of OHC along M/s ONGC for facilitating rail borne cargo handling Western sector
1.0 2.5
Aug 07 Feb 08 Aug 06 Dec 07
5.0
2010-11
4 5
2.5 2.5
Jan 08 Dec 08 Aug 06 Dec 07
1 2 3 5
One siding at EIPL area along industrial bye-pass road Five additional sidings (5 tracks each 685 m) along North & South sides of JP Line. Out of these 5 one will be laid now (i.e. JP2) Five additional sidings (5 rail lines each 700 m long) in Karasa area taking off from internal rail connectivity Laying of an additional line between RCL level crossing and NAD level crossing towards north of existing Railway lines
2.0 12.5 15.0 2.5
Jan 07 Sept 09 Aug 06 Mar 08 Aug 08 Mar 09 Aug 06 Mar 08
Modernisation and improvement of existing rail system Modernisation of existing rail system includes strengthening existing sidings by constructing retaining walls, hard surfacing, pathways, illumination and other facilities for better working conditions and
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maintainability. Improvement is a continuous process and includes strengthening level crossings, the replacement of fish plated joints by short welded joints, extension of existing lines etc. The various projects include:
Hard surfacing, proper illumination and provision of pathways along all existing railway sidings Strengthening of railway crossings with PCC blocks as these are settled due to heavy rail/road traffic nd Extension of exiting R-8, R-14, R-15 lines and Route Z of NH Yard and 2 bulb line at western sector for holding full rake capacity Laying of BG Railway Track from R & D yard to Western Sector across Dumper yard in the vicinity of 28-lever cabin. Conversion of existing mechanical points in R & D yard to RRI points at Anakapalli level crossing of south cabin Up gradation of 60 sets 1 in 8 points and crossings on wooden layout with PSC layout including special size sleepers of railway lines of port area. In 1st. phase and balance points & crossings in 3 phases of 75 sets (21 crores) Revamping of RRI cabin at OHC (5 Crores) Up gradation four cabins of R&D yard to RRI system (10 Crores). Railway staff building at sidings in western sector (0.5 Crores) Providing Winch Operated lifting barrier gates at VPT railway manned level crossings including construction of Gumpties Conversion of existing fish plated tracks into short welded rails in order to reduce the maintenance (can be taken up phased manner) The existing vacuum plant in between lines may be shifted to one side of the yard and dead end line may be extended towards North Side, so that another full rake line is available. Laying of additional line along new A.V.R. line with engine escape and about the increasing the AVR-1 and AVR-2 line for handling together one full rake. Connecting Western and eastern empty grid lines to 1A line, so that non KK rakes can be handed over to VPT instead of returning back to Railways at OEC. Existing connection to B-line at OHC Elephant gate is to be up-graded as it can be utilized for receiving more rakes. Panel Interlocking of Load grid points is to be required in lieu of RRI/Cabin points. In view of additional traffic at East Yard, up-gradation of 14 lever gumpty. Connection of Link line by laying Diamond crossing at VDR & Co., in view of direct connectivity form CFL end. Purchase of higher capacity locomotives.
The project would result into following benefits: Strengthening will improve the life of the component Hard surfacing, proper illumination and provision of pathways will improve the working conditions Extension of existing lines will be useful for handling full rake capacity The estimated total cost of implementation is approximately Rs. 46 crores with estimated duration of the project of about 4 years from year 2006 to year 2010.
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7.2 7.2.1
Summary Road projects summary and recommendations
The consultants propose to implement the following projects: Outer harbour connectivity improvement involving o Improvement of road from Khobbari Thota Junction to the fishing harbour junction facilitating movement to/from Port Junction to Outer harbour berths (upto Fishing Harbour) with an estimated cost of about Rs. 15 crore o flyover roads on the above OH connectivity road and one connecting outer harbour to inner harbour with an estimated cost of about Rs. 12 crore Inner harbour connectivity improvement includes following proposals o In/out movement to EQ to/from outside the port - Ramp near Ambedkar Junction for facilitating traffic movement to/from EQ north gate with an estimated cost of about Rs. 16 crore o In/out movement to/from WQ port area flyover road with ramps to facilitate WQ in/out and movement towards WQ and EQ with an estimated cost of about Rs. 34.5 crore o Movement between EQ to WQ area (both ways) flyover road on either side of the conveyor with an estimated cost of about Rs. 33 crore Western sector connectivity for which three options are possible. Out of these option one, additional road parallel to the bridge over Meghadrighedda is the cheapest one. However, this option was ruled out due to the decision of the navy to ban the existing road. Out of the other two options, the option no 3 seems to be the better one and can be considered for implementation. It was suggested by the port that the option 2 may also be considered for the long term requirement. The other smaller projects for general improvement of the road system have to be taking into account according to the availability of budget.
7.2.2
Rail projects - summary and recommendations
The consultants propose to implement the following projects: Development of R&D yard at Mindi and associated facilities with direct connections from Duvvada and Simhachalam. The estimated cost of implementation is Rs. 100 crores. Providing additional connectivity to Mindi yard from RCL, between the proposed Mindi yard and Karasa area where the storage capacity is planned. The estimated total cost of implementation is Rs. 30 crore. Revamping the east yard for the new storage including service road for coal and mechanical handling for coal with an estimated cost of about Rs 13.98 crore The other regular modernisation and improvement projects for general improvement of the railway system have to be taking into account according to the availability of budget.
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8. 8.1
ENVIRONMENTAL PROJECTS Introduction
Considering the various potential sources of pollution, pollution control measures are suggested at either the source of pollution or at the receiving environmental component. Adoption of these measures would help keep the pollution control costs to a minimum. Environmental projects are a key component of every Port operation and construction program. Port's capital improvement programs must provide funds for needed environmental measures. The Port's environmental programs are as varied and vital as its economic programs.
8.2 8.2.1
Air Pollution Control GCB and Coal Berth
As already mentioned, coal is being handled at GCB and inner harbour. Some of the coal is unloaded at GCB to reduce the ships weight and then taken to inner harbour for further emptying of the ship. Also as mentioned, VPT is planning to deepen the entrance channel to 14 m depth. In this context, the following is the recommendation for handling environmental problems at GCB:
Coal handling at GCB should be fully mechanised so that coal dust problems are avoided. Mechanised handling includes: o A completely closed belt-conveyor from the ship to storage yard; o Belt-conveyor into the ship and unloading of coal from ship to conveyor by using sloping chutes rather than drop; o arranging chute to feed conveyor in the direction of the flow; o using high-capacity conveyor at low speed rather than low capacity conveyor at high speed reducing conveying movement and number of transfers. Mechanisation of loading operation into wagons/trucks using small conveyor belts and hoppers; Sprinkling of water on the coal dikes; Providing multilayer greenbelt around the storage yard; covering trucks and wagons with tarpaulins while transportation.
For sizing and cost estimation of the above project the basic data required is distance from berth (ship) to storage area and area of storage sites.
8.2.2
Vessel Emissions:
Exact emissions of pollutants from vessels are not known. To arrive at these emissions, data on fuel consumption by the ships and its quality is required. The following are some of the measures experimented and implemented in other ports, which VPT may also consider: Switch over to cleaner-burning fuels in their auxiliary diesel engines and dieselelectric engines once they are within the reach of the port. Cargo-handling equipment such as forklifts and cranes, calling for replacing or retrofitting their engines with those using best available control technology.
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Low-sulphur fuels are technically feasible and are being used by some vessels elsewhere Emission standards for new Category 3 marine diesel engines installed on vessels. Marine diesel engines differ from other diesel engines in terms of their exhaust, cooling, electrical, and fuel systems. Category 3 engines are large diesel engines used for propulsion power on container ships, tankers, bulk carriers, and cruise ships. The IMO is also framing rules for cutting down shipping emissions. In May 2005, an IMO regulation on engine emission standards for NOx came into force for engines above 130 kilowatts, in the form of Annex VI of the International Convention for the Prevention of Pollution from Ships. The rule includes a global cap of 4.5% by mass on sulphur content of fuel oil and recommends monitoring of sulphur content globally. The IMO is also encouraging countries to declare their coastlines as SOx Emission Control Areas (SECAs), where sulphur content in fuel must not exceed 1.5%.
Under the marine fuel directive adopted by the European parliament in April 2005, all ships in the Baltic SECA and passenger vessels in European Union (EU) territorial waters will have to use fuel with a 1.5% sulfur limit after 11 August 2006. The 1.5% sulfur limit will apply to the North SECA (which includes the English Channel) after 11 August 2007. The sulfur limit will be 0.1% in fuel used by passenger vessels and seagoing ships at berth in EU ports after 1 January 2010. These measures are expected to reduce shipping-related SO2 in the EU by over 500,000 metric tons a year from 2006. Besides marine fuel regulation, the EC is encouraging research to assess the economic and technical feasibility of SOx and NOx abatement technologies such as shore side electricity, seawater scrubbing, selective catalytic reduction, and the use of humid air motors. The EC also favors fiscal incentives and voluntary measures to encourage the use of low-sulfur fuels and green technologies by ship owners.
Another emission reduction strategy is to cut idling time of vessels and tugboats by providing electric power on shore. An additional benefit of using shore side electricity is the elimination of noise and vibration from the auxiliary engines while they are at berth. Plugging in to onshore power requires retrofitting power systems or ships, and that involves new investments; it may not be economically viable for infrequent visitors. (The Port of Los Angeles has signed a lease with container terminal operator P&O Nedlloyd that would require the company to use shore power for ships at berth and alternative fuel yard tractors, and possibly employ low-sulphur fuel in vessel main engines.) Reducing the speed of vessels as they approach a port can also help cut emissions. The plan requires ships to reduce their speed from 22 knots to 12 knots or less. (About 70% of ships calling at the ports of Los Angeles and Long Beach participate in a voluntary speed reduction program implemented since 2002. The strategy is sweetened by a financial incentive; operators qualify for a 15% discounted dockage rate during the following 12 months if 90% of their vessels comply with the 12-knot speed limit for a year. In the first six months of 2005, speed reduction at the Port of Los Angeles saved 266 tons of NOx emissions.)
Vehicular pollution VPT should adopt clean fuel policy for port vehicles. All the port vehicles should be converted into either CNG or LPG driven.
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8.3
Noise Pollution Control
Noise should be prevented rather than controlled. Installation of electrical systems instead of pneumatic ones will reduce noise levels. Rubber padding -may be provided with the noise generating equipment. Mufflers should be provided wherever possible to reduce noise levels from mechanical operations and workers in noisy areas should be provided with ear muffs to prevent hearing loss. To arrive at the cost of this project, data on the noise generating areas, number of workers in the area, etc. are required. MoEF guidelines for ports and harbours recommend that noise levels should be kept below 85 dBA at a height of 5 feet anywhere in the occupational work area at the port. In addition, the ambient noise standards for various areas as per Central Pollution Control Board should be maintained. Taking these guidelines into consideration, the horns installed on the vessels should be of specific standards (certified by BIS) to avoid excessive noise generation. To combat the noise impact, a physical barrier should be provided between the harbour area and the nearby residential houses. This can be achieved by planting trees. Two to three rows of trees will result in good attenuation of noise. In between these rows bushes of various heights need to be planted. For costing purpose, length of greenbelt to be developed is required.
8.4 8.4.1
Water Pollution Control Slurry tank and pumping system on iron ore berth
As already mentioned, a continuous discharge of iron ore slurry into sea has been observed. To reduce the pollution problems from this, a slurry holding tank is proposed on the iron ore berth. This would contain a tank, a slurry pump, and sludge thickening facilities. Iron ore even can be recovered from this tank. For ascertaining the size of the tank and whole project, data on the approximate quantities of slurry getting discharged into sea is required.
8.4.2
Wastewater from City
City sewage comes to VPT through SL canal, Gangula gedda, Yerra gedda and a Katcha Drain. These drains carry wastewater of Visakhapatnam city coming from various directions. Wastewater from Gangula gedda and Yerra gedda joins near STP. Part of this wastewater (10 MLD) is treated in sewage treatment plant, while SL canal and Katcha Dran meet harbour water without any Treatment. Katcha Drain carries sewage from Airport Area and Nanakpura area and meets inner Harbour in North Western Arm near Navel Dock yard. Exact quantities of city sewage are not known. City growth is expected to lead to a further rise in the population density. Consequently the pollutant discharge load will also increase. In addition, industries may come up leading to secondary growth. Discharge of untreated pollutants from all these sources could affect the water quality of the harbour. Hence discharge of untreated effluents into the harbour will have to be restricted. Port has one sewage treatment plant which receives about 7 to 8.5 MLD sewage from Yerra gedda and Ganula gedda. VPT had already planned to have one more treatment Plan of 10 MLD capacity but since Visakhapatnam Municipal Corporation is planning to divert all the drains meeting harbour
BUSINESS PLAN VPT
water, an additional treatment plant may not be feasible hence this proposal has been placed on hold. If VMC will intercept and divert all drains meeting Harbour water, most of the city sewage problem would be solved. Data on quantities of sewage from SL canal, Yerra gedda, Gangula gedda, and Katcha drain is required. In addition, pollutant loads in all these canals are required to assess the size of sewage treatment plant and treatment scheme. A clear understanding on VMCs proposal is also required to plan for the additional STP requirements.
8.4.3
Industrial Waste Water
Port Authorities informed that all the industries in the Port area having individual treatment plant. Treated wastewater, which is been discharged through effluent channel and Exim park channel. Harbour water is been regularly monitored by Andhra Pradesh Pollution Control Board. Although there is a provision to provide a copy of treated waste waster report to Port (environment cell) for their reference but It has been found that some times these industries are not reporting to Port. The following activities need to be taken up by VPT to assure pollution control from industries:
VPT should form a committee to investigate the industrial pollution problem and undertake mitigative measures under its guidance. The committee involves its own officials, officials from pollution control board, industry representatives, and Visakhapatnam Municipal Corporation. Undertake a thorough study on the investigation of quantities of effluents discharged by each industry in the port area and assess the quality of effluent of each industry. While assessing the quality, samples should be taken after the effluent leaves industry premise. Construct a CETP by taking contributions from the industries. The CETP may contain a flocculater, aeration tanks, aerobic/anaerobic treatment, chemical treatment if required, oil skimmers, sludge separator, etc.
If quality of effluents and approximate quantities are available, a treatment scheme and cost of CETP may be worked out.
8.4.4
Garland drains around storage yards
Various types of cargos are stored in the open storage yards. The flying dusty cargo and the leachates of some of the cargos is cause for concern. Thus, the following measures are proposed:
Provide a proper lining/flooring in the storage yards Provide garland drains and collect the contaminated water in collection pits adjacent to the storage area. The cargo can be recovered from this slurry. A multilayer greenbelt around the storage areas. This greenbelt should cover trees of various heights, and bushes in between trees. This greenbelt would prevent transportation of dusty cargo to far off places.
Data such as area of each storage yard, dimensions of the storage yards, type of cargo stored are required to arrive at the type of lining/flooring (for any special flooring requirements), size of the collection pits, area of the greenbelt, etc.
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8.4.5
Contaminated Sediments Disposal
The sediments should be monitored once in every season, for different chemical and biological parameters to assess the extent of contamination. Regular monitoring may be taken up at harbour area. The sampling points for monitoring could be in stagnant areas and fishery zones and near terminal sites. The USKPA standard for the sediment quality is given in the below.
Table 8-1
USKPA standard
% Concentration (dry wt basis) 6.0 5.0 0.10 0.15 0.001 0.005 0.005
Sediments in Fresh and Marine-Waters Volatile solids Chemical Oxygen Demand Total Kjeldahi nitrogen Oil and grease Mercury Lead Zinc
When concentrations of one or more of the parameters (given in the preceding table) in sediments exceed the limits, the sediment will be considered polluted and, therefore, unacceptable for open water disposal. This necessitates adoption of a suitable disposal method for the dredged sediment. Suitable disposal methods like confined upland disposal and capped disposal in sea/ocean may be adopted for contaminated dredge spoil. The contaminated sediments may be effectively isolated by placing them in sub-aqueous sites and covering or capping them with a layer of clean material. The capping material should be denser than the contaminated material. It can be done with clean inert material such as sand and silt. After identifying the contaminated sediments in the harbour water, suitable dredges should be selected so that the resuspention is minimal during dredging. The contaminated sediments should be handled to minimise the contact time between water and sediments at both dredging and disposal sites. While selecting the disposal site, the following criteria should be carefully considered: stability erosion potential ecological sensitiveness Deep pits inside the water bodies are ideal capping sites provided the leachate does not contaminate the surrounding groundwater.
8.4.6
Dredging
The potential impacts of dredging have already been discussed in detail earlier. The following measures are recommended to mitigate these impacts.
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Vacuum dredging (cutting and sucking) should be used instead of mechanical dredging as far as possible, since mechanical dredging creates turbidity in water. When mechanised dredges are used, it is suggested that the dredging should be started from the upstream end to the water current and continued in the downstream direction, to minimise the deposition of resuspended sediments in the downstream area. The development of environmentally sound spoil disposal practices requires an intimate knowledge of die biological communities associated with a specific disposal site. This includes not only knowledge of ecologically and/or commercially valuable species that may be adversely affected, but also of the kinds of benthic species that may eventually recolonised the modified substratum. The following parameters are to be examined prior to the selection of the disposal option. o Nature and composition of dredged material: grain size, water content, organic content, and nature of clay minerals o Nature of the receptor: water body, land o Ecology of the region: substrate compatibility, diversity and adaptability of species, ecosystem dynamics o Disposal site characteristics: nature of disposal site, water depth, currents - speed and direction, size and frequency of waves.
Open water disposal and capped disposal of the contaminated sediments may be considered in the present case: Open water disposal Capped disposal of the contaminated sediments, with clean sediments in sub-aqueous environment Capped disposal of contaminated sediments is already discussed earlier. Open water disposal of dredged sediment is becoming increasingly popular worldwide. During disposal, there are generally very small releases of any potentially harmful chemical constituents into the water column as the dredged sediments are in a physico-chemical equilibrium with the environment from which they are taken. Clay-bearing sediments of the dredged material have minimal chemical impacts on the receiving environment as certain clays and humics can sequester (partition) harmful toxicant from aquatic biota. Potential impacts are first evaluated by comparing the sediment quality at both the dredging and disposal sites. If the quality of the sediments in the dredging site is better or similar to the sediment quality at disposal site, disposal will not have unacceptable adverse impacts on the disposal site environment. In this case the dredged material can be dumped in open water without restrictions and Dredged material can be disposed in open water by direct pipeline discharge to avoid higher turbidity in water column. The disposed material should not be allowed to accumulate and reduce the depth of water column.
8.5
Protection to coastal morphology:
The issue of protection to coastal morphology had been the prime concern to designers of the port during the construction of Inner harbour in 1933 as well as construction of Outer harbour in 1976. During the construction of Inner harbour in 1933 with the Island break waters, the gap between shore and south tip of break waters was a depositing area for the sand (littoral drift) to the tune of a million tonnes of sand a year brought by the wave induced currents etc. The breach was slowly eroding and
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port had taken necessary measures to nourish the breach by pumping the dredged material from the sand trap. Similarly, during the break water construction in Outer harbour, the Ramakrishna beach, north of Visakhapatnam Port, would have been washed away but for the measures taken by the Port for collection of sand in the sand trap and pumping is out for beach nourishment. The Port is spending Rs.8 to 10 crores annually on beach nourishment, though unremunerative, only keeping in view the imminent need to protect he coastal morphology. Unless similar measures are taken by the Gangavaram port developer, for which normally a private developer may not come forward as it is an infructuous expenditure when viewed from commercial angle, there is every possibility of erosion of beach at YARADA where a village exists. This may result in exposing the village to cyclones leading to destruction of life and property besides acting detrimental to the Govt. of Andhra Pradeshs vision of developing this area with resorts to attract tourists. Further the non-adherence to the Environment protection aspects may result in huge loss to the high valued properties and housing colonies abutting the beach. With no further sand coming into sand trap, the wave energy will create disturbance at the berths in the existing outer harbour. In view of these aspects, the protection to the coastal morphology is a serious concern and there is a need to ensure such a critical activity is kept under Government control and not left to the whims of a private developer.
8.6
Wastes from ships and Oil spills:
The business plan envisaged an increase in the number of vessels plying in harbour area. While onboard pollution generated from individual vessel may be negligible, accumulated pollution from all vessels may be significant. Wastes from vessels are mainly of three categories: sewage, oily wastewater (from fuel storage tank, tank washing and bilge water), and garbage. VPT officials informed that no vessels are allowed to discharge waste in harbour water at present. Most of the vessels coming to VPT have treatment plant and they are discharging treated waste in mid sea. At present no specific mechanism has been observed to monitor waste discharge from vessels. Considering the increased traffic and their frequency of operations, stringent monitoring of all vessels is recommended. VPT must ensure that vessels coming to harbour must have treatment facility on board. VPT may also have effluent treatment facility so that In case it is required to hold the effluents on the vessel for a longer time, all the wastes collected in these holding tanks may be discharged into the proposed on-shore treatment plants. In this case safety measures should be taken to prevent generation of septic conditions and formation of toxic and inflammable gases on board. Similarly garbage and other solid wastes from individual vessels may also be transferred to the garbage collection bins at port. Charges may be levied on vessel operators towards meeting the treatment and disposal costs of liquid and solid wastes, depending on the volumes disposed. Garbage and other solid wastes from individual vessels may also be transferred to the garbage collection bins at terminals. Charges may be levied on vessel operators towards meeting the treatment and disposal costs of wastes, depending on the volumes disposed. Oil spills from tankers during loading and unloading may be a major pollution problem at POL terminals. Containment and retrieval of fuel oil from water should be carried out to prevent the spread of oil in waters. India is party to MARPOL convention (MARPOL 73/78). India has signed to comply with the following annexures of the above convention/protocol:
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Annex I: Annex II: Annex III: Annex IV: Annex V:
Prevention of pollution by oil Control of pollution by noxious liquid substances Prevention of pollution by harmful substances in packaged form Prevention of pollution by sewage from ships Prevention of pollution by garbage from ships
As per the IMO protocol VPT needs to have facilities to handle the following pollutants: Oily waste o Oily bilge water o Oily residues (sludge) o Oily tank washings (slops) o Dirty ballast water o Scale and sludge from tanker cleaning o Oily mixtures containing chemicals Noxious Liquid Substances Garbage Sewage Ozone depleting substances Out of these, VPT has facilities to collect only oily bilge water and oil and sludge. VPT has informed a privately operated reception tank of 100 KL collects these wastes. Tanker can go on berths and collects the wastes. No details are available on where these wastes are taken by the contractor. Floating oil booms are already used by VPT to contain spreading of oil spill. The booms should be 60120 cm above and below the water surface. These will surround the tankers during loading and unloading. Retrieval of contaminated oil can be achieved by oil skimmers. The oil skimmers may be provided with long arms to also clear oil slicks, which might accumulate under the jetty. The retrieved oil should be stored in small containers and sold to licensed vendors directly or VPT may install an oilwater separator for separation of oil from water. In addition to oily water, the port needs to have a system to treat sewage and bilge water received from the ships/tankers. If the ships treat the sewage on their own, then, VPT should maintain the records of treatment details, quantities of treated sewage, discharge location, etc. The cost of treatment will be borne by the shippers based on the nature and quantity of effluent discharged. The ETP should be designed in such a way that the treated effluent will meet standards for discharge into coastal waters. The sludge from the ETP should be thickened and stabilised before use or disposal. A part of the sludge could be utilised as manure for greenbelt development after ensuring that the concentrations of heavy metals and other pollutants in the sludge are within safe limits. The rest could be used for land filling.
8.7
Environmental Management Cell
VPT has a separate Environment Management Cell (EMC) for maintenance and operation of the pollution control system, monitoring of pollutants and development of green belt. Although EMC has a multidisciplinary team of professionals but It is recommended that the VPT should strengthen existing
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Cell to address environmental management concerns. The cell should be given qualified persons who will be responsible for regular environmental quality" monitoring, proper operation of pollution control equipment and ETPs, and liaison with regulatory bodies such as the Andhra Pollution Control Board (APPCB). It is also recommended to provide infrastructure in terms of computes and vehicle to manage data base and field monitoring activities. The Cell should be given more powers to implement pollution control measures as per ISO 14001 and EMPs of various departments and should also be given authority to enforce existing industries to follow pollution control measure. Broad Functions of EMC are envisaged as: to ensure that STP function properly and meet effluent discharge standards to ensure systematic and routine housekeeping, especially at the terminals to maintain the greenbelt to remove oil slicks from the water to create awareness of pollution hazards among all VPT personnel related to the harbour area , especially those involved in cargo handling to maintain environmental quality' analysis laboratory and analyse air, water, sediment, and soil samples on a regular basis
Laboratory and Equipment Analytical laboratories should be set up to carry out routine analysis of water and sediment samples. This laboratory is proposed after considering the workload to be created in future. Essential equipment required in the lab is given below. This is in addition to the equipment required for collection of samples. Single pan balance pH meter Conductivity meter Dissolved oxygen meter Incubator Flame photometer Microscope UV/Visible Spectrophotometer Regular field visits of the EMC personnel are required in the harbour area for collection of samples.
8.8
Environmental Appraisal and Monitoring Compliance Mechanism
Highlights of applicable Port's Environmental Appraisal and Monitoring Compliance Mechanism are outlined below to ensure that Port expansion and development activities comply with applicable environmental regulations.
8.8.1
Environmental Appraisal
Under Environment Protection Act and Rules, Environment Clearance is required for expansion and operation of existing ports .The government agencies for granting Environmental Clearance are Ministry of Environment and Forest, Ministry of Surface transport State Pollution Control Board depends on nature of the project.
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Responsibility of giving Environment Clearance to all Schemes having investment more than 50 Crores and new Ports lies with Ministry of Environment and Forest. State Pollution Control Board is responsible for giving Consent for Construction and Consent for Operation. In accordance with Ministry of Environment and Forests, Notification on Environmental Impact Assessment of Development Projects, dated the 27th January, 1994 (amended on 4th May, 1994), any new project or the expansion or modernisation of any existing industry or project listed in Schedule-I shall submit an application to the Secretary, Ministry of Environment and Forests, New Delhi. The application is made in the proforma specified in Schedule-II of this notification and must be accompanied by a Project Report which, among other items includes an Environmental Impact Assessment (EIA)/Environmental Management Plan (EMP) Report prepared in accordance with current guidelines issued by the Central Government in the MoEF. Prior to the submission of the EIA/EMP report to the Impact Assessment Agency of the MoEF, Consent to Establish from the concerned SPCB is required. The EIA/EMP Report must be accompanied by appropriate Consent to Establish documents. The EIA/EMP report submitted by the project proponent is evaluated and assessed by the Impact Assessment Agency, and if deemed necessary, it may consult the Committee of Experts having a composition as specified in Schedule-III of this notification. The Impact Assessment Agency prepares a set of recommendations based on technical assessment of documents and data furnished by the project authorities, supplemented by data collected during any visit to sites or factories, as well as any required interaction with affected population and environmental groups. Summaries of the reports and recommendations and the conditions under which the environmental clearance is given are made available, subject to the public interest to the concerned parties or environmental groups on request. Public comments may be solicited, if so decided by the Impact Assessment Agency, within 30 days of the receipt of the proposal in a public hearing arranged for the purpose. At least thirty days advance notice of such hearings must be published in at least two newspapers. The public shall be provided access, subject to their interest, to the summary of the EIA/EMP reports at the headquarters of the Impact Assessment Agency. The assessment is completed within a period of 90 days from receipt of the requisite documents and the data from the project authorities, and completion of public hearing where required, and the decision is conveyed within thirty days thereafter. No construction work, preliminary or otherwise, relating to the setting up of the project may be undertaken till the environmental and/or site clearance is obtained. In order to enable the Impact Assessment Agency to monitor effectively the implementation of the recommendations and conditions subject to which the environmental clearance has been given, the project authorities concerned submits a half-yearly report to the Impact Assessment Agency. Subject to the public interest, the Impact Assessment Agency shall make compliance report publicly available. If no comments from the Impact Assessment Agency are received within the time limit, the project is deemed to have been approved as proposed by project authorities.
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8.8.2
Monitoring Compliance
The monitoring compliance can be done by:
By Regional Offices of MoEF As mentioned previously, compliance with the requirements of approved EMPs is monitored by Regional Offices of the MoEF. The project authorities submit half-yearly compliance reports to these offices. By State Pollution Control Boards Besides monitoring the compliance of the EMPs, the SPCBs issue consent to operate to the individual project. The consent to operate (also called the Consent Order) is of two types: 1) the Emission Consent, as per provisions of Air (Prevention & Control of Pollution) Act, 1981 and 2) the Discharge Consent, as per provisions of Water (Prevention & Control of Pollution) Act, 1974. The consent to operate embodies conditions which the State Pollution Control feels appropriate for the project to operate in environmentally compatible manner. These conditions are imposed upon the project and the compliance report is submitted by the project at intervals specified in the Consent Order. The regional offices of the SPCBs play important role in monitoring the compliance of the Consent Order. Besides the Consent to Operate, the project authorities are also supposed to submit the annual Environmental Statement to the Board by 30th September every year, in Form-V, for the last two financial years. This report basically contains the input to the project / unit of product, the pollution load from the project, details of the hazardous waste generated by the project and the measures taken by the project for improving the environmental conditions. By Central Pollution Control Board The CPCB, in fact, is not directly involved in monitoring the compliance conditions of the projects. The prime responsibility of the project is to monitor the quality of rivers and lakes, as well as air quality at the national level. The CPCB is also supposed to lay down, modify or annul the standards for rivers, lakes, and other water bodies. It is at this level of monitoring the quality of rivers/lakes water quality and the national ambient air quality where an interface between consent to operate by SPCBs and Central Pollution Control is observed, as far as monitoring the environmental attributes is concerned.
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8.9
Summary
The summary of the environmental projects is given in the table below
Table 8-2
S.N 1
Environmental projects
Cost (Rs. Lakhs) Path/Benefits Covered as part of main projects
Projects Shifting of coal handling from GCB to coal berth and mechanisation of coal berth Controlling of vessel emissions and vehicular pollution Provision of earmuffs and other equipment to workers and at noisy environments Construction of slurry holding tank on iron ore berth Detailed quantitative and qualitative Investigation of City wastewater meeting Harbour area and install a Sewage Treatment Plant to treat city sewage Study for industrial wastes and finding out suitable solution Provision of flooring, Garland drains, collection pits, and greenbelt around Stacking yards, and ancillary port activities Disposal of sediments Change of dredges for capital dredging Handling of wastewater and oil spills from ships Strengthening of Environmental Management Cell
2 3
This is a recommendation - VPT has to consider various options with ship operators 5 VPT has to provide /To avoid health hazards
5 6
25 2,500
VPT has to construct /To Avoid harbour water and aquatic flora and fauna contamination VPT has to construct /To avoid harbour water pollution
50 for study (tentative Cost of ETP would be 40 lacks per mld) 1,400
Consultant has to be engaged to examine and control harbour water pollution VPT has to construct/To restrict polluted surface run off meeting harbour water and Air pollution control Recommendation Recommendation to put condition in tender documents
9 10 11 12
100 200
Recommendation VPT should strengthen existing Cell to address environmental management concerns. The cell should be given qualified persons who will be responsible for regular environmental quality" monitoring, proper operation of pollution control equipment and ETPs, and liaison with regulatory bodies such as the Andhra Pollution Control Board (APPCB) EC is mandatory by MoEF and SPCB. For EC detailed EIA is required EIA would take at least 12 months which include 9 months monitoring VPT should ensure that sufficient slope protection is taken care of.
13
EIA for all Construction Components Slope protection in inner harbour
100
14 Total
500 4,880
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9. 9.1 9.1.1
ORGANISATIONAL AND OTHER MEASURES/POLICIES Institutional setting of the port sector in India The Indian Port Sector: An Overview
India has almost 7517 km of natural peninsular coastline strategically located on the crucial East-West trade route, which links Europe and the Far East. The coastline is serviced by 12 major ports and about 187 minor and intermediate ports. As of today, the 12 major ports of the country handle about 75 per cent of the traffic. They are Chennai, Cochin, Ennore, Jawaharlal Nehru (Mumbai), Kandla, Kolkata, Mormugao, Mumbai, New Mangalore, Paradip, Tuticorin and Visakhapatnam. The minor ports, has a pronounced accent on the west coast. The minor ports are located in Gujarat (40), Maharashtra (53), Goa (5), Daman & Diu (2), Karnataka (9), Kerala (13), Lakshadweep (10), Tamil Nadu (14), Pondicherry (1), Andhra Pradesh (12), Orissa (2), West Bengal (1) and Andaman and Nicobar Islands (23). The 12 major ports, except Ennore, placed under the Union list of the Indian Constitution, are statutory bodies (trusts) administered by the Government of India under the Indian Ports Act, 1908 and the Major Port Trust Act, 1963. The Ennore Port has been set up as a company under the Companies Act, and is called Ennore Port Limited. Some of the states like Gujarat and Maharashtra have set up of maritime board and are very active in promoting the maritime sector. Each major port (except Ennore) is governed by a Board of Trustees appointed by the Government of India; their composition gives dominance to public enterprises and government departments. The powers of the trustees are limited and they are bound by directions on policy matters and orders from the Government of India.
9.1.2
Private Sector Participation in Indian ports
The Government of India, which administers the major ports, has realized that port restructuring is essential for the competitiveness of Indian exporters. By this, they are able to enjoy the efficiencies and low costs in transportation as are available to their competitors elsewhere. The Government also recognizes that the additional port capacity to meet the projected traffic cannot be achieved unless there is massive private investment in the increase of port capacity. The Government of India, therefore, decided to adopt the concept of landlord ports, and gradually secure private participation in the provision of port services. Accordingly, in October 1996 policy guidelines were issued which provided for private sector participation/investment in the following areas:
Leasing out existing assets of the port. Construction/creation of additional assets, such as: o Construction and operation of container terminals. o Construction and operation of bulk, break bulk, multipurpose and specialised cargo berths. o Warehousing, container Freight Stations, storage facilities and tank farms. o Cranes/Handling Equipment. o Setting up of captive power plants. o Dry-docking and ship repair facilities.
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Leasing of equipment for port handling and leasing of floating crafts from the private sector Pilotage Captive facilities for port based industries
As a part of this initiative the procedure for inviting private participation and the criteria for evaluation were prescribed; model tender documents and concession agreements were also formulated. The major ports were advised to identify projects for private sector participation on the basis of viability, and proceed to take steps to obtain private investment. As a further step towards securing private participation, policy guidelines were issued in 1997 to enable the major ports to set up joint ventures with foreign ports, minor ports or private companies. The Major Port Trust Act was amended to give effect to the guidelines issued in 1996 and 1997. In view to realize the Land Lord port model, Major ports need to gear up and align the organization structure for such requirements. Consultants have proposed changes in the organization structure which are discussed in the next section.
9.2
Reasons for improvement
The Major Ports in India are governed by the Major Port Trust Act (1963) and at present, the major ports do no have the operational freedom to act on its own and as a result the efficiency in the ports is affected by; a bureaucratic system resulting in a slow decision making process existing cargo handling methods which generate low productivity levels; The Port has substantial financial means to improve its competitive position by implementing new handling techniques. However, the bureaucratic system has an overall impact on the quality of port operations and makes it rather complicated to achieve a level playing field with the minor and private ports. The main reason is the time-consuming decision making process within the VPT as well as between the VPT and the Ministry of Shipping, and it can be stated that the existing delegation of powers do not reflect the need of a modern entity in a heavily competitive environment. The following arguments will illustrate the shortcomings of the existing situation: The delegation of financial powers does not exceed 50 Cr Rs for investments and 100 Cr Rs for replacement investments and these amounts have not improved since 1996. For the port sector, characterised by major infrastructural capital investments these amounts are rather low. The procurement procedures for investments are time consuming and its take months before decisions are approved by the Ministry of Shipping and the port can start with the implementation. Any additional time needed compared with private ports has its impact on the competitive position of the port. Time consuming and two staged clearance procedures in case of private sector participation in the port New infrastructure can nowadays only be financed by PSP. The tariffs are guided by TAMP, which only reflects the Major Ports and it is recommended to come to a level playing field with the minor and private ports.
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Moreover: The position of the Labour Unions is very strong and the existing system with the dock workers is hampering the competitive position of the major ports. Promotion of employees is based seniority and does not guarantee qualified professionals in the positions needed. Even rather day to day activity such as sending employees abroad for training or making business trips requires the permission of the Ministry and it can last for months before the approval is given. From an economic point of view it leads to: A failure to distinguish between the different reasons of existence of a port. Profits and expenditure control lead to a disincentive to invest as existing operations may be (highly) profitable to the port but detrimental to the customer, but the alternative income opportunities are not properly taken into account. Even when the TAMP regulations allow profitable tariffs to be charged, port user benefits are lost. Due to the lack of an adequate investment plan in the past, unnatural profit streams from inefficient operations occur. The port realises high profits from vessel related charges, partly due to the high number of vessel shifts which are necessary to alleviate the congestion at the berths. This could have been avoided if the port had the opportunity to react quicker on the changing market circumstances. Misinterpretation of risk or loss of cargo. The fact that unnatural profits can be realised, indicate that the user is willing to pay for better services. Likewise, the fact that the cargo is routed via the port, despite high user cost indicates the inelasticity of demand for the ports services. In order to come to a level playing field with the minor and private ports it will be necessary to have more autonomy. A policy to achieve this is to corporatize the major ports. Corporatization involves converting the ports intro companies independent of authority and decision making, granting operational freedom and flexibility in managerial decision making. The ports can, as such, can act as commercial entities in the prevailing market oriented circumstances.
9.3 9.3.1
Organization structure for Visakhapatnam Port Trust Policy of VPT
For a further prosperous development of Visakhapatnam Port, it is important that it will become highly efficient. This can only be guaranteed by an organisational set up that is clear for the port users. As one of the overall suggestions and recommendations in this Visakhapatnam Port plan, consultants recommend to restructure the existing port organisation. The present organization structure of the port resembles the traditional line functions applicable to the service port model. The port has already succeeded in attracting the private participation in container as well as the cargo traffic and is in line with the Land Lord port model. This business plan suggests many developments in infrastructure at sea as well as at the land side. It has also proposed mechanization in cargo handling to enhance the performance and meet the international standards. This can be brought in by private participation and a major part of the terminal handling, now being done by the port authority, is to be carried out by private operators.
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The following lines are recommended to follow for restructuring the organization of VPT: Modernisation of the port administration aiming at improvement of the management of Visakhapatnam Port as well as port operations and services; Commercialisation of port activities and/or port services. This implies a change in the behaviour of the port services in such way that the activities will be carried out based on market principles; and Corporatisation of Visakhapatnam Port Trust Adopting the concept of a landlord port model requires first of all institutional changes. Consultants recommend corporatising of the VPT as such the VPT will act as an independent unit under the corporate law. The shareholders could be the Government of India and/or the State of Andhra Pradesh. The VPT will become a Port Authority with as main functions port developer, custodian and maintainer. A change in the name of the new organisation is recommended in line with this transformation: Visakhapatnam Port Authority (VPA).
9.3.2
Objectives of VPT new style
By adopting the land lord model the corporatised VPA acts then purely as: stimulator of the port as logistic nodal point; developer and maintainer of port areas, entrance channel, terminals, jetties, storage areas, etc; and lessee of port property: long/short term lease/concessions for mainly infrastructure and in some cases superstructure. These functions require amendments of the VPTs charter (Articles of Association) and of the port byelaws. The amendments will cover the regulation and responsibilities of the port and its customers in terms of obligations and liabilities. In this revision exercise special provisions need to be laid down on leasing of infrastructure and the ruling of the transfer of equipment and manpower to the private sector. The position of the Harbour Master is essential in the Landlord model, as the Harbour Master is responsible for the safety and environmental matters in the port. His responsibilities and tasks are related to: traffic safety and environment (safety control of shipping and protection of the marine environment). This implies the management of nautical matters such as lighthouses, VTS and Aids to Navigation; inspection of port and maritime security according to IMO-standards; enforcement of the rules and regulations determination of navigability of port entrance, entrance channels, berths, etc.; and maritime education and training. In order to be able to carry his responsibilities and tasks according to (international) professional standards and the fact he is responsible for the enforcement of the laws, rules and regulations, it is recommended that the Harbour Master reports to the Ministry of Shipping and Transport of India
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instead of to VPA. This prevents potential conflicts of interests such as maximization of throughput and associated traffic (VPAs interest) versus traffic safety in the port (public interest).
9.3.3
Transformation from VPT to VPA
The transition to the new structure is based on the following main assumptions:
The management of the VPA consisting of the Board of Port Commissioners and Board of Directors; The staff departments aimed at providing internal services within the VPA; The line departments carrying out the port related activities.
Although under a Landlord model PSP can be introduced for the Marine Services and the Internal Rail Transport, it is recommended that these services will remain under the responsibility of the VPA. The main reason is to avoid the creation of monopolistic situation within the port area. It is recommended to create separate business units for these activities With respect to the terminals, it has been decided to introduce PSP for the handling of cargo except for the Iron Ore Handling Complex. It is recommended to concentrate this activity in a separate business unit and to modernise and commercialise this unit in order to create the possibility to privatize the unit In the future. The internal railways will be placed in a separate business unit. The organisation of this unit will be similar to that of the Ore Handling Complex, with a proprietary technical staff, so that the unit acts on a stand-alone basis, which may be privatised on a later date (if and when the monopoly issues can be overcome). The following activities can be outsourced: medical services can best be provided by professional organisations and the VPA could restrict itself to a small department for first medical assistance and necessary specialists for the monitoring of the medical services; Housing is a secondary labour condition to staff and forms part of the collective labour agreement with unions. There is however no reason that VPT should continue to manage this activity as external organisations (housing corporations/municipalities) can provide for maintain residential complexes (at cost). The secondary benefits to staff should not need to change as a result of outsourcing. Other Non Core activities such as the dry docks, floating cranes will also be outsourced. Taking into account the existing organisation the following changes per department are recommended:
Administrative services contains activities such as information and Public Relations, the law section, sport section, the Hindi cell etc will get a place in the new structure as staff departments or sections. More emphasis will be given to the public relations ad the legal affairs. Financial management services dealing with the expenditures and revenues, the pension, stock verification and auditing is the financial centre of the organisation and will as such have
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the same function in the new organisation as a staff department. It is recommended to automate the activities using modern financial management techniques. Human Resource Management dealing with the personnel affairs will be a staff department and should be responsible for all matters regarding the labour policy such as primary and secondary labour conditions, the recruitment of personnel, and the pension conditions. Engineering Service Management is presently dealing with the maintenance of the locomotives, the dry dock, the electrical systems, floating craft and crane, vehicles, the iron ore complex and the OSTT. In general it can be stated that the port handling will be carried out by private operators and they are responsible for the equipment used on the terminal and/or other activities such as the dry dock. This implies that the activities for the Engineering will be limited to Internal Rail System and the Ion Ore Handling Complex. These engineering activities will form part of the respective business units, so that no matrix organisation remains. Material Management Services dealing with the stores for e.g. spare parts is in the new situation either active as in the private sector or will be integrated in the business units for Iron Ore, Internal Rail transport and Marine Services. Knowledge Management is essential for the future development of the port. Not only having knowledge of the latest developments in the field of port operations, port infrastructure but also in the field of marketing and economics, IT, etc. This department will be part of the business development. The Marine Operations Services dealing with the safety and environment in the port, the navaids, pilotage, towage and the fire station will remain under the responsibility of the VPA. Port Operations Management dealing with stores, Iron Ore Handling, the Railways and shipping will in the new situation be part of the business units for the Iron Ore Complex and the Internal Railways. Port Planning and Management dealing with many activities in VPT such as the General Management, master planning, design, maintenance of the infra structure will in the new situation be allocated over other divisions and/or business units.
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9.4
New Organisation structure
In view of above the VPT will be transformed into a corporate body acting under the corporate law and the new organization will act as a Port Authority. The organisation shall focus on marine services and commercial services aided by the support functions. Consultants have perceived the following organization structure befitting for the future needs of the VPA.
Figure 9-1 The proposed organisation of VPT new style

Board
Chairman Deputy Chairman Finance Human Resources
Audit
Medical
Legal
IT
Harbour Master
Operations
In the new structure of the corporatised VPT the following layers can be distinguished: The board of the organization consisting of representatives of the shareholders; The management of VPA The staff departments (indicated in green) such as Finance, HRD, Legal, etc The departments in line: o Marine Services o Business Development o Operations
9.4.1
Marine services:
The marine services will remain as a prime activity for the port and will include pilot-age, towage, mooring, traffic control, pollution control, fire fighting and maintenance of the floating crafts. The Marine department shall also gear up to automate the resource scheduling and shall take the independent charge of vessel scheduling including allotment of berths.
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Figure 9-2 Marine Services Department

Harbour Master
Marine Services
Pilots
Tugs
Mooring
Traffic Control
Pollution Control
Fire Fighting
Maintenance Floating Craft
The employee strength for the Harbour Master office (including pollution control and monitoring fire fighting), the marine services for operational personnel and the engine side are given in the table below:
Table 9-1
Manpower required at Marine operations

Engine side
Function
Tugs launches
shifts
As per tribunal
Subtotal
shifts
As per tribunal
Subtotal
Manpower needed 15
HM office Tugs Pilot Mooring Survey General Purpose Floating crane Sagar Turga Leave 10 -16 % Total employees 5 2 4 1 4 1 1 3 3 3 1 2 1 2 6 3 3 3 2-3 10 11 90 18 36 3 21 10 22 53 253 3 3 3 3 3 3 3 2 1 1 1 1 5 5 30 6 12 3 12 15 15 24 111
75 24 48 6 33 25 37 78 379
The table shows that the total manpower needed for the Harbour Master office and the Marine Services comes to about 380 people. The workshop for the floating craft is estimated at an additional 50 people.
9.4.2
Business Development:
Port business development and marketing will be of utmost importance in view of future port development. The circumstances change frequently and they will have impact on the future position of the port. Therefore, the business plan has to be updated frequently and should lead to a rolling plan for the long term including a programme for the medium and short term. A special department could be set up to carry out this activity.
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The main aim of the Business Development & Marketing Department in a landlord port situation is facilitating port trade and traffic in all its aspects. In other words, the Business Development & Marketing Department interacts permanently with all port clients and stakeholders to maintain and improve the commercial attractiveness of all port location factors. Important location factors are, for instance, the tariffs, hinterland connections, labour wages, education and flexibility, available space and prices of the port sites for new investments, modern housing and cultural facilities in the region, etc. The Business Development & Marketing Department is the most important day-to-day interface between (potential) clients and the port administration. It should be the one-stop-shop for all commercial port clients. The main activities of this department are:
Market research and monitoring, Trade facilitation in cooperation with port users, Client relations and promotion, Reception and guidance of potential, new and existing clients, Public affairs Concluding contracts Billing.
The organization structure of the Business Development Department is in the scheme below.
Figure 9-3 Organisation Business Development Department

Master planning/ Research
Marketing
Client Relations
Public Relations
Statistics
Lease contract
Billing
Master Planning and Research The Business Development & Marketing Department is responsible for a good understanding of the ports businesses and the present market position of the port for all different commodities and in all its aspects. One of its objectives is to develop the port in order to attract new clients and operators. In this context master planning should be a continuous activity in order to explore the extension of the ports capacity. Port Marketing The difference between port and terminal marketing is that port marketing focuses on the port location factors, which are the same for every port user whereas terminal marketing promotes the advantages for a company to use a certain terminal. The idea of having a Port Promotion Council is that the port users will be unified in a council, which can discuss all kind of collective port opportunities and try to
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realise them by collective action by, for instance, the organisation of trade missions, terminal security issues, waste collection, fire brigade, utility sharing. and disciplined labour, harmonious industrial relations availability of labour at low cost in the vicinity of Visakhapatnam. Related to the one stop shop idea is the fact that the port administration has a lot of interactions with the national and regional governments for issues such as hinterland connections, spatial and environmental permits, labour issues, etc. These issues do have a strategic impact on the port location factors. For this reason, the public affairs activities, such as information sharing with the governments, lobby, etc should be interrelated with the Business Development & Marketing. The Department should invest in a well functioning commercial and public network of contacts and a commercial information system (leads, communication with clients, proposals, etc.) in order to detect new trends, potential investment opportunities, new legislation effecting the ports business, etc.
Client relations The existing clients of the port such as the refinery, alumina, iron ore, coal, chemicals, and other terminal operators have to be monitored in order to judge the portclient relation and to investigate the actions to be taken. Contracts The contract department will be responsible for the legal contractual matters, the conclusion and monitoring of the contracts to be concluded by VPA for the lease of the land, the concessions for the terminals. Billing As the operations department will concentrate on the in house terminal operations and the business development department will be the front end for the port user it is suggested that the billing rest with the business development department. The state of the art billing system needs to be installed which can electronically collate all the billing transactions from the various functions including marine, vessel, cargo and container and all other miscellaneous services. The interface needs to be developed with the finance for the purpose of account. Public relations and promotion The Department is responsible for putting and maintaining the name of the port on the international map. This requires the preparation and maintenance of proper marketing information, tools and channels by means potential new clients will find their way to the port and by means existing port users can see what is going on in the port. Examples of port marketing are:
Port map Port website News letter (digital and on paper) Port Handbook Organization of trade missions Participation in the Port Promotion Council
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Statistics Information is one of the most important tools of the Department. Adequate information system and the compilation of port statistics are essential for the internal purposes (planning and research) as well as for the promotion of the port. Moreover the port has to meet its statistical obligations, nationally as well as internationally.
9.4.3
Operations Department
As stated in the previous section the present operations department (Traffic department) will bring in many changes. It is expected that this department will act as one of the terminal operator for the port with the only difference that it will be in house. The operations will include the railway operations. The proposed structure of this division is depicted below.
Figure 9-4
Operations
OHC
General Cargo
Railways
As it is observed that the operations will now focus only to the business units that will be created for the Iron Ore Handling, General Cargo as far as these activities are not yet privatised, and the Internal Railways.
9.5 9.5.1
Tariff and discount policy Existing Tariff System
In pursuance of its economic reform policy Government of India laid stress on liberalization. Private sector was allowed entry into the major ports to provide services often in competition with the Port Trust themselves. In order to ensure that there was no unfair competition the 1996 guidelines provided for the establishment of the Tariff Authority for Major Ports (TAMP) to fix and revise port tariffs. The tariff structure of Visakhapatnam Port Trust as any other major port in India is divided in three parts. Vessel related charges: The vessel related charges of the port covers the charges for the services directly rendered to the vessel. Some of the charges are of a statutory nature, thus starts running once the vessel touches the water limits of the port, while others are related to the specific services given by the port. This includes Port dues, Pilotage, Berth Hire, Roadstead charges and Transhipments. Cargo/Container related charges: it essentially includes Wharfage, Storage fees and Cargo Handling.
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Other charges: There are many other services provided by the port trust and includes Railway, Equipment, Fishing harbour, Licences, Dry docking etc.
The coastal vessels enjoy benefit of charge which do not exceeds 60% of normal charge for vessel as well as cargo/container related charges. Coastal vessels are issued licences by the Director General (D G) of Shipping. The foreign flag vessel can also enjoy coastal charges benefit for specific run once so certified for coastal conversion by D G Shipping and by Customs. The Authority is presently following a cost plus regime of tariff regulation. The Port will have to investigate closely the economic value added to its user and arrive at a matrix comparing the cost plus versus economic value added component. It is obvious that one needs to travel finally to the regime of competitive pricing where competition and free market determine the tariff levels.
9.5.2
Tariff structure
The tariff structure in ports and specifically in all major ports in India has become more simplified. The port users are, however, are still confused by the complex tariff structure. There is an increasing desire on the part of port users for greater transparency in the billing of port services. This highlights the need for more easily understandable and comparable tariff structures. Ports are increasingly required to review their competitive position against neighbouring ports. The commercial reality in the era of globalization is that customers require a balance of cost and service. Cost approach, the impact of exchange rates, capacity to adjust rates, the impact of privately operated ports and the price setting approach of ports and framework given by regulatory authority like TAMP in India are all vital factors to be investigated. The objectives in developing pricing are primarily to ensure efficient utilization of the resources, to recover sufficient revenues to meet the financial objectives and to retain the benefits resulting from the investments. The objective from port user perspective is a trade-off between ports tariff and value added. In no case can the cost of value added exceed the benefit port contributes in the value chain. The tariff structure shall thus be simple and clear, and offers a comparable basis among ports. Approaches to achieve simplification include reducing the number of charges and/or reducing the number of variables in the basis of each charge. The tariff structure for major ports in India follows the Cost Plus regime. Whenever the port decides to add a tariff item, it is required to submit a proposal to TAMP for approval. This proposal has an emphasis on the cost estimates the port has to bear in order to handle the cargo. TAMP assesses the submission made by the port and also involves the port users for comments and suggestion. This process has little or no consideration on neither the market forces nor the value added to the port user, and is resolved in isolation. Consultants have compared the tariffs of Visakhapatnam with the following ports. 1. Major Ports: a. Paradip Port Trust b. Chennai Port Trust c. Calcutta Port Trust d. Visakhapatnam Sea Port Private Ltd. (VSL) a BOT terminal in VPT
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2. Non Major Ports: a. Gujarat Maritime Board (GMB) b. Mundra Port c. Gujarat Pipavav Port Ltd. For the purpose of comparison, the following charges and services offered by the port are considered. 1. 2. 3. 4. 5. 6. Port dues Pilotage and towage Berth hire charges Wharfage on selected cargos Free period for cargo storage Demurrage on cargo storage
Annexes 9.2 and 9.3 include a comparison of the essential charges of Visakhapatnam Port Trust with international ports as well as the non-major and private ports. The scale of rates for all major ports is published where as that of non-major and private ports are not transparent. Today major ports not only have to compete in services and the handling cost with the other major ports but also have to bring in the intelligence from the non major private ports and international ports especially with those connected globally. The idea is to compare the cost incurred as well as the market forces. Major ports will have to constantly review this to ensure retention of captive cargos and also to attract the non captive ones.
9.5.3
Other tariffs in the port
The dock labour board of Visakhapatnam is still a separate entity and there are plans to merge the dock labour with the port. It is however not clear if this merger will result in integration of stevedoring operations by the port authority. Except for the port tariff, the end customer also have to pay for stevedoring, clearing and forwarding, custom duties and in some cases clearance from the income tax for the income on chartering. As far as customs duty and IT related charges do not differ among the ports in India, while stevedoring and the clearing and forwarding do differ. The stevedoring charges will vary from commodity to commodity as the labour requirement and the incentives to be paid to workers will differ. Comparison can be made for an example with steel cargo where the average rate for stevedoring at Visakhapatnam port is Rs. 75 to Rs. 80 per ton, which includes the levy and piece-rate paid to the dock labour board workers. Compared to Chennai, the charges are relatively low, as the piece-rate and the levy itself is higher in Chennai. However, comparing to a private port like Kakinada it is higher as the workers employed there are private and cheaper compared to that at Visakhapatnam. The clearing and forwarding charges are usually charged on the value of cargo and it varies from 0.2% to 0.4% of the cargo value. These charges are other than actual charges paid as port and customs charges. The C&F charges are often negotiable and have bearing on volume and future business with the shipper and consignee.
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9.5.4
Recommendations
The following recommendations for the tariffs in the Port of Visakhapatnam are given: 1. Some of the international ports like the Port of Rotterdam have the concept of charging the berth hire charges on the basis of length of quay utilized, irrespective of the size of the ship. These charges also vary from quay to quay as the cost and facilities differ for every quay/berth. It is therefore recommended to evolve a similar case for Visakhapatnam. 2. More slabs in the port dues should be introduced to reflect the move to bigger vessels. It recommended to at least differentiating the port dues for inner and outer harbour. The purpose can still be achieved as larger size (cape size) vessels are expected at outer harbour. 3. The wharfage on crude and POL is charged uniformly irrespective of the safety standards provided for the cargos having flash point very low as 23 degrees Celsius. Visakhapatnam shall leverage on the flash point of cargo handled and shall differentiate the charges as safety compliance differs for handling cargo of such a lower flash point. 4. The higher wharfage on coal and fertilizers at Paradip is due to mechanization, though the charges vary with the conditionality but VPT can use this to analyse the base charge, competition and projected cost and revenue. 5. Looking at the paucity of space, the blanket 30 days free time for all export cargo storage shall be reviewed. 6. Cost-based approach is refined to the extent possible by incorporation of performance standards and productivity norms. 7. Port shall work out 'Efficiency Linked Tariff Scheme (ELTS)' introduced in some of the port trust. In this, incentives for good performance and penalties for poor performance need to be built into the scale of rates. 8. The tariff rate set by the regulator act as the ceiling rate, port shall use this flexibility, and port officials shall be trained to use this discretion without attracting the audit objections. TAMP provides the flexibility for the port to charge between minimum and maximum limits. To be competitive it is required that the port shall keep on reworking the cost elements as and when modernization (in cargo handling) takes place and accordingly tariff revision should be done. In order to enable the port to do this, the port should adapt Activity Based Costing and the port officials should be trained to work out competitive tariffs. Officials shall also be trained on TAMP guidelines for costing. 9. The regulator had been setting tariffs for the major ports on the understanding that they were not subject to income taxation. Now that port trusts have also come under taxation, the port trusts shall raise this cost item for admission. 10. No major port in India is purely working as of now as landlord port. This results in a single port where there are private operators as well as port authority engaged in the operations. This brings the major port in the competitive scenario within its jurisdiction and hence requires regulatory authority. As soon as port changes into the purely land lord model the port authority itself can act as the regulator.
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9.6 9.6.1
HRD Rationalizing Manpower
In order to arrive at the proposed organization structure port authority is recommended to hire the services of the HR experts who will help in change management. The new organization set up shall be officer oriented. Rightsizing shall involve shading the flab by downsizing the unwanted resources and infuse the right stream of skills. Port shall identify the resources that are willing to upgrade their skill to handle modern technology. Port can also share the existing resources with the terminal operators. It is also to infuse the right skill set within the organization, matching the requirements of proposed port model. Port shall invest on resources involved in decision making and can monitor and control the prime activities. As lot of business processes and the documentation will be computerized the skill set required to work in this particular environment shall be trained or infused. More of control functions will be required to do decision making by using Executive Information System by the middle management and Management Information System by the top management.
9.6.2
VRS schemes
Recognising the high degree of overstaffing at Indian ports, the GoI introduced a Special VRS Scheme for Officers, employees and workers of Port Trusts/DLBs in 1991. The Scheme was intended to attract the surplus persons to opt for voluntary retirement as it was considered that such a situation existed in the Ports. This Scheme was continued till 2000. The VRS was reopened in August 2003, with relaxation of certain conditions. As a result, around 2,200 employees/workers opted for VRS. Overall, manpower at major ports has declined from 69,464 at end-FY2004 to 65,962 at end-FY2005. The Special Voluntary Retirement Scheme (SVRS) being offered at the major ports has in general following guidelines: Eligibility criteria: employees who have completed 10 years of service OR 40 years of age are eligible to apply for SVRS, this is to attract even the young employees to opt for the change. Compensation: this as commonly known as the golden hand shake amount is to compensate the employee for taking such decision. The compensation depends on the years of service completed as well as the years of service balance. Compensation generally paid in major ports is one and a half month salary for each year of completed services OR salary for the balance months, which ever works out less. The components in the salary here are only basic and the dearness allowance. Benefits to the employee opting for the SVRS: o The compensation worked out as stated above is tax free to the extent of Rs. 5 lakhs. o Employee avails the pension depending upon the number of years of service he has completed. o The terminal dues that is sum of provident fund, gratuity and the leave encashment of the balance earned leave is completely tax free. o Employee continues to enjoy the leave travel concession once in four years of block period in the same class as he was entitled for before opting for SVRS. o Employee is also eligible for one time travel and transport for the luggage to the place he would like to settle down after SVRS and this is as per the grade of the employee.
BUSINESS PLAN VPT
The compensation for the SVRS varies in each sector there are public sector undertakings and banks who offer two months salary for every completed year of service. The other way to decrease the work force is the roll back of retirement age. This was done in some ports where the retirement was first shifted from 58 to 60 and again rolled back to 58. The retirement age however can be further reduced. The right sizing shall be targeted with the mix of skill and thus multi skill shall be encouraged. The gangs working on board shall be trained to work on shore as well and vice a versa. As lot of business processes and the documentation will be computerized the skill set required to work in this particular environment shall be trained or infused. More of control functions will be required to do decision making by using Executive Information System by the middle management and Management Information System by the top management. The table below depicts the snapshot of manpower in each department including their share for wage bill and the average age. The major share in terms of employees as well as the wage bill is of engineering services, incidentally the services which are more outsourced. The average age of the employees is more or less similar in all departments and is on the higher side. A majority of the employees being on the higher age bracket are nearing the superannuation taking retirement age of 58 years.
Table 9-2
Department
Departmental strength and wage bill

No. of employees 85 1958 155 389 75 46 724 123 849 659 5063 Share of total employees 1,7% 38,7% 3,1% 7,7% 1,5% 0,9% 14,3% 2,4% 16,8% 13,0% 100,0% Annual wage bill (Million. Rs.) 8 164 15 32 7 5 56 10 65 53 416 Share of annual wages 1,9% 39,6% 3,5% 7,6% 1,8% 1,1% 13,4% 2,5% 15,7% 12,9% 100,0% Average age
Administrative Services Engg. Service Management Finance Management Services Health Care Services Human Resource Management Knowledge Management Technology Marine Operations Management Materials Management Services Port Operations Management Port Planning & Management Grand Total
45,8 46,2 45,3 46,1 46,4 46,9 43,5 44,9 41,9 44,6 44,8
The chart below depicts the superannuation trend among the employees. It is observed that from the year 2008 to 2030 every year on an average 200 employees are superannuating. The trend also display that the retirement of class IV is at the later years compared to class III staff.
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BUSINESS PLAN VPT
Figure 9-5 Chart showing class wise retirement profile of existing employees
300
250
200
Employees
150
CL1 CL2 CL3 CL4
100
50
0
2 000 2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 036 2 037 2 038 2 039 2 040 2 041 2 042 2 043 2 044 2 059 2 060 2 064
Year of retirement
Charts showing retirement profiles department wise and class wise of the existing strength and the department wise and class wise annual salaries are annexed at the Appendix 9.4.
9.6.3
Labour Manning and Piece Rate Earning
The manning scale shall be designed for different commodities of cargo for on board as well as on shore. In case of general cargo due attention shall also be given to the cargo description within the commodity. For example in the case of steel cargo, the manning scale for coils has to be far less than the manning for cargo other than coils like steel plates and angles. The practice of notional booking to be obviated in dialogue with the union taking support of the recent guidelines of ministry in the tribunal award. The cost of labour wages, including the piece-rate, shall under no circumstances, exceed the labour component of wharfage cost. In some cases it is observed that it does not only exceed the labour component but surpasses the complete wharfage earned by the port. This is disastrous and needs immediate attention on piece-rate payments design. The datum have to be defined every year by moving average method, where in the piece-rate for any year shall be based on new datum, which shall be not less than 80% of average output of last three years. The outdated incentive structure shall be replaced by the recent tribunal guidelines stating scales for different types of cargoes and crafts. The workforce shall be trained for multi-skill operations. To start with, they can be trained in the skills of handling cargo on board and on shore. The workers shall also be trained for handling automated systems as well as computerized business workflows.
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BUSINESS PLAN VPT
9.6.4
Proposed policy for VPT
Consultants have taken in view the ideal situation for the port in future as a land lord port. This will envisage privatizing the terminal operations, and also some of the support services like medical facilities. However some of the activities like handling general cargo at some of the berths in the inner harbour will still rest with the proposed port authority and in such cases, the port authority will be considered as an in-house terminal operator. In view of above facts consultants have suggested a very lean To-be organization set up. The functions the proposed port authority shall undertake and the role and size of human resource in each department is detailed in the previous section. The most difficult task for any organization in such scenario has been Change Management. The transition from the present state to the To-be state is very strategic and needs involvement of experts. Following steps are suggestive and can materialize gradually. 1. The analysis from the superannuation profile of all the classes of the present employee base is self explanatory. It is seen that majority of class III employees superannuates in few years to come while in case of Class IV it is not so. It is therefore suggested to offer voluntary retirement restricted for class IV. Such turnover shall be planned during the period of say one year, the time by when the proposed projects are on the verge of going live. 2. It is suggested to make a proposal to the Central Government to roll back the retirement age so that the superannuation of the class IV employees also matures in natural course. 3. From the analysis it is seen that Class III and IV staff are skilled work force, especially with engineering services, medical etc. Such personnel shall have the option of joining the private operator and their employment shall form part of the contracts. 4. The proposed port authority will need personnel who are skilled in negotiations, contract management and legal affairs. The Port management has the option of either identifying personnel on the rolls, who have the necessary skills and groom them to take up the identified roles by providing them the required trainings. Alternatively, the management can employ experts in the areas on a retainer basis. 5. The port authority will need to work overtime to retain talent in order to be able to provide better service to its customers. This will require greater emphasis to be laid on Human Relations. The HR department will need to be strengthened in order to provide the required support to the employees. The HR personnel will look after employee welfare, performance management, skill management, employee engagement and other support functions. 6. The employees will need to be trained in the latest technological and management developments in the areas of port management. This implies greater emphasis on training. The training cell will need to be staffed with qualified personnel who will pro-actively plan and arrange for training of the employees. 7. Consultants perceive the future organization structure of the port to be officer oriented with the officers having good skills in the usage of computers and well versed with the state of the art IT systems. The Port Management should analyse from among the present staff the employees who are open for such challenges and shall provide the training to up grade and sharpen the skills required to run the future organization. 8. It is recommended to hire the services of HR experts who can champion the change management.
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BUSINESS PLAN VPT
In view of the future port model and the looking at the retirement profile of the existing strength Consultant would give the following recommendations:
Reduce the class III and the class IV strength by offering SVRS, the scheme shall be attractive and beneficial to the employee, the normal eligibility, compensation and benefits are discussed above. There shall be no further recruitment in class III as well as class IV. Interested class III, II and I employees shall be trained to take higher positions and responsibilities. They shall be trained to work with systems and procedures according to international standards. Organization has a need for new disciplines for business development, port promotion and marketing. The change management and particularly the transition phase will be very critical and thus it is recommended to have on board experienced advisors in a temporary position to shape the new organization structure.
9.7 9.7.1
Information Technology projects General
VPT has undertaken an exhaustive project for revamping Information Technology Systems. The information technology project includes components like communication network, computer hardware, system software and application software. Out of these first three components are completed already. Phase I of Application Development, which is planned in two phases, is completed while Phase II is yet to be started.
Description of benefits The IT systems help realising the following benefits:

Computerisation of the management activities and operational activities Data capture at source and avoiding data duplication On-line processing platform Streamlining the operational systems Accurate and accelerated processing with ease of working Prompt retrieval of required data MIS generation
9.7.2
Port Community System (PCS)
IPA is in the process of establishing a centralised and uniform Port Community System covering all its major ports, as a part of its collaborative and co-operative approach to EDI implementation. The proposed system will link (through the internet/portal) all members of the Port Community. The port community includes Exporters, Importers, CHA, Shipping Lines, Shipping Agents, Stevedores, Transporters, Banks, Customs, Railways and other organisations in the maritime logistics chain.
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BUSINESS PLAN VPT
IPA has already started the development of PCS and expected to be completed by 2008. Once PCS is in place, major ports are required to integrate its system with PCS. Apparently there is need for VPT to integrate their IT system with IT Systems of Indian Railways (FOIS Freight Operations Information System) and Indian Customs (ICEGATE Indian Customs and Excise Gateway) as this would avoid a lot of data entry efforts at both ends and errors arising out of this. Also document upload functions offered on VPT portal would enable basic documentation such as IA, EA, IGM etc. required to be completed through internet which would help in reducing paperwork and time. An evaluation of the ports readiness to integrate with the PCS must be undertaken in order to avoid the delay in implementation. For example the electronic message within PCS relevant to VPT should be identified and the necessary changes required from switching over from proprietary messages /documentation to standard / UNEDIAFCAT messages should commence so that the integration with the PCS is achieved on time. The registration of the port users as mentioned above with the port trust, customs and other regulatory authorities should be unique. The exercise in this regard should be initiated to facilitate the timely integration with PCS.
9.7.3
Management Information System
The reports generated by different systems at the port do not help the managers in analysing the root cause quickly. They have to refer multiple reports, often not available from one source, to conclude. Thus, it is difficult for them to take an appropriate and timely action in the field on day-to-day basis. Therefore, a good tool that will display them what is going on in the field in both quantitative and qualitative terms is necessary. The proposed MIS can help the managers right from the performance measurement, alert management (using dashboard) to trend analysis and forecasting (regular or query based reports).
Benefits of MIS A well-designed MIS can produce a number of organisational benefits. Some of these include: Faster decision-making through provision of timely information. There will be no need to wait till the data is processed again to churn out the required piece of information. Better decision-making control through provision of relevant information. This is very significant because details will be available to substantiate decisions. Improved inter-departmental communication, which results into reduction in the number of paper records that have to be held by each department.
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BUSINESS PLAN VPT
Figure 9-6 MIS Levels and Information Requirement

Pe rform a nce Gra phs Da shboa rd Drilldown re ports Tre nd Ana lysis Fore ca sting
Strategic
Ale rtMa na ge m e nt Ex ce ption re port Sum m a ryre port W e e k ly/Monthlyre po rt
Co l ro nt n Ma
e ag
Tactical
n Mo r i to
Operational
Da ily re ports De ta ile d re ports
9.7.4
Other focus areas for computerisation
Consultants have identified the focus areas for VPT apart from above areas:
Control room for monitoring vessel operations, rail and storage/stack yard operations. Tracking of wagons/rakes using RFID technology can be explored Traffic department to share the functionality of control room related to berth allocation Marine scheduling - pilots, tugs, mooring gangs, vessel movements in conjunction with berth allocation Activity based costing in order to have substantiated in puts for revising the tariff as well monitor the cost activity wise E-tendering / procurement for materials management Work flow management this will help reducing the paperwork and also reduce man efforts Document Management System making available all important document online Project planning and management to plan various projects and monitor against planned vs actual efforts in terms of manpower, material and timelines A powerful Management Information System drawing inputs all IT systems and providing information necessary for decision making for the management
Costs of implementation Table below provides cost of implementation and proposed time frame. Table 9-3 Cost of implementation and proposed time frame
Cost of implementation (Rs. Crore) Applications development Phase II Applications suggested and not covered in phase II 2.5 16 2007-08 2007-08 Time frame
Project/sub project
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BUSINESS PLAN VPT
9.7.5
Recommendations
Consultants recommend that VPT should develop its IT system in line with the following architecture.
Figure 9-7
Terminal Operator Customs Indian Railways Banks Port Users
PCS / Internet
VALUE ADD
Activity Based Costing
Document Management System
Bulk & Oil Terminal CORE Railway Operations
General Cargo Terminal Estate Management
Marine Services Billing
SUPPORT
Finance
HR
Inventory & Purchase
Maintenance
IT Implementation - next step The proposed IT department of the new organization structure is very lean. It is expected that the department is officer oriented and have high skills of modern technology. Major contribution from this lean department is to monitor the contracts with IT vendors and ensure usability across the organization.
The prime area would be to establish the extended arm of the IT department, to have an IT partner in place who will manage the complete program. This IT partner shall organize requirements engineering, implementation plan and the support system.
Requirement Engineering This phase will help to draw the IT roadmap of the organization. The IT strategy blue print is established and the core business as well as support functions requirements are established. This phase will prescribe the milestones of the implementation. IT partner can help bringing in best practices with roll out of standard products and also for be-spoke development for customization. IT Implementation Synergy shall be drawn between the existing systems and the one which are to be rolled out. Implementation strategy shall focus on leveraging benefits from low hanging fruits and to meet the operational requirements at first stage and than the value add requirements.
199
BUSINESS PLAN VPT
IT support Once the required systems are in place they need to be supported up end running all the time, there shall be plan for business continuity and disaster management.
200
BUSINESS PLAN VPT
10. 10.1
FINANCIALS Introduction
The main objective of the financial assessment is to come to a coherent, consistent and integrated analysis of the future operating costs, the revenues and impact of the investments proposed. As was stated in the ToR for the project, the Port Trust has to be financially self sustainable in the coming planning period. Investments have to be self financed or by the involvement of the private sector. The policy of VPT is aimed at further implementing the land lord principle, which implies that VPT will be responsible for the nautical activities and the investment in the basis infrastructure. Investments in the new terminals will be given in concession to private operators, who will pay concession fees or royalties. For this purpose, a financial model has been developed and will be the basis for future annual updates of the business plan. The basis for the model for business planning takes as a starting point the financial accounts of VPT for the years 2003/04-2005/06. All prices and costs are given in prices of 2005/06 which implies that inflation is not taken in consideration. The reason is to present figures with a real value. The profit and loss account and the balance sheets will be summarised in paragraph 10.2.1 and 10.2.2 and a calibration for the years 2004/05-2005/06 has been carried out. The financial assessment considers the Port Trust as a whole.
10.2
Current situation
This section gives an overview of the current financial situation of VPT by presenting profit and loss accounts, balance sheets and financial indicators for the years 2003/04-2005/06. This overview will be used as starting point for further financial assessment (see further).
10.2.1 Profit and loss accounts

The profit and loss accounts of VPT for the years 2003/04-2005/06 are presented in Table 10.1
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BUSINESS PLAN VPT
Table 10-1 Profit and loss accounts for the years 2003/04-2005/06 (in Rs. Cr.)
2003-04 Revenues: Cargo Handling & Storage Port & Dock Facilities Railway Working Rentable lands & Buildings Total Revenues Less: Employment Stores Repairs Power, fuel, lubricants Dredging Other operational expenses General expenses Total operating costs EBITDA Depreciation EBIT Plus: financial & miscellaneous income Less: Interest Extraordinary results Pension fund Taxes Net Income Source: Administration reports VPT 1.4 6.9 60.0 32.3 77.8 1.2 0.6 180.0 19.9 10.5 1.1 -1.0 0.3 50.48 155.1 163.1 13.8 18.9 27.7 7.3 19.5 9.9 260.2 194.1 26.9 167.2 11.1 174.1 13.6 19.2 32.3 6.9 17. 8 12.0 275.9 225.9 28.4 197.6 14.6 168.02 21.8 18.3 35.1 7.0 21.38 9.5 281.1 247.3 31.2 216.1 14.4 233.9 133.0 66.0 21.4 454.3 260.9 148.9 70.9 21.1 501.8 273.6 158.9 74.6 21.3 528.4 2004-05 2005-06
Total revenues for the port as indicated, have risen to Rs. 529 Cr., of which Cargo Handling and Storage accounts for 53%, or Rs. 279 Cr. Total employment costs have been held fairly constant through lay-offs and retirements, despite increasing wages. It should be noted that the employment costs are indicated here as total costs, covering regular salaries, bonus payments, pension contributions and other staff related payments. With respect to the results, the following observations can be made: Straight salary and wages make up around 50% of total employment costs. Together, employment related expenditure is 62% of total operating costs.
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BUSINESS PLAN VPT
Repair and maintenance expenditures are below 10% of total operating costs and amount to around 4% of the book value of the physical assets, which is well in line with other ports internationally. Expenditure for power, fuel and lubricants is rapidly rising, despite the constant efficiency measures targeted. Rising commodity prices for power generation are undoubtedly the major cause of the increase in this cost item. EBITDA has risen to over Rs. 230 Cr. from just over Rs. 150 Cr. in 2002-03. The increase is entirely due to the increase in revenues, combined with static total operating costs. Depreciation, at around 3% of historical purchase prices, amounts to around Rs.30 Cr. EBIT has risen to over Rs. 200 Cr. Financial items are having a large impact on the bottom-line net income. This is due to backstopping of the Pension Fund. Once these payments are fulfilled, net income can be expected to rise rapidly. Currently, net income for 2005-06 is around Rs. 155 Cr.
In general it can be stated that the financial position of VPT is healthy and the Port can add sufficient funds to its reserves. However, backstopping of the Pension Fund to the amount of around Rs. 450 Cr. will have to be undertaken and this can have significant impact on the cash flow of the Port for several years.
10.2.2
Balance sheets
The balance sheets of VPT for the years 2003/04-2005/06 are presented in the table below.
Table 10-2 Balance Sheets for the years 2003/04-2005/06 (in Rs. Cr.)
Item Assets Fixed Assets Investments Current Assets Deferred expenditure Total Assets Equity Reserves & surpluses Loans Current liabilities Equity & Liabilities Source: Administration reports VPT 996.1 20.1 163.8 1,180.0 1,021.0 18.0 159.9 1,198.9 1,198.9 15.9 323.2 1538.0 739.4 203.9 205.6 31.1 1,180.0 743.5 198.5 231.7 25.2 1,198.9 738.7 448.5 342.0 8.8 1,538.0 2003-04 2004-05 2005-06
The balance sheets show that the total assets have grown from Rs. 1,180 Cr. in 2003/04 to Rs. 1,538 Cr. in 2005/06. A substantial increase has taken place in investments/financial means, which are accounted for under the current assets. At the same time, fixed assets have been added almost equal to depreciation values and resulted in a static total fixed assets position of some Rs. 740 Cr.
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BUSINESS PLAN VPT
The loan position as of book-year 2005-06 was very low indeed, at just below Rs. 16 Cr. However, during the current year 2006-07 a new loan has been taken up by the port to finance the rehabilitation of the Iron Ore Handling complex. The amount involved is Rs. 200 Cr., at favourable financial terms. The Yen-dominated loan carries an interest rate of 1.5% and pay-back period of 20 years, but the outstanding amount can be repaid at any time. Overall, it can be concluded that the financial position of VPT is good and the Port has considerable funds for future expansion as well as substantial leverage possibilities.
10.2.3
Financial indicators and special issues
The table below presents some major financial indicators of VPT for the years 2003/04-2005/06.
Table 10-3 Financial indicators for the years 2003/04-2005/06

2003/04 Net margin Operating ratio Current ratio Debt to assets Revenue per ton (Rs) Cost per ton (Rs) (excl. financial items, incl. depreciation) Net surplus per ton (Rs) 17% 43% 1.3 0.0 101 60 2004/05 2% 45% 1.5 0.0 99 61 2005/06 30% 46% 1.1 0.0 95 56
16
28
The net margin of the port has increased from 17% in 2003/04 to 30% in 2005/06, while the operating ratio has remained static at around 44%. The current ratio has fallen to 1.1 over the past three years as the current liabilities have increased. Revenues per ton have fallen from 101 to 95 Rs./ton, but at the same time, the cost per ton has fallen as well, to reach 59 Rs. per ton. The net surplus per ton has increased to 29 Rs. per ton. It should be noted that these values have been impacted considerably by the (non-)payments to the Pension Fund. At present, VPT shows sound credit rating. The financial strength of VPT makes co-financing feasible. The current debt to total assets ratio is nearly zero as per the balance sheet of 2005-06, and the debt to equity is likewise nearly zero. In capital intensive industries ratios of 2 are common. However, in order to be prudent, a ratio of 1 is reasonable initially. The estimated cash flows for the years 2003/04 through 2005/06 are presented in the table below.
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BUSINESS PLAN VPT
Table 10-4 Estimated Cash flows (in Rs. Cr.)

2004/05 Net Surplus plus interest after tax plus NCC (non-cash item - Depreciation etc) minus capex Total cash flow Source: Consultants calculations on basis of data provided 10.5 1.6 28.4 32.8 7.7 2005/06 155.1 3.5 31.2 26.5 163.3
The Port's cash flows are strong and provide ample room for debt servicing.
10.3
Investments and timing
10.3.1 Overview
The proposed projects together amount to a total capital expenditure Rs. 2,970 Cr. This amount includes also projects that will not be implemented during the current planning period through 2012/13. Of the total amount, around Rs. 1,120 Cr. is for the account of VPT; the remainder is to be covered by private operators. In 2007/08, an amount of Rs. 170 Cr. is likely to be spent, rising to Rs. 275 Cr. in 2008/09 and then dropping to Rs. 180 Cr. and further to Rs. 45 Cr. by 2012/13 The most important near-term investments for VPT are the rehabilitation of the Iron Ore Handling complex. This project includes the deepening of the entrance channel, the construction of an extension to the existing jetty and the replacement of the major equipment. The project is held by the Port, so that all cargo related revenue will flow back to the port. Furthermore, quay-strengthening projects need to be financed by the Port as well as rail track investments at the GCB. Almost all other waterside-related investments will be undertaken by private operators. A substantial amount of money is required for roads and railway-equipment, Rs. 229 Cr. and Rs. 163 Cr. respectively. Combined, these projects amount to 35% of the investments from VPT funds. Deepening of the Inner Harbour to cater for vessels with a draft of 14m will only be undertaken as and when sufficient cargo is available. Financing of the project will only be undertaken through private investment or via external funds that require no paybacks and interest from the port. This would in practice mean a government grant. An overview of the projects and associated annual capital expenditures is given in the table below.
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BUSINESS PLAN VPT
Table 10-5 Projects and associated annual capital expenditure (in Rs.Cr.)
Investment (Rs. Cr.) 2006 year Mechanisation export facility WQ1/2 (VPT 23) Mechanisation GCB (VPT 22) Mechanised import facility EQ1-3 Iron Ore lengthening (VPT 4) SBM (VPT 13) POL/Liquids 20) (VPT Mt VPT Private 2007 2007 2008 Annual capex (Rs. Cr) 2008 2009 2009 2010 2010 2011 2011 2012 2012 2013
Project
Carry out
Operational
Capacity
yes
2008
22.5
94.3
11.3
11.3
0.0
0.0
0.0
0.0
0.0
yes yes yes yes no
2009 2015 2012 2009 2009 16 10
65.3 2.3 50.0 0.0 0.0
171.7 74.3 0.0 540.0 30.0
0.0 0.0 0.0 0.0 0.0
32.7 0.0 0.0 0.0 0.0
32.7 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0
0.0 0.0 20.3 0.0 0.0
0.0 0.0 29.8 0.0 0.0
0.0 0.0 0.0 0.0 0.0
Installation shiploader Alumina WQ7 (VPT 10) Repairs (VPT 5) to WQ-7
yes
2010
2.5
0.0
30.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2008
0.0
8.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Replacement Equipment I.H. Berths (VPT 24,26) Replacement (VPT 27, 30) tugs
yes
2008
4.5
58.0
0.0
19.3
19.3
19.3
0.0
0.0
0.0
0.0
yes yes
2009 2009
40.0 90.0
0.0 0.0
0.0 0.0
0.0 0.0
20.0 45.0
20.0 45.0
0.0 0.0
0.0 0.0
0.0 0.0
New tugs 75T BP (1) Deepening Entrance Channel / Inner Basin to 14m (VPT 3) Deepening Entrance Channel / Inner Basin to 12,5m (VPT 2) Strengthening E. Quays (VPT 11, 12) to 14m Strengthening W. Quays (VPT 6,7,8) to 12,5m Construction WQ 6 (VPT 9) Marine services Lova Garden Construction (VPT 15) WQ8
yes
2014
0.0
150.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2008
0.0
40.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2014
0.0
120.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2008
46.5
0.0
0.0
23.3
23.3
0.0
0.0
0.0
0.0
yes no yes yes
2009 2010 2010 2011 5.1 4
0.0 20.0 50.0 0.0
45.0 0.0 0.0 120.0
0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0
0.0 0.0 16.7 0.0
0.0 0.0 16.7 0.0
0.0 0.0 16.7 0.0
0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0
Extension Container Terminal (VPT 16)
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BUSINESS PLAN VPT
Project
Carry out
Operational
Capacity
Investment (Rs. Cr.) 2006 2007 2008 0.0
Annual capex (Rs. Cr) 2008 2009 0.0 2009 2010 0.0 2010 2011 0.0 2011 2012 0.0 2012 2013 0.0
year Upgrading (VPT 19) OR1-2 yes 2011
Mt 3
VPT 0.0
Private 50.0
2007 0.0
Procurement barges and launches (VPT 20) Road (VPT 32, 33, 34, 37) Other works (VPT 41, 42, 43, 44, 50 and 45, 49) Environmental (VPT 46,48) East Docks (VPT 18), South Side East Docks (VPT 18), North Side Mobile Cranes 2*100t (VPT 29) Construction EQ10 (VPT 14) Mechanised facilities coal handling East Docks South (VPT 25) Replacement 2 locos 1430 HP & 1 loco 3100 HP (VPT 28, 31) Rail (VPT 35, 36, 38) Shifting Fishing harbour (VPT 51) Residual costs on VPT 4 (Project 5) Residual payments (Sheet 16/11/06: VPT1) Liquids lines/Loading arms LPG Jetty Total
yes
2010
6.0
0.0
0.0
0.0
2.0
2.0
2.0
0.0
0.0
yes
2011
229.0
0.0
0.0
45.8
45.8
45.8
45.8
45.8
0.0
yes
2011
61.9
70.0
0.0
12.4
12.4
12.4
12.4
12.4
0.0
yes yes yes yes yes
2012 2009 2015 2007 2009 2 5 3.5
45.0 30.0 0.0 0.0 0.0
0.0 88.5 88.5 45.0 35.0
0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0
9.0 0.0 0.0 0.0 0.0
9.0 30.0 0.0 0.0 0.0
9.0 0.0 0.0 0.0 0.0
9.0 0.0 0.0 0.0 0.0
9.0 0.0 0.0 0.0 0.0
yes
2009
0.0
60.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2010
34.0
0.0
0.0
0.0
11.3
11.3
11.3
0.0
0.0
yes yes yes
2011 2011 2012
129.0 85.0 145.0
0.0 15.0 0.0
0.0 0.0 0.0
25.8 0.0 0.0
25.8 0.0 0.0
25.8 0.0 36.3
25.8 0.0 36.3
25.8 0.0 36.3
0.0 0.0 36.3
yes
2006
13.0
0.0
13.0
0.0
0.0
0.0
0.0
0.0
0.0
yes
2009
1.5
23.0
0.0
0.0
0.0
11.5
11.5
0.0
0.0
0.0
1,140.5
1,830.2
43.6
170.5
274.7
265.7
179.5
159.0
45.3
10.3.2 Implications
VPTs policy is aimed at further privatisation of the ports activities. This implies that the negotiations with the private operators will be focussed on royalties to be paid to the port, both for the land in use
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BUSINESS PLAN VPT
(Land Lease) and the use of the port for handling cargo. But the revenue shift will take place from wharfage dues, and in some cases berth hire too if and when the operator constructs his own quay. Port dues, and vessel related charges will remain the privilege of the port, insofar the Marine Services are not privatised.
10.4
Modelling assumptions
10.4.1 Model set-up

A model has been developed that integrates the cargo forecast, the current financial position of the port, the planned investments and their timing as well as the prevailing tariffs. The impact of the basic planning program is calculated in terms of the financial situation of the port over a 20-year horizon. The model is flexible and allows for different choices with respect to the planned investments in terms of capacity, investment amount, timing as well as ownership. Tariffs and cargo forecasts are flexible in the sense that percentage deviations from the base situation can be defined and calculated. The structure of the model is indicated in the figure below.
Figure 10-1 Financial model flowchart
The blocks of the model describe the following elements.
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BUSINESS PLAN VPT
The green blocks relate to the physical inputs of the model. That is to say, the capacity of the port, the expected demand, the parcel sizes in which the cargo arrives and hence the vessel calls. The yellow blocks relate to the revenue-side of the equation. The prevailing tariffs are multiplied by the amount of cargo that the port can handle (in case insufficient capacity is created, then the demand will be capped at the capacity level). And the appropriate tariffs are used for the vessel calls. The blue blocks relate to the assets of the port. The existing, or current, assets are depreciated and flow to the balance sheet. The projects that are implemented are added to the assets and depreciated. The additional assets are put on the balance sheet and the depreciation is moved to the profit and loss account. The operating costs are in orange. The maintenance costs are taken as a percentage of the value of the assets. Staff costs are calculated separately. Costs flow onto the profit and loss account. From the balance sheet and the profit and loss account, key indicators are derived. The available cash is checked against the requirements for the investment program and then it is checked whether loans are required or not. The loan requirements are checked against the balance sheet and the profit and loss in an iteration procedure.
The main components of the model flow are covered in the following sections.
10.4.2 Physical parameters

The physical parameters follow from the cargo forecast section. Investments create capacity, but the timing of the investments may result in capacity shortage. If that is the case, demand is kept at capacity. For modelling purposes, two different scenarios on cargo demand have been added to the base case presented earlier in the report. A high and low case have been added, each deviating 10% from the base case, which is presented in the figure below.
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Figure 10-2 Capacity and Base Case Demand, Mt, 2004/05-2025/26

160
Capacity, Base case throughput (Mt)
140 120 100 80 60 40 20 0
Capacity Throughput
21
07
13
03
15
19
09
05
11
17
20
20
20
20
20
20
20
20
20
20
It is foreseen, that if trend lines continue as they are, by the middle of the next decade investments in new capacity will be required. These investments have not been taken into account in the results presented here. The assumptions on parcel sizes and vessel-size developments result in a forecast of vessel calls by vessel type. In the base case, the total vessel calls roughly double over the twenty year period through 2025/26, to reach around 2500 (see table below).
Table 10-6 Parcel size and vessel calls by product, 2005/06-2025/26

Product Crude Oil Products LPG Other liquids/Chemicals Coking Coal Fertiliser Materials Limestone Other cargo Containers Oil products Iron Ore Outer / Raw Avg parcel size 80 20 5 5 36 25 30 10 4 20 52 Annual Growth** 0 5% 50% 10% 5% 10% 0% 0% 10% 5% 5% 2006/07 94 39 41 105 242 96 16 100 172 99 249 2009/10 50 34 75 147 204 102 3 146 387 112 251 2012/13 60 32 80 164 196 101 7 161 430 128 239 2015/16 68 30 85 177 213 104 10 177 462 138 233 2025/26 80 23 123 68 340 183 13 376 281 120 273 210
20
20
25
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Product Harbour Iron Harbour Thermal Coal CP Cokes Alumina Other Dry Bulk Ore Inner
Avg parcel size
Annual Growth**
2006/07
2009/10
2012/13
2015/16
2025/26
40 33 30 30 21
0% 5% 5% 0% 5%
63 71 12 30 76
63 68 19 83 107
63 65 24 137 112
63 62 25 140 122
63 60 30 267 179
Total 1,505 1,851 1,999 2,109 2,479 Notes: * Average crude parcel size switches to 200 Kt when SBM becomes operational. ** Annual growth upto maximum sizes in several cases.
10.4.3 Tariffs
The tariffs are those presently applied by the port. No increases are included, so tariffs remain static in real terms. Furthermore, there is no differentiation in tariffs between coastal and foreign vessels. The tariffs are broken up in the following categories: Cargo-related tariffs: o Wharfage o Handling o Storage Vessel related tariffs: o Port dues o Pilotage/towage o Berth hire Handling refers to mechanised handling of cargo, which is not applicable in New Mangalore at this point. Storage income is presently very low and has therefore been ignored in the model. As the terminals are handed over to private operators under concession deals or BOT deals, the tariffs will change into royalties. For the purpose of the financial model, the royalties have been kept on par with the wharfage tariffs. Berth hire remains a revenue stream for the port, as quays are built by the port. The tariffs indicated in the table may deviate from the existing scale of rates. This is particularly true for POL/other liquids and LPG. In the past, other tariffs have been realised than the current (2005-06) rates and in particular growth cargoes that require little investment by the port are likely to be reviewed. In fact, such practice has been observed already. For POL and other liquids a composite tariff has been used, based on the observed mix of cargoes and their relevant wharfage rates. With respect to LPG, the official wharfage tariff of Rs. 136/ton realised in 2005-06, is substantially higher than the rate realised in 2004-05. With the expansion of the LPG throughput due to the opening of the Cavern, the consultants have assumed downward tariff revisions for the purpose of the future financial results.
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The tariffs used in the model, for wharfage by commodity, are presented in the table below.
Table 10-7 Wharfage tariffs by product (in Rs/ton)

Product Crude Oil Products LPG Other liquids/Chemicals Coking Coal Fertiliser / Raw Materials Limestone Other cargo Containers Oil products Iron Ore Outer Harbour Iron Ore Inner Harbour Thermal Coal CP Cokes Alumina Direction Import Import Import Import Import Import Import Import Import Export Export Export Export Export Export Foreign vessels 17 40 74 74 26 27 25 25 80 40 26 13 15 26 30 Coastal vessels 17 24 44 44 16 17 15 15 80 24 26 13 15 16 18
The wharfage for containers has been recalculated on the basis of the charge per container and the observed mix between empties and full containers (10% and 90% respectively). The mechanical handling and tippling tariffs for Iron Handling in the Outer Harbour are indicated in the tables below. These tariffs remain applicable and for account of the port, as the project is not envisaged to be privatised.
Table 10-8 Mechanical tariffs by product (in Rs/ton)

Product Iron Ore Outer Harbour Foreign vessels 36 Coastal vessels 36
Table 10-9 Tippling and stacking tariffs by product (in Rs/ton)

Product Iron Ore Outer Harbour Foreign vessels 32 Coastal vessels 32
The table below presents the vessel-related charges, which have been used in the financial model. These items are Port dues, pilotage dues and berth hire.
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Table 10-10 Port dues (by item), Rs/GRT

Item Iron Ore & Pellets (Mechanised) POL Outer Harbour POL Inner Harbour Other cargo Levy Foreign vessels: 8.2 12.1 10.1 11.5 Levy Coastal vessels: 4.8 7.1 5.9 6.7
Table 10-11 Pilotage dues (by item), Rs/GRT

Item Size group (DWT) <= 40,000 Iron Ore & Pellets (Mechanised) > 40,000 23 13 Levy Foreign vessels: 25 Levy Coastal vessels: 15 1 Mln Rs for Foreign vessels + charge per GRT and 0.5 Mln Rs + charge per GRT for Coastal vessels <= 10,000 POL 10,001 30,000 > 30,000 <= 10,000 Other cargo 10,001 30,000 > 30,000 14 14 20 15 16 23 8 8 12 9 9 13 Minimum charge 10k Rs for foreign vessels and 6K Rs for coastal vessels Minimum charge 21k Rs for foreign vessels and 12K Rs for coastal vessels Remarks
Table 10-12 Berth hire (by item) Rs/GRT/hr

Item Iron Ore & Pellets (Mechanised) > 70,000 <= 10,000 POL 10,001 30,000 > 30,000 <= 10,000 Other cargo: Crane berths 10,001 30,000 > 30,000 <= 10,000 Other cargo: non Crane berths 10,001 30,000 > 30,000 0.37 0.10 0.43 0.07 0.21 0.10 0.17 0.11 0.05 0.08 0.21 0.06 0.02 0.04 0.12 0.06 0.10 0.06 0.03 0.05 Size group (DWT) <= 70,000 Levy Foreign vessels: 0.13 Levy Coastal vessels: 0.08
The berth hire is determined by the length of the stay at the berth. As mechanisation is introduced, this berth time will fall. The table below indicates the berth time used for the various cargo types. The
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BUSINESS PLAN VPT
reduction in berth time coincides here with the realisation of relevant projects. The biggest reductions will take place with the introduction of mechanised handling of coal, where the berth time will drop from 6.9 to 1.3 days and the introduction of mechanised handling of fertiliser, where berth time falls from 5.2 to 1.0 days. Iron Ore handling in the Inner Harbour will fall by nearly two-thirds from 3.2 to 1.0 days.
Table 10-13 Berth time by product, days

Product Crude Oil Products LPG Other liquids/Chemicals Coking Coal Steam Coal Fertiliser / Raw Materials Pet Coke LAM Coke Limestone Other cargo Containers Oil products Iron Ore OH Iron Ore IH Thermal Coal CP Cokes Alumina Other Dry Bulk Direction Imports Imports Imports Imports Imports Imports Imports Imports Imports Imports Imports Imports Exports Exports Exports Exports Exports Exports Exports Current 1.4 2.9 1.4 0.9 6.9 2.8 5.2 5.4 5.4 4.1 1.0 1.0 1.9 1.5 3.2 3.4 5.4 1.5 4.1 Future 0.9 0.7 0.8 0.6 1.3 1.3 1.0 1.3 1.3 3.1 0.9 1.0 1.3 1.0 1.0 2.3 3.8 1.5 3.1
10.4.4 Costs
The main cost items are: staff repair and maintenance depreciation interest Staff costs, or labour costs have been included in the model on the basis of a top-down calculation. That is to say, overall staff levels have been used, multiplied by an average salary of Rs. 0.34 Mln per st year. This salary will be increased by 25% as of January 1 2007. The average salary is comprised of the basic salary and a 90% surcharge for pension and other allowances. With mechanisation and privatisation, staff will become redundant. An annual retirement rate of 4% has been applied, and a
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BUSINESS PLAN VPT
0.25% normal labour switching rate as per the ports observations. A rehire rate of 40% has been used, in accordance with Port policy. Repair and maintenance costs (see table below) are taken as percentages of the initial asset value of the equipment for new projects. Maintenance is only applied to those projects in which VPT invests. No escalation is included. Following percentages have been applied:
Table 10-14 Repair and Maintenance costs

Project Mechanisation export facility WQ1/2 (VPT 23) Mechanisation GCB (VPT 22) Iron Ore lengthening (VPT 4) Replacement Equipment IO Berths (VPT 24,26) Replacement tugs (VPT 27, 30) New tugs 75T BP (1) Deepening Entrance Channel / Inner Basin to 14m (VPT 3) Strengthening W. Quays (VPT 6,7,8) to 12,5m Marine services Lova Garden Construction WQ8 (VPT 15) Extension Container Terminal (VPT 16) Upgrading OR1-2 (VPT 19) Procurement barges and launches (VPT 20) Road (VPT 32, 33, 34, 37) Other works (VPT 41, 42, 43, 44, 50 and 45, 49) Environmental (VPT 46,48) East Docks (VPT 18), South Side Replacement 2 locos 1430 HP & 1 loco 3100 HP (VPT 28, 31) Rail (VPT 35, 36, 38) Development Fishing harbour (VPT 51) Liquids lines/Loading arms LPG Jetty %-age of value 1.5% 1.5% 1.5% 2.5% 2.5% 2.5% 0.5% 1.5% 1.5% 1.5% 1.5% 1.5% 2.5% 1.5% 1.5% 2.5% 1.5% 6.0% 2.5% 1.5% 2.5% Annual cost (Rs.Cr.) 0.3 1.1 0.8 1.5 1.0 2.3 0.0 0.7 0.3 0.8 0.0 0.0 0.2 3.4 0.9 1.1 0.5 2.0 3.2 1.3 0.6 First year of operation 2008 2009 2012 2008 2009 2009 2014 2008 2010 2010 2011 2011 2010 2011 2011 2012 2009 2010 2011 2008 2009
Depreciation of assets (see table below) is split between depreciation on existing assets and depreciation on new assets. Existing assets are depreciated in line with the observed norms as per the ports annual accounts. The depreciation varies between 0% on land and nearly 8% on plant and machinery. The total depreciation on existing assets amounts to Rs. 33 Cr. per year.
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BUSINESS PLAN VPT
Table 10-15 Depreciation existing assets

Item Land Capital Dredging Buildings Sheds and Other Structures Wharves, Roads, Boundaries Floating Craft Railway and Rolling Stock Docks, Sea-Walls, Piers, and Navigational: Aids Cranes and Vehicles Plant & Machinery Installations for Water, Electricity, Telecom. & Fire Fighting Total %-age of gross block value 0.0% 1.1% 2.3% 2.5% 5.2% 3.3% 1.5% 4.7% 3.7% 6.3% Annual cost (Rs. Cr.) 0.0 0.8 1.5 1.5 7.0 2.9 3.7 5.9 3.2 5.3 31.5
Depreciation on new assets (see table below) depends on the type of asset, with civil works having substantially longer economic lives than equipment. All are straight line depreciations. The table indicates the depreciation periods that have been applied. The biggest items are the Iron Ore Handling complex and the roads and the tugs.
Table 10-16 Depreciation new assets

Project Mechanisation export facility WQ1/2 (VPT 23) Mechanisation GCB (VPT 22) Iron Ore lengthening (VPT 4) Replacement Equipment IO Berths (VPT 24,26) Replacement tugs (VPT 27, 30) New tugs 75T BP (1) Strengthening W. Quays (VPT 6,7,8) to 12,5m Construction WQ8 (VPT 15) Procurement barges and launches (VPT 20) Road (VPT 32, 33, 34, 37) Other works (VPT 41, 42, 43, 44, 50 and 45, 49) Environmental (VPT 46,48) Replacement 2 locos 1430 HP & 1 loco 3100 HP (VPT 28, 31) Rail (VPT 35, 36, 38) Remaining costs on Iron Ore Handling complex not covered in separate projects Liquids lines/Loading arms LPG Jetty %-age of value 2% 2% 2% 5% 4% 5% 2% 2% 5% 2% 2% 5% 4% 2% 2% 4% Annual cost (Rs. Cr.) 0.5 1.4 1.0 2.9 2.0 4.5 0.9 1.0 0.3 4.5 1.2 2.2 1.4 2.6 5.8 0.9 First year of operation 2008 2009 2012 2008 2009 2009 2008 2010 2010 2011 2011 2012 2010 2011 2008 2009
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BUSINESS PLAN VPT
10.4.5 Existing financial items

In order to arrive at a ongoing financial statement, the model integrates the current accounts of the port as per the 20005/06 book-year. This implies that on several items assumptions have had to be made with respect to their future levels. This applies for: Investments on the assets side Financial income Current assets Current liabilities Overhead costs Existing loans The investments/reserves have been held static at the current level of Rs. 448.5 Cr. These can however be used for capital expenditure. The financial income is derived from the investments. The port has provided an outlook through 2012. After 2012, it is assumed that the income will remain static at the then levels of Rs. 15 Cr. The current assets amounted to a total of Rs. 350 Cr. per end book year 2005/06. Those have been integrated with the currents assets and liquid means. A further assumption is that an inventory is held of 5% of the book value of the equipment and accounts are received after 50 days. The current liabilities amounted to Rs. 320 Cr., those have been kept static over the forecast period, with variations occurring in two separate items of current liabilities, salaries and accounts payable. The former is set at 1/12 of salaries payable and the latter at 45 days of operating costs. The overhead costs are predominantly made up of the engineering workshop and other costs. The total costs amount to Rs. 33 Cr. per year. These have been held constant. The port has loans to a total of Rs. 216 Cr. This is a combination of an existing loan of Rs. 16 Cr. and a loan of Rs. 200 Cr., concluded in book-year 2006-07. Repayment is set at 20 years, but actual payback may be shorter depending on cash availability.
10.4.6 Other general assumptions

Following general assumptions have been made: All financial figures are in constant prices, no inflation is assumed. Salaries are adjusted by 25% in 2006/07 Financial implementation of the projects takes place at the beginning of the year The retained earnings are put into an investment reservation fund on which it is assumed that 4% interest will be realised. This assumption is used to cover any possible capacity requirements that may arise after the planning period. It is thus assumed that the net income generated from any virtual investment is equal to 4%. This assumption is assumed to be a fair representation of the investment returns on public service investments. Thus, after the current planning period, when no further capital expenditure is foreseen, this is to be covered from these reservations. Non-planned capital expenditure is excluded from the analysis. These amounts may be around Rs. 20 Cr. per year, when occurring. As per the previous item, this amount is covered from the investment reservation on the balance sheet.
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BUSINESS PLAN VPT
Area lease is held constant at Rs. 22 Cr. Tax rate is set at 30% and paid in the year of realisation
10.5
Forecast financials
10.5.1 Profits and losses

A forecast of profits and losses is presented in the table below. More detailed information, including projections by year, is contained in Annex ...
Table 10-17 Profit and loss accounts 2006/07-2025/26 (in Rs. Cr.)
Years Item Operating revenue Cargo related fees from terminals Vessel related fees Other income Total operating revenue Non-operating revenues Royalties Area lease Total other revenues Total revenues Operating costs Salaries and benefits Repair Other costs Total operating costs Non operating costs Total costs EBITDA Depreciation EBIT Financial items Income Less: Interest Less: Pension Fund Total financial items EBT Tax Net income 15 0 -65 -50 115 35 81 20 -3 -68 -52 79 24 56 24 -3 -72 -51 113 34 79 16 -25 -75 -84 105 32 74 19 -24 -79 -84 156 47 109 16 -22 -83 -89 160 48 112 15 -20 0 -5 325 97 227 73 -12 0 61 471 141 330 200 0 0 199 720 216 504 and maintenance/consumables 246 161 83 490 1 22 23 513 174 110 7 291 23 314 199 34 165 249 160 83 492 1 22 24 515 209 112 7 328 23 351 165 34 131 259 169 91 520 16 22 38 558 203 122 8 333 23 356 202 38 164 250 180 97 527 48 22 70 597 197 133 8 338 23 362 236 47 189 243 188 97 528 72 22 95 622 191 112 8 311 23 334 289 49 239 251 195 97 543 80 22 102 645 184 123 8 315 23 338 306 58 249 290 225 113 629 94 22 117 746 179 138 10 326 23 349 397 67 330 296 245 113 655 122 22 144 799 153 142 10 305 23 328 471 62 410 306 263 113 682 139 22 161 843 116 132 10 258 23 281 562 42 521 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2017/18 2025/26
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BUSINESS PLAN VPT
As the port is privatising its operations, its income from cargo handling will drop over time. As not all berths are yet designated to be privatised, a residual income from cargo handling remains on the profit and loss account. Total cargo related revenues are expected to remain static in the base case at around Rs. 250 Cr. and increase to Rs. 290 Cr. by 2012/13. Note that as royalties and wharfage tariffs are identical, this does not make a difference to the total revenues of the port. Vessel related revenues are forecast to grow steadily from Rs. 162 Cr. to Rs. 225 Cr in 2012/13 and further to Rs. 263 Cr. in 2025/26. The royalties will take over the function of wharfage dues. With the gradual transfer of operations to private operators, royalties are set to grow from Rs. 16 Cr. in 2008/09 to Rs. 94 Cr. in 2012/13 and further to nearly Rs. 139 Cr. in 2025/26. Total revenues of the port are thus forecast to grow from Rs. 513 Cr. in 2006/07 to Rs. 746 Cr. in 2012/13 and further to nearly Rs. 850 Cr. in 2025/26. Repair and maintenance costs are set to rise by 17% through 2012/13 as projects are implemented. Total costs will rise and then fall over the entire forecast period, hovering around Rs. 300 Cr. as repair and maintenance cost increases are offset by salary reductions and privatisation heaves off costs to private operators. The EBITDA rises from Rs. 199 Cr. to Rs. 326 Cr. by 2012/13 and can then rise further to Rs. 562 Cr. by 2025/26. Depreciation increases gradually from Rs. 34 Cr. to Rs. 67 Cr. These amounts are comparatively low, as most assets have long lifetimes. The tax obligation rises in line with profit, from Rs. 35 Cr. in 2006/07 to around Rs. 97 Cr. in 2012/13 and further to Rs. 216 Cr. in 2025/26 Net income is thus set to grow from Rs. 81 Cr. in 2006/07 to Rs. 227 Cr. in 2012/13 and may rise to Rs. 504 Cr. in 2025/26.
10.5.2 Balance sheets

A forecast of the balance sheets is presented in the table below. More detailed information, including projections by year, is contained in Annex
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BUSINESS PLAN VPT
Table 10-18 Balance Sheet 2006/07-2025/26 (in Rs. Cr.)

Years Item Assets Fixed assets Investments Investment reservation Current assets & Liquid means Total assets Equity and Liabilities Equity Loans Current liabilities Total equity and liabilities Source: Consultants calculations 1,283 16 373 1,672 1,339 206 381 1,925 1,418 196 381 1,995 1,492 419 381 2,292 1,601 393 377 2,370 1,712 366 377 2,455 1,940 339 378 2,657 3,390 206 373 3,969 6,846 26 364 7,236 749 448 124 886 448 229 1,123 448 41 1,342 448 105 1,472 448 39 1,573 448 14 1,552 448 228 1,246 448 1,828 1,508 448 4,753 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13 2017/18 2025/26
351 1,672
362 1,925
383 1,995
397 2,292
411 2,370
420 2,455
429 2,657
446 3,969
526 7,236
The balance sheet total of the port rises from Rs. 1,672 Cr. in 2006/07 to Rs. 2,657 Cr. in 2012/13 and can then grow further to Rs. 7,236 Cr. in 2025/26. The increase is built up of additions to the fixed assets, which will increase more than 100% by 2012/13 and then fall again as depreciation outweighs replacement under the current capital budget program. The loans will be paid off by 2025. An additional loan of Rs. 250 Cr. will have to be taken up by 2008/09 under the scenario assumptions, in order to pay for all investments. The loan is assumed to be paid back over 15 years and carry an interest rate of 9%. It should be noted that this balance sheet assumes that the retained earnings are kept in the company. This assumption reflects the need for a Landlord port to focus on its Public Service tasks, where significant dredging is required. Furthermore, the Ports long term needs imply expansion either outwards or inwards. As indicated in Chapter 5, a rough estimate of the cost of such expansion inward is Rs. 900 Cr. for the inward option and around Rs. 3,000 Cr. for the outward option. With the reservation fund, the Port will be equipped to undertake such a project.
10.5.3 Cash-flow
The total cash-flow of the port (see table below) will be negative for several years with the two largest negative years in the period 2008-2010 when the bulk of the immediate investments is expected to take place in financial terms.
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BUSINESS PLAN VPT
Table 10-19 Estimated Cash flow, Rs. Cr.

Years Item Net Surplus Plus interest after tax Plus NCC (non-cash item Depreciation etc) Minus change in NWC (net working capital changes) Minus capex Total cash flow Source: Consultants calculations 2006/7 81 0 34 -8 44 78 2007/8 56 2 34 1 170 -80 2008/9 79 2 38 15 275 -171 2009/10 74 18 47 13 266 -141 2010/11 109 16 49 12 179 -17 2011/12 112 15 58 8 159 18 2012/13 227 14 67 7 45 257 2017/18 330 8 62 -1 0 401 2025/26 504 0 42 20 379 147
10.5.4 Key-indicators
The key-indicators, as presented previously in this chapter for the historical figures, are shown in the table below. The net margin is expected to remain around 10-13% for the next three years and then increase to 18%, to jump further to 30% by 2012/13. The sharp jump in 2012/13 is entirely due to the finalisation of the backstopping of the Pension Fund by 2011/12.
Table 10-20 Financial indicators for the years 2006/07-2012/13

Indicator Net margin Operating ratio Current ratio Debt to assets Revenue per ton (Rs) Cost per ton (Rs) (Operating cost + depreciation)/throughput Definition Net income/revenues Operating income/revenues current assets/current liabilities total debt / assets 2006/ 07 16% 32% 0.9 0.0 96 65 15 2007/ 08 11% 25% 1.0 0.1 96 71 10 2008/ 09 14% 29% 1.0 0.1 95 67 13 2009/ 10 12% 32% 1.0 0.2 89 61 11 2010/ 11 18% 38% 1.1 0.2 86 53 15 2011/ 12 17% 39% 1.1 0.1 83 51 14 2012/ 13 30% 44% 1.1 0.1 84 47 26
Net surplus per ton Net income/revenues (Rs) Source: Consultants calculations
The operating ratio is expected to remain fairly static at around 30% through 2009/10 and then increase to some 44% by 2012/13. The balancing of the operating costs between staff reductions and increased maintenance is translated immediately in improved margins as revenues increase with rising throughput. The current ratio is also expected to fluctuate around 1.1 over the planning period. However, much hinges on the assumption with respect to the investment policy of retained earnings in this respect.
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The debt to assets ratio increases to 0.2 under the base case assumptions, which includes an additional loan requirement of Rs 250 Cr. The revenues per ton fall somewhat over the years from Rs 96 per ton to Rs 84 per ton as the mix of cargo switches to relatively lower revenue earning cargoes. This is particularly true of the renegotiated wharfage on Crude oil. The total cost per ton (excluding financial items) increases initially to around Rs 70 and then starts to fall to below Rs 50 per ton by the end of the horizon. The net surplus per ton is expected to hover around Rs 10 per ton over most of the budget period and increase to Rs 26 per ton by 2012/13.
10.6
Sensitivity analysis
10.6.1 Introduction
In order to analyse the sensitivity of the cash flow outcomes, the assumptions of the model have been adjusted to reflect alternative possible paths of the future. These variations are applied to: Cargo throughput, plus and minus 10% from the base Investment levels, plus and minus 20% of the estimated capital costs Tariffs/royalties, plus and minus 20% of the current values Combination of lower throughput and lower royalties.
10.6.2 Varying cargo throughput

The results for a varying cargo throughput are presented in the table below.
Table 10-21 Estimated cash flows for a varying cargo throughput (in Rs. Cr.)
Years 2006/7 Base case cash flow 10% higher throughput 10% lower throughput Source: Consultants calculations 78 88 61 2007/8 -80 -70 -99 2008/9 -171 -152 -194 2009/10 -141 -115 -169 2010/11 -17 11 -48 2011/12 18 48 -15 2012/13 257 269 218 2017/18 401 412 382 2025/26 147 157 128
A 10% variation of the cargo throughput results in a similar variation in the cash flow on average over the medium term. At its lowest, the cash flow would drop to Rs -194 Cr. However, there are considerable implications for the financing requirements. In case of a 10% higher throughput, the loan requirement would fall from Rs 250 Cr in the Base Case to Rs 50 Cr. However, a 10% lower throughput increases the need for a loan of Rs 400 Cr.
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BUSINESS PLAN VPT
10.6.3 Varying investment levels

The results for varying investment levels are presented in the table below.
Table 10-22 Estimated cash flow for varying investment levels (in Rs. Cr.)
Years 2006/7 Base case cash flow 20% higher capital cost 20% lower capital cost Source: Consultants calculations 78 76 81 2007/8 -80 -112 -48 2008/9 -171 -223 -119 2009/10 -141 -189 -92 2010/11 -17 -51 17 2011/12 18 -13 50 2012/13 257 248 265 2017/18 401 393 408 2025/26 147 59 235
A 20% variation of the capital cost on projects not already committed, applied across the board, results in comparatively similar cash flow impacts as a 10% different cargo throughput. However, no further loans are required in case the capital costs are 20% lower, while a 20% increase in the capital cost requires a loan of Rs 500 Cr early in the period.
10.6.4 Varying tariffs/royalties

The results for varying tariffs/royalties are presented in the table below.
Table 10-23 Estimated cash flow for varying tariffs/royalties (in Rs. Cr.)
Years 2006/7 Base case cash flow 20% higher royalties 20% lower royalties Source: Consultants calculations 78 78 78 2007/8 -80 -80 -80 2008/9 -171 -169 -172 2009/10 -141 -136 -145 2010/11 -17 -9 -24 2011/12 18 26 10 2012/13 257 266 247 2017/18 401 415 387 2025/26 147 165 128
An overall tariff or royalty adjustment of 20% results in higher variations than the previous two adjustments. (for the period through 2007/08 no variation has been applied, as no projects will be operational by then). The impact on the financial requirements is very moderate. In case of 20% higher royalties, a loan could be reduced by Rs. 100 Cr.
10.6.5 Lower cargo throughput, lower royalties

The results for a combination of both a 10% lower throughput and 20% lower royalties is presented in the table below.
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BUSINESS PLAN VPT
Table 10-24 Estimated cash flows in case of lower throughput and lower royalties (Rs.Cr.)
Years 2006/7 Base case cash flow Lower cargo / lower revenues Source: Consultants calculations 78 2007/8 -80 2008/9 -171 2009/10 -141 2010/11 -17 2011/12 18 2012/13 257 2017/18 401 2025/26 147
61
-99
-195
-173
-55
-22
209
369
110
The cargo throughput may be more conservative than the Base Case assumes, which may be a reflection of slower economic growth, or delays in implementation of projects in industries that are heavy users of the port, such as iron ore and agriculture. In addition, should this situation occur, then it is possible that royalty revenues will have to be adapted to fit with a slower economy, or indeed strong competition from other ports. The cash flow will be negatively impacted and with it increase the financing needs of the port to carry out all the projects envisaged. The Base Case loan of Rs. 250 Cr increases in this situation to Rs. 500 Cr.
10.7
Conclusion
Given the expected cash flow and key indicators, the port can be expected to require loans in the order of Rs. 250-400 Cr. in order to carry out all the projects that are now decided to be implemented. This financing requirement, however, will not jeopardise the ports solvency. The debt to assets ratio increases to nearly 0.3 at its peak. The financial outlook is very sound indeed and sufficient funds should be generated to sustain re-investment and expansion investment as the port and its users require so. The outcomes appear robust for substantial variations, although the near term is susceptive to strong negative cash flow. If and when the projected substantial returns materialise over the medium to long term, the port will have to think carefully about what to do with the proceeds. Examples are: Co-invest in infrastructure with private clients is a possibility, in order to obtain higher royalties, if and when the projects are viable. As traffic and throughput grows, the port is likely to be required to undertake substantial infrastructure investment. An example of this may be the widening of the entrance channel to accommodate two-way traffic. This would require construction of new breakwaters, which is a very capital intensive project. Many Major ports are now undertaking and planning capacity expansion. At the same time, private ports are increasing capacity and being constructed. As such, it is likely that at some point in the medium term, more than sufficient capacity is available, and then competition will rise and tariffs will come under pressure. A healthy reserves position is then favourable in order to be able to lower tariffs and thus retain cargo.
224
BUSINESS PLAN VPT
Introducing the budget cycle In the proposed organisation set-up the different port groups are organised as separate business units. In the longer term, the ports might even be transformed in a separate legal entity (corporatisation). The organisation of a port into business units requires a larger budgetary autonomy for those units. It is therefore proposed to introduce a budgetary cycle, clearly linked to a strategic planning cycle. Within the budget the unit has a certain freedom to decide on expenditures. The exact degrees of freedom still have to be defined and might differ in relation to the size of the port. Starting point of the budget cycle are the individual strategic plans per Business Unit, in combination with the overall VPT strategic master plan. Multi-annual plans will be translated in a year plan and year budget based on the expected expenditure requirements and revenue. These annual budgets should be based on internationally accepted accounting principles, taking into account all expenditure and revenue categories. Budget progress of VPT should subsequently be monitored and reviewed on a regular (quarterly) basis based on proper accounts and records. Parallel to the budget cycle an investment programming cycle is introduced. The investments addressed in this cycle refer to major investment as minor investment will be included in the regular budget. On the basis of the overall master planning of VPT, investment needs and priorities should be identified, which should be translated in a multi-annual investment programme and an annual investment plan for the port as a whole.
225
BUSINESS PLAN VPT
11.
ACTION PLAN
In general the recommendations resulting from the study on hand reflect concrete actions to meet the main objectives i.e. to transform the port of VIZAG into a port adapted to modern and competitive transport markets and to decrease the level of Government subsidies to the Port through: a) restructuring the present port management and stevedoring organisations based on the landlord port model; b) fostering private participation and competition in Port operations; c) increasing operational productivity and financial performance; d) upgrading Port facilities and linkage to inland transportation networks; e) improving co-operation between City and Port Authorities and taking into account Urban considerations in the Port Development Plan. An overview of the main recommendations is presented below classified by main issue or topic of attention and / or by type of activity. The following working packages will be valid for actions to be taken by VPT. Work Package 1 consists of the following activities (WPI) Initiation of project activity Development of DPR o TOR o Selection of Consultants o Final report Board approval to DPR and estimates Obtaining requisite permissions and clearances Approval of Government of India Preparation of model concession agreement o Tender process Signing of the concession agreement Construction/ Development phase o Monitoring Operational phase o Monitoring Work Package 2 consists of the following activities (WP2) Initiation of project activity Development of DPR o TOR o Selection of Consultants o Final report Board approval to DPR and estimates Obtaining requisite permissions and clearances Approval of Government of India Hiring of contractor Construction/ Development phase o Monitoring
226
BUSINESS PLAN VPT
Table 11-1 Key recommendations and proposed actions

Issue Item / topic Recommendation / action Action by VPT Organisations involved Consultant Contractor Paragraph Budget Timing
Land Use Plan
Preparation of detailed master plan for port area for 20 years perspective
Identify existing land-use zones and future land-use zones Implementation plan for the same Continuous monitoring and review for the same Identify suitable areas available for acquisition around the port area Carry out feasibility for acquisition covering area of land to be acquired, land-holding details, cost of the land, legal requirements, etc. Find out if these areas are populated and population density If people reside, VPT should conduct detailed rehabilitation and relocation study for project affected persons (PAP) as per the multilateral funding agency guidelines Development of additional stack areas by demolishing of the existing structures Provision for peripheral arterial road along operational areas Provision of service roads Provision for transit truck terminal Relocation of existing structures near convent Junction (area requirement = 3.5 ha built up)
Feasibility Study
5.3
Preparation of master plan = 1 crore
2007
Land Use Plan
Identification of suitable areas for future stacking areas and connectivity between inner harbour and outer harbour
Feasibility Study
Consultant Contractor
5.3
For feasibility study and R & R study = 1 crore
Land Use Plan
WP2
5.3
Development of stack yards = 300 crores (after demolishing, relocation and site development)
Roads (about 4 km peripheral road with 3 km service roads) = 15 crores
227
BUSINESS PLAN VPT
Issue
Item / topic
Recommendation / action
Action by VPT
Organisations involved VPT GoI Consultant company Private concessionaire
Paragraph Budget
Timing
Land Use Plan
Truck terminal
Proposed capacity 750 trucks per day Provision of facilities such as parking, staying, repair, fuelling etc.
WP1
5.3
5 6
Land Use Plan Port Handling Capacity
Development of Buffer zone Entrance Channel and Inner Basin
Development of additional stack areas by demolishing of the existing structures Dredging from 11m to 12.5m
WP2 WP2
Contractor VPT GoI Contractor
5.3 6.7 150 Crore Rs By 2015/16
Port Handling Capacity
Strengthening of the EQ and WQ berths
Strengthening and replacement of berths due to depth beyond the design parameters. Suggested to involve berth 1 to 4 Should be implemented through a concession Development of a quay wall at berth WQ5 and WQ7 Suggested to be handling granular products BOT
WP1
VPT GoI Consultant company Private concessionaire
6.8.1
Development of WQ 6
WP1
VPT GoI Consultant company Private concessionaire
6.8.2
45 Crore Rs
2007-
Installation of mechanized facilities at WQ7 for alumina
WP1
VPT GoI
6.8.3
228
BUSINESS PLAN VPT
Issue
Item / topic export
Action by VPT
Organisations involved Consultant company Private concessionaire
Paragraph Budget
Timing
10 Port Handling Capacity 11 Port Handling Capacity
Fertiliser reorganisation Construction of EQ10 and WQ8 in the inner harbour
Extension of fertiliser trade onto EQ6
WP1
Private concessionaire VPT GoI Consultant company Private concessionaire
6.3
Development of EQ10 and WQ8 for handling caustic soda and alumina as a BOT EQ10 to be developed as BOT WQ8 to be developed by VPT
WP1 WP2
6.8.4
35 Crore Rs 50 Crore Rs
2009 2010
12 Port Handling Capacity
Development of the east Docks
Will be constructed with attention to receiving Panamax bulkers, but will initially be dredged to 12.5 m draft Development of mechanized coal handling facilities
6.8.5
Depends on the market 207 Crore Rs
GCB
60 Crore Rs 2007
13 Port Handling Capacity 14 Port Handling Capacity
Development of Lova Garden Area Upgrading and Replacement of equipment Ore Handling Complex Upgrading OR-1 and OR-2
Possible development to a shipyard
WP2
6.8.6
WP2
VPT Consultant Contractor
6.8.7
150 Crore Rs
Reconstruction of jetties for increased vessel sizes and handling capacity
WP2
VPT after consultation with
6.?.?
60 Crore Rs.
2008
229
BUSINESS PLAN VPT
Issue Capacity
Item / topic OR-2
Recommendation / action vessel sizes and handling capacity
Action by VPT
Organisations involved consultation with operator Consultant
Paragraph Budget
Timing
LPG Berth enhancement
Additional lines for handling petroleum products
WP2
VPT after consultation with operator Consultant
6.?.?
23 Crore Rs
2008-2009
Relocation of the NOM (New Oil Mooring)
Relocation of the current NOM
WP2
6.8.8
30 Crore Rs
Extension of the container terminal
Additional equipment is needed Extension possible with adjacent land
WP1
VPT GI Consultant company Private concessionaire
6.8.9
120 Crore Rs
19 Port Handling Capacity 20 Infrastructure
Development of the fishing harbour Port connectivity with national highway and associated projects
Possible development into a stacking area and small feeder terminal Widening of the approach road from Industrial By-pass road to RCL Junction to four lanes to meet traffic requirements. Construction of service roads Improvement of road from Khobbari Thota Junction to the fishing harbour junction (widening from 2 lanes to 4 lanes, 5000 km)
Feasibility Study
WP2
6.3.1
21 Infrastructure Outer Harbour Connectivity
WP2
7.3.1
15 Crore Rs
2007-2009
230
BUSINESS PLAN VPT
Issue
Item / topic
Action by VPT
Organisations involved VPT Consultant Contractor
Paragraph Budget
Timing
22 Infrastructure
Outer Harbour Connectivity
Flyover roads on OH connectivity road (600 m, 4 lane 2 way + 2 ramps 300m 2 lane 1 way) Flyover road from outer harbour to inner harbour over (600m, 4 lane 2 way) In/Out movement to EQ to/from outside the port Ramp near Ambedkar Junction level crossing for facilitating traffic movement towards EQ north gate and GFCL gate 4 lane 2 way Total length approx. 600 m In/out movement to WQ from outside the port Flyover road for following movements: WQ In 2 lane, 1 way 500m WQ Out 2 lane, 1 way 700 m Towards WQ 2 lane, 1 way 600 m Towards EQ 2 lane, 1 way 500 m Movement between EQ to WQ area Flyover roads on either side of the conveyor belt From WQ to EQ 2 lane 1 way, 1000 m From EQ to WQ with ramps towards 2 lane, 1 way 1200 m
WP2
7.3.1
3 Crore Rs
2007-2009
23 Infrastructure
Outer Harbour Connectivity Inner Harbour Connectivity
Feasibility study
7.3.1
9 Crore Rs
2007-2009
24 Infrastructure
WP2
7.3.2
16 Crore Rs
25 Infrastructure Inner Harbour Connectivity 26 Infrastructure Inner Harbour Connectivity 27 Infrastructure Western Sector connectivity
WP2
7.3.2
34.5 Crore Rs
2007-2009
WP2
7.3.2
33 Crore Rs
2007-2009
Option 2 Strengthening of existing road along M/s Sarat Chatterjee & Co. (at grade, 2 lane
WP2
VPT Consultant
7.3.3
52 Crore Rs
2012-2013
231
BUSINESS PLAN VPT
Issue
Item / topic
Recommendation / action Sarat Chatterjee & Co. (at grade, 2 lane 1 way, 800m) + New road along CFL affluent channel (at grade, 2 lane 1 way, 500m) + Flyover (4 lane 2 way, 1200 m) with 1 ramp (2 lane 1 way, 500m) + Bridge across Meghadrighedda (@ 300 m span)
Action by VPT
Organisations involved Contractor
Paragraph Budget
Timing
Option 3 28 Infrastructure Other road projects Construction of a new road (at grade, 2 lane 500m length) + Flyover 4 lane, 2 way 1200 m with 2 ramps 2 lane 1 way each of 250m + Bridge across Meghadrighedda (@ 300 m span) Providing new roads outer peripheral road and inner service roads along the new railway layout at east yard Strengthening the existing stretches + laying new roads (about 4 km 2 lane roads) Strengthening of existing connection between Mindi and Vadlapudi Construction of fly over bridge (4-lane) on NH-5 at BHPV for about 750 m where the existing railway line connecting Mindi and Vadlapudi crosses NH-5 Direct connection from Duvvada and Simhachalam is also under consideration WP2 VPT Consultant Contractor 7.3.4 15 Crore Rs 2007-2008
29 Infrastructure
Development of R & D yard at Mindi and associated facilities
WP2
7.5.1
100 Crore Rs
2007-2010
232
BUSINESS PLAN VPT
Issue
Item / topic
Action by VPT
Organisations involved
Paragraph Budget
Timing
30 Infrastructure Providing additional connectivity to Mindi yard from RCL
Mindi yard with facilities such as rail lines, cabins, railway electrification etc. laying of 5.9 km of broad gauge track starting from RCL to the proposed Mindi Yard It will have 13 numbers of culverts One major bridge across Meghadrighedda Laying of 6 full rake capacity railway lines for manual loading Laying of 2 full rake capacity railway lines for mechanized loading with wagon loader Laying of Conveyor tracks for mechanized Coal handling One siding (track length of 680 m) between H-7 shed and Sea Horse Junction for container traffic One siding (track length 1100 m) at West of R & D Yard for facilitating rail bound cargo handling for existing sheds of lessees Extension of existing railway line (by about 2 km) in outer harbour catering to container terminal upto fishing harbour. There is a proposal of relocating the existing fishing harbour to another place and reclaiming the available area for development in future. Keeping this WP2 VPT Consultant Contractor 7.6.4 1.0 Crore Rs Sept 06 Aug 07 WP2 VPT Consultant Contractor 7.6.3 7.5 Crore Rs 2007-2009 WP2 VPT Consultant Contractor 7.6.2 30 Crore Rs 2007-2010
31 Infrastructure Revamping east yard
32 Infrastructure Other infrastructure Projects
33 Infrastructure
Other infrastructure Projects
WP2
7.6.4
2.5 Crore Rs
Aug 06 Sept 07
34 Infrastructure
WP2
7.6.4
5.0 Crore Rs
2010-11
233
BUSINESS PLAN VPT
Issue
Item / topic
Recommendation / action development in mind, the existing rail line can be extended to serve the fishing harbour area.
Action by VPT
Paragraph Budget
Timing
35 Infrastructure
Laying of new railway line 1E in R & D Yard to increase the holding capacity
WP2
7.6.4
2.5 Crore Rs
Jan 07 Sept 07
36 Infrastructure
One siding (Track length 1100) east of OHC along M/s ONGC for facilitating rail borne cargo handling One siding at EIPL area along industrial bye-pass road
WP2
7.6.4
2.5 Crore Rs
Aug 06 Sept 07
37 Infrastructure
WP2
7.6.4
2 Crore Rs
Jan 07 Sept 09
38 Infrastructure
Five additional sidings (5 tracks each 685 m) along North & South sides of JP Line. Out of these 5 one will be laid now (i.e. JP2) Five additional sidings (5 rail lines each 700 m long) in Karasa area taking off from internal rail connectivity Laying of an additional line between RCL level crossing and NAD level crossing towards north of existing Railway lines Coal handling at GCB should be fully mechanised so that coal dust problems are avoided.
WP2
7.6.4
12.5 Crore Rs
Aug 06 Mar 08
39 Infrastructure
WP2
7.6.4
15 Crore Rs
Aug 06 Mar 08
40 Infrastructure
WP2
7.6.4
2.5 Crore Rs
Aug 06 Mar 08
41 Environment
Air pollution control
WP2
8.2.1
234
BUSINESS PLAN VPT
Issue
Item / topic
Action by VPT
Paragraph Budget
Timing
42 Environment
Vehicular emissions
All the port vehicles should be converted into either CNG or LPG driven.
WP2
8.2.2
43 Environment
Installation of electrical systems Rubber padding for noise generating equipment a physical barrier should be provided between the harbour area and the nearby residential houses Provision of earmuffs and other equipment to workers and at noisy environments slurry holding tank is proposed on the iron ore berth
WP2
8.3
44 Environment
WP2
8.3
5 Lakhs Rs
45 Environment
Water Pollution control
WP2
8.4.1
25 Lakhs Rs
46 Environment
Water Pollution control
Detailed quantitative and qualitative Investigation of City wastewater meeting Harbour area and install a Sewage Treatment Plant to treat city sewage form a committee to investigate the industrial pollution problem and undertake mitigative measures under its guidance Undertake a thorough study on the investigation of quantities of effluents discharged by each industry in the port area and assess the quality of effluent of
WP2
8.4.2
25 Crore Rs
Depending on decisions from VMC Depending on quantity available
47 Environment
Industrial Waste Water
WP2
8.4.3
50 for study (tentative Cost of ETP would be 40 lacks per mld)
235
BUSINESS PLAN VPT
Issue
Item / topic
Recommendation / action each industry. While assessing the quality, samples should be taken after the effluent leaves industry premise. Construct a CETP by taking contributions from the industries. The CETP may contain a flocculater, aeration tanks, aerobic/anaerobic treatment, chemical treatment if required, oil skimmers, sludge separator, etc. Provide a proper lining/flooring in the storage yards Provide garland drains and collect the contaminated water in collection pits adjacent to the storage area. The cargo can be recovered from this slurry. A multilayer greenbelt around the storage areas. This greenbelt should cover trees of various heights, and bushes in between trees. This greenbelt would prevent transportation of dusty cargo to far off places. The sediments should be monitored once in every season, for different chemical and biological parameters to assess the extent of contamination Vacuum dredging (cutting and sucking) should be used instead of mechanical dredging as far as possible, since mechanical dredging creates turbidity in water. When mechanised dredges are used, it is
Action by VPT
Paragraph Budget
Timing
48 Environment
Garland drains around storage yard
WP2
8.4.4
14 Crore Rs
49 Environment
Contaminated Sediments Disposal
WP2
8.4.5
50 Environment
Dredging
WP2
8.4.6
236
BUSINESS PLAN VPT
Issue
Item / topic
Recommendation / action suggested that the dredging should be started from the upstream end to the water current and continued in the downstream direction, to minimise the deposition of resuspended sediments in the downstream area. The development of environmentally sound spoil disposal practices requires an intimate knowledge of die biological communities associated with a specific disposal site. A system to treat sewage and bilge water received from the ships/tankers must be in place. Records of treatment details, quantities of treated sewage, discharge location, etc should be kept
Action by VPT
Paragraph Budget
Timing
51 Environment
Wastes from ships and oil spill
WP2
8.5
1 Crore Rs
52 Environment
Environmental Management Cell
to ensure that STP function properly and WP2 meet effluent discharge standards to ensure systematic and routine housekeeping, especially at the terminals to maintain the greenbelt to remove oil slicks from the water to create awareness of pollution hazards among all VPT personnel related to the harbour area , especially those involved in cargo handling to maintain environmental quality' analysis laboratory and analyse air, water, sediment, and soil samples on a regular basis
8.6
2 Crore Rs
237
BUSINESS PLAN VPT
Issue
Item / topic
Action by VPT
Paragraph Budget
Timing
53 Environment
Other projects
EIA for all Construction Components
WP2
Crore Rs
54 Environment
Other Projects
Slope protection in inner harbour
WP2
5 Crore Rs
55 Organisational Policies
Modernisation of the port administration aiming at improvement of the management of Visakhapatnam Port as well as port operations and services; Commercialisation of port activities and/or port services. This implies a change in the behaviour of the port services in such way that the activities will be carried out based on market principles; and Corporatisation of selected port activities and/or services. the set up of a commercial information system based on separate accounts; the preparation of an active promotion policy (advertisements, participation in commercial fairs, etc); the preparation and erection of a port promotion council together with existing port users; the formulation of an acquisition policy focusing on industry, logistic companies and free zone interests; and
WP2
9.2.1
56 Organisational Policies Business Development & Marketing Department
Feasibility study
9.3
238
BUSINESS PLAN VPT
Issue
Item / topic
Action by VPT
Paragraph Budget
Timing
the formulation of a tariff and discount policy fitting the strategic aims of NMPT and the national policy rules for major ports. To enable night berthing it is recommended to purchase a tug boat of 75 tons bollard pull and to widen the entrances channel neat the harbour mouth In case VLCC will be handled at the SBM, NOM facility and probably also for the OSTT at least two tugboats of 70 tons bollard pull will be required. Business plan update frequently Rolling plan for the long term including a programme for the medium and short term. Reduce the class III and the class IV strength by offering SVRS, the scheme shall be attractive and beneficial to the employee, the normal eligibility, compensation and benefits are discussed above. There shall be no further recruitment in class III as well as class IV. Interested class III, II and I employees shall be trained to take higher positions and responsibilities. They shall be trained to work with systems and procedures according to international standards. The change management and Feasibility study Consultant Contractor 9.5.4 WP1 VPT GoI Consultant company Private concessionaire 9.3.1 Depending on demand for Cape Size vessels
57 Organizational Policies
Marine Services
Business and Marketing department
9.3.2
Human Resources
239
BUSINESS PLAN VPT
Issue
Item / topic
Recommendation / action particularly the transition phase will be very critical and thus it is recommended to have on board experienced advisors in a temporary position to shape the new organization structure.
Action by VPT
Paragraph Budget
Timing
60 Information technology
Port Community System (PCS)
An evaluation of the ports readiness to integrate with the PCS must be undertaken in order to avoid the delay in implementation The proposed MIS can help the managers right from the performance measurement, alert management (using dashboard) to trend analysis and forecasting (regular or query based reports). Control room for monitoring vessel operations, rail and storage/stack yard operations. Tracking of wagons/rakes using RFID technology can be explored Traffic department to share the functionality of control room related to berth allocation Marine scheduling - pilots, tugs, mooring gangs, vessel movements in conjunction with berth allocation Activity based costing in order to have substantiated in puts for revising the tariff as well monitor the cost activity wise E-tendering / procurement for materials management Work flow management this will help
Feasibility study
9.6.2
WP2
9.6.3
Other Projects
WP2
240
BUSINESS PLAN VPT
Issue
Item / topic
Recommendation / action reducing the paperwork and also reduce man efforts Document Management System making available all important document online Project planning and management to plan various projects and monitor against planned vs. actual efforts in terms of manpower, material and timelines A powerful Management Information System drawing inputs all IT systems and providing information necessary for decision making for the management
Action by VPT
Paragraph Budget
Timing
241
BUSINESS PLAN VPT
Annexes
A-1
BUSINESS PLAN VPT
ANNEX TO CHAPTER 2
A-2
BUSINESS PLAN VPT
ANNEX 2.1
Sr. No. 1
Port Internal Road Network Details

Approx. Length (m) Approx. width 7.0 Type of road BT surface Year of resurfacing 1995 Present status Good condition Year of strengthening
Name of the road
Road from old customs office to H-8 junction via GCB gate and MW Office a) Old customs office to GCB west gate and west gate of GCB to S L canal culvert b) S L canal culvert to H-8 junction 656 250 750 450 420
Completed on November 2004.
7.5 7.5 7.5 9.0 5.6 BT surface BT surface BT surface
1999 1995 1999/2004 1992 1998 Good condition Good condition -
Tender under finalisation for road no 1(a) Completed on November 2004. Non operational and presently not necessary to regrade Estimation under preparation. Pending in view of development of berths Estimation under preparation. Pending in view of development of berths Estimate to be prepared Estimation under preparation. Pending in view of development of berths Regrading and strengthening were completed in October 2004 Regrading and strengthening were completed in October 2004 Regrading and strengthening were completed in October 2004
2 3 4
Road along S-6 conveyor from H-8 junction to mini super bazaar junction Road from harbour police station to dock area main gate (diagonal road) Road from harbour police station to old AE (Rly.) office (Reid road) Road from mini super bazaar junction to dock area main gate via old AE (Rly.) office (Fringe road) Road from marine complex to pool khalasi junction Road around S-2 and S-3 shed a) North side b) South side
995
5.5
BT surface
1992
6 7
500
7.0
BT surface BT surface
1998 1995
Good condition Good condition
450 350 800
11.0 4.0 7.5 BT surface 1995/2004
Road from EQ-1 east gate to AP fisheries freezing plant junction via S-4 shed Road from poet office to port laboratory
Good condition Good condition Good condition
400
9.0
BT surface
1998
10
Road from mini super bazaar junction to harbour police station junction
455
9.2
BT surface
1992/2004
A-3
BUSINESS PLAN VPT
Sr. No. 11 12
Name of the road
Approx. Length (m)
Approx. width 6.5 11.0
Type of road BT surface BT surface
Year of resurfacing 1998 1995/2004
Present status Good condition Good condition Good condition Good condition Good condition Good condition Normal Normal
Year of strengthening
Road at north and west side of AOB Road from harbour police station junction to HSL yard (Ambedkar front side road) Road from CPCR junction to mini super bazaar junction (AOB east side road) Road along S-6 conveyor (rear side of FCI shell type godown) Road from dock area north gate to Rly. Level crossing at seahorse junction Road along S-6 conveyor along H-7 to north east of shell type godown Road from CPCR junction to bend at north end of R-2 area Road from north of new general stores to the junction at north end of R-2 area (road in front of cement shed) Road from dock area north gate to Ambedkar statue junction (6 lane) a) East side road b) West side road
320 445
Non operational and presently not necessary to regrade Regrading and strengthening were completed in September 2004 Estimate to be prepared Work completed in May 2006 Work completed in November 2004 Work completed in May 2006 Estimate prepared and sent to divisional office for scrutiny Estimate to be prepared for regrading
13 14 15 16 17 18
450 500 600 854 600 710
9.0 7.0 11.0 6.0 9.0 6.5
BT surface BT surface BT surface BT surface BT surface BT surface
1991 1991/2006 1997/2004 1992/2006 1995 1995
19
1000 1000 280 800
11.0 11.0 3.75 22.0
BT surface BT surface BT surface BT surface
1997/2003 1997/2006 1999 1999/2006
Good condition Good condition Good condition Good condition
Work completed in May 2003 Work completed in March 2006 Work completed in March 2006
20 21 22
Road from Ambedkar statue junction to H-7 approach road Road from ornamental gate way to the junction at Kobbari Thota via nursery Road from west of H-7 to NALCO level crossing a) H-7 to S-4 conveyor junction at 6-lane road
200
5.5
BT surface
1999
Ruts formed
Estimates prepared and sent for sanction
A-4
BUSINESS PLAN VPT
Sr. No.
Name of the road
Approx. Length (m)
Approx. width 7.5
Type of road CC blocks
Year of resurfacing 1999/2004
Present status Good condition Good condition Good condition Good condition
b) South S-4 conveyor junction to newly constructed WQ-7 gate c) Road on S-4 conveyor from south east of IMC limited to NALCO level crossing via TOCL 23 Road east of GFCL from EQ-7 to S-4 conveyor
900
Regrading and strengthening were completed in October 2004 (with cc blocks) Regrading and strengthening were completed in October 2004 (with cc blocks) Completed on October 2005
400
BT surface
1999/2004
600
7.5
BT surface
2005
b) CC blocks pavement 24 Road from WQ junction to NALCO level crossing (OHC road) a) STP junction to north gate
600
7.5
CC blocks
2004
Completed on October 2004 360 m was regarded on 30.05.2005. Estimate under preparation for regrading of road from OHP main gate to west quay level crossing
860
7.5
BT surface
2000
Normal
b) Along OHC 25 Road from WQ junction to junction at ESSAR south west gate (link road) a) WQ junction to SBC compound wall b) SBC compound wall to ESSAR junction 26 27 28 29 Road from Nehru FOB east to NALCO level crossing via STP Road from Nehru centenary flyover bridge to the turning to SS Nagar junction (KR and Sons Road) Road from SS Nagar junction to CWC godown Road from west of Ambedkar FOB to parallel bridge via ESSAR
840 760 1540 700 1500 1000 7.5 7.5 7.5 7.5 CC blocks BT surface BT surface BT surface BT surface 2003 1998/2004 1999 1999 1999 Good condition Normal Disintegratio n observed Good condition Regrading completed in October 2004 Estimate to be prepared for regarding Work order issued (work in progress) Estimate to be prepared for regarding -
A-5
BUSINESS PLAN VPT
Sr. No.
Name of the road
Approx. Length (m)
Approx. width 7.5 7.5 7.5
Type of road BT surface BT surface BT surface BT surface
Year of resurfacing 2002/2005 2002/2005 1999 2001 2004 2004/2005
Present status Good condition Good condition Good condition Normal Good condition Normal
a) West end of Ambedkar FOB to ESSAR junction b) ESSAR junction to parallel bridge 30 31 Road from CWC junction to Y junction a) Nehru centenary flyover bridge across R& D railway line b) Ambedkar flyover bridge across OHC dumper lines 32 Sardar Patel bridge across Meghadrighedda joining at north west area
450 1050 1300
Road repair done by NHAI Road repair done by NHAI Estimate under scrutiny Proposed laying of BC through NHAI Proposed laying of BC through GR Constructions
1300
7.5 CC
325
7.3
BT surface
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BUSINESS PLAN VPT
ANNEX 2.2
Sr. No.
Port Internal Rail Network Details

No of railway lines Track length (KM) No of points and crossings Equated track length (KM)
Description of yard /siding
VPT Rail System 1 2 3 4 5 6 G.C.B. l Outer Harbour; New shed line, old shed line & Channel line Old Channel line GCB West of Warehouse shed lines 1&2. East Yard: RLl, RL2, RL3, RU, Dump No; 1,2,3,4,5,6,7,8&9, GCB New line & Old line, SI.S2 & S3 Shed lines Old G/Stores Line Gymkhana line East Yard Holding Line Dock area; F site line, NSD line 1&2, Dock area main line & loop line, T2 service line,T2 holding line,T3 service line & Holding line,T4 shed line T3 platform line,T5 Shed line,T6 shed line & T6 Channel line,T2,T3,T4& T5 Channel lines. Wharf line 1&2 at EQ-7 on lines T2 & T3 North Holding Yard: 6,7,8,9,10,11,12, 13, 14,15,16&17; Cement godown shed Line Route 'Y' Connecting to East Yard. Route X Line Additional Rly line Route 'Z' by the side of Route 'X' at N.H. Yard R- l, 2, 6, 7, 8, 9 & R-l1 area and 100 TWB & G/Stores Convent Junction Line to R-l1 area loop line & main line. Holding line by the side of R11. Additional Railway Line R12. R13. R14 R15 at N.H. Yard N.R Yard: RL6, BG Loco shed lines 1,2&3&Gatherine: line R&D Yard:1, 2, 3, 4, 5, 6, 7, 8, 9, 10 R&D yard 1-A Line R&D yard 1-B & l-C Line 4 2 26 1 1 15 4.430 1.120 10.007 0.500 0.660 6.094 11 3 24 1 2 17 5.530 1.420 12.407 0.600 0.860 7.794
7 8 9 10 11 12 13 14 15 16 17
13 2 1 8 2 1 4 5 10 1 2
8.790 2.500 0.710 8.180 1.100 0.485 2.450 1.618 12.320 0.773 1.469
30 7 2 14 4 2 7 8 23 2 4
11.790 3.200 0.910 9.580 1.500 0.685 3.150 2.418 14.620 0.973 1.869
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BUSINESS PLAN VPT
Sr. No. 18 19 20 21 22 23 24 25 26
No of railway lines 3 1 I 1 5 6 1 4 15
Track length (KM)
No of points and crossings 11 2 1 1 10 8 1 10 13
Equated track length (KM) 2.732 0.550 0.535 0.300 4.265 5.535 0.890 4.180 13.590
Additional Railway line I-D, OEC Curve & Link Line at R&D Yard Additional Railway Spur 1 Additional Railway Spur 2 Additional Slacking area at East of NALCO at dead end. R&D Yard: 11, 12, 13, 14 &15 Coal Berth area A VR1, 2,3 & BOC main & loop& Channel line un to WO-4. New A VR Extension for special C/Coal Direct Entry Lines (DEL) 1, 2, 3, 4 1.P Main line loop line, Mindi yard main line & loop line, North of parallel bridge main line & loop line, South of parallel bridge main line & loop line, Link line CWC VPT extension line Additional holding line at Western ~1or by the side of Sarat-chalter & co. Holding line no: 1 trY the side of bulb line. Holding lineno:2 by the side of bulb line. Western Sector: IOC holding line 1,2&3,HPCL holding lines 1,2&3, Right off way bridge line, CISF Quarters Line, ESSO Line, Swimming Pool Line Twin Tippler: A,B,Bl,C,D,Dl, Third Tippler E.FGG Ertmtv Grid lines:1A&1B 1 2,34,56789.10 Loop Line around O.H.C:Main line ESSR Manual Unloading Line NO.l&2 A. Total (VPT Rail System)
1.632 0.350 0.435 0.200 3.265 4.735 0.790 3.180 12.290
27 28 29 30 31 32 33 34 35
1 1 1 1 12 10 11 1 2 175
0.610 0.864 0.487 0.404 6.013 11.150 7.000 3.640 1.750 122.001
1 2 1 0 13 45 25 5 2 312
0.710 1.064 0.587 OA04 7.313 15.650 9.500 4.140 1.950 153.20 I
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BUSINESS PLAN VPT
Sr. No.
No of railway lines
Track length (KM)
No of points and crossings
Equated track length (KM)
Private Sidings 36 37 38 39 40 41 42 43 44. M/s H.P.C (Old) M/s H.P.C.L (Caltex) M/s H.P.C.L (POL New) New LPG Gantry M/s H.P.C.L (POL Old) Coromandal Fertilisers Food Corporation of lndia 'F'siding and 'G' siding Food Corporation of India Gananapuram a) Steel Authority of India (SAIL) b) SAIL Shed Line (New) 45. 46. 47. 48. 49. 50 51 Zinc Siding (M/s. HZL) M/s NALCO Central Warehouse Corporation (CWC) Sarat Chatteriee M/s G.F.C.L VCI'PL Lines at MPB Visakhapatnam Sea Port Lid B. Total (Private Sidings) Grand Total (A + B) 2 4 2 4 5 8 4 3 4 1 3 7 3 I 6, 2 5 64 239 0.30 1.95 0.83 1.68 1.56 4.50 2.08 1.48 1.43 0.90 2.70 5.01 1.50 1.4 2.94 1.50 2.50 34.26 156.261 3 10 3 12 5 13 12 6 4 11 11 15 6 2 13 2 8 126 438 0.600 2.950 1.130 2.880 2.060 5.800 3.280 2.0&0 1.830 1.000 3.800 6.51 2.W 1.600 4.240 1.700 3.300 46.860 200.061
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BUSINESS PLAN VPT
ANNEX 2.3
Lease contracts in the port of Visakhapatnam
SL. NO. 1 2 3 4 5
NAME OF THE LESSEE A.K.Corporation C.W.H.C. C.W.H.C. D.L.B DOLPHIN CONSTRUCTION
ACS. CTS 5.00 10.1577 23.20 17.25 15.00
Period 50 Years 30 Years 30Years 30Years 30Years
Purpose Re-Rolling Mill Warehouses Warehouses Kailspuram Res.Qtrs. Construction of Warehouses 110 Bedded Hospital Pelletisation Plant Stockpile Area Godowns Oil Refinery Wharf Terminal CISF Barracks & quarters LPG Filling plant & storage tanks Cavern Projects Terminal Ware House Screening Plant Stock Yard Plant Stack yard Fine Ore Stock Pile For setting up LPG Transit storage facility LPG Dispatch station Modernising Stock Yard Water pipe line Const. Of Staff Qrtrs & Liaison Office Pipeline
6 7 8 9 10 11 12
E.S.I. Corporation. Hy-Grade Pellets HY-GRADE PELLETS F.C.I H.P.C.L. H.P.C.L. H.P.C.L.
10.123 110.00 24.64 7.05 511.03 15.00 8.00
50Years 30Years 29Years 99Years 99 Years 50Years 30Years
13
H.P.C.L.
17.56
20Years
14 15 16 17 18 19 20 21 22
H.P.C.L. I.O.C. K.R.Sons Pvt.Ltd. N.M.D.C. O.N.G.C. R.C.L. S.A.I.L. Hy-Grade pellets E.I.P.L
13.45 45.00 10.00 6.11 10.00 42.50 10.0075 11.50 50.00
50Years 38Years 30Years 20Years 30 Years 30Years 25Years 29Years 30Years
23 24
G.A.I.L. S.A.I.L
41.90 17.31515
30Years 20 + 25Years
25 26
HyGrade Pellets BARC
6.678 +0.14 5.00
25years 30years
27
GAIL
7.50
30years
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BUSINESS PLAN VPT
SL. NO. 28 29 30 31 32
NAME OF THE LESSEE Hindustan Shipyard Ltd Hindustan Shipyard Ltd Hindustan Shipyard Ltd Hindustan Shipyard Ltd Hindustan Shipyard Ltd
ACS. CTS 55.13 145.12 16.00 27.113 7.083
Period 99years 99 Years 99 Years 99 Years 99 Years
Purpose Ship Building Yard Staff Colony Extension of Yard Dry Dock Extension of Staff Colony Extn. of Ship Yard Of Shore Plat Form Eastern Off shore Project Office Building Office Cum Residential complex Ship Building Centre Pipeline Transit Area Approach road Approach Road Petrochemical Plant Tankages Fertilizer plant Godown
33 34 35
Hindustan Shipyard Ltd Hindustan Shipyard Ltd Hindustan Shipyard Ltd
12.60 15.00 11.00
30 Years 30Years 30Years
36 37
NSDRC Coast Guard organization
5.00 21.04
30Years 20 Years
38 39 40 41 42 43 44 45 46 47
Ship Building Centre Defence Estate Officer Defence Estate Officer Navy Navy APCL M/s. BPCL M/s.C.F.L. M/s. V.D.R. Ripley &Co. 20 + 10yrs
24.86 5.77 152.14 5.10 6.00 75.00 40.00 483.52 8.75 11.97 Godown 5.6089
30 Years Temporary Temporary 30years 30Years 30 yrs 30 yrs 50 yrs 20 + 10yrs
48
HPCL
30 yrs
Constructing of Railway Gantry lines
49
NALCO 30 yrs
22.48 Handling storage of Alumina & Caustic soda 9.81578 30 yrs Handling storage of Liquid Ammonia, Edible Oils & Molasses Construction of Godowns Construction of additional storage
50
GFCL
51
Sarat Chatterjee & Co Vsp Pvt Ltd.,
6.00
30 yrs
52
M/s. HPCL
212.31
30 yrs
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BUSINESS PLAN VPT
SL. NO.
NAME OF THE LESSEE
ACS. CTS
Period
Purpose tank
53 54
Alufloride M/s.Duraflex Services & Const.,Technologies Ltd., Prathyusha Stevecon (p) Ltd.
7.00 5.83
20Years 30 years
Fluoride Plant Godown
55
6.06
30 yrs
Construction of warehouses Backup Space CFS/ Warehouses Truck Parking Backup space Addl. Backup area Development of Agro processing plants and Storage sheds Development of Agro processing plants and Storage sheds Construction of godowns Crude oil storage Development of warehousing Development of warehousing Development of warehousing Development of warehousing Development of warehousing
56 57
Vizag Sea Port Ltd., Gateway East India Pvt.Ltd.,
24.16 20.00
30 yrs 30 yrs
58 59 60
VCTPL VCTPL LMJ Internationals
12.31 28.34 5.00
30 yrs 30 yrs 30years
61
LMJ Internationals
6.00
30years
62
KRIBHCO
6.00
30years
63 64
ISPRL Rain Calcining Ltd.
38.00 5.00
(Approx )30years 30years
65
Prathyusha Associates
5.00
30years
66
Rain Calcining Ltd.
5.00
30years
67
Continental Warehousing Corp.
6.00
30years
68
A.P.S.W.C.
12.00
30years
Source: Visakhapatnam Port Trust Estate Division
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BUSINESS PLAN VPT
ANNEX 2.4
Options for financing the proposed investments in Visakhapatnam
There are several options for financing the proposed investments in Visakhapatnam. Potential sources of financing to recover the investment costs include:
self-financing from reserves; debt (borrowing, bond issues) and equity (raising of new capital) financing; user financing: for example, the user of a terminal finances its development; and joint-venture financing: the costs are borne both by the port authority and the user (e.g. a ship-owner, a shipper or end-user, or a terminal operating company) and established in a concession or lease.
Self-financing from reserves Self-financing from reserves is a major option for financing port investment. However, it may be only sufficient for investments of relatively modest size. Whenever a more substantial investment is required, additional funds need to be used. For instance, unused physical assets without potential port use can be sold or revenues from the sale of port land could be made available to the port authority. Institutional changes in the latter can help too. For instance, a port authority could decide that terminal operating companies will provide the quay pavement and cranes.
The current situation in VPT will allow only a relatively modest part of new investments to be financed from reserves. This possibility is particularly constrained due to the requirements with respect to the Pension Fund liabilities. Part of the future investments may be financed from additional resources generated during the business plan if and when profits are realized.
Debt and equity financing Debt financing, notably from multilateral development agencies and backed by the government has been a popular way to undertake port development in developing countries. Major lenders are, for instance, the World Bank and the Asian Development Bank. There may also be opportunities for local commercial banks, equity and bond markets, and institutional investors such as insurance companies and pension funds to finance port development. This requires however sufficient return on the proposed investments.
Commercial debt financing typically involves a syndication of lenders, which can be time consuming and complex. Also commercial banks are constrained by the time profile of their deposits as they cannot prudently lend large volumes of long-term debt. The longest international commercial bank loans are typically 7-12 years. In contrast, many infrastructure projects require financing of over 10 years maturity if the tariffs to service the debt are not to be prohibitive.
User financing User financing may apply to the development of a port, or port-related facilities as dedicated facilities owned by the user. It generally relates to bulk terminals and, under certain circumstances. It can be carried out by national organizations, either from the public or private sector or by trans-national corporations. Normally, the port facilities are part of a substantially
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BUSINESS PLAN VPT
wider investment, for example, centered on an inland mining development, which also includes a connecting railway. User financing is very evident at both ends of the bulk oil trades. Oil company-owned facilities are very much in evidence in oil importing locations along with some port authority owned oil jetties. Terminals loading iron ore are often financed by trans-national bodies, with the same organizations owning or substantially owning iron mines and connecting railways. The situation in discharging ports is more varied. An iron ore-importing terminal may be owned by a steelworks or by a port authority. Aluminium is another industry where there is a substantial trans-national presence, in relation to the financing and operation of terminals: in this particular context, both at exporting and at importing ports. User financing of port investment may also take more indirect forms. For instance, in the grain trade, a majority of the grain loading ports used by large bulk carriers are operated by international grain trading houses and agricultural co-operatives. This is also indicative of the ownership and source of finance for grain terminal development. Most of the terminals receiving grain imports in large bulk carriers are privately owned or leased, and operated by international grain houses or stevedoring companies.
Joint ventures A joint venture may be set up, for example, between a port authority and another party with financial resources and management skills relevant to a particular traffic. Its relevance may relate not only to being a potential source of capital for investment, but more importantly to possibly providing a way of increasing port competitiveness.
In the Land Lord Model the usual type is the granting of a lease or concession to a terminal operator. This is the case for landlord port authorities selecting, often through competitive bidding, companies to lease land and/or facilities to develop and operate terminals. Normally, in this case, the port authoritys only say in the management of the facility is specified in the terms of the lease. Whole port areas may be leased to these operating companies where quays and backing areas, transit sheds and cranes already exist. The extent, adequacy and quality of port facilities leased make a substantial difference to the investment requirements for any company taking up a lease in a port. The lengths of leases, or concessions, depend on what is being leased; equipment leases are liable to be relatively short, leases of land and terminals longer. Commonly, leases of terminals and land run over periods of 15-30 years. The valuation of the assets is a very important item when concluding a lease. An important point to be considered by the port authority in leasing out terminals is the treatment to be given to users by the lessee. This together with other factors such as performance benchmarks and the risk of not materialized traffic expectations need to be incorporated in the clauses of the contract. In general, the overall framework is that of a close collaboration of the port authority with the operators for the benefit of the port as a whole.
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BUSINESS PLAN VPT
A common arrangement of joint venture is the Build-Operate-Transfer or BOT-arrangement, of which many different forms exist. Typically, a private party (or consortium) agrees to finance, construct, operate and maintain a facility for a specific period and then transfer the facility again to the port authority. The port authority will provide the land while the consortium would be responsible for construction, which could involve the construction of infrastructure, for instance, quay walls as well as superstructure. The port authority keeps then control over the land while the developers equity stake is a guarantee to the port authority that the facility will be well managed.
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BUSINESS PLAN VPT
ANNEX 2.5
Vessel Navigation
The time taken for berthing at the inner as well as the outer harbour is approximately 2 hrs and 15 minutes excluding the OSTT and the New Oil Mooring (NOM) where the time taken is almost 3 hrs and 15 minutes. Primarily the time difference is due to passing of extra mooring lines at OSTT and NOM compared to other berths. The time taken for sailing at inner as well as the outer harbour is approximately 1 hr. this time decreases to as much as 35 minutes for sailing vessels close to the channel like OR1, OR2, WQ3 etc. The sailing pilotage for vessels at NOM and OSTT is approximately 1 hr 20 minutes and 1hr 30 minutes respectively. The pilotage for vessels berthing and sailing consequently is normally done by separate pilots, however there are occasions when the pilot sails the vessel and directly board other vessel for berthing. It was understood that there is such possibility of almost 25%.
Restriction at Inner Harbour

LOA in mtrs Day light arrivals Night arrival restrictions Departures 195 190 195 Beam in mtrs 32.26 32.26 32.26 Draft in mtrs 10.06 9.75 10.06 10.21 Tide in mtrs 0.91 0.61 0.91 1.06
Restriction at Outer Harbour

LOA in mtrs For arrivals Permitted dimensions as per berths OSTT OB-I and OB-II MPB (VCTPL) GCB for 1,00,000 DWT only NOM LPG Channel berth for 10,000 DWT Fishing Harbour 280 270 280 250 220 150 70 48.00 48.00 42.00 48.00 42.00 18.75 14.00 17.0 16.5 14.5 14.5 15.0 13.0 8.5 5.5 0.7 0.5 0.5 0.3 Beam in mtrs Draft in mtrs Tide in mtrs
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BUSINESS PLAN VPT
Night Restrictions For Arrivals Tankers:

i. ii. 1,14,000 DWT are being berthed at OSTT with two pilots. Vessels with 75,000 DWT and above are being berthed at OB-I and OB-II/GCB with two pilots. NOM berthing/un-berthing and double banking is restricted for day light only
iii.
For Departures No restrictions except NOM mother tankers are handled during day light only. There are no restrictions for night navigation for vessels sailing from OB-I and OB-II/GCB OSTT & NOM Daughter vessel. Principal navigation aids Six pairs of leading light beacons consisting of pylons, lead to and through the inner harbour channel AIS (automatic identification system) catered through VHF within port limits (11 nautical miles) used for tracking the vessel and getting the vessel details. The work order for radar already placed and will be received by end of August, 2006. There are guidelines from Govt. to obtain license from Ministry of communications before installation of radar.
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BUSINESS PLAN VPT
ANNEX 2.6
Sr. No. 1. 2. 3 4 5 6 7 8 9 10
Statement showing the employment position (Existing strength Class I, II, III & IV including casual labour
Department CLASS-I Perm Temp 6 1 13 8 1 22 10 36 11 6 1 10 23 9 30 163 5 1 30 CLASS-II Perm Temp 7 3 7 6 11 20 39 11 1 2 2 2 12 1 85 9 1 1 50 CLASS-III Perm Temp 60 46 104 7 299 1242 243 64 10 26 212 427 138 2618 7 193 460 CLASS-IV Perm Temp 11 2 12 2 14 300 6 426 70 35 7 7 483 155 230 1673 50 137 Total 87 76 147 668 2078 126 45 74 848 400 5216 Casual 117 343 86 546 Grand total 204 76 147 668 2078 126 45 741 1191 486 5762
ADMINISTRATION PERSONNEL ACCOUNTS ENGINEERING MECHANICAL MATERIALS MANAGEMENT RESEARCH & PLANNING MARINE TRAFFIC MEDICAL TOTAL
Others: Security guards Pooled category Sanitary Pooled Khallasis
117 343 86
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BUSINESS PLAN VPT
ANNEX TO CHAPTER 3
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BUSINESS PLAN VPT
ANNEX 3.1 CUSTOMER ORIENTATION The clients Some of the major port users of Visakhapatnam Port are listed below HPCL IOCL MMTC / NMDC ESSAR (HY-GRADE PELLETS) ISPAT INDUSTRIES VIKRAM ISPAT COROMANDEL FERT LTD KRIBHCO INDIAN POTASH LTD SHRAVAN SHIPPING SERVICES PVT LTD INTER OCEAN SHIPPING CO LTD ORISSA STEVEDORES LTD PRATHYUSHA ASSOCIATES SHIPPING PVT LTD GMR INDUSTRIES BALCO ITC LTD TAURIAN IRON & STEEL CO LTD ANDHRA CEMENTS LTD INDIAN METALS AND FERRO ALLOYS LTD AVBGPR &CO NAGARJUNA FERTILISERS
A number of customers were met and interviewed and their feedback on port facilities and services were obtained. Results of the survey are given below both as tables and as graphs
Results of enquiries The various factors on which users expressed their opinion are given in column 2. Columns 3 to 7 are the rating scale on which respondents placed VPT with ++ indicating excellent, + indicating very good and 0 indicating good. On the flip side indicates average and denotes scope for improvement.
The figures in the columns 3 to 7 against various factors indicate the number of respondents who placed VPT in that position. Figures in Column 8 denote the number of respondents who assessed VPT for the respective factors. Figures in Columns 9-13 are the responses expressed in % terms.
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BUSINESS PLAN VPT
++
Sr No 1 2 3 4 5 6 7 8 9 10 11 Rail connectivity Road connectivity Storage facilities Safety of cargo in storage Cargo handling facilities Safe handling of cargo Paper work Tariff IT services Customs procedures Local taxes and levies (Octroi) 12 13 Productivity Marine services Factor
+ 4
0 3
-1 15
++ 33%
+ 27%
0 20%
13%
-7% 100%
8 7 4 7 7 8 3 4 4 4 2
21 19 17 15 21 21 20 21 17 20 17
1 3 7 7 6 5 5 6 5 7 5
0 2 6 2 0 0 5 2 4 4 5
0 1 1 0 0 0 0 1 3 1 0
30 32 35 31 34 34 33 34 33 36 29
27% 22% 11% 23% 21% 24% 9% 12% 12% 11% 7%
70% 59% 49% 48% 62% 62% 61% 62% 52% 56% 59%
3% 9% 20% 23% 18% 15% 15% 18% 15% 19% 17%
0% 6% 17% 6% 0% 0% 15% 6% 12% 11% 17%
0% 3% 3% 0% 0% 0% 0% 3% 9% 3% 0%
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
6 7
23 17
2 7
1 1
0 0
32 32
19% 22%
72% 53%
6% 22%
3% 3%
0% 0%
100% 100%
An analysis of the above shows that connectivity and productivity are rated highly by the users and the areas that need attention are storage facilities, paper work, IT services, customs and local taxation issues. The above findings are presented in charts for easy reading of the responses against various factors.
Rail connecivity 30
%
Road connectivity 20 15 10 5 0 5 4 3 Rating 2 1

20 15 10 5 0
Storage facilities
20 10 0 5 4 3 Rating 2 1
4 3 Rating
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BUSINESS PLAN VPT
Safety of cargo in storage 20 15 10 5 0 5 4 3 Rating 2 1

%
Cargo handling facilities 30 20

%
Safe handling of cargo 30 20

30 20
Paper work
10 0 5 4 3 Rating 2 1
10 0 5 4 3 Rating 2 1
10 0 5 4 3 Rating 2 1
IT services 20 15 10 5 0 5 4 3 Rating 2 1
30 20
Customs procedures
Local taxes and levies (Octroi) 20 10 0

%
10 0 5 4 3 Rating 2 1
4 3 Rating
Marine services 20 15 10 5 0 5 4 3 Rating 2 1
Productivity 30 20
%
Tariff 30 20
%
10 0 5 4 3 Rating 2 1
10 0 5 4 3 Rating 2 1
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BUSINESS PLAN VPT
Besides rating the facilities and services the users were also requited to offer their comments / suggestions pertaining to different areas that could be addressed by VPT to improve upon the facilities / services. The same is summarised and presented in the table below:
Name of the Company General Suggestion High capacity cranes with grabs and conveyor system required Truck parking and moving area Housekeeping should improve Pollution control to be improved Improvement in paperwork/procedures Adequacy of tugs and pilots Improving draft at strategic locations where volumes can spur immediately Modernisation of cargo handling facilities Indian Potash Ltd Port needs more transit sheds Upgradation of railway sidings with basic needs like lighting, water etc. Shravan Shipping Services Pvt Ltd Inter Ocean Shipping Co Ltd IOCL/Vizag IOCL/Chennai Extra railway sidings to be provided and road infrastructure facilities to be improved Evacuation of cargo from wharf is inadequate due to insufficient storage facilities Delay in placement of TWs of 6-8 hours as the TWs are handed over to port railway Delay in berthing/deberthing of POL vessel on few occasions due to other vessel movement. Request POL vessel to be given priority in berthing/deberthing Storage facilities and railway sidings to be improved The process of issuing Final Bill of Entry should be expedited VPT customs should accept DDs of all nationalised banks Payment of port dues should be accepted through electronic transfer One/two dedicated berths should be available for urea/fertiliser Prathyusha Associates Shipping Pvt Ltd Increase storage areas with railway sidings Pollution control should be effective Reduce manning scales and levies Increase facilities to importers and exporters Reduce tariff GMR Industries Request more container lines and feeder vessels at vizag. Container lines are not maintaining good quantity of empty boxes Compared to Mumbai and Chennai the ocean freight are very high. Request to provide closed storage for sugar BALCO We will be highly obliged if we get rake sidings outside customs area which will save our time and cost of rake loading Area Handling facility Ancillary facilities Ancillary facilities Environment Process/procedures Marine Channel/Berth Handling facility Storage Road/rail facility Road/rail facility Storage Road/rail facility Marine
Orissa Stevedores Ltd KRIBHCO
Storage Process/procedures Process/procedures Process/procedures Channel/Berth Storage Environment Process/procedures General Tariff General Tariff Road/rail facility
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BUSINESS PLAN VPT
Name of the Company ITC Ltd Taurian Iron & Steel Co Ltd Coromandel Fert Ltd
Suggestion Ocean freight rates not competitive with Chennai Allot a plot in OHC for stacking of iron ore Strengthening and deepening of FB Extension of FB towards OR 1 so that vacant berth can be put to use World class bunkering facility to be made available so that large Forex is earned for the country. This would be possible with HPCL going for massive expansion Tariff should be more attractive
Area Tariff Storage Channel/Berth Channel/Berth Ancillary facilities
Tariff Storage Road/rail facility Road/rail facility Storage IT Marine General IT IT IT Process/procedures Road/rail facility Road/rail facility Storage General Handling facility Storage Road/rail facility Road/rail facility Channel/Berth
Andhra Cements Ltd Indian Metals and Ferro Alloys Ltd
Give priority to our product to keep in transit godowns (T2, T4 and T) Request to improve railway siding facilities for moderate importers of coal Many railway sidings are held on continuous lease basis without break giving no or little chance for moderate importers Storage areas to be increased Paper work needs to be reduces Priority berthing for container vessels required Presence of mind to use un conditional methods to resolve issues on spot
M/s AVBGPR &Co
EDI system with link to banks, customs and trade should be introduced on urgent priority basis Paperless working environment Proper online computerisation should be done Single window system for customers so that he need not run to various departments
Nagarjuna Fertilisers
Railway sidings need development like lighting for night working Approach road to be improved and black topped Warehousing facilities to be strengthened Inadequate labour for handling huge volumes when operations are in peak Inadequate tippers for transportation of fertiliser to godown Providing leased land to the importers for constructing warehouse and providing support for establishing mechanised bagging Should develop sufficient roads, railway sidings and stock yards Railway should mobilise adequate no of empty wagons Should increase inner harbour draft to enable receiving Panamax vessels for discharging at inner harbour berths to avoid multiple operations
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BUSINESS PLAN VPT
ANNEX 3.2 PERFORMANCE INDICATORS Containers

Container terminals performance depends on:
Ratio loaded vs. unloaded containers: empty boxes are not always included in the port statistics (they may be considered as other tare weights) but have to be handled Unproductive moves, i.e., the handling of all the containers that do not have to be unloaded but have to be moved: mostly empty and light containers and those containing hazardous materials, loaded on top or on the deck The level of automation of the gantry-cranes; one of the limiting phases of the handling cycle is the time spent positioning accurately the spreader on a container (loading), or the container on a trailer, a MAFI trailer (specialized equipment used to shift containers within port limits) or a chassis manoeuvring on the apron (unloading) Most modern gantries are automated and equipped with anti-sway devices, and now, the problem is more the capacity to deliver or remove containers without delaying ship-to-shore operations The average weight of containers and the proportion of containers requiring special attention: flats, liquid bulks, reefers etc.; and the mix of containers of various sizes: 20/40/45 which will require to manoeuvre or change spreaders Commercial constraints: most of the lines calling at a port may have similar commercial constraints, leading to unevenly distributed calls
Highest performance is observed during calls of large container-carriers loading and unloading a large number of containers, with balanced flows of full containers in and out; terminals dedicated to a single company can be highly productive (mainly East-West traffic); Conversely, lower performances are recorded when smaller container-carriers call for a limited number of containers and have to handle many empty boxes (mainly North-South traffic); The tables hereafter show some performances of terminals in Europe and Asia
Table 1
Port / Terminal
Major North European Terminals Container Productivity by Category

Container Gantries (TEU per unit) 127280 117321 124390 Yard Area (TEU / ha) 16809 16201 16638 Berth Length (TEU / m) 963 703 874
Primary Terminals Secondary Terminals All Terminals
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Table 2
Performances of a selection of terminals in Europe and Asia

Throughput Capacity Throughput 2005 (TEU / year) (TEU / year) 4.000.000 6.000.000 3.400.000 24.000.000 450.000 2.640.000 3.720.000 2.600.000 22.400.000 320.300 Average throughput density (TEU/ha) 18.857 18.507 23.636 52.955 32.030 Average quay productivity (TEU/m) 1.288 1.224 1.037 1.792 866
Port
Terminal
Hamburg Eurogate Bremen Dalian Eurogate Dalian Terminals
Singapore Singapore Terminals Tuticorin Tuticorin Container Terminal
Sources: Port of Hamburg (2007), Port of Bremen (2007), PSA (2007)
Break Bulk / General Cargo

Due to the wide range of products, ships, equipment and methods, assuming an average performance for all kinds of commodities and packaging makes little sense:
Specialized traffic like paper, frozen meat, fish or fruits should be studied separately, according to their packaging and to the type of ship and handling equipment (specialized or not); see appendix one, the case of fruit handling Most commodities in big bags, pre-slung or pre-palletized loads, pallets, nets etc., can be handled with a crane; a good organization should adapt to a rhythm of one cycle every 1.5 to 3 minutes (20 to 40 moves per hour), depending on the nature of the cargo, the unit weight of the load, the ships size and other factors as weather conditions, tide and swell, etc. Whenever the volume of goods to be handled is large enough to allow for a reasonable cost recovery of additional equipment, special devices can be adapted to improve the unit load or to shorten the cycle
Two examples: Cements bags: 2 ton pallets built in the hold or on the apron: 40 ton/hour/crane. Pre-palletized bags: 80 ton/hour/crane, and more with spreaders. Cement in bulk can be handled at much higher speed. Exotic wood: logs up to 6-8 tons, handled by the piece with hydraulic clamps: 120 to 160 ton/hour/crane. Logs handled with slings; less than 100 ton/hour; only in daylight.
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Table 3
Terminal Sud West
General Cargo Terminals Port of Hamburg

Commodities Quay Length Terminal (m) Area (ha) 1300 18 Equipment Annual Handling Capacity
Containers Breakbulk cargo Multi purpose HHLA Fruit RoRo Forest products Ferrous metals Non ferrous metals Reichholtz Green coffee GmbH Cocoa Nuts Seeds Dried fruit, etc. Sources: Port of Hamburg (2007)
9 multi-purpose cranes (<100t) 1 container bridge 2 mobile quay cranes (18 t)
250000 TEU 2 mln tons breakbulk
530
1 mln tons
440
16,5
Mobile cranes 80,000 TEU
Dry Bulk Agri-Food Products / Fertilizers These low-density products are transported in bulk-carriers ranging from small cargo-boats (5,000 dwt) to cape-size bulk-carriers used for basic products (100 to 130,000 dwt ships).
Handling of export products is operated mainly with conveyors, whenever possible, with performances varying from 100 to nearly 1,000 ton/hour per conveyor, depending on ship size, port equipment, product characteristics and density, brittleness, and environmental and safety considerations linked to dust. Ship to shore operations of import products require cranes and hoppers (20 to 35 ton capacity 150 to 300 ton/hour), or elevators (400 to 1000 ton/hour): two to three cranes per ship, or one elevator and two or more cranes on Panamax and larger ships. On the apron, small cargoes are generally loaded in trailers; large cargoes are carried through conveyor belts to warehouses or silos. High performance may be reached only if ship to shore operations are dissociated from commercial operations. Direct delivery alongside is the major cause of poor performance in bulk handling. Examples: Small bulk-carrier, 1500 to 3000 t shipment: 100 - 120 ton/hour per crane. 2 cranes per vessel, operated within one day Panamax to Cape-Size, 60,000 t shipment:1 elevator and 2 cranes per vessel results in 1,100 ton/hour, which equals 15 to 18,000 ton/day. The vessel can be handled in four days
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That performance may be reduced when operating multi-product cargo-ships. Some sticky, dusty or hard-to-handle products, such as manioc roots, impair the average performance. Brittle or dusty products may require lower handling rate for quality, safety and environmental purposes.
Iron Ore / Coal Export cargoes are usually loaded with conveyors; 1,000 to 2,000 ton/hour or more. Import traffic is handled with large gantry cranes geared with very large grabs: up to 1,000 ton/hour/gantry crane or with special devices. New developments in iron ore loading will lead to 8,000 ton /hour.
EECV in Port of Rotterdam Unloading of coal at 3,000 ton/hour (one of the largest continuous unloaders in the world. Total unloaded in 2006 4.1 million ton.
EMO Bulk Terminal in Port of Rotterdam Europe's most important dry bulk terminal. Each year, about 35 million tonnes of Coal and Iron Ore is handled in the port with the following characteristics: Available quay length: 1,280m Maximum depth: 23m 4 shore based cranes 2 floating cranes Daily unloading capacity of 140,000 tons The biggest vessels can be leave the port again within 2 to 3 days Storage area: 160 ha
Dekheila, Egypt Unloading of Iron-ore pellet with a rate of 2,000 ton/hour. Unloading of Coal with 1,800 ton/hour with two gantry cranes. Annual total throughput amounts 6 million ton per year.
Reijka, Croatia Unloading of coal 2,000 ton/hr and unloading or iron-ore 3,000 ton/hr. Total throughput 2 million ton per year. Liquid Bulk Generally, unloading performances depend on the size of the ship, which provides pumps and energy. They depend also on its viscosity, temperature, and on safety regulations, for hazardous products. Most liquid carriers are operated within one day, whatever the size.
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Table 4
Pump Capacity Liquid Bulk Tankers

Pump Capacity (m/hour) 12,000 7,000 4,500 3,500
Size of Tanker (DWT) 200,000 100,000 50,000 25,000 Source: Agerschou 2004
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ANNEX 3.3 SHIP DEVELOPMENT Growth in ship size World Fleet and Growth Trends The following table illustrates the growth of world fleet over the last 20 years in terms of no. of ships as well as tonnage. It would be observed that while the growth in terms of numbers amounted to 18%, growth by tonnage was 51% illustrating the fact that the number of ships in the world fleet grows at less than half the rate that the tonnage in the world fleet grows, partly because the average ship gets bigger every year and partly because the industry gets more efficient every year. Table 5
Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003
Growth of World Shipping Tonnage

# of Ships 76,068 76,395 75,266 75,240 75,680 76,100 78,336 80,030 79,845 80,655 80,676 82,890 84,264 85,494 85,258 86,817 87,546 87,939 89,010 89,899 000 GT 418,682 416,269 404,910 403,498 404,406 410,481 423,627 436,027 444,305 457,915 475,859 490,662 507,873 522,197 531,893 543,610 553,054 574,551 585,583 605,218
2004 89,960 633,321 Source: Lloyd's Register of Shipping "World Fleet Statistics"
As of January 01, 2005 the total tonnage of world fleet stood at 895.8 in terms of DWT. Of this tanker fleet comprised 298.3 (33.3), dry bulk fleet 325.1 (36.3%), container fleet 131.0 (14.6) and general cargo fleet 43.6 (4.9%). The balance comprised of other vessels such as off shore vessels, passenger vessels etc
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The trend observed over the last 20 years seems to continue into the future in terms of growth of ship sizes. This can be gauged from the following
Orderbook
Source: R.S. Platou
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Future Trends
In order to understand future ship sizes, we need to look at what size of ships and how many are being built under each ship type. New buildings of various types of ships by different sizes that are due to be delivered over the next four years i.e., 2006-10 are as under.
Table 6
Tonnage by type on order as in June 2006

50000 -80000 DWT 349 360 80000 -120000 DWT 115 207 120000 180000 DWT 74 73 > 180000 DWT > 300000 DWT
Type of Vessels
Dry Bulkers Oil Tankers
34 35
25 103
< 10000 DWT
10000 - 15000 DWT 121
15000 - 20000 DWT 24
> 20000 DWT
> 40000 DWT
General Cargo
466
20
2500 - 4500 TEUs Container ships 322
4500 6500TEUs 139
6500 - 8000 TEUs 62
8000 9000TEUs 90
> 9000 TEUs
46
Source: Fairplay New Buildings June 2006
It would be observed from the above that in the case of bulkers 248 vessels are of size > 80000 dwt against 348 between 50000-80000 dwt but in the case of tankers 418 ships are > 80000 dwt against 360 vessels of 50000-80000 dwt indicating a much larger growth in tonnage than seen thus far. A similar trend is observed in the case container vessels too when it is seen that 337 vessels on order are > 4500 teus compared to 322 vessels of 2500- 4500 teus Some ship types like bulk carriers and container ships which have relevance to Visakhapatnam port are discussed below.
Bulk Carriers
There are two factors that drive ship size upwards: Enabling technology - the ability to design, build and operate bigger ships. Economic demand - if the shipping market is expanding, this demand can be met by more ships or larger ships, or by a combination. Ships generally benefit from economies of scale as doubling the size of ship does not double construction, fuel, or manning costs. The growth in ship sizes over the last 50 years and the factors responsible can be seen from the following chart.
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source: rina.org.uk
Rapid increase in size of bulkers seen in the 1960s i.e., doubling in seven years, or 11% annually was partly due to expansion of trade, especially in the steel industry with its need for iron ore and coking coal and partly due to taking over cargoes such as grain from tweendeckers. Once that substitution was complete, and with the recession brought on by the quadrupling of oil prices following the 1973 Arab Israeli war, bulker size growth dropped to around 2% annually resulting in doubling taking 40 years. Although a handful of ships have been built above 250,000 dwt (sometimes combination carriers), the most popular large bulker today is the Capesize around 170,000 dwt - 180,000 dwt. Visakhapatnam port, which is a bulk cargo port, therefore needs to gear itself to receive 200, 000 dwt dry bulk carriers. Likewise it needs to increase its capacity to handle liquid bulk vessels of 300,000 dwt from the current 200,000 dwt and in the case of containers capacity to receive 4,500 TEU vessels even though it may not be a major container port. Different sizes of container ships, their growth and trends are given below.
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Container Ships Table 7

Generation First Second Third Fourth Fifth
Five Generations of Container ships

Year (period) 1956-1970 1970-1980 1980-1988 1988-2000 2000-? Length (M) 135-200 215 250-290 275-305 335 Draft (M) <9 10 11-12 11-13 13-14 Size (TEU) 500-800 1000-2500 3000-4000 4000-5000 5000-8000
The first containerships were modified bulk vessels or tankers that could transport up 1,000 TEUs. Indeed, the container was at the beginning of the 1960s an experimental transport technology and modifying existing ships proved out to be the least expensive solution. These ships were carrying onboard cranes. Once the container was massively adopted at the beginning of the 1970s, the construction of the first containerships (second generation) entirely dedicated for handling containers started. They carry the cellular denomination since they are composed of cells lodging containers up to stacks of 12. Cranes were removed from the ship design so more containers could be carried. Containership speeds have peaked to an average 20-25 knots and it is unlikely that speeds will increase due to energy consumption. Economies of scale pushed the construction of larger containerships in the 1980s until the Panamax (1985) and Post Panamax (1988) standards, transporting between 4,000 and 5,000 TEUs were reached. The fifth generation (Post Panamax Plus) are now in service and will be able to transport between 5,000 and 8,000 TEUs. A limited number of harbours are able to handle them, because these ships will require deep water ports and highly efficient, but costly, shore infrastructures
Groups or classes of Container ships

Depending on the TEU size and hull dimensions, container vessels can be divided into the following main groups or classes. However, adjacent groups will overlap.
Small Feeder <1,000 teu Feeder 1,000-2,500 teu Panamax 2,500-4,500/5,000 teu Post-Panamax 4,500/5,000-10,000 teu Suezmax 10,000-12,000 teu Post-Suezmax >12,000 teu
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Small Feeder
The small feeder container vessels are normally applied for short sea container transportation. The beam of the small feeders is, in general, less than 23 m.
Feeder
The feeder container vessels greater than 1,000 teu are normally applied for feeding the very large container vessels, but are also servicing markets and areas where the demand for large container vessels is too low. The beam of the feeders is, in general, 23-30 m.
Panamax
Until 1988, the hull dimensions of the largest container ships, the so-called Panamax-size vessels, were limited by the length and breadth of the lock chambers of the Panama Canal, i.e. a max. ship breadth (beam) of 32.3 m, a max. overall ship length of 294.1 m (965 ft), and a max. draught of 12.0 m (39.5 ft) for passing through the Canal. The corresponding cargo capacity was between 4,500 and 5,000 teu. These max. ship dimensions are also valid for passenger ships, but for other ships the maximum length is 289.6 m (950 ft). However, it should be noted that, for example, for bulk carriers and tankers, the term Panamax-size is defined as 32.2/32.3 m (106 ft) breadth, an overall length of 225.0 m for bulk carriers and 228.6 m (750 ft) for tankers, and no more than 12.0 m (39.5 ft) draught. The reason for the smaller length used for these ship types is that a large part of the worlds harbours and corresponding facilities are based on these two lengths, respectively.
Post-Panamax
In 1988, the first container ship was built with a breadth of more than 32.3 m. This was the first post-Panamax container ship. The largest vessels on order with a capacity of approx. 9,600 teu have exceeded the Panamax beam by approx. 13 m.
Suezmax
It is probable that Ultra Large Container Ships (ULCS) carrying some 12,000 teu containers can be expected. This ship size, with a breadth of 50 m / 57 m, and corresponding max. draught of 16.4 m /14.4 m for passing through the Suez Canal, may just meet the present Suezmax size.
Post-Suezmax
It is possible that in about 10 years the ULCS will perhaps be as big as 18,000 teu, with a ship breadth of 60 m and a max. draught of 21 m. Today, this ship size would be classified as a postSuezmax ship, as the cross-section of the ship is too big for the present Suez Canal. It is claimed that the transportation cost per container for such a big ship may be about 30% lower than that of a typical 5,000-6,000 teu container vessel of today. A draught of 21 m is the maximum permissible draught through the Malacca Strait. The name Malaccamax has therefore been used. With the intended increase of the cross- section breadth and depth of the Suez Canal over the coming ten years, the 18,000 teu container ship will also be able to pass the Suez Canal. On the
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other hand, a future container ship with a draught of 21 m would require existing harbours to be dredged. Today, only the harbours of Singapore and Rotterdam are deep enough. The following graph shows how container ship sizes have grown and how future sizes are poised.
Source: Solentwaters.co.uk
Table 8
Frequency distribution of panamax vessels deployed in bulk trade in terms of Draft

Draft Up to 12.0 mts. 12.0 to 12.5 mts. 12.5 to 13.0 mts. 13.0 to 13.5 mts. 13.5 to 14.0 mts. 14.0 above Total No. of vessels 20 177 96 312 234 138 977
SI.No. 1 2 3 4 5 6
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Table 9
Range
Frequency distribution of bulk cape size/ panamax vessels in terms of dwt

No. of Vessels 1,000 73 186 342 38 7 8 1,654 % of share 60.50 4.40 11.20 20.70 2.30 0.40 0.50 100
60.000 to 80.000 dwt 80.001 to 100.000 dwt 100.001 to 150.000 dwt 150.001 to 200.000 dwt 200.001 to 250.000 dwt 250.001 to 300.000 dwt 300.001 dwt above Total
Summary
It would be observed that while the growth in the world fleet in terms of quantity mounted to 18%, growth by tonnage was 51%, illustrating the fact that the average ship gets bigger every year and the industry is improving the efficiency. As of January 01, 2005 the total tonnage world fleet stood at 895.8 in terms of DWT. Of this tanker fleet comprised 298.3 (33.3%), dry bulk fleet 325.1 (36.3%) container fleet 131.0 (14.6%) and general cargo fleet 43.6 (4.9%). The balance comprised of other vessels such as offshore vessels, passenger vessels etc. In order to understand future ship sizes, we need to look at what size of ships and how many are being built under each ship type. It would be observed from the above that in the case of bulkers 248 vessels are of size >80000 dwt against 348 between 50000-80000 dwt, but in the case of tankers 418 ships are >80000 dwt against 360 vessels of 50000-80000 dwt, indicating a much larger growth in tonnage than seen thus far. A similar trend is observed too in the case container vessels, when it is seen that 337 vessels on order are >4500 teu compared to 322 vessels of 2500-4500 teu.
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ANNEX TO CHAPTER 7
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ANNEX 7.1 Road traffic estimation

Cargo volume in tons Import Export 1998-99 3,462,984 91,283 1999-00 4,005,670 71,835 2000-01 2,448,664 137,771 2001-02 1,175,500 270,287 2002-03 1,324,752 433,351 2003-04 1,047,899 497,254 2004-05 1,108,848 4,390,087 2005-06 13,809,107 2,609,149 20012-13
Average daily traffic (ADT) Avg payload per truck No of working days per year 10 330 Tons
In terms of truck vehicles Import Export Total 1,049 28 1,077 1,214 22 1,236 742 42 784 356 82 438 401 131 533 318 151 468 336 1,330 1,666 4,185 791 4,975
Assuming that each truck trip has a half trip (empty move) associated with it Growth rate - truck traffic Growth rate - other traffic 7.00 6.00 % for period 2005-6 to 2012-13 % for period 2005-6 to 2012-13
Trucks /day (both directions) Trucks/day (one direction)
1,616 808
1,853 927
1,176 588
657 329
799 400
702 351
2,500 1,250
7,463 3,731
11,984 5,992
Traffic composition - Truck (commercial vehicles) : Other vehicle (car/van/jeep/two and three wheelers etc.) is 75 : 25 Other vehicle trips 269 309 196 110 133 117 417 1,244 1,997
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Cargo volume in tons In terms of PCUs PCU conversion factor PCU conversion factor
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
2004-05
2005-06
20012-13
3.7 1.0
truck others
Truck traffic (PCU/direction) daily Other traffic (PCU/direction) daily Total traffic (PCU/direction) daily Peak hour traffic = PCU/direction in peak hour
2,989 269 3,258 10 326
3,429 309 3,738
2,175 196 2,371
1,216 110 1,325
1,478 133 1,612
1,299 117 1,416
4,624 417 5,041
13,806 1,244 15,050
22,170 1997 24,167
% of daily traffic 374 237 133 161 142 504 1,505 2,417
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ANNEX 7.2 Port connectivity - traffic estimation

Cargo volume in tons 1998-99 Import Export Average daily traffic (ADT) Avg payload per truck No of working days per year In terms of truck vehicles Import Export Total Trucks /day (both directions) Other vehicle trips In terms of PCUs PCU conversion factor truck PCU conversion factor - others Total traffic (PCU/day) Peak hour traffic as % of daily traffic 3.7 1.0 6,516 8 212 258 227 807 2,408 3,441 4,515 7,475 4,742 2,651 3,223 2,833 10,081 30,100 43,008 56,443 1,049 28 1,077 1,616 539 1,214 22 1,236 1,853 618 742 42 784 1,176 392 356 82 438 657 219 401 131 533 799 266 318 151 468 702 234 336 1,330 1,666 2,500 833 4,185 791 4,975 7,463 2,488 10,663 3,554 13,994 4,665 10 330 tonnes 3,462,984 91,283 1999-00 4,005,670 71,835 2000-01 2,448,664 137,771 2001-02 1,175,500 270,287 2002-03 1,324,752 433,351 2003-04 1,047,899 497,254 2004-05 1,108,848 4,390,087 2005-06 13,809,107 2,609,149 20012-13 20016-17
Assuming that each truck trip has a half trip (empty move) associated with it Traffic composition - Truck (commercial vehicles) : Other vehicle (car/van/jeep/two and three wheelers etc.) is 75 : 25
Traffic (PCU/peak hour) 521 598 379 ** Annual cargo traffic received / dispatched by road from VPT Administrative Reports Growth factors Year Cargo (Mt) CAGR (%) 2006 56 2013 80 5.23% 2017 105 3.96%
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ANNEX 7.3 Outer harbour connectivity - traffic estimation

Traffic forecast in terms of TEU in 2012-13 Road share of container traffic No of TEU per year by road Avg. No. of TEU per truck No of working days per year Trucks per day Assuming that each truck trip has an half trip (empty move) associated with it Trucks/day (both directions) Traffic composition - Truck (commercial vehicles) : Other vehicle (car/van/jeep/two and three wheelers etc.) is 75 : 25 Other vehicle trips In terms of PCU PCU conversion factor truck PCU conversion factor other Total traffic (PCU/ day) Peak hour traffic as % of daily traffic PCU/ peak hour 3.7 1.0 1,711 8 137 141 424 400000 35 140,000 1.5 330 283
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ANNEX 7.4 Railway requirement calculation

Import / Export Traffic forecast MT 2012/13 POL Exp Imp Imp Tranship Exp Exp Imp Imp POL Crude oil Oil products + LPG POL Iron Ore & Pellets Thermal Coal Coking Coal Steam Coal Other Dry Bulks Exp Imp Imp Imp Imp Exp/Imp Exp/Imp Alumina Lime stone Coke Fertilizer & RM Other Liquids General Cargo Containers (MT) Containers (TEU) Exp Steel cargo TOTAL 28.1 5.3 15.0 2.6 5.2 14.25* 2.7 6 2.3 6.8 3 0.3 3.9 5.5 1.4 5.2 2.5 220,000 1 75.75** 100 100 100 95 100 25 90 90 100 0 0 0 5 0 75 10 10 0 0 0 0 0 0 0 0 0 0 100 100 100 100 100 100 100 100 100 3.0 0.3 3.9 5.2 1.4 1.3 2.25 198,000 1 0 0 0 0.3 0 3.9 0.25 22,000 0 0 0 0 0 0 0 0 0 0 3.0 0.3 3.9 5.5 1.4 5.2 2.5 220,000 1 Negligible 0.5 27 90 2,430 300 240 7 2 56 1 0.5 2 4 0.5 0.5 2,650 2,650 3,410 2,200 2,700 3,410 240 240 300 240 330 240 4.5 1 3.5 10 1 1 0 0 20 0 100 100 100 100 0 0 0 0 0 0 0 0 100 100 80 0 0 0 0 0 100 100 100 0 100 100 100 100 0 0 0.5 0 14.25 2.7 6.0 2.3 0 0 0 0 0 0 0 0 5.3 15.0 2.1 0 0 0 0 0 5.3 15.0 2.6 0 14.25 2.7 6.0 2.3 10 2 2 2 2 NA NA 2,700 NA 3,410 3,410 3,410 3,410 NA NA 330 NA 300 300 300 300 14 3 6 2 1 Modal share (%) Rail Road Pipe line Total Rail Modal share (T) Road Pipe line Total Existing traffic No of rakes/day Payload per rake (T)*** No of working days*** No of rake Per day required
Commodity
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Assumptions:
*For Iron ore traffic: Forecasted traffic = 23 MT, -5 MT for probable shift to Gangavaram = 18 MT, 9 Mt of pellets on a/c of Hygrade/Essar as they are transported using conveyor to the berth = remaining 9 MT as iron ore export 1. Hygrade has 267 KM pipeline of 8 MT capacity from mines to transport ore fines in slurry form operates at 80% efficiency, 80 % of 8 MT = 6.4 MT 2. Assuming 1 MT slurry is used to produce 0.75 MT of pellets, 6.4 MT slurry will produce 4.8 MT pellets 3. For remaining 9-4.8 = 4.2 MT pellets about 5.25 MT of fines required assuming 1 MT fines produce 0.8 MT pellets which added to 9 MT = 14.25 MT ** Difference in iron ore traffic 18 14.25 = 3.75 added to 75.75 = 79.5 *** Payload per rake and no of working days are taken from IPA report, 2001, on VPT Rail System Study Proposed segregation of rail traffic
Yard Ore exchange yard Existing R & D Yard Proposed Mindi yard Commodity Iron ore Thermal coal, other coals, alumina, steel, containers, half of GC POL, Lime Stone, Fertilisers, FRM, Other liquids, half of GC Estimated Traffic (rakes/day) 14 28.5 say 28 13.5 say 14
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ANNEX TO CHAPTER 9
RMG & TCS, Final Report -l Business Plan, March 2007
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ANNEX 9.1 Comparison of tariff charges

Consultants have compared the tariffs of Visakhapatnam with the following ports. 1. Major Ports: a. Paradip Port Trust b. Chennai Port Trust c. Calcutta Port Trust d. Visakhapatnam Sea Port Private Ltd. (VSL) a BOT terminal in VPT Non Major Ports: a. Gujarat Maritime Board (GMB) b. Mundra Port c. Gujarat Pipavav Port Ltd.
2.
For the purpose of comparison, the following charges and services offered by the port are considered.
Port dues Pilotage and towage Berth hire charges Wharfage on selected cargos Free period for cargo storage Demurrage on cargo storage
Port Dues Among major ports Port Dues comparison compared port dues are seen maximum at Kolkata 0.57 0.6 and minimum at Chennai. 0.5 Though the Gujarat 0.4 maritime board has 0.3 0.3 0.2633 0.242 pegged the charges at 0.207 0.12 $ /GRT and is 0.2 0.12 0.12 followed at Pipavav the 0.1 charges at Mundra are as 0 high as 0.57 $/GRT. VPT Paradip Chennai Culcutta GMB Mundra Pipavav Essentially the cost Major and Non Major Ports incurred by port is the conservancy, dredging, maintenance of navigation channel and navigational aids. It is observed that the navigation comparatively at VPT is more visible and does not require the fancy technology like VTMS.
Port dues in $/GRT
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Pilotage and towage Comparison of Pilotage charges charges All ports in India presently 0.7 0.6 0.57 follow a composite charge for 0.559 0.6 0.525 pilotage, towage as well as 0.5 0.4455 0.42 mooring. Though Gujarat 0.4 0.24 0.3 Maritime Board has provided 0.2 the facility to charge 0.1 separately for pilotage and 0 towage, the ports like Mundra VPT Paradip Chennai Culcutta GMB Mundra Pipavav and Pipavav taken for Major and Non Major Ports comparison still follow the composite charge. Essentially every ship docking undocking have to use these services of port. Among the major ports compared Kolkata charges maximum and VPT charges minimum. Though GMB has pegged the charges at 0.24 $/GRT both Mundra as well as Pipavav charges are on the higher side.
Pilotage charges in $/GRT
Berth Hire charges Comparison of Berth Hire charges Major ports in India have recently started charging the 1.40 1.25 berth hire on hourly basis. 1.20 Paradip and Calcutta still 1.00 0.80 charges on shift (8 hrs.) basis. 0.63 0.60 The non major ports as taken 0.40 0.24 0.21 for comparison are charging 0.17 0.16 0.14 0.20 on day basis. For the purpose 0.00 of comparison all the berth hire VPT Paradip Culcutta VSL GMB Mundra Pipavav charged at various ports are Major and Non Major Ports converted on hourly basis. The Chennai has exception in this, Berth hire charges has two components the Minimum fixed and the variable component on basis of GRT and is charged on hourly basis the maximum rate charged is (8.747 + 0.0026 per GRT)/Hr in $. Interesting to note is that VSL which will operate within VPT will be charging less than VPT. The charges at non major ports are quite on higher side. Some of the international ports like port of Rotterdam has the concept of charging the berth hire charges on the basis of length of quay utilized, irrespective of the size of the ship. These charges also vary from quay to quay as the cost and facilities differ for every quay/berth. It is therefore recommended to evolve a similar case for Visakhapatnam.
Berth Hire Charges in cents/hr/GRT
Wharfage charges Wharfage is the essential charge once the cargo touches the port. This charge covers the shore handling and transfer of cargo from ship side to stack area and vice a versa. This charge has to be in consonance with the automation of cargo handling as well as the performance by port.
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Many a times the cost of handling manually is more than that compared to mechanical handling, the most obvious reason being labour charges and the misery on this is poor performance in manual handling. For the purpose of comparison few of the cargos, which make a major pie of cargo type, are studied.
a. Wharfage on Iron Ore Comparison of Wharfage on Iron Ore (manual) handled manually Charges at non major ports like 70 60 60 Pipavav is quite higher compared 50 42 to that at Major ports. Till recently 34.5 40 30 22 Paradip did not have 13.5 13.3 20 classification of cargo as Iron 10 Ore by manual operation for 0 VPT Paradip Chennai VSL GMB Pipavav recovering the wharfage and Major and Non Major ports therefore this cargo fall in tariff item of Other cargo and was subsidised. Charges proposed at Rs. 34.5/Ton is similar to handling by mechanical means and could not be justified on cost as well as performance front. The port users who deal with small parcel size are worst hit as they have no choice but to handle the vessels by manual means and are hit not only by higher handling cost but also the performance.
Wharfage in Rs.per ton
b. Wharfage on crude and POL Comparison of Wharfage charges on Crude and There is vast variation observed POL in wharfage charges for crude 100 and POL. Important point to note 85 70 80 is VPT do not have classification 60 57.5 as per Flash point of cargo. In 60 45 33 case of Paradip and Calcutta if 40 the cargo has flash point below 20 23 degrees c. the charges are as 0 VPT Paradip Chennai Culcutta GMB Pipavav high as Rs. 150 and Rs. 175 Major and Non Major Ports respectively at Paradip and Calcutta. Visakhapatnam shall leverage on the flash point of cargo handle and shall differentiate the charges as safety compliance differs for handling cargo of such a lower flash point.
Wharfage in Rs./K.L.
c. Wharfage on Coal Handling of coal by conventional system may also vary from port to port. Some of the ports may use hoppers to feed the trucks and keep the surrounding clean as well as prevent pollution of dock basin, however the performance is relatively on the lower side. Dumping of sling directly on
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BUSINESS PLAN VPT
wharf or on truck can boost Comparison of wharfage on Coal the performance but is not desirable on environment 70 63.25 front. The cost of handling 60 cargo will definitely vary in 50 40 both the cases. 34 40 33 30 26 30 Interesting to note here is 20 13 VSL which will operate within 10 VPT will be charging higher 0 than VPT. The wharfage at VPT Paradip Chennai VSL GMB Mundra Pipavav Paradip is higher due to the Major and Minor Ports mechanization, VPT can use these figures for estimating the revenues in view of mechanization of coal handling, and however the tariff is depended on much conditionality.
Wharfage charges in Rs./Ton
d. Wharfage on Allumina This commodity could not be compared with other major and non major ports as all these ports taken for comparison do not have separate tariff item for recovering wharfage on alumina. Interesting to note is VSL which will be operating within VPT will be charging Rs. 36/ton compared to Rs. 30/ton being charged by VPT.
e. Wharfage on Fertilizer Comparison of Wharfage on Fertilizer Handling of fertilizers vary from 110 port to port. Many of the ports 120 100 continue to handle with the 69 80 conventional wire sling system. 60 40 35 35 Some of the ports like one of the 29 27.5 40 26 20 berth at VPT has automated the 0 handling and the equipment for same is installed and maintained by the private user. The cost of Major and Minor Ports handling therefore varies from port to port and has observed vast variation as shown below. The wharfage at Paradip and Calcutta is higher due to the mechanization, VPT can use these figures for estimating the revenues in view of mechanization of fertilizer handling, and however the tariff is depended on much conditionality.
Wharfage on Fertilizerin Rs./Ton
Pa ra di p Ch en na i Cu lcu t ta
un dr a
Pi
pa va v
VP T
VS L
G M
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BUSINESS PLAN VPT
f. Wharfage on LPG Though there is hardly any difference in technology of handling this cargo still there is variation observed across the ports as shown below.
Comparison of Wharfage on LPG

160 140 120 100 80 60 40 20 0 150 136 120 110 150
Wharfage on LPG in Rs./Ton
VPT
Paradip
Culcutta
GMB
Mundra
Major and Non major Ports
g. Wharfage on Iron Ore handled mechanically VPT has a composite charge of Rs. 95 per ton (Wharfage (26.2)+Handling (36.5) +tippling (32.3)). The charges at Paradip includes wharfage and tippling at the rate of Rs. 24.5 and Rs. 32.3 and therefore composite charge of Rs. 56.8/ton is charged. The wharfage component at VPT is higher than that charged at Paradip. Free period for storage of cargo Free period of 3 days for import, 10 days for transhipment and 30 days for export is almost similar across the ports. There is difference seen at Paradip port where the free days for export are only 5 days with an exception of 30 days for rice cargo. Port transit area shall be planned for the stacking of cargo for the sailing vessels and shall discourage the use of transit area as the warehouse for the cargos. As in case of project cargo where the delivery process takes time looking at planning of logistics as considered in VPT where the free period is 10 days, similar steps shall be taken for few commodities in export instead of blanket free period for all commodities in export, specially looking at the paucity of space. Demurrage on cargo storage Cargo stored beyond the free period without specific reasons reckoned like custom detention attracts demurrage on daily basis. There is pattern across the ports including slabs of days and varying charges for each slab. The exception is observed at Calcutta where the demurrage is charged at the flat rate after free period and is quite on the higher side compared to other ports, the charges are Rs. 100/ton/day for import and Rs. 50/ton/day for export. The maximum charge at VPT does not exceed Rs. 36/ton/day both for import as well as export. The concept of charging demurrage has always been on the basis of tonnage of cargo instead of the area occupied by the cargo as it becomes tedious to arrive upon such measure, the point to bring here is the opportunity cost of land varies from port to port and hence could be the reason of such high cost at Calcutta being the metropolis.
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BUSINESS PLAN VPT
ANNEX 9.2 Comparison of tariff with other major, non major and private ports in India
Consultants have compared the tariffs of Visakhapatnam with the following ports. 1. Major Ports: a. Paradip Port Trust b. Chennai Port Trust c. Calcutta Port Trust d. Visakhapatnam Sea Port Private Ltd. (VSL) a BOT terminal in VPT 2. Non Major Ports: a. Gujarat Maritime Board (GMB) b. Mundra Port c. Gujarat Pipavav Port Ltd. For the purpose of comparison, the following charges and services offered by the port are considered. 1. 2. 3. 4. 5. 6. Port dues Pilotage and towage Berth hire charges Wharfage on selected cargos Free period for cargo storage Demurrage on cargo storage
Comparison of tariff with international ports The previous sections have compared the tariff of Visakhapatnam port with other major and private ports in India. This has helped to analyse the competitive position of Visakhapatnam port with other competing Indian ports. The effort in this section is to compare the tariff of Visakhapatnam port with the neighbouring international ports to analyse its competitive position in the global market. Following ports are considered for the study. Annex 3.2 provides tariff comparison details of selected international ports.
1. 2. 3. 4. 5. 6. Ports in China Dubai port Port Kembla of Australia Port Johar of Malaysia Port Palembang of Indonesia and Visakhapatnam Port
The purpose of taking these ports is the relationship of Visakhapatnam port with these countries in terms of cargo flows and also the availability of information. The efforts are made to compare the vessel related charges as they form the major component of revenue and are the services which shall continue to be with the port even as a landlord. For the purpose of comparison the tariff rates are converted in rupee for all the ports. A note of caution that this may not provide the
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BUSINESS PLAN VPT
true picture as factors like conditions of services, price parity, etc., are not considered in the analysis. However one gets a fairly good idea in terms of cost comparison and the basis on which tariff is charged. As the basis on which the tariff is charged is not the same at all the ports, one sample vessel was considered and the total vessel related charges were calculated for each port for the purpose of comparison, with an assumption of total stay of vessel at berth as 48 hours. Efforts are also made to analyse tariff components of vessel related charges. Following paragraphs describe the tariff components of each of the above ports and the graphical presentation is annexed at the Annexure ?.
Sample vessel details: Major Dhansingh Thapa PVC

GRT NRT LOA Beam Vessel stay DWT Time taken for berthing at OSTT berth Time taken for unberthing at OSTT berth 37,855 21,210 228.61 32.24 48 67,227 195 120 tons tons mt mt days tonnes min min
Summary of tariff comparison

Sr. No. Country/Port Currency/ Conversion rate INR RMB/ 5.724 Dirham/12.359 Australia Dollars/34.625 RM/12.359 US Dollars/45.36 US Dollars/45.36 Total vessel related charges INR 270,797 654,990 1,080,739 582,094 1,660,960 1,378,695 Rank
1 2 3 4 5 6
China Dubai Australia/ Kembla Malaysia/ Johar Indonesia/Palembang India/ Visakhapatnam
1 3 4 2 6 5
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BUSINESS PLAN VPT
ANNEX 9.3 Comparison of tariff charges of international ports

Vessel Related Charges
Port China In RMB In INR In INR Dubai
Port Dues
Pilotage
Towage
Mooring
Berth Hire
0.71 4.06404 86198
0.5 2.862 121406
0 0 0
213 1219.212 14631
0.2 1.1448 48562 270797
0.18 2.22462
2000 24718
1500 18538.5
1350 16684.65
1.4 17.3026 654900
Australia 20325+ 0.973 * (GRT-50000) 34.625* {20325+ 0.973 * (GRT50000)} 294587 Malaysia 0 2 1500+375 18538+ 4635/15 min 231746 0 2.5 3015+ 0.0071 * (GRT-50000) 34.625*{3015+ 0.0071 * (GRT50000)} 101409
NA
NA
412
NA 0
NA 0
0 684744 1080739
0 0 Indonesia 0
24.718 11302
0 0
30.8975 339047 582094
145+0.004
375+0.004 17010+0.18 14 693242
0.086
0 0 VPT
6577+0.1814 672376
0 0
3.90096 295342 1660960
0.2633/GRT 452113
0.4455/GRT 764969
Included in Pilotage 0
Included in Pilotage 0
0.0016/GRT/ Hr 131873 1348956
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BUSINESS PLAN VPT
Port Dues
500000 450000 400000 350000 300000 250000 200000 150000 100000 50000 0
Dubai China Indonesia Malaysia VPT Australia
1600000 1400000 1200000 1000000 800000 600000 400000 200000 0
Pilotage+Towage+mooring
Dubai
Malaysia
China
Indonesia
Berth Hire
800000 700000 600000 500000 400000 300000 200000 100000 0
1800000 1600000 1400000 1200000 1000000 800000 600000 400000 200000 0
Vessel Related Charges
Dubai
Australia
Malaysia
China
Indonesia
Dubai
Malaysia
China
Indonesia
Australia
Australia
VPT
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VPT
VPT
BUSINESS PLAN VPT
ANNEX 9.4 Department wise and class wise retirement profile and annual salaries Administrative department - retirement profile
10 9 8 7
Employees
6 5 4 3 2 1 0
CL1 CL2 CL3 CL4
2 006
2 008
2 009
2 010
2 011
2 012
2 013
2 014
2 015
2 016
2 017
2 018
2 019
2 020
2 021
2 022
2 023
2 024
2 025
2 026
2 027
2 029
2 030
2 031
2 032
2 034
Year of retirement
Administrative department annual salaries

1,0 0,9 0,8
Annual salary, Mln. Rs
0,7 0,6 0,5 0,4 0,3 0,2 0,1 0,0 CL1 CL2 CL3 CL4
2 006
2 008
2 009
2 010
2 011
2 012
2 013
2 014
2 015
2 016
2 017
2 018
2 019
2 020
2 021
2 022
2 023
2 024
2 025
2 026
2 027
2 029
2 030
2 031
2 032
2 034
Year of retirement
2 035
2 035
A-60

Employees
100 120 140 160 20 40 60 80 0
10,0
12,0
14,0
0,0
2,0
4,0
6,0
8,0
Year of retirement
BUSINESS PLAN VPT
Engineering Services Department - retirement profile
Engineering Services Department annual salaries
Year of retirement
CL1 CL2 CL3 CL4
2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 036 2 037 2 038 2 039 2 040 2 041 2 043 2 044 2 059
CL1 CL2 CL3 CL4
2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 036 2 037 2 038 2 039 2 040 2 041 2 043 2 044 2 059
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Annual salary, Mln. Rs Employees

1,4 1,6 1,8 10 12 14 16 0 2 4 6 8 0,6 0,8 1,0 1,2
0,0
0,2
0,4
BUSINESS PLAN VPT
Finance Management department - retirement profile
Finance Management department annual salaries
Year of retirement Year of retirement

CL1 CL2 CL3 CL4
2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 031 2 032 2 033 2 034 2 035 2 037 2 040 2 059 2 064 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 031 2 032 2 033 2 034 2 035 2 037 2 040 2 059 2 064
CL1 CL2 CL3 CL4
A-62

10 15 20 25 30 0 5 1,0 1,5 2,0 2,5
Employees
0,0
0,5
Year of retirement
BUSINESS PLAN VPT
Health Care Services - retirement profile
Health Care Services annual salaries
Year of retirement
CL1 CL2 CL3 CL4
2 004 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 035 2 036 2 037
CL1 CL2 CL3 CL4
2 004 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 035 2 036 2 037
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0,2 0,3 0,4 0,5 0,6 0,7 0,0 1,0 2,0 3,0 4,0 5,0 6,0 7,0
Employees
0,0
0,1
2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032
CL1 CL2 CL3 CL4 CL1 CL2 CL3 CL4
2 007
2 008
2 009
2 010
2 011
2 012
2 013
2 014
2 015
2 016
2 017
2 018
2 019
2 020
2 021
BUSINESS PLAN VPT
Human resource management - retirement profile
Human resource management annual salaries
Year of retirement
Year of retirement
2 022
2 023
2 024
2 025
2 026
2 027
2 028
2 029
2 030
2 031
2 032
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BUSINESS PLAN VPT
Knowledge management technology - retirement profile

7,0
6,0
5,0
Employees
4,0
3,0 2,0
CL1 CL2 CL3 CL4
1,0
0,0
2 007
2 008
2 009
2 010
2 011
2 012
2 013
2 014
2 015
2 016
2 017
2 019
2 020
2 021
2 022
2 023
2 024
2 025
2 026
2 027
2 028
2 029
Year of retirement
Knowledge management technology annual salaries

0,7
0,6
0,5 0,4 CL1 CL2 CL3 CL4
0,3 0,2
0,1
0,0
2 007
2 008
2 009
2 010
2 011
2 012
2 013
2 014
2 015
2 016
2 017
2 019
2 020
2 021
2 022
2 023
2 024
2 025
2 026
2 027
2 028
2 029
Year of retirement
2 031
2 031
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1,5 2,0 2,5 3,0 3,5 4,0 4,5 10,0 15,0 20,0 25,0 30,0 35,0 40,0 45,0 50,0 0,0 5,0
Employees
0,0
0,5
1,0
BUSINESS PLAN VPT
Marine operations management retirement profile
Marine operations management annual salaries

CL1 CL2 CL3 CL4
2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 059 2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 059
CL1 CL2 CL3 CL4
A-66

0,3 0,4 0,5 0,6 0,7 0,8 0,9 1,0 0,0 1,0 2,0 3,0 4,0 5,0 6,0 7,0 8,0 9,0
Employees
0,0
0,1
0,2
BUSINESS PLAN VPT
Materials management services retirement profile
Materials management services annual salaries
Year of retirement
CL1 CL2 CL3 CL4
Year of retirement
2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 037 2 039 2 040 2 041
CL1 CL2 CL3 CL4
2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 037 2 039 2 040 2 041
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Annual salary, Mln. Rs Employees

5,0 6,0 10,0 20,0 30,0 40,0 50,0 60,0 70,0 80,0 90,0 0,0 2,0 3,0 4,0
0,0
1,0
BUSINESS PLAN VPT
Port operations management retirement profile
Port operations management annual salaries

CL1 CL2 CL3 CL4
2 000 2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 036 2 037 2 060 2 000 2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 036 2 037 2 060
CL1 CL2 CL3 CL4
A-68

1,0 1,5 2,0 2,5 3,0 3,5 10,0 15,0 20,0 25,0 30,0 35,0 40,0 0,0 5,0
Employees
0,0
0,5
BUSINESS PLAN VPT
Port planning & management retirement profile
Port planning & management annual salaries

CL1 CL2 CL3 CL4
2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 036 2 037 2 038 2 042 2 043 2 059 2 004 2 005 2 006 2 007 2 008 2 009 2 010 2 011 2 012 2 013 2 014 2 015 2 016 2 017 2 018 2 019 2 020 2 021 2 022 2 023 2 024 2 025 2 026 2 027 2 028 2 029 2 030 2 031 2 032 2 033 2 034 2 035 2 036 2 037 2 038 2 042 2 043 2 059
CL1 CL2 CL3 CL4
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BUSINESS PLAN VPT
ANNEX TO CHAPTER 10
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ANNEX 10.1
Possible contractual forms
General The GoI is moving in the direction of a Landlord port model, engaging private operators to manage the operations. Within the framework of this policy, there is a variety of legal options to engage private operators to carry out terminal management activities. In general, the following options as presented are available. Port reform options
Public management and operations
Outsourcing
Management contracts
Lease and rent contracts
Concession Full concession incl. BOT, etc.
Built, Own, Operate (BOO)
Divesture by licence
Divesture by sale
Private supply and operating
Source: World Bank Port Reform Toolkit, 2001
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The figure shows the progression from full public involvement in port management, development and operations onto full privatisation. Most of the above options are not suitable for the Indian situation. Continuation of the present Service Port situation is, in any case, not considered feasible for the Port of Aden. This leaves two main options for analysis, namely: a management contract or a concession of whatever structure. In both cases the Government retains the ultimate ownership of the port land, sufficiently safeguarding long-term public interests. When concluding a concession it is also (partly) relieved of operational risks and financial burdens.
Risk identification Generally, the different types of risks that BOT concessions are exposed to can be divided into two broad categories: General (or country) risks, which are associated with the political, economic and legal environment of host country and over which the project sponsors generally have little or no control. The project sponsors assess these before engaging into the concession agreement. Specific project risks, which are controllable to some extent by the project sponsors. BOT concessions put these risks with the project sponsors.
The general or country risks may be further divided into three main categories: Political risks: political support risks, taxation risks, expropriation/nationalisation risks, forced buy-out risks, cancellation of concession, import/export restrictions and failure to obtain or renew approvals Country commercial risks: currency convertibility risks, foreign exchange risks, devaluation or inflation risks, interest rate risks Country legal risks: changes in laws and regulations, law enforcement risks, delays in calculating compensation. The specific project risks may also be divided into three further categories: Development risks: bidding risks, planning delays risks, approval risks. Construction/completion risks: delay risks, cost overrun risks, re-performance risks, completion risks, force majeure risks, loss or damage to work, liability risk. Operating risks: associated infrastructure risks, technical risks, demand/supply risks (volume and price), cost escalation risks, management risks, force majeure risk, loss or damage of project facilities, liability risk.
MANAGEMENT CONTRACT A management contract with an international operator might be useful in the event that it is difficult to engage a local operator. It is a temporary solution for a management problem.
Consultants do not advise a management contract as a long-term solution. There are two reasons not to favour this solution:
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BUSINESS PLAN VPT
(i)
(ii)
the client (ports authority) retains the major risks for present and future investments but can exercise limited influence on terminal operations. This situation is in the long term not sustainable, especially in the event of port expansion and costly equipment requirements. the port aims at attracting transhipment cargoes. Therefore the terminal operator should be part of an international network of shipping lines and global stevedores. The optimum situation is an operator, which also holds shares in the terminal, or is engaged by a major private shareholder.
CONCESSION CONTRACT General Landlord ports derive a substantial part of their income from (long) lease, rent of port land or concession fees. Concession fees usually relate both to the use of port land and (container) throughput. Generally, there are two forms of concessions:
Lease contracts. An operator gets a long-term lease on the port land, operates a terminal and is usually responsible for the provision of superstructure and equipment; (Full) concession contracts where the operator covers investment costs of operational infrastructure and equipment and carries commercial risks. Such contracts are often combined with specific financing and construction schemes such as Build, Operate & Transfer (BOT).
In this report, both lease and full concession agreements are considered concessions. They share the same characteristics:
Government or (public) port authority grants specific rights to a private company; The concession has a defined term (10-50 years); A concession is geographically delimited; The agreement directly or implicitly allocates financial and operational risks.
Three types of leases In general, there are three basic types of leases: flat rate, mini-max and shared revenue. In these systems only land or warehouse facilities are taken into account for concessions or lease. The Ports Authority keeps, as a separate item, all revenue from vessels on berthing fees, etc. as it was responsible for quay construction.
A flat rate type of lease has the following characteristics. The leaser gives to the user (lessee) the right to use a fixed asset for a specific period of time in exchange for a fixed amount of money. In respect to land, this can be a sum per year per square meter, with a distinction between unpaved and paved and with or without shed/warehouse. The main advantage of this system is that both parties know costs and benefits in advance. The flat rate also provides to the lessee the greatest incentive to generate as much business as possible for the terminal. The main characteristics of this type of lease are:
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BUSINESS PLAN VPT
A specific sum of money is to be paid per square meter of port area for a specific period of time; The lease should represent a fair return on the value of the property; Inflation adjustment on the lease amount is allowed.
The Ports Authority should be able to accurately anticipate the level of business of the lessee because, if not, the port may end up foregoing a large amount of money. The flat rate lease is the best alternative if the port intends to maximise throughput and provide benefits to the local economy through increased employment. In the case of a Mini-Maxi rate the owner (leaser) gives to the user (lessee) the right to use a fixed asset for a specific period of time in exchange for a variable amount of money. There is a minimum and a maximum amount for the lease depending on activities performed on the fixed asset. The characteristics of this type of lease are as follows:
The compensation to be paid by the lessee to the leaser (Port Authority) for the use of the equipment and the land is established on a scale, which is determined by minimum and maximum throughputs; The scale varies with the actual volume and not on the forecast volume of the throughput; The minimum rate is applied to the minimum (lowest part) of the terminal throughput; From this minimum a sliding scale is applied until a certain maximum throughput is reached; After this, no further increase of compensation is applied.
There is thus a pre-established bottom and ceiling to be paid (the lessee will pay more or less depending on the amount of tonnage handled. The major characteristic of this type of lease is that the Port Authority shares some benefits of increased throughput, but on the other hand limits its own investment risks. In the case of a shared revenue lease the owner (lessor) gives to the user (lessee) the right to use a fixed asset for a fixed period of time in exchange for a variable amount of money. The distinction with the mini-max rate is that there will always be a minimum rate to be paid regardless of the activity, but there is no maximum limit agreed. Main characteristics of this lease system are:
There is always a minimum level of compensation; There is no established maximum level; The boundary condition for maximum compensation is the terminal capacity; Minimum compensation may not fully cover the interest and amortization required by the lessor (Port Authority) for the lease area.
This type is a form of partnership between the port and the lessee. The port should determine the minimum rental amount to be received. The lessee will pay to the Ports Authority until the
A-74
BUSINESS PLAN VPT
reasonable total annual rental sum has been covered. Afterwards the lessee and the port will share the benefits on any additional activity. This is the only system whereby Port Authorities can maximize profits, employment levels and throughput without any subsidisation of the lessee. The three types of lease discussed above can be applied for so-called multi-user as well as for single-user, or dedicated terminals or berths. The term of any lease contract is mainly depending on the investments required by the operator to make the terminal fully functional. In the case of investments only in superstructure and equipment the contract term is often limited to a period of ten to fifteen years with an option to continue. In some world ports such as Rotterdam the rent could be re-negotiated after periods of five years. In case of a traditional lease contract, the port land is usually transferred back to the lessor in its original state, i.e. devoid of any superstructure and equipment.
A-75
BUSINESS PLAN VPT
Profit and Loss - All port Year 3 2006 2007 Throughput non-Ore Berths, non liquids Liquids Ore Berths Containers Vessel calls Total throughput Revenue per ton Revenues Cargo Handling non-Ore Berths, non-liquids Cargo Handling Liquids Cargo Handling Ore Berths Other Cargo related income Port & Dock dues Pilotage/towage Other Marine related income Railway income Total Revenue Royalties and land lease Estate income Royalties on non-Ore Berths, non Liquids Royalties on Liquids Royalties on Ore Berths Royalties on Containers Total royalties Total revenue Operating Costs 222 0 0 0 7 229 5 133 222 0 0 0 14 236 5 154 222 134 0 0 23 378 5 580 222 445 0 0 34 701 5 974 222 570 107 0 47 946 6 223 222 608 127 0 64 1 022 6 447 222 707 154 0 83 1 166 7 460 222 735 161 0 92 1 209 7 546 222 798 167 0 101 1 288 7 699 222 847 174 0 111 1 354 7 811 222 872 181 0 122 1 397 7 898 222 905 181 0 134 1 442 7 994 222 938 181 0 148 1 488 8 090 222 963 181 0 162 1 528 8 177 222 976 181 0 167 1 545 8 224 222 990 181 0 167 1 559 8 267 222 1 003 181 0 167 1 573 8 308 222 1 017 181 0 167 1 586 8 349 222 1 030 181 0 167 1 600 8 392 222 1 044 181 0 167 1 614 8 435 407 1 148 54 830 4 904 418 1 128 54 830 4 917 432 1 204 57 913 5 202 456 1 287 61 969 5 273 504 1 312 64 969 5 277 543 1 342 66 969 5 425 622 1 556 76 1 135 6 293 637 1 573 77 1 135 6 337 666 1 602 79 1 135 6 411 673 1 627 80 1 135 6 457 689 1 643 82 1 135 6 501 707 1 663 83 1 135 6 552 724 1 682 84 1 135 6 601 741 1 700 85 1 135 6 649 750 1 708 86 1 135 6 679 758 1 716 87 1 135 6 708 766 1 724 87 1 135 6 735 773 1 731 88 1 135 6 762 781 1 739 88 1 135 6 792 789 1 747 89 1 135 6 821 504 536 1 425 510 553 1 425 418 608 1 568 172 666 1 663 119 647 1 663 131 713 1 663 141 816 1 948 145 821 1 948 155 827 1 948 161 833 1 948 167 838 1 948 173 844 1 948 179 849 1 948 185 855 1 948 192 861 1 948 198 866 1 948 205 872 1 948 211 877 1 948 218 883 1 948 225 888 1 948 Mt Mt Mt Mt # 53,5 96 53,9 96 58,8 95 66,8 89 72,2 86 77,3 83 88,9 84 90,9 83 94,4 82 97,4 80 99,4 79 101,7 79 104,1 78 106,2 77 107,3 77 108,3 76 109,2 76 110,2 76 111,1 76 112,1 75 23,1 14,6 15,0 0,8 23,4 14,2 15,0 1,3 25,2 15,2 16,5 1,9 27,7 19,2 17,5 2,4 30,4 21,3 17,5 2,9 32,5 23,8 17,5 3,5 36,7 27,6 20,5 4,0 38,2 27,8 20,5 4,4 41,1 28,0 20,5 4,8 43,3 28,2 20,5 5,3 44,6 28,4 20,5 5,9 46,2 28,5 20,5 6,4 47,9 28,6 20,5 7,1 49,2 28,7 20,5 7,8 50,0 28,8 20,5 8,0 50,9 28,9 20,5 8,0 51,7 29,0 20,5 8,0 52,5 29,1 20,5 8,0 53,4 29,2 20,5 8,0 54,3 29,3 20,5 8,0 4 2007 2008 5 2008 2009 6 2009 2010 7 2010 2011 8 2011 2012 9 2012 2013 10 2013 2014 11 2014 2015 12 2015 2016 13 2016 2017 14 2017 2018 15 2018 2019 16 2019 2020 17 2020 2021 18 2021 2022 19 2022 2023 20 2023 2024 21 2024 2025 22 2025 2026
A-76
BUSINESS PLAN VPT
Profit and Loss - All port Year 3 2006 2007 Employment Headcount 5093 1 742 958 141 1 099 72 2 912 231 231 3 143 Cost per ton EBITDA Depreciation EBIT Financial income Interest Interest on Investment reservation Provision Pension Fund VRS Financial cost per ton EBT Total pre-tax cost per ton Tax 30% Total pre-tax cost per ton Net Income tax rate Net income per ton after tax 806 15 556 10 793 13 735 11 1 089 15 1 119 14 2 274 26 2 487 27 2 709 29 2 906 30 3 103 31 3 300 32 3 581 34 3 826 36 4 015 37 4 224 39 4 417 40 4 618 42 4 832 43 5 077 45 16 1 151 74 345 yes 4% 3 58,7 1 990 336 1 654 147 0 0 650 4 2007 2008 4886 2 089 974 141 1 115 72 3 276 231 231 3 507 65,1 1 647 336 1 310 147 30 50 683 0 16 794 81 238 15 1 133 76 340 20 1 051 74 315 18 1 556 65 467 19 1 599 63 480 8 3 249 47 975 6 3 553 44 1066 5 3 870 41 1161 3 4 152 38 1245 2 4 432 35 1330 0 4 714 32 1414 -3 5 116 29 1535 -5 5 465 26 1640 -6 5 736 23 1721 -8 6 035 21 1810 -10 6 309 18 1893 -11 6 597 16 1979 -13 6 903 13 2071 -15 7 253 11 2176 5 2008 2009 4745 2 028 1 068 155 1 223 79 3 331 231 231 3 561 60,6 2 018 379 1 639 147 29 92 717 6 2009 2010 4616 1 973 1 163 164 1 327 84 3 385 231 231 3 616 54,1 2 358 467 1 892 147 252 16 753 7 2010 2011 4459 1 906 951 164 1 116 84 3 106 231 231 3 337 46,2 2 886 493 2 393 147 236 42 791 8 2011 2012 4308 1 842 1 063 164 1 227 84 3 153 231 231 3 384 43,8 3 063 577 2 486 147 219 16 831 9 2012 2013 4179 1 786 1 184 193 1 377 99 3 262 231 231 3 493 39,3 3 967 668 3 299 147 203 5 0 10 2013 2014 4044 1 729 1 179 193 1 372 99 3 199 231 231 3 430 37,7 4 116 615 3 501 147 186 91 0 11 2014 2015 3908 1 671 1 203 193 1 395 99 3 164 231 231 3 395 36,0 4 304 615 3 689 147 170 203 0 12 2015 2016 3796 1 623 1 216 193 1 409 99 3 130 231 231 3 361 34,5 4 450 616 3 835 147 153 323 0 13 2016 2017 3676 1 571 1 219 193 1 412 99 3 082 231 231 3 312 33,3 4 586 616 3 970 147 137 451 0 14 2017 2018 3580 1 530 1 227 193 1 420 99 3 049 231 231 3 279 32,2 4 714 616 4 099 147 120 587 0 15 2018 2019 3479 1 487 1 235 193 1 427 99 3 013 231 231 3 244 31,2 4 846 505 4 341 147 104 731 0 16 2019 2020 3381 1 445 1 241 193 1 434 99 2 978 231 231 3 208 30,2 4 969 446 4 523 147 87 882 0 17 2020 2021 3281 1 402 1 235 193 1 427 99 2 928 231 231 3 159 29,4 5 066 446 4 619 147 71 1 040 0 18 2021 2022 3189 1 363 1 229 193 1 421 99 2 883 231 231 3 114 28,8 5 153 417 4 736 147 54 1 205 0 19 2022 2023 3091 1 321 1 225 193 1 417 99 2 837 231 231 3 068 28,1 5 240 417 4 822 147 38 1 377 0 20 2023 2024 2980 1 274 1 222 193 1 415 99 2 787 231 231 3 018 27,4 5 330 417 4 913 147 21 1 557 0 21 2024 2025 2842 1 215 1 222 193 1 414 99 2 728 231 231 2 959 26,6 5 433 417 5 016 147 5 1 745 0 22 2025 2026 2714 1 160 1 128 193 1 321 99 2 579 231 231 2 810 25,1 5 624 417 5 207 147 3 1 902 0
Total Labour cost Repair & Maintenance Fuel & lubricants Total repair, maint, fuel and lubricants Total Other operating costs Total operating costs Other overhead costs Total non operating costs Total costs
A-77
BUSINESS PLAN VPT
Balance Sheet - All port 3 2006 2007 Assets NBV Equipment NBV Buildings, civil works Total PPE Investments Investment reservation Inventory Accounts Receivable Other current assets Cash and liquid securities TOTAL ASSETS Liabilities Net Debt Other non liabilities Salaries 159 interest bearing 3 199 1/12 of salaries days of operating 45 costs 145 3 199 174 3 199 169 3 199 164 3 199 159 3 199 153 3 199 149 3 199 144 3 199 139 3 199 135 3 199 131 3 199 128 3 199 124 3 199 120 3 199 117 3 199 114 3 199 110 2 059 1 959 4 193 3 926 3 659 3 393 3 126 2 859 2 593 2 326 2 059 1 793 1 526 1 259 993 726 2% of assets 5% of NBV Equipment days of 30 revenues 1 078 6 412 7 490 4 485 1 240 54 403 2 743 308 16 723 2 735 6 123 8 858 4 485 2 291 137 404 2 743 334 19 252 5 393 5 833 11 226 4 485 411 270 428 2 743 385 19 947 7 873 5 544 13 417 4 485 1 047 394 433 2 743 399 22 918 9 464 5 255 14 718 4 485 389 473 434 2 743 458 23 700 10 766 4 965 15 731 4 485 136 538 446 2 743 474 24 553 10 839 4 676 15 515 4 485 2 276 542 517 2 743 491 26 570 10 472 4 440 14 912 4 485 5 063 524 521 2 743 531 28 778 10 104 4 203 14 308 4 485 8 068 505 527 2 743 576 31 211 9 725 3 967 13 692 4 485 11 281 486 531 2 743 624 33 842 9 346 3 731 13 077 4 485 14 685 467 534 2 743 677 36 668 8 967 3 494 12 461 4 485 18 284 448 539 2 743 733 39 693 8 542 3 414 11 956 4 485 22 053 427 543 2 743 794 43 000 8 175 3 334 11 509 4 485 25 998 409 547 2 743 860 46 551 7 809 3 254 11 063 4 485 30 128 390 549 2 743 931 50 290 7 472 3 174 10 646 4 485 34 434 374 551 2 743 1 006 54 238 7 134 3 094 10 228 4 485 38 928 357 554 2 743 1 085 58 379 4 2007 2008 5 2008 2009 6 2009 2010 7 2010 2011 8 2011 2012 9 2012 2013 10 2013 2014 11 2014 2015 12 2015 2016 13 2016 2017 14 2017 2018 15 2018 2019 16 2019 2020 17 2020 2021 18 2021 2022 19 2022 2023
20
20
67
30
98
44
43 6
27
11
62 7
31
Accounts payable TOTAL LIABILITIES Equity Reserves & Surpluses Additional paid in capital Retained earnings TOTAL EQUITY TOTAL LIABIITIES + EQUITY
388 3 891 12 026 -
432 5 865 12 026
439 5 767 12 026
446 8 002 12 026
411 7 695 12 026
417 7 429 12 026
431 7 171 12 026
423 6 892 12 026
419 6 616 12 026
414 6 341 12 026
408 6 064 12 026
404 5 790 12 026
400 5 516 12 026
396 5 241 12 026
389 4 965 12 026
384 4 689 12 026
378 4 413 12 026
41
12 0
806 12 832 16 723
1 362 13 388 19 253
2 155 14 180 19 947
2 890 14 916 22 918
3 979 16 005 23 700
5 098 17 124 24 553
7 373 19 399 26 570
9 860 21 886 28 778
12 569 24 595 31 211
15 475 27 501 33 842
18 578 30 604 36 668
21 877 33 903 39 693
25 458 37 484 43 000
29 284 41 310 46 551
33 299 45 325 50 290
37 523 49 549 54 239
41 940 53 966 58 379
46 5
58 5
62 7
A-78

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Business Plan Project Visakhapatnam

VISAKHAPATNAM PORT TRUST

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

ANNEX TO CHAPTER 10..................................................................................................................A-70 ANNEX 10.1 Possible contractual forms................................................................................... A-71

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

The Brand is: The East Coast Gateway

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

Private Sector Participation Source: Consultants analysis

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

Summary of cargo forecast for VPT, 2005/06-2012/13 (in Mt)

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

Figure 0-3 New port lay-out

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

2.0 1.4 7.4

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

Recommended actions for the land use

For feasibility study and R & R study = 1 crore

Revamping of East yard dump area development of stack yards

To be developed by Public Sector Privatisation (PSP)

Development of Buffer zone

For Cost refer to the environment section

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

RMG & TCS, Final Report - Business Plan, March 2007

BUSINESS PLAN VPT

Possible environmental projects