Yokohama Port 150th Anniversary

World Ports Seminar 2009

in Yokohama
– New Actions toward Future Challenges –

Seminar Report

July 22 (Wed), 2009

INTERCONTINENTAL YOKOHAMA GRAND

Contents

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

Ⅱ Seminar report

1. Opening Ceremony
Opening Speech (1) Mr. Hiroshi Nakada, Mayor, City of Yokohama.................................................................. 4
Opening Speech (2) Mr. Eiji Hashimoto, Director, Japan International Cooperation Agency (JICA)................ 4
Opening Speech (3) Mr. Gichiri Ndua, President, International Association of Ports and Harbors (IAPH).......4

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

3. Working Session 1
(1) Ms. Li Bing, Division Chief of Laws and Regulations, Port of Shanghai ................................................7
(2) Mr. Tom Winkler, Chief Strategic Development Officer, Port of Vancouver............................................8
(3) Mr. Stephen Bradford, Chief Executive Officer, Port of Melbourne.........................................................8
(4) Mr. Khomotso C. Phihlela, Chief Executive Officer, National Ports Authority, South Africa..................9
(5) Question and Answer Session .................................................................................................................10
(6) Panel Discussion ..................................................................................................................................... 11
(7) Conclusion ............................................................................................................................................12

4. Working Session 2
(1) Mr. Lawrence Dunnigan, Manager, Business Development and International Marketing,
Port of Oakland.......................................................................................................................................13
(2) Ms. Li Tao, Deputy General Manager, Dalian Port Container Co., Ltd., Port of Dalian.........................14
(3) Mr. Wolfgang Hurtienne, Director of Strategy, Port of Hamburg ...........................................................14
(4) Capt. Twalib Ali Khamis, Harbor Master, Mombasa Port, Kenya Ports Authority.................................15
(5) Mr. Masatoshi Kawaguchi, Director General, Port of Yokohama ...........................................................16
(6) Advisor: Mr. Masami Fuwa, Deputy Director General, Planning and Coordination Group,
Economic Infrastructure Department, JICA ...........................................................................................16
(7) Panel Discussion .....................................................................................................................................16
(8) Question and Answer Session .................................................................................................................17
(9) Conclusion ..............................................................................................................................................18

5. Closing Ceremony and Declaration of World Ports Seminar 2009

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

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

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

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

Ⅰ Program
09:30 – 09:50 Opening Ceremony
Opening Speech Mr. Hiroshi NAKADA Mayor of Yokohama
Mr. Eiji HASHIMOTO Director, Japan International Cooperation
Agency (JICA)
Mr. Gichiri NDUA President, International Association of Ports
and Harbors (IAPH)

09:50 – 10:30 Keynote Speech

“The 150th Anniversary of the Port of Yokohama
– Dream of Ieyasu (founder of Tokugawa Shogunate) and Opening of Japan”
Mr. Tsunenari TOKUGAWA Chairman, Port of Yokohama Promotion
Association

10:45 – 12:30 Working Session 1

“Port - Sustainability and Environmental Challenges”
Moderator: Dr. Satoshi INOUE Secretary General, International Association of
Ports and Harbors(IAPH)
Panelists: [Port of Shanghai]
Ms. LI Bing Division Chief of Laws and Regulations
[Port of Vancouver]
Mr. Tom WINKLER Chief Strategic Development officer
[Port of Melbourne]
Mr. Stephen BRADFORD Chief Executive Officer
[South Africa]
Mr. Khomotso C. PHIHLELA Chief Executive Officer, National Ports Authority

14:00 – 15:55 Working Session 2

“New Challenges of Container Terminals”
Moderator: Prof. Tatsuhiko IKEDA Dean, International Graduate School of Social
Sciences, Yokohama National University
Panelists: [Port of Oakland]
Mr. Lawrence DUNNIGAN Manager, Business Development & International
Marketing
[Port of Dalian]
Ms. LI Tao Deputy General Manager, Dalian Port Container Co., Ltd.
[Port of Hamburg]
Mr. Wolfgang HURTIENNE Director of Strategy
[Port of Kenya]
Capt. Twalib Ali KHAMIS Harbor Master, Mombasa Port, Kenya Ports
Authority
[Port of Yokohama]
Mr. Masatoshi KAWAGUCHI Director General
Advisor: Mr. Masami FUWA Deputy Director General, Planning and
Coordination
Group, Economic Infrastructure Department,
JICA

16:10 – 16:30 Closing Ceremony

Closing Speech Mr. Masatoshi KAWAGUCHI
Director General, Port & Harbor Bureau, City of Yokohama
Declaration of World Ports Seminar 2009

18:00 – 19:30 Yokohama Port Cruise

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Ⅱ Seminar report
1. Opening Ceremony
Opening Speech (1)
Mr. Hiroshi Nakada, Mayor, City of Yokohama
I would like to note that this year is the 150th anniversary of the opening of the Port of
Yokohama and representatives of our sister, friendship and trade cooperation ports are
in attendance today. The World Ports Seminar dates back to 1982 when the sister ports
of Yokohama and Oakland started the Pan-Pacific Sister Ports Seminar, a unique
forum discussing the various issues that ports face. Other ports soon expressed interest
in this endeavor. Attending this seminar today are the prominent ports of the
Pacific-Rim, the Port of Hamburg, as well as eight African countries. The Port of
Yokohama which celebrates its 150th anniversary has confronted and overcome many
challenges including the Great Kanto Earthquake and the Second World War. We will continue to move forward
with this “can-do” spirit, realizing the development of Yokohama and Japan as a whole. I would like to then
introduce some of the speakers and their topics, and request the active participation of all attendees.

Opening Speech (2)

Mr. Eiji Hashimoto, Director, Japan International Cooperation Agency (JICA)
Over half a century has passed since the Japanese government began offering
overseas development assistance (ODA). In contemporary times, the new JICA calls
for inclusive and dynamic development as its vision, and is working towards
providing further effective and efficient aid in order to establish peace and prosperity
throughout the world. Port development was a priority in the Yokohama Action Plan,
agreed upon at the Fourth Tokyo International Conference on African Development
(TICAD IV) that was held in Yokohama in 2008, where African leaders were in
attendance. With the cooperation of the City of Yokohama, JICA is expanding its aid
to Africa through grass-roots level activities including the Seminar on Port Cargo Transport and Port Environment
Conservation where African port executives exchange views with their counterparts in Japan. JICA would like to
provide evolved port development support both in hardware and software, and we hold high expectations for this
seminar.

Opening Speech (3)

Mr. Gichiri Ndua, President, International Association of Ports and Harbors (IAPH)
The International Association of Ports and Harbors represents 342 ports in 86
countries around the world, which handle the majority of the world’s seaborne trade
and container traffic.Port development should be left to the public sector, while the
operation and management of ports should be handled by the private sector, which is
more attuned to profits. The challenge for container terminals continues to be high
levels of throughput and productivity. The deployment of renewable sources of
energy should be strengthened by society, with the reaching out to stakeholders in
order for legislation to be enacted to help protect the environment. Society should
also seek out renewable sources of energy to make assurances for the future. A common approach is needed to
stamp out adverse effects of the environment and climate change. We trust that the Port of Yokohama will continue
to play an integral role in Japan and in the world in the future.

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2. Keynote Speech
“The 150th Anniversary of the Port of Yokohama – The Dream of Ieyasu (founder of Tokugawa Shogunate)
and the Opening of Japan”
Mr. Tsunenari Tokugawa, Chairman, Port of Yokohama Promotion Association

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

highly-populated, international metropolis. Japan has a long history, which will be
the topic of this speech. The civil war period from 1467-1600 can be explained as a
150 year war tournament. During these years, outside Japan, Christopher Columbus
discovered the American Continents, the Portuguese arrived at Goa via the Cape of
Good Hope, and the Spanish first arrived in the Philippines. Ieyasu Tokugawa, who
ended this period of war, was born in 1542.

In 1543, the first Portuguese ship landed at the southern-most island of Japan and introduced firearms into Japan.
Japan was soon the largest hoarder of firearms, having developed the technology to manufacture some of the most
advanced weapons in the world at that time. At this time also the British under Elizabeth I defeated the Spanish
Invincible Armada, knocking Spain from its position as the strongest naval power. From 1592 to 1598, Hideyoshi
Toyotomi dispatched troops to Korea, when Japan was at its economically poorest. The Japanese tax system at the
time was such that 70% of all rice harvested was taken by the government. Upon Hideyoshi’s passing, Japanese
troops withdrew from Korea after having devastated the peninsula.

In 1600, the Battle of Sekigahara was won by Ieyasu Tokugawa and the Tokugawa Shogunate was founded shortly
thereafter. Japan was a unified, peaceful country for the next 265 years. This period of peace for Japan can be
considered almost a miracle given the frequency of wars around the world during this same period, and Japan
benefited from being located far from constantly warring European states.

After the battle of Sekigahara and before the period of official isolation, Jesuit missionaries were active in Japan.
Around this time, a Dutch vessel was shipwrecked in Japan, and its crew was appointed as advisors to the Shogun,
one being the famous Englishman William Adams who was ordered by Ieyasu to build a western-style ship. Soon
after, a Spanish boat shipwrecked off Japan, and this ship was given to the governor general of the Manila to
continue on to Mexico. This was a large ship and 150 Japanese sailors manned it. This happening demonstrates
how Japan was not, in fact, a completely isolated nation during the Tokugawa period.

Japan chose to eventually close its doors to all but the Dutch for several reasons. The first is Christianity, as
missionaries combined proselytizing with trade, offering better firearms to those who converted. Also, Christianity
posited the existence of a God who stood above all, including elders and those in higher stations who are revered
in Confucian society, thus creating tensions between filial piety and religious piety. It was very difficult for Asian
countries that were influenced by Confucian culture to accept that family was subordinate to God and religion.

Eventually, although Japan wanted to continue trade with the West, the Shogunate was forced to ban the spread of
Christianity. Spain and Portugal, both Catholic countries, sent missionaries with traders, and they were the first to
be banned, whereas the Dutch and English were Protestants and were willing to focus on business dealings rather
than missionary work. At first, the Dutch and the British had facilities in Japan, but then Great Britain became
occupied with going to other parts of Asia, especially Southeast Asia, and decided to forgo relations with Japan as
it was the farthest Asian country from them.

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The peace of the Tokugawa Shogunate allowed for decreases in taxes with only 30% of rice crops being taken by
the government. The government took on projects like flood control and increasing rice paddy acreage, which
eventually led to rapid population increases and widespread prosperity in the first century of the Tokugawa period.
The economy slowed down in the 18 th Century with global cooling which increased sea and river levels
worldwide, causing major floods and reducing agricultural and economic activities around the world. Prosperity in
Japan at this time increased however, the country did not experience much economic growth. Because of this
prosperity, education spread across the country and Japan had the world’s highest literacy rate among men.
Women’s literacy was also quite high and this allowed Japan to modernize quickly during the Meiji period.

Moving on to the 1800’s, the Pacific Ocean was very busy with
over 700 whaling vessels. Petroleum was discovered in this
century, which helped whales evade extinction as prior to this
whale fat was used for fuel oil. Gold rushes in the United States
increased the need for oil which fed into the whaling activity in
the Pacific. The U.S. wanted whaling stations in Japan to supply
their vessels, and this was why the U.S. sent its first envoy to
Japan.

While Japan was not interested in opening up at this time as it was enjoying a long period of peace, the Opium
Wars were raging in China. News was relayed through Dutch envoys in Japan of Chinese defeat at British hands.
The Japanese could see clearly how their huge Chinese neighbor was defeated by 30-40 British warships. Under
these circumstances, Japan had no choice but to open up to the outside world rather than fighting and eventually
becoming a colony. New ships were commissioned as Japanese naval power was quite weak at this time. This
course of events led to the opening of the Port of Yokohama in 1859.

This opening up of Japan caused not only an influx of foreign things into Japan, but a release of Japanese things to
the rest of the world. So-called Japanism spread across Europe and included art, music and fashion from Japan
becoming appealing to modern European tastes. At the same time, things like milk, beer, soap and carbonated
drinks became known to the Japanese for the first time through the Port of Yokohama. This trend of international
exchange through Yokohama continues into the present.

During the Tokugawa period, with 265 years of peace, Japan developed a unique civilization. It is now over 150
years since that time and Japan has become quite westernized, yet at the core, there are very unique traits in
modern Japan. This is the treasure of the Japanese people, and we should hold this uniqueness. The world is very
interesting because every country has its own culture to exchange with one another. Each country should also hold
on to its own uniqueness as the world becomes smaller with modernization.

World trade is important for this reason. While politicians may discuss trade frequently, it is through world trade
that people are connected to each other more quickly. Ports support such trade activities as gateways and it is
important for ports to seek further prosperity in this way.

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3. Working Session 1
“Port - Sustainability and Environmental Challenges”
Moderator: Dr. Satoshi Inoue, Secretary General, IAPH
Panelists: Ms. Li Bing, Port of Shanghai
Mr. Tom Winkler, Port of Vancouver
Mr. Stephen Bradford, Port of Melbourne
Mr. Khomotso C. Phihlela, National Ports
Authority, South Africa

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

There are three items to be discussed regarding resource conservation in the Port of
Shanghai. These include targets and guidelines, measures and results, and situation
analysis and development all regarding the Environmental Conservation and
Emission Reduction (ECER). Resource conservation is a policy of the Chinese
Government as laid out in the Eleventh Five-Year Plan to reduce energy consumption
by 20% and emissions by 10%.

The City of Shanghai is attempting to reduce COD by 15% and SO2 by 26%. This is
being achieved through a structural ECER which includes the optimization of the functional layout of the Huangpu
River ports as well as promotion of the inland water transport system. There has been much pressure on the inland
water transport system as the facilities are old and not environmentally friendly.

The development of the port and the development of the city are not in balance. The Shanghai Expo is taking place
in 2010, and by that time the port facilities will be updated. Also, a terminal for international ships will be
completed soon along with general cargo wharfs, and a terminal for container handling and adjustment. There are
nine large berths for bulk cargo, and 24 middle and small water-to-water transfer berths. Efficiency will be
improved and direct distribution of raw materials will be implemented. Environmental facilities will also be put in
place along with de-dusting facilities.

Shanghai has a very intricate inland water transport system at a length of 2,066 kilometers. The international
transportation system will be linked to the inland water transport system’s 14 waterways. Twelve supporting port
areas will be built, including two inland river container terminals that will be capable of 4 million TEU per year.

The process of achieving the ECER goals will utilize new technologies, reduce energy consumption and improve
efficiency. Radioisotope thermoelectric generators will be used in place of oil generators to reduce fossil fuel use.
Other methods of energy efficiency improvements include transformation of 27 portal crane VF systems, and use
of high-mast energy-saving lamps.

Administratively, pollution reduction surveys are being undertaken along with the publication of a port
environment information system. The government is to support these processes and is also putting in place
measures to enforce environmental regulations.

7
(2) Mr. Tom Winkler, Chief Strategic Development Officer, Port of Vancouver

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

development today. Vancouver’s Deltaport container terminal opened in 1997 and has
grown to two-berth, 65-hectare terminal. The third berth project is situated
immediately south of the mouth of the largest salmon-bearing river in the world.
Killer whales are also prominent in this area.

The expansion project was launched in 2003 as Vancouver was seeing increasing
container traffic. Previous developments had created controversy and past
development plans were challenged in court. The Port conducted an early engagement program with local and
national organizations that would be affected by the expansion. All possible feasible options were looked into at
the request of the various organizations with whom the Port consulted.

Scientific and engineering studies were conducted to assess ecosystem components in the marine environment, as
well as socioeconomic and community impacts. First Nations also expressed health concerns given their proximity
to the Port facilities. The Port worked with five federal, four provincial, three regional and four municipal
governments as well as nine first nations. As a result of these consultations, the land area was reduced from 32 to
22 hectares to allow for marine wildlife preservation. Also, the dredging program was reduced to the ship access
channel to reduce community impacts.

The project received final approval in December 2006 with 156 commitments being made to address
environmental, community and first nations issues. In terms of air quality, ship-to-shore power structure
installation, anti-idling programs for all container trucks and yard equipment, and the installation of long-term
ambient air quality station in the community were implemented. To reduce impacts on marine wildlife,
development of 25 hectares of wildlife habitat and a commitment to conduct science-based monitoring of this
habitat to 2015 was set out, among other measures. Community concerns were addressed through the formation of
a community liaison committee and the development of noise-abatement best management practices. Finally, a
partnership agreement with local First Nations that included a financial contribution, employment and training,
and economic investment was agreed upon.

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

Melbourne is in the second smallest state in Australia, but the Port of Melbourne is
Australia’s largest. The Port of Melbourne has recently undertaken a dredging project
as 60% of container vessels coming in had a draught greater than the current levels.
Opposition to the dredging is centered on environmental concerns among the
community.

The project begins with the entrance to Port Philip Bay, which was previously blasted,
though that caused much ecological damage. The next area to be focused on is the
southeast portion of the bay where large amounts of sand must be dredged, which causes concerns for the marine
fish and wildlife in the bay. The third part is the dredging of the Port Melbourne Channel which goes into the Yarra
River and the Port, which contains toxic and contaminated materials. The preferred method of disposal of this

8
 harmful material is to build an underwater clay holding chamber and cover it with sand. The project is now 90%
complete and there have been no environmental effects seen, which caused much media and community attention.
The Environmental Management Plan is the most rigorous one of any dredging project in the world. It safeguards
assets, protects the bay and puts in place environmental monitoring programs. Water conservation is being closely
watched as there is a drought in Southeast Australia. Melbourne’s dam levels currently stand at 26% and the Port
of Melbourne has worked with shipping lines to reduce intake of fresh water by ships by over 70%.

Almost all land in the Port is contaminated due to historically poor practices. A port-wide strategy was
implemented to manage contaminated land in 2006. This strategy includes ground water monitoring, soil sampling
and remediation for some land sites, all of which are currently ongoing.

Governance of the port area is quite complex as four different municipal governments make up the bay, but
community concerns are taken into serious consideration in planning port development projects. The Port of
Melbourne is engaged in proactive community outreach programs to engage the community in all parts of the
Port’s activities.

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

My presentation will introduce the various challenges developing countries and

South Africa in particular faced in terms of port management. The Port of Cape Town
faces pressures from the city center including waterfront leisure developments, and
this leaves very limited area in which to operate.

The approach to sustainability is very strategic, considering development decisions

that effect long-term environmental, economic and social performance, and
sustainability. The three major areas looked at are marine ecosystems, port
accessibility and socioeconomics. The challenges facing the port include huge cargo demand, management of
cargo traffic and port specific drivers for sustainability. This requires a holistic, comprehensive approach towards
economic development and environmental rehabilitation.

Implementing environmental management systems requires baseline research around planning and environmental
monitoring, and sustainability reports are required on an annual basis to be submitted to authorities and
stakeholders. Stakeholders are becoming very sophisticated, and Cape Town must provide a leadership role as a
port, as very little guidance is available.

Infrastructure capacity is critical to port development, so smarter expansion methods are being examined, using
efficiency, maximizing land usage and looking at life cycle analysis to assess capital construction costs. Operating
a system of ports allows for benchmarking and joint audits. Environmental policies allow the Port to balance needs
of the port and of the local communities. Tenant dealings include moving cargo to rail, dust mitigation exercises,
and looking at safety and security.

To conclude, providing guiding principles to help individual ports in their own development is a primary goal of
Cape Town’s port development in line with the long-term leadership role Cape Town must play. Environmental
concerns and issues of sustainability have been integrated into the Port’s ten-year capital improvement programs.
This requires analysis, collaboration and communication with various stakeholders.

9
(5) Question and Answer Session

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

dealt with the community in the freight industry about
increased costs, you explained that prior to the project,
financial returns forecasts were taken into
consideration. Has the cost of the program increased
substantially?

A: Mr. Winkler: Environmental costs ended up being double of initial estimates at about 10% of project costs.
There was no consultation with the shipping community because user fees were not adjusted related to this
project.

Q: How much cooperation and involvement was there from local governments on port development? Also,
to Ms. Bing, what were Shanghai’s comprehensive development project costs, and what effects did the
port construction have on Shanghai?

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

Mr. Winkler: The Port of Vancouver is a national port created through federal legislation, and the community
wants no further port development. A municipal committee was set up to make sure that the Port lived up to
all its commitments.

Mr. Bradford: The Port of Melbourne works closely with local government because their impact can be
profound. Opposition by one municipality led to a second environmental study, demonstrating how powerful
local governments are.

Mr. Phihlela: The National Ports Authority has allowed for better national port
strategies. Because ports are large employers, there is a high level of
competition for ports being placed in cities to increase local economies.

Dr. Inoue: There are various organizational schemes for the ports represented,
and it seems that cities and local governments have close relationships with
ports.

Ms. Bing: Regarding the total cost and efficacy of the project, there are various indices that must be complied
with. The private sector is relied upon for utilities projects and they are held to the same environmental
standards that the Port is. Regarding environmental regulations, while high investment costs may decrease
profits, Shanghai has become much cleaner.

10
(6) Panel Discussion

Dr. Inoue: What roles have port authorities been playing or what roles of port authorities need to be enhanced in
the future? How do port authorities make sure skilled personnel are available to undertake those roles?

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

recruiting personnel with younger, better-qualified people, who
are helping the organization grow. Responding to those in the
community who are opposed to the port requires engagement
and research. Much money has been expended towards polling
and research to determine what issues what demographic
groups have with the port. A television news campaign showed
that those under age 39 had become more comfortable with the
port. Educated women were a difficult group to convert due to
concerns for the future. The Port of Melbourne was open about what could occur environmentally and what is
being done to mitigate those effects.

Mr. Phihlela: Developing countries face huge challenges in terms of skills and personnel. Environmental
protection further complicates the issue, but the National Port Authority has put together a national infrastructure
plan which addresses expansion of all of the country’s ports. The plan allows the port authority to offer options to
local communities. Also, consideration is given to those whose subsistence relies on use of the ports’ waters.

Dr. Inoue: While ports were doing their part in terms of global warming, port users must cooperate in order to
make mitigation efforts effective. What are the experiences of the gathered ports in terms of incentivizing the
cooperation of users?

Mr. Winkler: Creative solutions are needed to deal with

emissions. Vancouver has a number of programs dealing with
this issue, including implementing lower harbor dues and
special privileges for more efficient users including those for
ships and trucks. Ships and harbor dues comes under the
International Maritime Organization (IMO). While there is little
that can be done by the port authority to incite change in
railways, pressure is being exerted on them to cooperate. The
biggest issue is with terminal operators’ equipment. New
clauses will be introduced into leases to instill the proper behavior in terms of requiring and renewing terminal
equipment.

Dr. Inoue: Inland transportation like trucks and rail are outside of the enforcement of ports. How can cooperation
be induced from stakeholders?

Ms. Bing: I agree that inducing cooperation from stakeholders is not easy as traditional means of transportation are
preferred. The government of Shanghai is trying to introduce integrated modes of operations from ports to inland
areas in hopes of standardizing such operations. The government offers subsidies to promote such improvement

11
 measures. In regards to reducing CO2 emissions, stakeholders can be motivated to action and the government
should fund such activities.

(7) Conclusion

Dr. Inoue: All people feel that the environment is an important issue, but the question
is how to build ports and harbors in an environmentally friendly manner. Traditional
measures need to be enhanced in today’s global economy in order to meet
environmental goals.

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

environmental issues in ports. The approach must be apart of a comprehensive, day
to day activity plan. Environmental engagement must be undertaken by all concerned
parties. There is a tendency among professionals and among the public in Japan to assume that after one
environmental problem is solved, you can move on to the next. However, these issues need comprehensive
approaches, like in the presentations today.

Secondly, there were discussions on whether environmental activities should be made mandatory with penalties.
While there are examples of this in the US and Europe, these are insufficient as stakeholders, users and the public
need to be consulted in this regard. However, environmental issues must be dealt with steadily for the future’s
stake. Attractive incentives should be offered for people to participate.

Lastly, while this was not mentioned by the panel, Dr. Inoue states his belief that ports should improve their
international competitiveness through environmental engagement. Companies must check whether they are living
up to social responsibilities. The environmental reputation of a port will also feed into its overall environmental
reputation. Ports must be united and exert a concerted effort towards this goal.

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4. Working Session 2
“New Challenges of Container Terminals”
Moderator: Dr. Tatsuhiko Ikeda, Dean, International
Graduate School of Social Sciences, Yokohama
National University
Panelists: Mr. Lawrence Dunnigan, Port of Oakland
Ms. Li Tao, Port of Dalian
Mr. Wolfgang Hurtienne, Port of Hamburg
Capt. Twalib Ali Khamis, Kenya Ports Authority
Mr. Masatoshi Kawaguchi, Port of Yokohama
Advisor: Mr. Masami Fuwa, JICA

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

Oakland was the first port to enter into a sister port agreement with Yokohama. Prior
to this, the S.S. Colorado, a steamship, traveled from the San Francisco Bay to
Yokohama 142 years ago, initiating regular trans-Pacific passenger and cargo service.

The history of the Port of Oakland began with the gold rushes. Many people
relocated to the Bay Area bring commerce and business with them. The Port of
Oakland was an early pioneer of container usage. There are eight marine terminals as
well as rail yards at the heart of the port. Oakland is the fifth largest port in the US
and can handle the new generation of large vessels. The Port is an independent municipal agency that does not
receive tax revenues or subsidies.

The western regions of the US are dependent on the rail network to serve the population centers to their east.
While western ports were quite popular, as eastern ports improved and become more efficient, more cargo is
moving through the Panama Canal straight to the ports of the east coast. Unlike most other US ports, Oakland
exports more than it imports due to large agriculture exports to Japan, primarily.

Oakland serves a very large metropolitan area and is a major gateway to the US with numerous transport
connections from Oakland to anywhere in the US. Being close to residential areas, roads and shorelines must be
shared, and a plan was enacted to reduce by 2020 diesel particulate emission by 85%. Security and productivity
remain challenges given the small footprint of the port. Close relationships are maintained with rail partners to
improve efficiency.

Moving forward, Oakland has entered into a 50-year concession with Ports America who will design, construct,
maintain and finance the development of the port using their extensive best practice experience. A former Army
base of around 68 hectares lies behind the port which will be developed to support the port with ancillary
businesses. Rail partners will be worked with closely as rail is seen as the most sustainable way to grow. Other
future plans include implementing cold ironing, working with other ports in California and around the world.

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

The Port of Dalian has been developing since the 1980s. The port includes various
services that allow it to be a comprehensive port. Cargo volume has been increasing
steadily since 1999, though it has dropped slightly due to the global economic crisis.
The Port of Dalian has 13 piers and is aiming for 18, all with 4,000 meter berths.
Dalian Port has been cooperating with the Singaporean port authority to develop the
terminal.

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

spite of the economic crisis. Also, there is also a challenge in the overall state of the maritime industry with effects
seen in downstream industries. This will have an effect on investment in and development of new facilities in the
port. Third, the port integrating into the logistic chain provides challenges, along with providing integrated
services to work with both upstream and downstream players. The fourth challenge is that of environmental
friendliness and sustainable development.

To create new markets and increase container volume there are four platforms being utilized to provide various
services. Comprehensive logistics services, technology utilization and strategic partnerships will help to increase
cargo handling volume. Concrete measures to participate in the logistics chain expansion and service-level
upgrades include strengthening of communication and cooperation with lateral ports, sustaining and developing
coastal transportation using the container terminal as a core, supporting logistics businesses around the port,
assistance in building inland inter-model transportation systems and reinforcing the construction of port and
hinterland information systems.

Costs must be controlled in operation and development, and inland transportation needs to be further developed.
Containers and feeder service networks must be connected. Fuels must be upgraded in container terminals from
diesel to electric power in order to further goals of sustainable development. Also, lower-power consumption lights
must also be implemented. Increasing cargo volume is another important goal. Some of the challenges faced are
universal and others are unique, but Dalian will continue to tackle these challenges.

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

The Port of Hamburg is facing challenges of sufficient capacity to meet the demands
of considerable growth rates. Hamburg is the largest port in Germany and the second
largest in Europe. It is situated in a metropolitan region of around 4.5 million people,
and is connected by excellent transportation links in all modalities. Furthermore, it
doubled the number containers handled between 2000 and 2007, and expects further
strong growth.

The Port is situated in the center of the Hamburg metropolitan area, necessitating
special methods of port development. Future demand will be met with a coordinated program to intensify the use
of existing port areas. Use restrictions are high, so infrastructures need to be upgraded and modified. Upgrade
options include restructuring existing port areas, optimization of existing systems and traffic infrastructure, or
expansion under strict conditions.

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 The port authority liaises closely with the terminal companies. While the finger structure of the port was prevalent
in the 1960s, new container technology requires more area for handling purposes, so port basins had to be filled to
accommodate new structures.

A number of port projects are underway and in the planning phases. New berths are being built at CT Tollerot, CT
Eurogate and CT Burchardkai, and new land is being created at CT Eurogate and CT Steinwerder for further port
development. Also, the port is becoming denser with new technology and equipment being implemented,
especially at CT Altenwerder. CT Burchardkai is also going through major development in terms of technology
usage.

The port expantion zone may be extended after all of these improvements, though this area is currently home to a
village with a population of 10,000, and political decisions and public acceptance need to be garnered before this
can materialize. Container handling is expected to rise from 10 million TEU in 2007 to 18 million TEU within
approximately the next 10 years, and perhaps up to 31 million TEU 10 years after that. Before looking into further
port expansion, new densification ideas will be entertained.

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

Similar challenges faced by most ports, but African ports face certain unique
challenges that ports in the developed world may not. The Port of Mombasa has
transformed itself over the last 10 years into a world-class port by facing and
addressing these challenges. It is one of the most important ports in East Africa as it
services six countries with a population of over 300 million. Mombasa handles 16.5
million tons and container traffic is over 650,000 TEU.

The container terminal is comprised of three berths with a quay length of 600 meters
and a depth of 10.36 meters. This presents constraints due to the size of the terminal itself as well as road and rail
infrastructure. Other facilities include cargo and cruise ship facilities. Over the last eight years, modernization
projects have been ongoing including investment in modern marine and cargo handling equipment, and IT
equipment and strategies.

Challenges facing the port include low productivity and capacity constraints, poor road and rail infrastructure, lack
of advanced technology, politics, and safety and security. In addressing capacity, a new container terminal is being
constructed. This project is being undertaken through a Japanese yen loan, and is the biggest port development
project the Japanese government is undertaking outside of Japan. Major dredging will be undertaken to increase
the draught to 15 meters. The dredge material will be used to reclaim up to 100 hectares of port space.
Conventional berths are being converted into container terminals through private participation. Also, the Kenya
Ports Authority is looking into developing another small commercial port just north of Mombasa at Lamu, as well
expanded usage of other smaller ports.

Finally, ports in Africa face specific challenges and Mombasa is being faced with security challenges due to piracy
from Somalia. Mombasa is the safest port south of Somalia, but has been affected most directly by the Indian
Ocean piracy. In addition, there is a large European and US force presence in the region and all those ships use
Mombasa as a port of haven. This security issue has put a strain on the port, and many have seen that all pirates
captured have been brought to land through the Port of Mombasa.

15
(5) Mr. Masatoshi Kawaguchi, Director General, Port of Yokohama

The Port of Yokohama is a deep port located in Tokyo Bay and is not affected by
seasonal winds, making it a good natural harbor. There is a large hinterland
metropolitan area including excellent inland transportation services. In addition to
marine transportation, the port can handle air cargo, and has logistics and industrial
capacities within close reach. Minato Mirai 21 and other waterfront areas are
currently being redeveloped.

Major items handled at the port include automobiles, auto parts and industrial
machinery for export, and LNG, crude oil and processed food for import. Top trading partners of the port include
China, the US, South Korea and Saudi Arabia. The port includes 20 container berths and three piers, and 20-meter,
earthquake-resistant berths are being constructed.

Yokohama is the first and last Asian port on the North American route with a major production base in its
metropolitan hinterland and high performance with excellent engineers. Challenges include sluggish growth rates
compared to regional competitors, but Yokohama can act as a hub in international logistics networks. International
competitiveness is being strengthened through greater facility management efficiency, enhanced collection power
and more sophisticated facilities.

The ports of Yokohama, Kawasaki and Tokyo will be unified in terms of management and port dues in order to
capitalize on economies of scale and thus increase efficiency. Also, large terminals will be put under unified
management, which will increase efficiency and decrease idling at berths. Next, transshipping capabilities will be
enhanced by linking with feeder service networks and local ports. This will be done through barge transport and
improvements in road transport.

Third, the private sector’s capital and knowhow will be utilized to split responsibilities in facilities construction
and management. In this system, the public sector will take care of construction, while private entities manage the
facilities. Last, a large-scale deep-water terminal with a 20-meter depth and high earthquake resistance will be
completed in 2012. To conclude, Yokohama strives to continue acting as a hub in international logistics network
and increase its international competitiveness.

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

JICA, through yen loans or grants, has been attempting to help the port development
of African countries. JICA’s experience in assisting Asian ports is useful in helping
African ports develop. Ports in Africa serve as gateways for cross-border
infrastructure. Transportation costs in Africa are three to four times higher than in the
developed world, thus creating impediments to development. African ports also suffer
from much longer detention time than other ports.

(7) Panel Discussion

Mr. Dunnigan: There seems to be many similarities among the challenges facing the ports, but each port has a
different set of tools it can use. The design of a new container terminal in Hamburg looks very much like those

16
 used in the US. Mombasa is exercising the same business strategy as Oakland’s public-private partnership. Also,
Yokohama shares the issue of terminal exclusivity with Oakland.

Ms. Li: Dalian is thinking hard about how to survive given the
current economy, and there are imbalances between capacities
and needs. Other ports have lack of capacity issues and
extensive discussion took place regarding container yards. Each
port should not monopolize resources and look forward rather
than focusing on the present.

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

faced similar problems and ports can learn much from one
another. In order to complete the design of a new terminal in Hamburg, an international survey was conducted to
ascertain best practices. International conferences are very useful as different matters can be discussed and adapted.
He stated that in Europe, it takes about 10 years to go from planning to operational readiness of a terminal and
asked how long it took other ports.

Captain Khamis: There has been much congestion seen in African ports. However, a number of African ports are
now performing very well as governments have learned that ports are important. Ports around Africa are
improving with investment in equipment and expansion, as well as private participation. The ports will be
well-prepared when volume picks up again.

Mr. Kawaguchi: The ports present shared many common challenges. Physical limitations exist, and Yokohama
also filled in channels as Hamburg did. Further, the slow economic times are an opportunity to review the
efficiency of land and facilities usage. Environmentally friendly transport should be stressed and further
international networking is necessary.

(8) Question and Answer Session

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

believe ships will become in light of Yokohama’s
20-meter draught terminal?

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

result of each trade lane as some are better-equipped to
handle larger ships. Vessels at 14,000 TEU would take 4-5
days to discharge at the ports of Los Angeles and Long
Beach. For Oakland, 8,000 TEU is the optimum size.

Q: Regarding the three neighboring ports coming together near Yokohama, was this plan mediated by the
government, or was it a voluntary initiative on the part of the ports? Also, directed at Captain Khamis,
what kind of policies are in place to counter pollution from cement facilities in Mombasa? Lastly, to Mr.
Fuwa, would it be possible to get public sector loans through JICA rather than private sector loans?
This would help to lower cost on the part of aid recipient nations.
A: Mr. Kawaguchi: The three cities are also mangers of the ports, so the unification was undertaken on local
government initiative. The unification decision was made by the three mayors in March.

17
 Captain Khamis: The cement industry has developed effective environmental management and sustainability
initiatives including creating game parks out of quarries where cement materials are taken from to preserve
the environment.

Mr. Fuwa: The yen loan to Mombasa was around 30 billion yen. The private sector was involved in
infrastructure management projects in Vietnam which was challenging as they needed much advice. Further,
in regards to supporting ports that are linked to inland countries, one factor is the size of economic benefit,
and another is how much the project will cost, with an example being JICA projects in the Mekong region.
Debt sustainability is also a big issue to be considered.

Q: Regarding large ports in Europe and China, were

long-term plans created by allocating throughput
through different ports? In addition, what policies
were put in place to secure trade volume?

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

market. High capacity is demanded by the market, and
some ports are committed to trade with a certain region, be
it North America or Asia, or other regions. These roles will probably remain stable even after the economic
crisis passes.

Q: What impact does the economic crisis have on private sector contractors who are charged with
operating ports? What impact does this issue have on those companies’ future investment plans in the
ports in which they are currently involved?

A: Ms. Li: Since the beginning of the financial crisis, three measures were taken in response: external trade,
internal trade and transshipment. Dalian has a three-province hinterland and roles were shared to attempt to
reduce costs. Also, domestic demand was expanded along with trade with Latin America. Much was done to
promote transshipment including tariff reductions. While the port overall saw profit declines, these declines
were much less than what was seen at other ports due to the measures taken by Dalian.

(9) Conclusion

Mr. Ikeda: There are five points upon which to wrap up the discussions. First, the
container terminals share a common vision but there are differences among them.
Second, many commonalities exist in environmental challenges, hinterland transport
options, and community relations. Third, private sector operators are working very
hard, but declines in cargo volume have been a burden on private sector operators.
However, container volume will return as globalization moves forward into the future.
There will be a recovery in container traffic and toward this prospect, ports need to
proceed with sound planning. Fourth, in order to attract more quality, high-quality
terminal operations are needed. This is possible through day-to-day operations of terminal operators and
management. Last, for further development of trade, container terminals will make the most contribution to the
development of their respective communities as gateways to further development of trade.

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5. Closing Ceremony and Declaration of World Ports Seminar 2009

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

Today’s international seminar was attended by sister, friendship and trade cooperation ports of Yokohama in
addition to African countries on the Port of Yokohama’s 150th Anniversary. Mr. Tokugawa’s presentation offered
many interesting anecdotes on the opening of Yokohama Port. During the two working sessions, environmental
issues relating to ports as well as issues relating to container terminals were explained in detail. This seminar grew
out of the Pan-Pacific Seminar Ports which was conducted by major ports in the Pan-Pacific, but with the advent
of TICAD IV in Yokohama, exchanges between Yokohama and African countries grew, leading to the
representatives from African countries present here today. The Port of Yokohama hopes that it can deepen its
exchanges with the gathered ports.

The World Ports Seminar 2009 Declaration was then agreed upon in order to deepen the mutual understanding
and enhance the mutual cooperation among the sister, friendship and trade cooperation ports. The document was
signed by the Ports of Dalian, Hamburg, Melbourne, Oakland, Shanghai and Vancouver. The seminar was also
attended by representatives of several African nations including Côte D’Ivoire, Djibouti, Kenya, Madagascar,
Mozambique, Senegal, South Africa and Tanzania.

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Ⅲ World Ports Seminar 2009 Declaration

20
Ⅳ Introduction of Speakers and Panelists

1. Keynote Speech
Keynote Speaker Mr. Tsunenari TOKUGAWA
Chairman, Port of Yokohama Promotion Association
Born in 1940, he became the 18th head of the Tokugawa Shogunal Household in 1963 succeeding his grandfather
Tokugawa Iemasa, the 17th head of the Household, who had adopted him. After joining the NYK LINE, he served
as Chairman of NYK Line (North America) Inc., Representative Director and Vice-President of NYK LINE, and
Advisor of NYK LINE. In 2003, he established the Tokugawa Memorial Foundation and assumed President. He
was also appointed as Chairman of the Port of Yokohama Promotion Association in 2003, and concurrently serves
as President of WWF (World Wide Fund for Nature) Japan. He is active in a variety of fields, including giving
lectures on Japanese culture and environmental issues not only in Japan but around the world. He is the author of
Edo no Idenshi—Imakoso Minaosarerubeki Nihonjin no Chie (PHP Research Institute), and its English translation,
The Edo Inheritance.

2. Working Session1
(1) Moderator Dr. Satoshi INOUE
Secretary General, International Association of Ports and Harbors
Since appointed by the Board in 1999, Dr. Satoshi Inoue has been serving as the Secretary General of the
International Association of Ports and Harbors (IAPH). Prior to joining IAPH, he had worked for the Japanese
Ministry of Transport for over thirty years, assuming various positions in the Ministry mainly in the national port
administration, including Directors of Development Policy Division and Port Environment Division, Ports and
Harbors Bureau of the Ministry. He was also Director General of the Ministry’s Fourth District Port Development
Bureau. From 1990 to 1993, Dr. Inoue was seconded to the City of Kitakyushu to assume office of Director
General, Port of Kitakyushu - the busiest trading port west of Port of Kobe in Japan. Dr. Inoue graduated from the
Faculty of Urban Engineering, Tokyo University in 1968. He obtained a master degree for civil engineering from
University of Washington, US and subsequently received a doctoral degree from Tokyo University in 1992. He
also published a number of books and papers mostly in the field of national policy and planning for transportation,
port development and redevelopment, coastal zone management and city/regional development.

(2) Panelist Ms. LI Bing

Division Chief of Laws and Regulations, Shanghai Municipal Transport and Port
Authority
Li Bing is a senior engineer and holds the degrees of bachelor of engineering, bachelor of law and master of public
administration. She is also a member of Shanghai Law Society and member of the Science and Technology
Committee of Shanghai Municipal Construction and Transport Commission. She was a major writer and was in
charge of the sixth sub-topic of Studies on the Development Strategy of Shanghai High Technology of Building
Materials and its Industrialization, which was awarded the Third Prize of Shanghai Research Achievements on
Decision-Making and Consultancy (1999-2000). Her article Develop Shanghai’s Shipping Industry by Taking the
Advantage of China’s Accession to WTO was published in the No.9 Issue of China Ports. She participated in the
early legislative investigation and research for the formulation of Rules on the Administration of Shanghai
Building Materials Industry and Shanghai Port Regulations.

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 (3) Panelist Mr. Tom WINKLER
Chief Strategic Development Officer, Vancouver Fraser Port Authority
Tom Winkler was born in Budapest, Hungary and raised in Vancouver. After attaining his Bachelor of Science in
Mathematics at UBC, he obtained his MBA in Finance at York University. In 1980 his role as an active partner and
VP Finance with a Vancouver real estate development firm encouraged the pursuit of Diplomas in Urban Land
Economics and Management Studies at UBC. In 1983 he joined his present employer, the Vancouver Port
Authority, as Manager of Financial Planning & Treasury. He assumed positions with increasing responsibility and
currently holds the position of Chief Strategic Development Officer. Tom is a Director Vancouver Gateway
Distribution Hub Ltd., an Officer of Port Vancouver Ventures Ltd. and Port Vancouver Holdings Ltd. He
completed a program of studies and exams with the Institute of Corporate Directors in May 2006 obtaining ICD.D
certification.

(4) Panelist Mr. Stephen BRADFORD

Chief Executive Officer, Port of Melbourne Corporation
Stephen Bradford was appointed Chief Executive Officer of the Port of Melbourne Corporation in January 2004,
providing leadership for the strategic management of Australia’s largest container and general cargo port. With an
extensive background in the wider logistics industry, Stephen previously served as Managing Director Transport of
Serco Australia Pty Limited (subsidiary of the UK-based Serco Group plc) from February 2001. Stephen was also
the Chief Executive Officer of Great Southern Railway, operator of iconic passenger rail services including The
Ghan and The Indian Pacific. Prior to that appointment, Stephen was General Manager of the Health and Utilities
business for Serco Group Pty Limited and General Manager of MSS Security for Mayne Nickless and later, Chubb.
Stephen holds a Bachelor of Commerce degree from the University of New South Wales and is a Fellow Certified
Practicing Accountant (FCPA).

(5) Panelist Mr. Khomotso C. PHIHLELA

Chief Executive Officer, National Ports Authority
In 2003, Khomotso C. Phihlela joined Transnet Limited, a corporate entity fully owned by the government, and
responsible for networking freight logistics in the Republic of South Africa. As a Group Executive, he is in charge
of developing and monitoring the Group Strategy, liaising with other divisional CEO’s and key associate
companies, communications and operations. In 2005, he was appointed as Chief Executive Officer of National
Ports Authority (NPA), a financially self-supporting division of Transnet that operates seven sea ports. Prior to
joining the Transnet Limited, he was the Executive in Operations of African Bank and Operations & Continuous
Improvement Director of Nampak Limited. He also serves as Managing Director of Tolcon (PTY) Limited from
1998.

3. Working Session2
(1) Moderator Prof. Tatsuhiko IKEDA
Professor, International Graduate School of Social Sciences, Yokohama National
University
Prof. Ikeda worked as a port engineer and planner for the Japan’s Ministry of Transport for 29 years. During that
time, he also worked in various projects for infrastructure development and management in the Asian

22
Development Bank, conducted studies on social development projects in JICA and implemented technical and
economic cooperation in the Ministry of Transport. He has been a professor in Yokohama National University and
carried out research and education on international development. He is now the Dean of International Graduate
School of Social Sciences. Prof. Ikeda graduated from Civil Engineering Department, Waseda University in 1971.
During the time, he worked in the Ministry of Transport, he studied civil engineering planning in the graduate
school in Stanford University from 1975 and obtained Master of Science in 1977.

(2) Panelist Mr. Lawrence DUNNIGAN

Manager, Business Development and International Marketing, Port of Oakland
Lawrence Dunnigan was appointed by the Oakland Board of Port Commissioners as the Business Development
and International Marketing Manager of the Port of Oakland seaport effective March of 2008. As the Business
Development and International Marketing Manager, he is responsible for seeking strategic partnerships in foreign
markets, formulating and implementing market entry strategies, and promoting increased use of maritime facilities
and assets, under the general direction of the Director of Maritime. Mr. Dunnigan was formerly the District
Manager of COSCO Container Lines Americas - San Francisco, CA where he was primarily responsible for
expanding the clientele base and market share for the largest, China-based global ocean carrier. Prior to COSCO,
Mr. Dunnigan has extensive sales and marketing experience from various international transportation companies
such as Hanjin Shipping Company, Ltd., Apex Maritime Company, Inc., and MOL Logistics, Inc. He received his
B.A. in International Business at Washington State University where he graduated with honors, Summa Cum
Laude. He also attended Kansai Gaikokugo University in Osaka, Japan.

(3) Panelist Ms. LI Tao

Deputy General Manager, Dalian Port Container Co., Ltd.
Ms. Li Tao, born in Liaoning Province, was graduated from Beijing University of Aeronautics & Astronautics In
July 1989. Ms. Li Tao joined Dalian Port in 1989 and took the positions of section chief of Dalian Port Water
Carriage Artificer School office, Deputy Director of Dalian Port Technique& Equipment Department, Deputy
Director of Business Department, Deputy General Manager of Dalian United International Shipping Agency,
Deputy General Manager of Dalian Port Container Co., Ltd.. Ms. Li Tao has rich knowledge and experience in
terminal management, and made a great contribution to the development of the container transportation of Dalian.

(4) Panelist Mr. Wolfgang HURTIENNE

Director of Strategy, Hamburg Port Authority
Wolfgang Hurtienne was appointed as the Director Strategy at Hamburg Port Authoriy (HPA) in 2009. Prior to
the appointment, he had served as the Director Port Development for 15 years and fulfilled his responsibilities for
strategic port development, port development plans, restructuring concepts, terminal development, port extension
project of Altenwerder, the current concept, “doubling capacity to 18 million TEU”. With the extensive experience
at the port planning, he is the member of the Executive Committee of HPA from 2008 and serves as the chair of
Technical Committee of Port Planning of the International Association of Ports and Harbors (IAPH) from 2009.
Wolfgang graduated from the Technical University of Baunschweig, Germany majoring mechanical engineering
and civil engineering and currently conducts lectures of Port Planning in his alma mater. He is also the member of
German Academy for Urban Development/ Town and Country Planning.

23
(5) Panelist Capt. Twalib Ali KHAMIS
Harbor Master, Mombasa Port, Kenya Ports Authority
Since appointed as Harbor Master of Mombasa Port, Kenya Ports Authority (KPA) in April 2000, Capt.Twalib Ali
Khamis has provided leadership for port management and regulation of shipping activities. He has extensive
experience in port management and navigation. Since 1970, he has served as a marine pilot for more than 20 years
and became a captain. During those years, he took training in United Kingdom, Belgium and Italy in the area of
port management and Flag state implementation. Capt.Twalib Ali Khamis is a Master Mariner (1988), and holds a
Master in Port Management (1990).

(6) Panelist Mr. Masatoshi KAWAGUCHI

Director General, Port & Harbor Bureau, City of Yokohama
In 2008, Mr. Masatoshi Kawaguchi took the office of Director General of the Port & Harbor Bureau, City of
Yokohama and has since been working to strengthen the international competitiveness of the Port of Yokohama
while preserving its 150-year-old traditions and culture. Starting his career at the municipal office of the City of
Yokohama in 1976, Mr. Kawaguchi has mainly been engaged in the development of roads and related urban
infrastructure, including Yokohama’s road network. He played a major role in the construction plan for the
Yokohama Bay Bridge and the Seaside Line as well as a quake-resistant bridge construction project in the
aftermath of the Great Hanshin Earthquake. While serving as Director for Planning Bureau, he contributed to the
success of 2002 FIFA World Cup held in Yokohama. He completed the course of Civil Engineering, Graduate
School of Engineering, Kyoto University.

(7) Advisor Mr.Masami FUWA

Deputy Director General, Planning and Coordination Group, Economic Infrastructure
Department, Japan International Cooperation Agency (JICA)

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Ⅴ Press report

 NHK News (July 22, 2009)

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

 Asahi Shimbun (July 23, 2009)

 Town News (July 30, 2009)

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 Participating Sister, Friendship,
Trade Cooperation Ports & African Countries
[Sister, Friendship,
Trade Cooperation Ports] [African Countries]

① Port of Dalian ⑧ Cote d’lvoire

② Port of Hamburg ⑨ Djibouti

③ Port of Melbourne ⑩ Kenya

④ Port of Oakland (US) ⑪ Madagascar

⑤ Port of Shanghai ⑫ Mozambique

⑥ Port of Vancouver ⑬ Senegal

⑦ Port of Yokohama ⑭ South Africa

⑮ Tanzania

[Host] Umi-Festa Yokohama Executive Committee

[Supporting Organization] Japan International Cooperation Agency (JICA)

26