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D E L O P O R T S DELOPORTS offer a logistical haven for containerised import cargos
D E L O P O R T S
DeloportS have implemented an investment programme over the last 3-4 years, with a view to become the operator of the most modern and fastest growing dry cargo terminals in the Black Sea region Writer Matt Bone Project Manager Arron Rampling
eloportS is a holding company that owns and operates container, grain terminals and a bunkering service company, situated in the southeast region of Novorossiysk, russia. this Black Sea port is perfectly situated to offer a logistical haven for containerised import cargoes coming to main consumption centres in the european part of russia, as well as for handling russian exports, such as oil, grain, metals, timber products etc. DeloportS was founded in 2012 by consolidating stevedoring assets of Delo group. DeloportS actively invests in the development of terminals and storage infrastructure, equipment and human capital in order to improve the level of its services. andrei Bubnov, chief Financial Officer of DELOPORTS, has overseen the recent investments and terminal upgrades being undertaken by the company, and believes that it has put DeloportS in a commanding position as the premier port operator on the russian Black Sea coast: â€œwe have implemented an investment programme over the last 3-4 years, with a view on capitalising on the increasing volumes of russian grain exports and on containerised cargo shipments to and from russia. this has already paid dividends for us in terms of modern capacities and turnover. we have placed a strong emphasis on utilising the space we have and creating an efficient operating area.â€? Investing in your own infrastructure can make or break a company. DeloportS is investing money in revamping existing port facilities by the waterfront
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with new technologically advanced equipment, and improving adjacent port infrastructure such as rail, auto, electricity and logistics. “The new investment initiative we have been rolling out enables us to really maximise the limited space we have to ensure we can handle the largest workload possible,” cites Bubnov.
Sergey Shishkarev, Founder of Delo Group
Companies working in Russia are often presented with unique challenges. For instance, DELOPORTS is faced with the necessity to invest in adjacent port infrastructure, such as rail, whereby elsewhere in the world, it would have been provided for by the state or relevant port authorities. DELOPORTS’ assets are also subject to heavy regulation and other inefficiencies when it comes to interaction with state institutions (border control, customs, port authorities etc). “We have learned to navigate in these conditions
Timofey Telyatnik – Chief Executive Officer Deloports
The new investment initiative we have been rolling out enables us to really maximise the limited space we have to ensure we can handle the largest workload possible”
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2012 – 2013 Investment Progress 1st stage of DeloportS investment programme completed – dry cargo throughput capacity increased to 9 million tonnes per year; 5-track onsite railway yard constructed and put into operation: doubling of container terminal storage capacity, railway reception of grain commenced;
Andrei Bubnov, Chief Financial Oﬃcer
completion of the 2nd stage of construction of grain terminal kSk, increasing capacity to 3.5 million tonnes per year; construction of a specialised yard for ro-ro car operations.
Dmitry Pankov, Chief Legal Oﬃcer
and consider them a part of our working environment. we are working closely with authorities to remove these inefficiencies, a process where we create value not just for ourselves, but for our industry as a whole,” mr Bubnov highlights. mr Bubnov has overseen the sale of a 25% stake plus one share in the kSk grain terminal to uS company cargill. as a result of this deal, cargill received one of the five seats on the board of directors of the company. kSk is one of the largest grain terminals on the russian Black Sea coast. It has the capacity to handle 3.5 million tonnes per year. kSk’s grain handling volume has increased at a cagr of 36% between 2010-2013 to reach 1.3 million tonnes. In 2014 alone, the first period of year-round operations - post the grain terminal reconstruction - the terminal already handled 1.8 million with excellent prospects before the year-end,
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TOP 5S BY T CLIENLUME VO
given the beginning of the harvest season. “Our transaction with Cargill was very important for us in that it was a stamp of quality for the recently completed project and a guarantee of future supply for the terminal. It was also important for the battered Russian investment climate since it demonstrated that Russian greenfield projects are able to capture attention of internationally renowned companies, pass a thorough due diligence process, present a strong business model and a sound CargilL corporate governance case,” remarks Bubnov.
Current Growth and Future Plans One of the key reasons for strong growth so far has been focused and timely investments based on a general territory development plan that was developed in 2010-11. The Group also has a balanced model – mostly imports-focused NUTEP, which represents an equal proportion of DELOPORTS’ operations to exportfocused KSK. Dollar-denominated tariffs make the Group resilient to rouble fluctuations. In addition, DELOPORTS extracts synergies by way of offering bunkering, agency and freight forwarding services at its terminals. Since inception of DELOPORTS, the company has enjoyed uninterrupted doubledigit growth rates in throughput and key Maersk financial indicators. 2014 will continue the trend thanks to the improvements and investment having been made in the expansion of the terminals. In 2015 however, Mr Bubnov believes that growth will
BERTH 38 DELOPORTS development plans in the containers business are directly linked with the brownfield container terminal project called “Pier 38” as Mr Bubnov elaborates: “This fall we started building a new pier at the NUTEP container terminal in order to double our capacity and be able to handle larger container ships. Pier 38 will be an extension of the existing pier attached to the breakwater. The existing mall reaches out into the sea – hence sufficient natural depths. We believe that this will be a breakthrough project because it will be the first service that can handle direct calls for mother ocean container vessels, which could reshape the entire Black Sea market by allowing these vessels to bypass the traditional transhipment hubs of Constanta (Romania), Illychivsk (Ukraine) and Istanbul (Turkey) – at least for intra-Mediterranean and intraEurope lines, and ideally for lines going to and from South East Asia.”
The only berth in Novorossiysk to be capable to serve ocean container vessels of up to
10,000TEUs (twenty-foot equivalent unit)
Depth of berth: up to
Total area of the new territory is
15.6M 340M length
The terminal capacity is to increase from 350 to
600-700 THOUSAND TEUs
be slower, as the terminals reach their project capacity, necessitating further expansion projects and investments to continue the upward trend. In the first 6 months of 2014, DELOPORTS container terminal NUTEP handled 1,396 thousand tonnes of containerised cargo, which is 6% ahead of 2013’s half-yearly report. Grain handling at KSK grain terminal from January to June 2014 increased 10 times compared to the same period in 2013, with grain throughput reaching 1,063 thousand tonnes. The Ro-Ro segment demonstrated a 34% decline in terms of cargo turnover, but a 46% increase of units handled, due to growth of less heavy but more marginal auto car trans-shipments. In the first 6 months of 2014, the port terminals handled 282 thousand tonnes of RoRo cargo; or 23 thousand units.
Planning for Success With reports showing double-digit growth for throughput by the Group terminals for the last 3 years, DELOPORTS is in a commanding position to continue registering strong growth in the foreseeable future, providing that the investment being made into terminal expansion and the successful launch of Berth 38 sees a good ROI. Bubnov is a firm believer that early planning and uptake of the projects has been the key reason for DELOPORTS’ success: “The primary key to our success has been a good strategy backed by our shareholders, strong programme documents which, at inception, were developed with a comprehensive understanding of the complex development of the area. By utilising the careful planning from the beginning, we have been able to allocate our resources carefully, ensuring that at all times they were both commercially and technically viable,” concludes Bubnov.
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