Business Strategy

Forward Thinking
2012 Business Strategy Overview

The Port of Halifax is a diverse port generating $1.58 billion in gross economic impact annually. The Halifax Port Authority has three primary lines of business and the 2012 business strategy reflects the diversity of the port.

Cargo

Cargo is the core business of the Port of Halifax. Our port is capable of handling a diversity of cargoes ranging from breakbulk to containerized to bulk and roll-on/roll-off. With infrastructure investments made recently and ongoing capital projects, our Port is well positioned to be highly competitive with modern infrastructure. Our Port handles over 140 post-Panamax size vessels a year and is super post-Panamax ready. The Port of Halifax continues to implement a containerized cargo growth strategy with partners, such as CN and terminal operators, primarily focused on Europe and South East Asia. The Port of Halifax will continue business development efforts in target markets and commodity categories that work with Halifax’s strengths.

Cruise

After 30 years in the cruise business, Halifax continues to attract cruise ships for seven months a year. Our strategy is to attract and retain cruise lines, large and small for both one-day “port-of-call” visits and turnarounds where ships start an itinerary in Halifax. Infrastructure investments, such as the Halifax Seaport facilities, and tourism partnerships have positioned Halifax well as the region’s marquee port with approximately a quarter million passengers visiting each season.

Lands Under Administration

The HPA manages 260 acres of federal land and works to achieve the highest and best use of each piece of property. The HPA has invested in a long-term capital plan, acquiring land and focused on efficiency improvements to ensure that our Port has competitive infrastructure and well-utilized assets that position Halifax to compete for cargo and cruise business.

We have five key business objectives for 2012:

1. Business Strategy
   • Regular reviews of our strategy to ensure we are on target with the volatile market we will see over the next 12 months.
   • Focus on execution and implementation of our business strategy in coordination with stakeholders.
2. Gateway
   • Continue our advocacy to demonstrate that the Port of Halifax is a national strategic asset.
   • Continue construction on the South End container terminal and Richmond terminals Gateway Projects.
   • Broaden our outreach abroad through Canadian trade offices and overseas representation.
3. Rail
   • Monitor the activities of the Rail Facilitator in concluding the Federal Rail Review.
   • Continue partnering with CN on the strategic marketing of the Port of Halifax to advance the Big Ship strategy.
4. Competitiveness and Productivity
   • Continue to work to measure and refine specific areas of the Port in respect to ensuring a highly competitive and productive Port and supply chain.
5. Stakeholder Relations/Advocacy
   • Maintain regular contact with Port stakeholders, Gateway partners and all three levels of government.