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Port Development Strategy

2030

PILBARA PORTS AUTHORITY CONTACTS Corporate OfficePhone: +61 8 6217 7112Fax: +61 8 9226 2196Email: [email protected] Address: PO Box 84, West Perth, WA 6872Street Address: Level 3, 16 Parliament Place, West Perth, WA 6005

Port of DampierPhone: +61 8 9159 6555Fax: +61 8 9159 6557Email: [email protected] Address: Locked Bag 5006, Karratha, WA 6714Location: Mof Road, Burrup Peninsula, Dampier, WA 6713

Port of Port HedlandPhone: +61 8 9173 9000Fax: +61 8 9173 9060Email: [email protected] Address: Locked Bag 2, Port Hedland, WA, 6714Location: The Esplanade, Port Hedland, WA, 6713 Disclaimer

Pilbara Ports Authority (PPA) makes no statements, representations or warranties about the accuracy, currency or completeness of the information contained in the Port Development Strategy. The proponent should make its own assessment of all information contained in the Port Development Strategy to satisfy itself as to the suitability of such information for the proponent’s own purposes. Any reliance by the proponent, on any information, or any use of any information, in the Port Development Strategy, is solely at its own risk. PPA does not accept any responsibility for any interpretation, opinion or conclusion that the proponent may form as a result of examining the information and PPA is not liable, and the proponent covenants not to make any claim or commence or pursue any proceedings against PPA, for any loss of any kind arising from an error, inaccuracy, incompleteness or similar defect in the information contained in the Port Development Strategy.

Copyright

© 2015 Pilbara Ports Authority, Western Australia. No part of this document may be reproduced except to the extent permitted under the Commonwealth Copyright Act 1968.

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Pilbara Ports Authority (PPA) operates and manages the Port of Port Hedland, Port of Dampier and Port of Ashburton in the Pilbara region of Western Australia. It is also

the endorsed port authority for the proposed Ports of Anketell, Cape Preston East and Balla Balla.

Western Australia is the economic powerhouse of the nation, with over $138 billion in exports (Department of Foreign Affairs and Trade, 2015) and over $115 billion worth of major resources projects (either

committed or under consideration) across the State, the vast majority of which are located in the Pilbara region (Department of Mines and Petroleum, 2015). The Pilbara region is centrally located to meet the demands of new and rising manufacturing economies, especially those in the Asia – Pacific region. PPA’s ports and proposed ports are well positioned to take advantage of these market opportunities and service those economies.

PPA plays an essential role in the facilitation of trade and continually seeks out new opportunities to increase and diversify trade through its ports, not only from the resources sector but from other industries such as agriculture. The potential benefits of increased trade are significant and include greater commercial returns to PPA and its customers, employment growth in the transportation and distribution sector, greater economic benefits to local communities in the Pilbara region and increased financial dividends to the State of Western Australia.

PPA also has a valuable role to play as a corporate citizen that respects the Aboriginal cultural heritage values, the historical and maritime heritage values and the environmental values of its port locations and seeks to minimise the impacts of port development and operations on those areas and neighbouring communities.

PPA achieves success through innovation, collaboration and targeted business planning. This document focuses on strategies for land use, infrastructure development and logistics to enhance trade through all of PPA’s ports. PPA’s Port Master Plans and more detailed Land Use Plans for each port location expand on the strategies identified in this document.

PPA’s Port Development Strategy is consistent with the National Ports Strategy and the Western Australian Regional Freight Transport Network Plan.

PPA is pleased to present and publicly release its Port Development Strategy 2030.

Roger Johnston Chief Executive Officer

FOREWORD

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TABLE OF CONTENTS

1. INTRODUCTION 2

1.1. PURPOSE 2

1.2. ORGANISATIONAL OVERVIEW 3

1.3. PPA’S ROLE AND LEGISLATIVE FRAMEWORK 3

1.4. STRATEGIC CONTEXT 4

1.5. STATE AND NATIONAL PLANNING CONTEXT 5

1.6. PPA’S PORT PLANNING FRAMEWORK 6

1.7. PORT PLANNING APPROACH 7

2. PORT DEVELOPMENT OBJECTIVES, STRATEGIES AND OUTCOMES 8

2.1. PORT DEVELOPMENT OBJECTIVES 9

2.2. PORT DEVELOPMENT STRATEGIES 10

2.3. PORT DEVELOPMENT OUTCOMES 11

2.3.1. Port of Port Hedland 12

2.3.2. Port of Dampier 13

2.3.3. Port of Ashburton 14

2.3.4. Proposed Port of Anketell 15

2.3.5. Proposed Port of Cape Preston East 16

2.3.6. Proposed Port of Balla Balla 16

3. PORT DEVELOPMENT STRATEGY REVIEWS 17

4. BIBLIOGRAPHY 17

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1. INTRODUCTION 1.1. PURPOSE

This Port Development Strategy establishes objectives and strategies for the planning and development of PPA’s ports to 2030. It focuses on land use, infrastructure development and logistics to enhance trade through the ports.

1. 2

PILBARA PORTS AUTHORITY | PORT DEVELOPMENT STRATEGY 2030

1.2. ORGANISATIONAL OVERVIEW

PPA operates as a Western Australian (WA) Government Trading Enterprise under the Port Authorities Act 1999 WA (the Act), with a Board of Directors reporting to WA’s Minister for Transport. PPA was established on 1 July 2014 as a result of the Ports Legislation Amendment Act 2014 consolidating seven of WA’s eight port authorities into four new regional port authorities. The former port authorities of Port Hedland and Dampier successfully amalgamated and formed PPA. PPA encompasses the Port of Port Hedland, the Port of Dampier and the Port of Ashburton, and the future Ports of Anketell, Cape Preston East and Balla Balla. PPA will also assume oversight of a number of Shipping and Pilotage Act 1967 (SPA) ports following their transfer from the Department of Transport to PPA, including the Ports of Onslow, Barrow Island, Varanus Island, Cape Preston and Port Walcott (Figure 1).

The Ports of Port Hedland and Dampier are two of the world’s largest bulk export ports, responsible for more than 75 per cent of the State’s and 45 per cent of the world’s seaborne iron ore exports. They have handled significant increases in the State’s exports in recent years, and as a result, PPA is an organisation of regional, State and national economic significance.

Another major export commodity for PPA is liquefied natural gas (LNG), which is currently exported through the Port of Dampier and accounts for eight per cent of the world’s LNG exports. The Port of Ashburton will also export LNG and other hydrocarbon-based products. The first shipment of LNG is anticipated in mid-2016.

PPA provides and maintains shipping channels, navigation aids and cargo berths at both common user and leased terminals. It also provides road transport infrastructure within port areas and other port infrastructure such as storage sheds, water, power and public amenities. Services provided directly by PPA include ship scheduling, berthing allocations and port communications. PPA is also responsible for security within port areas and cooperates with Commonwealth Government agencies responsible for customs, quarantine, maritime safety and security.

Figure 1: Port locations

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1.3. PPA’S ROLE AND LEGISLATIVE FRAMEWORK

The Board’s role is to set PPA’s strategic direction, agree on management goals and monitor the achievement of those goals. In carrying out its responsibilities and exercising its powers, the Board recognises its overriding responsibility to act honestly, fairly and diligently and in accordance with the law – in serving the interests of WA, PPA’s employees, its port users and the community.

Under the Act, which defines a clear role for all port authorities and establishes lines of accountability and reporting requirements to the State Government, PPA has a duty to act on commercial principles and is afforded the power to perform defined functions, including:

• Facilitating trade within and through the port.• Planning for future growth and development of the port.• Undertaking or arranging for activities that will encourage and facilitate the development of trade and

commerce generally for the economic benefit of the State through the use of the port and related facilities.• Controlling business and other activities in the port or in connection with the operation of the port.• Being responsible for the safe and efficient operation of the port.• Being responsible for maintaining port property.• Being responsible for port security.• Protecting the environment of the port.• Minimising the impact of port operations on the environment.

1.4. STRATEGIC CONTEXT

PPA’s strategic direction is encapsulated by the vision and values set by the Board.

PPA’s Vision

To be the global leader in port planning, operations and marine services.

PPA’s Values

Excellence – be the best in all we do. Respect – in all our dealings. Integrity – operate honestly, fairly and impartially. Care – for our environment, our staff and our community. Courage – do the right thing

This strategic direction is underpinned by three broad objectives:

• To facilitate trade through the Pilbara for the benefit of the State.• To manage the ports’ growth and operations, while respecting the Pilbara’s environment and heritage.• To optimise performance through industry leading practices and innovation.

These objectives form the basis of PPA’s Strategic Development Plan (SDP) (Pilbara Ports Authority, 2015) (Figure 2). The SDP covers all aspects of PPA’s business and the operation of its ports, and is approved by the Minister for Transport on an annual basis.

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1.5. STATE AND NATIONAL PLANNING CONTEXT

PPA’s Port Development Strategy 2030 is consistent with the objectives and priorities of the National Ports Strategy (Infrastructure Australia / National Transport Commission, 2011) and the WA Regional Freight Transport Network Plan (Department of Transport, 2013).

PPA shares a long term vision for transforming the role and influence of ports and will work in co-operation with State and Commonwealth Governments for the delivery of integrated transport solutions within the Pilbara region.

The Port Development Strategy 2030 also supports the WA Department of Transport vision to deliver an effective, modern transport system that meets the future needs of WA and its ports.

The National and State planning context is illustrated in Figure 3.

Figure 3: National and state planning context

National Ports Strategy

Western Australian State Ports Strategy

Regional Port Plans (PPA’s Port Strategy 2030)

Port Plans (PPA’s Port Master Plans and Land Use Plans)

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1.6. PPA’S PORT PLANNING FRAMEWORK

The Port Development Strategy 2030 supports the achievement of PPA’s vision and is the overarching document in PPA’s Port Planning Framework.

PPA’s Port Planning Framework (Figure 4) is hierarchical by design and illustrates the inter-relationships between strategy, planning and development control at each of PPA’s ports. Each successive level of the hierarchy has a shorter planning horizon, contains more detail and aims to implement the strategies defined in the levels above.

The Port Development Strategy 2030 establishes the objectives and strategies for the planning and development of PPA’s ports to 2030. It also sets the planning direction for Port Master Plans and Land Use Plans.

The Port Master Plans establish development outcomes at each port, determine land use precincts within the port, identify essential infrastructure required to support development, optimise logistics, provide conceptual layouts of the ultimate development, and identify investment opportunities. PPA’s Land Use Plans provide planning direction and detailed development control for individual precincts within a port.

PPA’s Port Development Guidelines (Pilbara Ports Authority, 2014) outline performance criteria and development requirements for new developments and activities on port lands, seabed areas and in port waters. The Port Development Guidelines also provide clear direction for assessing development and construction applications, granting approvals and setting conditions. The Port Development Guidelines are applicable to all PPA ports.

Figure 4: PPA’s Port Planning Framework

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1.7. PORT PLANNING APPROACH

PPA’s planning approach takes a broad view of the role of the port, considering port development and growth at a strategic level. It goes beyond an individual port’s area of operations, to consider its area of influence and its area of interest (Figure 4). In particular, an individual port’s:

• Operational area is the gazetted geographical area to which the provisions of the Act and the Port Authorities Regulations 2001 apply.

• Area of influence extends past the gazetted port boundaries to include nearby industrial estates, road and rail corridors into/out of the port, infrastructure and services corridors, shipping fairways and vessel transit routes.

• Area of interest extends further again to include logistics chains, regional heavy transport networks, towns and communities, places of Aboriginal significance, marine parks and reserves and other regional ports.

Figure 5: Port areas of operations, influence and interest

Port area of interest

Port area of infl uence

Port a

rea of operations

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2.2. PORT DEVELOPMENT OBJECTIVES, STRATEGIES AND OUTCOMESThe Port Development Strategy 2030 provides for the planning and development of new ports, port expansions and proponent projects; which are key outcomes required to meet PPA’s broad objectives (Figure 2). The inter-relationship between PPA’s strategic context and its planning instruments is illustrated in Figure 6.


2.1. PORT DEVELOPMENT OBJECTIVES

PPA is committed to planning for the future development of its ports in a responsible and coordinated manner and striving for recognition as a centre of port planning excellence. PPA’s development objectives are:

• To ensure that all planned port developments stimulates investment, supports trade activities and contributes to the long term growth of the Pilbara region.

• To plan multi-user, open access ports with provisions to accommodate future users.• To plan and develop effective, efficient and innovative infrastructure and logistics solutions that facilitates

trade.• To ensure planning at each port accounts for and integrates with surrounding transport networks and land

uses.• To plan to minimise or mitigate adverse impacts of port activities on the community, environment, Aboriginal

cultural heritage and historical and maritime heritage.• To ensure all areas of the organisation, where appropriate to do so, are engaged in the port planning process

in a co-operative and collaborative manner.• To liaise with government agencies, stakeholders and proponents on port planning matters and to deliver

effective and efficient port development solutions. • To communicate port development strategies and plans through a suite of clearly expressed documents.

Figure 6: PPA’s Strategic context and corresponding planning instruments

Vision Strategic Development Plan

PPA’s Strategic Context Corresponding Planning Instrument

Broad Objectives Strategic Development Plan

Plan

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Broad Outcomes Strategic Development Plan

Port Development Objectives Port Development Strategy 2030

Port Development Strategy 2030

Port Master Plans

Port Land Use Plans

Port Development Guidelines

Port Development Outcomes

Port Development Strategies

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2.2. PORT DEVELOPMENT STRATEGIES

PPA’s development objectives underpin the strategies outlined in Tables 1, 2 and 3 and provide direction for achieving land use, infrastructure development and logistics outcomes at each port location.

Table 1: Land use strategies

No. Land use strategies

1.1 Secure onshore and offshore land required for port purposes.

1.2 Ensure effective land use planning of greenfield sites.

1.3 Promote better integration of port land with the State’s strategic industrial areas, to ensure a seamless interface for customers.

1.4 Ensure PPA advocates for statutory protection from encroachment of inappropriate land uses in proximity to ports, and that an allowance is made for buffers/buffer zones around ports.

1.5 Ensure potential conflicts with surrounding land uses are managed.1.6 Ensure PPA works in co-operation with Government to deliver integrated land use planning and transport

solutions within the region and the State.1.7 Identify and rationalise land uses within existing ports that could be more appropriately located elsewhere

and develop a relocation strategy.1.8 Identify land no longer required for port and other strategic purposes and manage its divestment.1.9 Employ best practice use of spatial technology for the on-going development of an engaging and

accessible GIS mapping interface – that is publicly available.1.10 Minimise the impacts of port development on the environment, Aboriginal cultural heritage and historical

and maritime heritage.

Table 2: Infrastructure development strategies

No. Infrastructure development strategies

2.1 Assess market demand for existing and potential new infrastructure at each port.

2.2 Facilitate the development of new and innovative berth infrastructure.

2.3 Assist the development of cargo handling capacity and infrastructure that supports shipping demands, industry advances and changing technologies.

2.4 Enhance third party access and common use infrastructure for new developments.

2.5 Maximise infrastructure utilisation by seeking opportunities to allocate spare capacity.2.6 Ensure there are adequate utilities at each port site.2.7 Adopt renewable energy options in port developments, where appropriate and practical.

Table 3: Logistics strategies

No. Logistics strategies

2.1 Facilitate improved supply chain logistics within the port, including road network improvements and wharf infrastructure improvements.

2.2 Continue to improve supply chain efficiencies by improving the interfaces between different modes of transport.

2.3 Explore opportunities for increased trade, including diversification, new commodities, new revenue streams and new pricing regimes.

2.4 Promote the port’s competitive logistic advantages in the national and international arenas.

2.5 Support coastal shipping services and alternate transport modes to alleviate pressure on the public road network.

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2.3. PORT DEVELOPMENT OUTCOMES

While the port development objectives and strategies are the same for each port location, different development outcomes are envisaged for each port. The differing port development outcomes reflect the different locations, established industry, pre-existing land uses, proximity to the site of resources extraction, and the different State Government expectations for the development of each port location. The development outcomes also reflect the size of the port and its potential for expansion.

The various port locations along the Pilbara coastline and the development outcomes planned for those locations are shown in Figure 7.

Figure 7: Port development outcomes

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2.3.1. Port of Port Hedland

Port development outcome: The Port of Port Hedland will sustain growth as the world’s largest bulk commodities export port, with a focus on facilitating trade for the resource sector.

Competitive advantage • Proximity to significant iron ore resources and Pilbara pastoral land holdings.• Access to a freight network including the Great Northern Highway.• Port Hedland’s deep-water inner harbour.• Extensive land resources including reclaimed land and planned future expansions to port land.• A comprehensive dredging programme in conjunction with advanced marine technology including Dynamic

Under Keel Clearance (DUKC) to maximise vessel drafts.• Access to a local workforce, accommodation and service industries that support major projects and general

operations.

Trade through the Port of Port Hedland has undergone significant growth over recent years with export tonnage throughput increasing to more than 450 million tonnes per annum. This growth has transformed the Port of Port Hedland from a small regional port into one of the world’s leading ports.

PPA recognises the importance of planning for the future growth and development of the port, and in ensuring that there is sufficient land and infrastructure available to accommodate forecast trade and new trade opportunities, including opportunities from non-resources related industries. Projects of significance include the development of Lumsden Point, South West Creek and a multi user Outer Harbour when capacity is reached in the Inner Harbour.

A number of factors will enable new opportunities to be realised, these include:

• Ongoing global demand for iron ore.• Development of additional land to support port activities (such as the future vesting of land at Boodarie for

the development of stockyards, and the development of reclaimed land at South West Creek).• The development of industrial land (such as the Boodarie Strategic Industrial Area) and associated

infrastructure.• Further dredging work within the port to support the development of new infrastructure.

Further information on the opportunities at the Port of Port Hedland is outlined in the Port Development Plan 2012 – 2016 (Port Hedland Port Authority, 2012).

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2.3.2. Port of Dampier

Port development outcome: The Port of Dampier will be a leading multi-commodity port in the Pilbara region with a focus on general cargo trading and facilitation of land use, infrastructure and systems to support the marine services sector and resources industry.

Competitive advantage: • Proximity to significant iron ore resources and offshore oil and gas reserves.• Proximity to the Burrup Industrial Estate and industrial base located in Karratha.• Access to a skilled workforce and a strong marine services support base at the port.

Nearly 50 years of port development and growth has seen the Port of Dampier transformed from a greenfield iron ore export port to a thriving multi-commodity port with an established supply base capability. This success has resulted in some congestion challenges and infrastructure that is at or near full capacity. Notwithstanding these limitations, there are opportunities for growth in the future including development of a general cargo logistics hub, enhanced supply base and marine services facilities, and expansion of the port’s fuel and hydrocarbon importation and landside distribution facilities.

A number of factors will enable these opportunities to be realised, these include:

• Increased global demand for oil and gas.• Increased exploration and drilling activity in the Carnarvon Basin.• Discovery of further gas fields to support increased LNG production.• Access to affordable domestic gas on long term supply contracts. • Increased cargo volumes and regularity to maximise economies of scale and liner services to South East Asia

to ensure shipping is cost competitive with road freight transportation.

PPA will plan for the development of new land within the port (or in close proximity) and available berth infrastructure, access to laydown areas and short term storage areas to support increase general cargo throughput and attract new service providers to the port. New or expanded fuel storage and distribution facilities will be incorporated into the Port Master Plan and Land Use Plan to support increased use of the Bulk Liquids Berth and facilitate private investment in downstream processing of hydrocarbons.

Detailed descriptions of the land and infrastructure required to support these opportunities are described in the Port of Dampier Port Master Plan (Pilbara Ports Authority, in prep. a) and the Port of Dampier Land Use Plan (Pilbara Ports Authority, in prep. b).

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2.3.3. Port of Ashburton

Port development outcome: The Port of Ashburton will be a multi-user port with an ultimate export capacity of 50 million tonnes per annum LNG, export capacity for other hydrocarbon based products (including value-added processing), capacity for general cargo and fuel, and supply base activities to service offshore operations in the Carnarvon Basin.

Competitive advantage: • Close proximity to substantial vacant industrial land.• Availability of developable land within the port.• Spare capacity of common use infrastructure (upon handover to PPA).• Proximity to significant offshore oil and gas fields and to Barrow Island.

There are a number of opportunities that can be pursued and infrastructure that can be developed at the port, including the expansion of foundation LNG facilities, a second LNG project, export of processed gas and support for the offshore oil and gas sector and associated support industries. A number of factors will enable these opportunities to be realised, these include:

• Increased global demand for oil and gas.• Increased demand for bulk liquids products.• Increased exploration activity in the offshore southern and western Carnarvon Basin and continuing gas

discoveries to support hydrocarbons processing.• Ready access to affordable domestic gas (as an input feedstock) on long term contracts.• Demand for supply to offshore facilities and Barrow Island.

The future development of the port reflects the State Government’s original intention that Ashburton North focus on hydrocarbon related trade. PPA’s Port Master Plan and Land Use Plan allows for LNG, condensate and LPG, other processed gas products, offshore oil and gas support industries, fuel handling and general cargo. Detailed descriptions of the land and infrastructure required to support these opportunities, along with future concept plans are presented in the Port of Ashburton Port Master Plan (Pilbara Ports Authority, in prep. c) and the Port of Ashburton Land Use Plan (Pilbara Ports Authority, in prep. d).

Image courtesy of Chevron Australia Pty Ltd

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2.3.4. Proposed Port of Anketell

Port development outcome: The Port of Anketell will be a multi-user 350+ million tonnes per annum bulk commodities export port with capacity for heavy industry exports, general cargo and fuel, and supply base activities to service offshore operations.

Competitive advantage:• Close proximity to significant iron ore resources and Pilbara pastoral holdings.• Availability of large tracts of project ready land within the port and spare capacity of proposed common use

infrastructure.• Access to a skilled workforce and marine services support base at Karratha.

PPA has planned development of the proposed port to support the export of iron ore and other bulk mineral commodities and the associated service industries, including supply base capability to the offshore oil and gas sector. A number of factors will enable these opportunities to be realised, these include:

• Increased demand for steel.• Increased demand for diesel fuel from mine sites.• Increased demand for oil and gas.• Increased demand for bulk mineral commodities (other than iron ore).

Detailed descriptions of the land and infrastructure required to support these opportunities, along with future concept plans are presented in the proposed Port of Anketell Port Master Plan (Department of State Development / Pilbara Ports Authority, June 2014). The Port Master Plan was a collaborative effort between the Department of State Development and PPA, and has been endorsed by the Premier of Western Australia.

The future development of the port reflects the State Government’s intention that Anketell be developed as a multi-user, multi-commodity port, with a focus on the resources sector while supporting other industries. The proposed Port of Anketell provides significant opportunities for producers of iron ore and other bulk mineral ores to access port facilities and export their products to international markets, as well as providing opportunities for non-resources related industries. The proposed port has the potential to alleviate pressure on port facilities and infrastructure at the Port of Dampier and offer alternate export solutions to producers in the West Pilbara.

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2.3.5. Proposed Port of Cape Preston East

Port development outcome: The Port of Cape Preston East will be a multi-user bulk commodities export port servicing junior miners in the West Pilbara.

Competitive advantage: • Large tracts of project ready land and export capacity for junior miners in the West Pilbara.

PPA envisages two stages of development of the proposed Port of Cape Preston East for the export of iron ore and/or other bulk mineral ores. The foundation stage entails the development of port facilities for the export of up to 20 million tonnes per annum of iron ore and infrastructure necessary to support export operations. A transhipment system will be used to allow vessel access to deeper waters. The post-foundation stage will allow junior miners to expand facilities at the port to support the export of bulk mineral ores. Detailed descriptions of the land and infrastructure required to support these opportunities, along with concept plans will be presented in the Port of Cape Preston East Port Master Plan (Pilbara Ports Authority, in prep. e).

2.3.6. Proposed Port of Balla Balla

Port development outcome: The Port of Balla Balla will be a multi-user bulk commodities export port servicing miners in the East Pilbara.

Competitive advantage: • Available land and export capacity for junior miners in the East Pilbara.

The proposed Port of Balla Balla will be a transhipping export port for bulk minerals in the East Pilbara. The foundation development will establish port export facilities for 35 million tonnes per annum of direct shipping ore and associated support infrastructure including rail, stockyards, conveyors, causeway and a jetty. Subsequent development will support the export of magnetite ore from a nearby mine. To accommodate development beyond the foundation project, land has been set aside to allow junior miners to establish infrastructure for bulk minerals export.

Image courtesy of CSL – Whyalla (transhipment shuttle vessel) loading iron ore into a cape-size vessel

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3. PORT DEVELOPMENT STRATEGY REVIEWSPPA will review the Port Development Strategy every five years. Earlier reviews may be necessary if there are significant changes in the business and/or the policy environment surrounding PPA’s ports.

4. BIBLIOGRAPHYDepartment of Foreign Affairs and Trade. (2015). Australia’s Trade by State and Territory 2013/2014. Canberra.

Department of Mines and Petroleum. (2015). Prospect June - August 2015. Perth.

Department of State Development / Pilbara Ports Authority. (June 2014). Anketell Port Master Plan. Perth (www.dsd.wa.gov.au).

Department of Transport. (2013). Western Austarlian Regional Freight Transport Network Plan. Perth.

Infrastructure Australia / National Transport Commission. (2011). National Ports Strategy. Canberra.

Pilbara Ports Authority. (2015). Port Development Guidelines. Perth.

Pilbara Ports Authority. (2015). Strategic Development Plan. Unpublished report prepared for the Minister for Transport. Perth.

Pilbara Ports Authority. (in prep. a). Port of Dampier - Port Master Plan. Perth.

Pilbara Ports Authority. (in prep. b). Port of Dampier - Land Use Plan. Perth.

Pilbara Ports Authority. (in prep. c). Port of Ashburton - Port Master Plan. Perth.

Pilbara Ports Authority. (in prep. d). Port of Ashburton - Land Use Plan. Perth.

Pilbara Ports Authority. (in prep. e). Port of Cape Preston East - Port Master Plan. Unpublished internal document. Perth.

Port Hedland Port Authority.(2012). Port Development Plan 2012-2016. Perth

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Tel (08) 6217 7112 Fax (08) 9226 2196 Email [email protected] Box 84, West Perth, Western Australia 6872 www.pilbaraports.com.au

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