Gpha Corporate Edit 2

Ghana Ports & Harbours Authority
BRIEF HISTORY
The company began as Ghana Railway and Harbours Company in 1928 with only
the Port of Takoradi. The Port of Tema was built in 1962. In 1972, the company was
divided into four separate public organisations as follows:
 Ghana Railway Company (GRC),

 Ghana Port Authority (GPA),
 Ghana Cargo Handling Company (GCHC)
 Takoradi Lighterage Company (TLC)
In 1986 GRC remained separated while the other three were merged into the
Ghana Ports and Harbours Authority.
NATURE OF OUR BUSINESS
The GPHA is a logistics service provider offering port facilities and services to its
customers.
The authority manages and operates the Port of Tema and the Port of Takoradi in
collaboration with a host of private service providers in the areas of vessel
handling, stevedoring, transfer, storage, receipt and delivery of containerized and
general cargoes. Others are safety, security and conservancy services. The GPHA
also leases out plant and equipment to a wide range of service providers.
The major customers we serve include: Ship Owners and their Agents, Freight
Forwarders, Cargo Handlings Companies, Importers and Exporters, Haulage
Companies, Ship Chandlers, Off-dock Terminal Operators, Warehouse Companies,
Dock Labour Pool Operators, etc.
CORE VALUES
We recognize our employees as our greatest asset and key to success.
We deliver efficient, friendly and best value services that delight our
customers
We value the spirit of mutual trust, cooperation and harmony in the provision
of services to Port users
We employ modern technology and innovation to improve performance

and contribute towards a clean and healthy environment
We serve with honesty, integrity and professionalism. And we uphold ethical

conduct, transparency and accountability in all business dealings.
CORPORATE GOALS
 to make port operations more efficient and financially viable;
 To provide and maintain efficient and modern port facilities.
 To operate in customer friendly environment
 to make Ghanaian ports more competitive in the sub-region;
BUSINESS COMPETITIVENESS
 Quick Turn Round Time
 Good Security
 Quick Delivery of Cargo
 Efficient Cargo handling
 Competitive Tariffs
 Good Roads & Trucks
 Social & Industrial Stability
 Good Customer Service
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EFFICIENT OPERATIONAL PERFORMANCE
The Authority has tremendously improved on its operational performance. Cargo

volumes have increased from 16 million tonnes to 17 million.
One of the major hallmarks of the organization’s success has been the high ethical
business practices that drive the total quality service delivery to its customers.
Employees are seen as the greatest assets and the key to the success of the
organization, through his leadership and hence striving always to provide them
with a challenging and rewarding employment in a safe, healthy and congenial
environment.
The ports employ skilled, experienced and well trained staff who are fully equipped
to handle the rising demands in the maritime industry. Motivation of the workforce
have led to the continued peaceful working environment the industry has enjoyed
over the past decades.
BUSINESS INNOVATION
The Ports of Ghana were the first to Introduce far reaching Innovation into the
Maritime industry in West Africa. The Ports have since seen significantly improved
efficiency through the adoption of such systems as:
 Automatic Ship Identification System,
 The Jade Master Terminal Operating System,
 Container scanning
 Electronic cargo tracking by GPS

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 EDI and Single Window application in cargo documentation
 On line vessel booking System
 On line container movement tracking system in Port
 Electronic Security Surveillance
 ECOWAS Axle load policy
 Optical Character Recognition Cameras
PORT MANAGEMENT REFORMS
In 2000 the GPHA began a programme to increase the participation of the private
sector in the provision of services and facilities to ships and cargo in line with the
government’s strategic port development policy to transform the ports of Ghana
from service ports to landlord ports
Elements of the Reform Programme
By 2001 stevedoring and shore handling licenses as well as joint venture and
concession agreements had been signed with private companies that had the
capacity to introduce modern operational equipment and procedures into cargo
handling.
i. As part of activities undertaken, a new container terminal was concessioned

to a joint venture company, Meridian Port Services Ltd under a public
private partnership agreement that saw the injection of about $150 million
into the development of the terminal.
 In recent times the ports have witnessed massive investment in state of the
art water crafts, mobile harbour cranes, post panamax gantry cranes and
other handling equipment that have led to fast and safe delivery of cargo,
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quick turnaround time for vessels and ultimately reduced the total cost of
doing business.
 With the introduction of a single window electronic data interchange

system, customs procedures have been simplified.
 The electronic vehicular and cargo tracking system also guarantees

maximum security on the corridors and a quicker transit time to their
destinations.
 The Electronic Data Interchange system also increased annual revenue

collected by Customs at the ports by 35%.
 The competitiveness of the Ghanaian exports increased due to the

expeditious electronic processing of consignments.
The ports are ISPS compliant with huge investments in CCTV'S and E-Gate systems;
OCR/Turnstiles/Boom Barrier/E -Card systems plus powerful security patrol boats. All
these have created a safe haven in our navigational waters and port operational
areas giving shippers a great sense of security.
Major Security Initiatives by the Ghana Ports and Harbours Authority

ii. Electronic Gating Systems
iii. ISPS and Maritime Security (MARSEC) level 1 compliance in both commercial
ports
iv. Acquisition of New Security Patrol boat to beef up security in the port
environs.
v. Establishment of Marine Police
vi. Deployment unmanned air drones that can go 30 nautical miles to monitor
our pilotage districts and sound alarms to the Navy where necessary.
vii. 24 hour patrols by GPHA Security, the Navy and Police.
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CORPORATE SOCIAL RESPONSIBILITY
One particular initiative that establishes the organization as one of the most
socially responsible corporate citizens is the ultra-modern referral hospital the
Authority has built to offer one stop shop medical care to the growing population
of Tema and its environs.
In addition to enhanced automation of its business processes, the Authority

recycles its waste paper into other paper based products used by the same
company.
THE FUTURE
The discovery of petroleum has resulted in the influx of supply vessels into Takoradi
Port and thereby reduced the berthing capacity for traditional operation. Today
66% of the total 1,800 vessels calling at the port are supply vessels.
These have created the need for the expansion of the Port of Takoradi to meet the
short-to medium term needs of the oil and gas Industry. New facilities to be
constructed include:
i. Bulk cargo terminal for handling mineral ore, clinker, cocoa beans, cereals
and other non
Containerised cargo;
ii. Dedicated container terminal
iii. Port facilities for rail transport of containers and general cargo.
iv. Port facilities for oil services vessels including repair and fabrication yards
Plans are advanced to literally double the capacity of Tema Port to meet traffic
growth, transhipment and transit trade demands. New facilities to be provided
include:
i. New container terminals

ii. New passenger terminal
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iii. New food & fruit terminals
iv. New RoRo Terminal
v. New trans-shipment terminals
vi. New transit terminals
vii. New break, dry and Liquid bulk terminals
The implementation of the expansion plans of both ports are estimated to cost
about $500 million.
A third port for deep sea vessels would be constructed to meet demands of an
aluminium, bauxite and gas driven national economy development.
HONOURS
In the last few years the company has received six major national and
international awards
 Best Performing Port in West and Central Africa- 2012-2014

 Best Container Port in West and Central Africa- 2012-2014
 Public Relations Organization of the year 2015- Public Sector
 Public Relations Campaign of the year- Port Integrity Campaign (Anti-
corruption Crusade)
 International Transport Award 2016
 Manager Of The Year - Europe Business Assembly 2016
 Best Enterprise Award- Europe Business Assembly 2016
 The Majestic 5 Continents Award For Quality And Excellence 2016

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Ghana Ports & Harbours Authority

 Ghana Railway Company (GRC),

NATURE OF OUR BUSINESS

We recognize our employees as our greatest asset and key to success.

We employ modern technology and innovation to improve performance

We serve with honesty, integrity and professionalism. And we uphold ethical

The Authority has tremendously improved on its operational performance. Cargo

 Automatic Ship Identification System,

 The Jade Master Terminal Operating System,

 Electronic cargo tracking by GPS

 On line vessel booking System

 On line container movement tracking system in Port

 Electronic Security Surveillance

 ECOWAS Axle load policy

 Optical Character Recognition Cameras

PORT MANAGEMENT REFORMS

Elements of the Reform Programme

i. As part of activities undertaken, a new container terminal was concessioned

 With the introduction of a single window electronic data interchange

 The electronic vehicular and cargo tracking system also guarantees

 The Electronic Data Interchange system also increased annual revenue

 The competitiveness of the Ghanaian exports increased due to the

Major Security Initiatives by the Ghana Ports and Harbours Authority

In addition to enhanced automation of its business processes, the Authority

i. New container terminals

iv. New RoRo Terminal

v. New trans-shipment terminals

vi. New transit terminals

vii. New break, dry and Liquid bulk terminals

 Best Performing Port in West and Central Africa- 2012-2014

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