1. Port Vancouver PORTVIEW: Creating Business Intelligence for the Port of Vancouver International Maritime Statistics Forum Vancouver, BC May 19, 2004

2. Introduction to POV PORT OF VANCOUVER: 66.7M tonnes of cargo in 2003 76% Bulk Cargo 19% Containerized (1.5M TEUs) $29B worth of cargo per year 62% of exports destined for Asia 2640 vessel arrivals in 2003 307 cruise sailings in 2003

3. POV Statistics POV STATISTICS DEPARTMENT: Measures and reports on cargo movement inbound and outbound, including bulk, break bulk, containerized and cruise passengers Serves internal and external customers Responsibilities include: Regular cargo reporting (daily, monthly, quarterly, annual) Ad hoc cargo reporting Data processing and validation System development

4. Statistics KPIs Key Performance Indicators: Timeliness Quality/Accuracy Speed Customer Satisfaction Employee Satisfaction System/Process Improvements

5. Portview Overview Portview: proprietary software tool built by POV to store, process and maintain cargo movement data and related information. Used by Statistics, Harbour Operations, Accounting, Trade Development Completed in 1994 Created originally as a Vessel Traffic Management System, added value to meet POV-specific business requirements

6. Portview Growth Major feature/function additions: Dangerous Goods System Customized Reporting Tools Vessel Tracking (Coast Guard) Cruise Scheduling Application Port Map (including drill down)

7. Portview Demo Take a look at Portview…

8. Portview Process Process : 1. Data acquisition 2. Data processing 3. Validation 4. Reporting 5. Billing

9. Portview & EDI History 1995: Fax B/Ls VAN (2 Carriers) Mindset Change (Flexibility in our systems) EDI Parser Commodity Rollup 2003: Keyword Search Tool 2004: (80% Import, 40% Export) 2005: Bulk/Break Bulk 2006: (100% Import & Export)

10. Portview & EDI Data transmitted from shipping lines to POV through Value-Added Network Validation Process Still requires human intervention EDI Parser and System Development Solution to data quality challenges Impact on results 2% error tolerance – usually within.5% 15% corrections required, down from 60% in 2003 2003 year-end statistics 20 days early

11. Key Challenges Growth of business 1M TEUs 1999 to 1.5M TEUs 2003 Change management External events Regulatory changes (CBSA), 9/11, ISPS Integration with business systems Serving disparate customer needs Ie. commodity categorization Influence with data providers

12. Key Successes Data accuracy/cleanliness Data volume and depth A number of external agencies request our data in favour of other sources Compare to other ports Leader in Canada and North America EDI data processing (parser) Cross-trained staff

13. 2-Year Plan Shift to electronic data (CBSA) Reduced manual efforts Strategic vision: Business intelligence Public Information Corporate service provider

14. Thank you! Stephanie Hayes Supervisor, Statistics & Quality Management stephanie.hayes@portvancouver.com Doug Mills Shore Operations Coordinator doug.mills@portvancouver.com Port of Vancouver www.portvancouver.com