Nessun titolo diapositiva

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OUTLINE OF THE SEMINARS

• Models of port governance in Europe
• Organisational structure
• Financial autonomy
• Administration of port areas
• The management and financing of port works
• Port planning
• Conclusions

• Organisation of port labour in Europe
• Evolution and current features
• Statistical development

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Financial autonomy Port of Barcelona/ Puertos
del Estado
Income of Puertos del Estado
Income of the Port Authority

• rental incomes
• port tariffs (as a flexible tool to guarantee
  self-financing)
• sales of equipment

• contributions from port authorities and State
  administration
• other incomes

3
Financial autonomy Ports of Antwerp and Rotterdam
Income of the Port Authority
Municipality
Dividend

• Port dues
• Rental income
• Other income

Budget of the Port Authority
4
Financial autonomy Ports of Hamburg and
Bremen-Bremerhaven
Income of the Port Authority

• Port dues
• Rental income
• Other income

Budget of the City-State
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Port areas
Antwerp (the property has been transferred to
the Port Authority with the exception of some
areas which belong to the Flemish Region)
Property of the Port Authority leased on a
concession basis to private companies
Property of the Municipality available to private
companies on a concession/lease basis
Rotterdam
Hamburg Ports of Bremen and Bremerhaven
Property of the City-State leased to private
companies
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Port works financing Port of Barcelona
Port Authority
Central Contribution Fund
Puertos del Estado
Intervenes in financing of port works in ports
of general interest
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Port works financing Port of Antwerp
100
90
80
70
60
50
40
30
20
10
0
Port area infrastructures
Port accesses (new
Port area infrastructures
Port accesses
(new project)
project)
(maintenance)
(maintenance )
80
0
100
0
Port authority
20
100
0
100
Region
Arising from the principles set out in the Port
Decree (1999, which came into full effect in
2004), the contribution of the Flemish Region was
reduced from 60 to 20 Maintenance of
navigational channels and sluices 100 Port
Authority
8
Port works financing Port of Rotterdam
100
90
80
70
60
50
40
30
20
10
0
Port area infrastructures
Port accesses (new
Port area infrastructures
Port accesses
(new project)
project )
(maintenance)
(maintenance)
Port authority
100
33
100
0
0
66
0
100
State
The subdivision concerning the financing of
port accesses follows a variable ratio
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Port works financing Port of Hamburg
100
90
80
70
60
50
40
30
20
10
0
In the port area any type of work
Outside the port area any type of work
100
0
City of Hamburg
0
100
State
10
Port works financing Ports of Bremen and
Bremerhaven
100
90
80
70
60
50
40
30
20
10
0
In the port area any type of work
Outside the port area any type of work
100
0
City of Bremen
0
100
State
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Port planning Port of Barcelona
Port Master Plan
Business Plan
Strategic Plan
Coordinated by Puertos del Estato
Special Plan
Plan of utilisation of port areas
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• Prepared by the PA
• Subject to the prior approval of the Ministry of
  Defence and Internal Affairs
• Subject to the approval of the Ministry of Public
  Works after consultation with Puertos del Estado
• Defines the territorial area of the port, in
  preparation of the Port Master Plan

Plan of utilisation of port areas

• Prepared by the PA
• Transmitted to the regional or municipal
  competent authority for approval
• In the event of no agreement being reached, the
  decision is taken by the Ministry of Public Works
• Represents the interface between the Port Master
  Plan and the City Master Plan

Special Plan

• Prepared by the PA
• It is the basis of the Port Master Plan and
  simultaneously integrates the PMP, by focussing
  on environmental impact analysis

Strategic Plan
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• Prepared by the Port Authority and includes
• Traffic forecasts
• Economic and financial forecasts
• Objectives of the port administration in terms of
  management and financial planning
• Integrates the city and port development plans

Business Plan

• Defines the territorial area of the port and the
  disposition of its activities, including the
  industrial areas within the port, the dockyards
  and the road and rail infrastructures
• Defines the nature and activities of the port area

Port Master Plan
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Port planning Port of Antwerp
Flemish Governmental Agreement (1999)
Strategic Plan Territorial Implementation Plan
Left Bank
Right Bank
Integration
Coordinated by the Governor of the Province of
East-Flanders
Coordinated by the Governor of the Province of
Antwerp
Global Strategic Plan for the Antwerp Port Area
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Port planning Port of Rotterdam
Exploratory Actions 2020 (1998)
Port Plan 2010 (1993)
Port Plan 2020 (in preparation)
Four Year Plan (2004)
concerns the development strategies of the port
with the purpose of guaranteeing the objectives
as set out in the port master plan
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Port planning Port of Hamburg
Port Development Plan (1997)
medium-term plan 5 years
(New) Port Development Plan
(currently in preparation)
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Port planning Ports of Bremen/Bremerhaven
long-term plan 10 years
Port Development Plan (currently in preparation)
Investment plan
Short-medium-term plans
3-5 years
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Antwerp and Rotterdam two approaches of
planning a port expansion
Port of Antwerp
Port of Rotterdam
Maasvlakte 2
Deurganck Dok
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Nieuwe containercapaciteit (Deurganckdok)
Fase I 6/2005
Fase II 6/2006
Fase III 6/2007

• 4,8 km kaaimuur
• gt 5 miljoen containers
• 1ste fase klaar in 2005

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Deurganckdok

• Doel

HNN (PSA)

• Deurganckdok

Hercules

• Doeldok

Indaver
P O Ports
Gyproc Benelux

• Waaslandkanaal

Borealis Kallo
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• Compensation measures
• New areas transformed into a natural reserve (120
  ha)
• New measures against noise
• Zoning policy (environmental buffers)
• Development of recreational areas

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The roller coaster in the allocation of the new
terminals

• MSC agrees to withdraw its candidature to manage
  the new terminal and decides to focus its traffic
  on the right Bank, at MSC Home Terminal
• 2 new clients at the Deurganck Dok
• Hesse Noord Natie (PSA)
• Antwerp Gateway (PO)
• New terminals to be ready in 2006

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The new port and industrial area will consist of
1000 hectares (nett. of industrial sites) for
deep-sea-related clients trading in chemicals,
for new industry and container handling, plus the
distribution activities. The expansion of the
current Maasvlakte area (5000 hectares) by 20
means a tripling of the container handling
capacity. 
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The instruments to improve relations between the
City and the Port of Rotterdam

• Quality instead of quantity
• New laws on noise
• The West part of Waalhaven has been given to the
  City
• A more enlightened approach to the management of
  port space
• Clustering
• Port renewal plan
• Renegotiation of the internal port space reserves
• Cooperation outside the port territory (ex.
  agreement Rotterdam - Vlissingen)

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The method of organising the port lay-out has to
find a balance between port activities
territorial allocation
The rationale for port activity
The rationale for territorial allocation

• The administrative borders of the port territory
• Increasing limitations for environmental reasons
  and the importance of the EU laws
• Increasing importance of socio-economic criteria
  and added value activities

• Network strategy and added value
• Extended port competition
• Terminal networks by the mega-terminal operators

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The strategies of the Port Authorities
They are generally very favourable to port clients

• They encourage the concentration of the major
  players
• Leasing policy
• A new juridical status the corporatisation and
  enhanced autonomy of the port authorities

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From the analysis carried out, some main
conclusions can be drawn
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The Port Authority is at the hub of a very
complex set of interactions
Local institutions and residents
Global operators
Local operators
Port authority
National and international institutions
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The comparison between the northern European and
the Mediterranean port models shows some
important differences between the instruments
available to port authorities to deal with the
complex set of interactions as previously
mentioned
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Northern European Ports
TotalLandlord port
The public structure is not flexible
Is a public entity
Is losing its capacity to resist the global
operators
The global operators become more and more
demanding
Port interests go beyond the port confines
Is limited to a territory
Which strategy ?
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Which strategy ?

• to be more flexible
• to be active in the port and transport sector
• to gain more contractual power to face the
  global operators
• to increase its financial autonomy
• to find new financial resources to invest
• to go beyond the port confines
• to face the entrepreneurial risks without the
  constraints of a public entity linked to a
  territory and a community

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With the responsibility for
Maintaining an active role in the co-ordination
and promotion of port development in order to
safeguard the long term public interest
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What are the options?
Public?
Private?
Or a mixture of both?
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What are the organisational choices?
A new landlord port concept where the philosophy
and the structure of the model remains
unchanged but the roles and the functions of the
public port authority are refined and
commercially attuned
37
The new landlord port would set itself the task
of
Optimising a network of activities rather than
consolidating a set of infrastructures
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The strategy of a revised landlord port

• Complex set of interactions

Revised Landlord port
Total Landlord Port
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Currently the Mediterranean port authorities do
not enjoy the same statutory flexibility as their
northern counterparts
The possibility of the public port authorities
intervention in the port activities is limited
They are more dependent on the State for certain
decisions and funding
but
There is a movement to achieve a greater
flexibility in response to market pressures and
to the evolving role of the public body?
Spanish ports
A further reform of port legislation? More
flexibility and financial autonomy for port
authorities?
Italian ports
A further reform of port legislation? More
financial autonomy? The possibility of
intervening in port operational activities?
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National and international institutions
The financial independence and the
decentralisation of decisions at a local level
are not in themselves enough to guarantee the
development of the logistics network linked to
major international ports
(e.g. While the port of Rotterdam is considered
to be the most important port in the Netherlands,
the exigencies of port policy ensure an ongoing
cooperation and development between the national
ports)
There is a need to create new instruments in
order to direct national and international
choices to define what steps need to be taken to
ensure this development
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How to manage the potentially conflicting
interests of the local community and the global
operators
What are the risks and constraints?
The inability to demonstrate any direct benefits
- economic, financial or work opportunities -
for the local community
The effect on the environment

• The reduction of space for alternative use
• Pollution
• Traffic congestion

• The difficulties of managing the global players
• The risk of leaching resources
• The uncertainty of providing the local labour
  force with new jobs - both direct and indirect
• Possible dispersion outside the port area of
  production activities

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Northern European ports
ECT
Controlling interest in private transport and
logistics companies
CSDK-Intrans
Port Authorities
HHLA
BLG
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Participation of the local community in the port
management process
What are the risks and constraints?
Excessively long preparation periods with the
danger of stalemate
The uncertainty of the endorsement of choices
outlined in the port development plan
Piecemeal decisions resulting in a lack of
cohesion, which effectively disrupts the port
development process
Failure to make timely decisions resulting in a
situation where the development plan is overtaken
by events, with wasteful overlapping as a result
of ad hoc interventions
44
The challenges to port authorities posed by
engaging in port development involve
(1) The need for mediation between the
potentially conflicting local and global
interests
The Port (and the City)
Local community
Global operators
The willingness to accept the global
operators (Example The case of the Port of Genoa)
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In this complex set of interactions, searching
for a new role for port authorities could lead to
the following conclusions . . .
Competition as we have previously understood it
is no longer adequate to meet the needs of an
evolving situation
The compounding interactivity between the port
authority, the port territory and the local
institutions has introduced a further element of
competition
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The generation and accessing of funds for port
related activities
Relationship with the local community
Relationship with the global players

• Independent Port Authority
• That has financial and decision making power
• That takes initiatives
• That collaborates and coordinates with other
  levels of government
• That can negotiate and conclude agreements with
  external entities

Port Authority
Relationship with the national institutions

Port territory

Local institutions

Competition between extended ports
Relationship with the EU/ international
institutions
Where the port authority becomes the focal point
of harmonisation