Business Plan 2014 2018 Summary Port Authority
CONTENTS Introduction 3 A mission focused on added value 4 Strategic priorities 6 The Port Authority works with and for companies 7 Optimising the supply chain 7 Nautical 7 Hinterland 8 IT and Trade Facilitation 8 Creating synergy within the platform 9 Efficient use of space: a resilient concession policy 10 Becoming top-of-mind in the world 10 The port authority stimulates social value 11 Further developing the port area 11 Building support for a sustainable platform 12 Tackling social issues 12 Ensuring implementation of the plan 14 Postscript 14 Introduction The Port of Antwerp today occupies a leadership position: Mainport for Flanders and Belgium, the second gateway to Europe, the largest European chemical hub and the most important logistics port hub in the Hamburg-Le Havre range. However, these positions do not come all by themselves. If Antwerp is to remain a leading economic platform, it must deal in an appropriate way with not only the opportunities but also the challenges that arise in a competitive market environment. In its 2014 2018 Business Plan, Antwerp Port Authority therefore sets out the necessary initiatives that can help to reinforce the competitive position of the Port of Antwerp. Legitimacy is acquired by an intensive process of testing, both internal and external. The Port Authority looks forward with confidence to the coming five years covered by the period of the plan. This Business Plan in turn builds on the Total Plan for a Competitive Port and on the agreements made for development of the Antwerp port area under the terms of the Regional Land Use Plan. The two main starting points for the Business Plan are: The need to think in terms of supply chains; The insight that the port of Antwerp is a unique platform for the interplay of industry, logistics and shipping freight handling. Logistics Freight Handling Industry Antwerp Port Authority 3
A mission focused on added value MISSION To assure maximum sustainable added value of the port area entrusted to us. To this end, Antwerp Port Authority plays active roles, both within the port area and outside it. Added value Port of Antwerp (in million euro) The Port Authority s mission remains focused on assuring the added value created by Antwerp as a platform. The port plays a significant role not only for the general economy but also for society. The platform provides work for 145,000 people who earn their living from port-related activities. The total added value created by the Port of Antwerp is around 20 billion euros per year. This represents 8.9% of Flemish GDP and 5.1% of Belgian GDP. The importance of the port for the region of Antwerp, Flanders and Belgium means that all stakeholders must help to ensure that the Port of Antwerp remains competitive. Accordingly, in drawing up this Business Plan we have explicitly opted to obtain as much input as possible from inside and outside the Port Authority. This combined input has been translated into a vision of the Port of Antwerp platform and the roles played by the Port Authority: The trinity of logistics, industry and freight handling will further develop into a highly efficient platform that is used by the most sustainable and efficient European supply chains; This platform must be world-class, both in size and in the comprehensive range of services offered; The role played by the Port Authority must shift from being a passive landlord to being an active facilitator and promoter. This change in role has already begun in the past few years, but the development must be intensified. This means that the Port Authority must build bridges and collaborate with its customers and all other stakeholders. 4 Business Plan 2014 2018 Antwerp Port Authority 5
Strategic priorities The Port Authority is one of the strategic players within the Antwerp port platform, helping to improve the competitive position and stimulating the creation of added value. The Port Authority occupies a central position within the chain that creates this added value: it works directly with and for companies to create added value, it fosters a social climate in which welfare and prosperity go together, and it generates a positive spiral by reinvesting the resources that flow back to the Port Authority, thus supporting the platform in a sustainable way. To consolidate this value creation, the Business Plan lays down the strategic priorities that the Port Authority must deal with over the next five years. These priorities are two-fold: on the one hand the Port Authority must set up closely targeted commercial and operational initiatives for enabling port companies to be successful in the market and so create value; on the other hand the Port Authority must take general initiatives to make the port as a whole stronger, drawing in the wide field of stakeholders and so building a basis for support, now and in the future. Strategic priorities for 2014 2018 The Port Authority works with and for companies The Port Authority works very directly with and for companies in four areas: making chain operation more efficient; creating synergy between the three main strengths of the port platform (logistics, industry and freight handling); creating space for the most valuable chains, and providing marketing assistance to companies. Optimising the supply chain NAUTICAL Antwerp has scored commercial and operational success in catering for the increasing size of container ships. The upgrading of the navigation channel in the Scheldt has also led directly to commercial success for liquid bulk. With 34,000 movements by seagoing ships annually, shipping traffic control is a critical task that is becoming more and more complex. It is therefore important to have a single, integrated control space extending from the Belgian-Dutch border to just South of the Royers lock. There will have to be integrated traffic management, with a single control room. This will require clear procedural arrangements between the Port Authority and the Joint (Belgian/Dutch) Nautical Authority. In addition to smooth, safe shipping traffic, an absolute priority for the coming years is to ensure effective sea access so that the port can be reached at all times by the large container carriers now entering operation. This means that all nautical service providers must work efficiently together. Ships Cargo Concessions Other Antwerp Port Authority works with and for companies to generate added value: Optimising supply chain operation Creating synergy on the platform Making efficient use of space/ infrastructure Becoming top-of-mind in the world Antwerp Port Authority reinvests value: Allocating resources for maximum added value Monitoring implementation of the Business Plan Bringing internal operations into line with priorities Antwerp Port Authority simulates social value: Making the platform sustainable Implementing the Land Use Action Plan Tackling important social issues (mobility, dock labour, talent and energy) Collaborating with the community and with other ports 6 Business Plan 2014 2018 Antwerp Port Authority 7
Proximity Port of Antwerp to economic centers Ideally positioned Best positioned Well positioned Birmingham Amsterdam Rotterdam London Zeebrugge Calais Lille Brussels Valenciennes Le Havre Paris Antwerp Düsseldorf Venlo Koln Duisburg Nancy Bremen Luxembourg Basel Bern Frankfurt Strasbourg Hamburg Hannover Stuttgart Nurnberg Berlin Munchen Prague Wien Creating synergy within the platform The Port Authority goes actively in search of synergies between shipping freight handling, logistics and industry so as to enable the port of Antwerp to develop into a highly efficient platform that is world-class in terms of its scale and range of services. The oil and chemical cluster in the port area and the Port Authority have between them decided to further promote the operation of this cluster by setting up a special unit which will: Step up the marketing effort directed at existing companies, to attract additional investment to Antwerp; Roll out an active business development strategy for new players; Promote the operation of the supply chain for the oil and chemical sector; Campaign for improvements in the facilitating conditions (with energy identified as being the most important). Bordeaux Lyon Torino HINTERLAND Antwerp s location deep inland offers great advantages for connections with the hinterland, especially as hinterland transport nowadays accounts for an increasing proportion of the overall transport costs. The Port Authority aims to ensure that the end-to-end logistics chain connecting the port with its hinterland operates smoothly, as is already done successfully for the nautical chain. This will be done through initiatives for rail, barge and road transport, in the port itself, in the direct hinterland and in the overlapping areas where Antwerp comes into confrontation and competition with other ports. Milan This should make it possible for the oil and chemical sector in Antwerp to develop more strongly than its direct European competitors. Downstream from the oil and chemical cluster, initiatives aimed at end-user industries will be developed, in order to extend the range of industrial activities within the port. In terms of logistics services the Port Authority will pursue an active policy of promoting infrastructure renewal, creating shared services and offering state-of-theart capacity. During the period of the plan two new logistics parks will become available in the port area. The Port Authority will increasingly act as a proactive facilitator here, concentrating on the following points: Improving logistics within the port; Developing new hinterland products, with special attention being paid to the eastern rail market; Forming partnerships, which in some cases may mean taking a financial stake. To ensure that these roles are played smoothly, an Intermodal Solutions unit has been set up within the Port Authority in collaboration with the port community. IT AND TRADE FACILITATION IT plays an essential role both on the seaward side and on the freight handling side, streamlining the flow of goods and affording greater efficiency and reliability. The Port Authority is constantly rolling out new applications, some of them developed in-house such as the APICS2 port information system and some of them developed by members of the Antwerp Port Community System (APCS) in which the Port Authority also participates. The Port Authority will further intensify its role in developing new projects. Trade facilitation is increasingly important, as is supply chain support. The Port Authority strives to speed up the throughput of goods, as well as reducing the administrative burden and associated costs involved in importing and exporting goods through Antwerp. It also develops facilitating concepts. 8 Business Plan 2014 2018 Antwerp Port Authority 9
Efficient use of space: a resilient concession policy The Port Authority will make the transition from a passive, conservative landlord to a more proactive developer and creator of opportunities, both for generating more synergies within the platform and for making efficient use of space. The Port Authority stimulates social value The main lever for this will be a resilient concession policy supported by active, intensive dialogue with concession holders and the wider private sector. The Port Authority will set up a permanent, dynamic procedure for consultation with the private players so as to advise the Port Authority on strategic choices. By pursuing active dialogue with each concession holder the Port Authority aims to achieve more efficient use of space based on real data on the companies concerned. More intensive collaboration will also lead to internal reserves being activated. In the meantime the Port Authority is drawing up a Master Plan for the Right Bank, to anticipate possible shifts in activity within the port area and to make the most efficient use of existing sites. Becoming top-of-mind in the world A world-class, highly efficient platform deserves to be recognised as such around the world. The Port of Antwerp must become top-of-mind among decision makers in the worldwide supply chain, in the oil and chemical industry and among other investors. During the past few years the Port Authority has become more professional in its promotional role. The marketing policy focuses on creating brand recognition for the Port of Antwerp together with campaigns aimed at particular regions and industries with significant potential. During the period of the plan the Port Authority must further develop its commercial role to that of a customer-focused service provider. This means that the Customer Service, Sales Support and Business Development activities must be further developed. The top-of-mind objective is also supported by the structural presence of APEC abroad and by development of Port of Antwerp International (PAI) as a platform for port-related consulting & management tasks. In the meantime the Port Authority is always ready to support similar initiatives by the port community. Further developing the port area The Port Authority stimulates the development possibilities of the Port of Antwerp as an economic gateway to Flanders, as well as making the port area more sustainable. Within the existing port area, projects that were made possible by the Flemish government s Regional Land Use Plan are prepared and carried out. The Saeftinghe Development Zone in particular is of great significance here. The Port Authority is participating in this project and in the Action Programme of mitigating and compensating measures together with infrastructure measures associated with this development scenario. The Action Programme focuses on development of a sustainable port that creates prosperity in a liveable and healthy environment. This also helps to generate broader social support for the port s activities. In addition to efforts aimed at raising awareness of the economic significance of the port, the Port Authority seeks to boost the port s image by making it a part of the everyday experience of a wide variety of people, as well as reaching out to school pupils and students in order to create a positive attitude towards the port among younger generations. In this way the port wins its licence to operate. 10 Business Plan 2014 2018 Antwerp Port Authority 11
Building support for a sustainable platform The Port Authority and the other stakeholders have deliberately opted for the concept of Prosperity instead of Profit, as they wish to emphasise not only economic benefits but also social considerations. With its Sustainability Report, the Port of Antwerp has a joint platform that enables it to pursue sustainable initiatives while creating added value and reinforcing its competitive position. This also affords legal certainty and guarantees continuity of operation (for example when obtaining permits). Based on this sustainable platform the Port Authority builds bridges between itself and stakeholders, and between the stakeholders themselves. The Port Authority pursues consultations with the private sector, the Alfaport Steering Group, the industry associations, the Flemish Region and the other Flemish ports. Further, as a partner within Flanders Port Area the Port Authority has incorporated various action points from the collaboration text in its strategic priorities. The strong Port of Antwerp platform and international branding can give maximum effectiveness to Flanders Port Area. The Port Authority will also collaborate with other ports and platforms within Europe and indeed around the world. Tackling social issues The competitive position of the port of Antwerp is influenced by a wide range of social issues, the four main ones being mobility (i.e. transport of goods and travel between home and work), dock labour, talent and energy. The Port Authority is not in a position to compel a full solution in any of these four areas; instead it strives to formulate positions that are supported by the entire port community, based on in-depth analyses. It then promotes these positions with the policy-making bodies and stakeholders concerned. People make the port: some 60,000 people are employed directly within the port area. It is therefore important to continue attracting sufficient talent in the form of people with the right qualifications. Energy is an important precondition for the competitiveness of the platform, especially the oil and chemical cluster. There has to be a reliable supply of energy at an acceptable price. The emphasis must therefore be on cost efficiency and local benefits, while also creating space for new forms of energy and renewables. It goes without saying that flanking or mitigating measures are also taken, where they are within the possibilities of the Port Authority and/or the port community. In the field of mobility it is essential for the port to remain easily accessible by all modes of transport. The greatest challenge here is undoubtedly road access for the port. In addition to infrastructure measures, better use of capacity can be made by spreading traffic over time. The accessibility of the port must also be guaranteed at all times for travel between home and work. When it comes to dock labour the system of work organisation must be modernised. Creating competitive, legally secure working conditions for logistics activities comes at the top of the agenda. However, consultation between the social partners remains their own exclusive concern. 12 Business Plan 2014 2018 Antwerp Port Authority 13
Ensuring implementation of the plan The Port Authority is shifting its focus from being a passive landlord to being proactive facilitator and stimulator with a view to attaining these strategic priorities. In order to achieve this the Port Authority must deploy the necessary people and resources. At the same time it must continue to strive for efficiency and productivity throughout the organisation. Part of the port s added value accrues to the Port Authority in the form of concession fees, port dues, payment for services and other forms of income. These resources enable the Port Authority both to invest in the competitiveness of the platform and to develop social initiatives that constitute its "licence to operate." For the period 2014 2018 an investment programme of 675 million euros (situation as at December 2013) is planned. In addition to this sufficient operating budgets will be made available to attain the strategic priorities. Making the operation of the Port Authority more efficient will of course also require organisational improvements in terms of corporate governance. Postscript With this 2014 2018 Business Plan the Port Authority describes how and in which roles it contributes to reinforcing the competitive position of the port of Antwerp, and also how it deals with the threats and opportunities that go with the leadership positions acquired. The mission of the Port Authority remains focused on creating added value. To this end the Port Authority plays a more and more active role, both inside and outside the port area. To implement this Business Plan, the Port Authority will mobilise people and resources and will go farther along the path already taken by collaborating closely with all stakeholders, in particular the Flemish Region for questions of nautical access, along with Flanders Port Area and the private port community as a critical sounding board. In implementing this Business Plan the Port Authority aims to continue its development towards an efficient public enterprise. 14 Business Plan 2014 2018
Port Authority COLOPHON Responsible editor Tine Vandendriessche Design Catapult, Antwerp June 2014