CORPORATE SOCIAL RESPONSIBILITY REPORT 2010 …opendata.portdebarcelona.cat/...2010-english.pdf ·...
Transcript of CORPORATE SOCIAL RESPONSIBILITY REPORT 2010 …opendata.portdebarcelona.cat/...2010-english.pdf ·...
CORPORATE SOCIAL RESPONSIBILITY REPORT 2010 BARCELONA PORT AUTHORITY
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Index
Section 1 Introduction by the president ................................................................................................................................ 5
Section 2 MILESTONES IN 2010 AND CHALLENGES FOR 2011.......................................................................................... 7 2.1. Summary table ................................................................................................................................................ 7 2.2. Prizes and awards received ............................................................................................................................ 9
Section 3 PORT OF BARCELONA........................................................................................................................................... 11 3.1.Profileandgovernment ................................................................................................................................ 11 3.1.1. The organisation ..................................................................................................................................... 11 3.1.2.President’sOfficeandDepartment .......................................................................................................... 12 3.1.3.Organisationchart .................................................................................................................................. 12 3.1.4.Stakeholdercompanies ........................................................................................................................... 13 3.2.PortofBarcelona,astrategicandcommercialenclave ........................................................................... 15 3.3.Mainordersofmagnitude ........................................................................................................................... 15 3.3.1.Maintraffics ............................................................................................................................................ 15 3.3.2.Financialperformance ............................................................................................................................. 16 3.3.3.Subsidiesandgrantsreceived .................................................................................................................. 17 3.3.4.Maininvestments .................................................................................................................................... 17
Section 4 A RESPONSIBLE AND SUSTAINABLE MANAGEMENT MODEL ........................................................................ 19 4.1. Mission, vision, values and stakeholders ................................................................................................... 19 4.1.1.Mission,visionandcorporatevalues ....................................................................................................... 19 4.1.2. Stakeholders ........................................................................................................................................... 19 4.1.3.Membershipoforganisations .................................................................................................................. 20 4.1.4.Corporatesocialresponsibility(CSR)strategyandpolicy .......................................................................... 21 4.2. Principles of action in relations with the Port Community, customers users and citizens .......................................................................................................................................... 22 4.2.1.ThePortofBarcelona,aneconomicdriver ............................................................................................... 22 4.2.2.CustomersandusersofthePortofBarcelona ......................................................................................... 23 4.2.3.CSRstructureandinitiativesinthePortCommunity ................................................................................. 27 4.2.4.Sustainableservicesandproducts ............................................................................................................ 28 4.3. Legalcomplianceandtransparencyinmanagementandhiring ............................................................ 30 4.3.1.Suppliers ................................................................................................................................................. 30 4.3.2. Internal and external audits .................................................................................................................... 31 4.3.3.Codesofconduct,standards,finesandpenalties .................................................................................... 31 4.3.4.Publicpolicy ............................................................................................................................................ 33 4.4. Sustainability in the development of infrastructures ............................................................................... 35 4.4.1.Infrastructuresandtheprecautionaryprinciple ........................................................................................ 35 4.4.2.Majorprojectsandenvironmentalimpact ................................................................................................ 35 4.4.3.Biodiversity,initiativestomitigateimpacts ............................................................................................... 36 4.4.4.Environmentalinvestment ....................................................................................................................... 37
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4.5. Safety in the activities of the port precinct ............................................................................................... 38 4.5.1.TheSelf-protectionPlan .......................................................................................................................... 38 4.5.2.ThePortPolice ........................................................................................................................................ 39 4.5.3.Environmentalmonitoringofworksprojects............................................................................................ 39 4.6.Port-cityintegration ...................................................................................................................................... 40 4.6.1.ThePortVell,apublicleisurearea ........................................................................................................... 41 4.6.2.Mainactivities ......................................................................................................................................... 41
Section 5 PEOPLE AT THE HEART OF SUSTAINABLE DEVELOPMENT ............................................................................. 43 5.1.Staffstrategy ................................................................................................................................................. 43 5.2. Structure of the APB, equality and diversity ............................................................................................. 43 5.2.1.Characteristicsofthestaff ....................................................................................................................... 43 5.2.2.Equalityanddiversity ............................................................................................................................... 44 5.3.Paymentandbenefits ................................................................................................................................... 45 5.3.1.Paymentsystem ...................................................................................................................................... 45 5.3.2.Benefits .................................................................................................................................................. 46 5.3.3.Unionrepresentation .............................................................................................................................. 46 5.3.4.Socialaction ........................................................................................................................................... 47 5.4. Health and prevention culture ..................................................................................................................... 47 5.4.1.Healthandprotectionpolicy ................................................................................................................... 47 5.4.2.Structure,initiativesandactionsinhealthandpreventionofoccupationalrisks ....................................... 47 5.5. Professional development ............................................................................................................................ 48 5.5.1. Training ................................................................................................................................................... 48 5.5.2.Humanrightsandcorruption .................................................................................................................. 49
Section 6 ENVIRONMENTAL SUSTAINABILITY ................................................................................................................... 51 6.1.Theorganisation’s’environmentalmanagementpolicyandprinciples ................................................. 51 6.2.Environmentalmonitoring ........................................................................................................................... 51 6.2.1.Spillsandaccidents ................................................................................................................................. 51 6.2.2.MARPOLwaste ....................................................................................................................................... 51 6.2.3.Initiativesforimprovement ...................................................................................................................... 52 6.3.Wastemanagement ...................................................................................................................................... 52 6.4.Airqualityandnoisemanagement ............................................................................................................. 52 6.4.1.Emissions ................................................................................................................................................ 52 6.4.2.Iniciativesdemillora ................................................................................................................................ 53 6.5.Energyandwaterefficiency ........................................................................................................................ 53 6.5.1.Energyconsumption ............................................................................................................................... 53 6.5.2.Consumption .......................................................................................................................................... 54 6.5.3.Initiativesforimprovement ...................................................................................................................... 55 6.5.4. Materials ................................................................................................................................................. 56 6.5.5.Summarytableoftotalemissions ............................................................................................................ 57 6.5.6.Methodsforcalculatingemissions ........................................................................................................... 57 6.6.Committedtocombattingclimatechange ................................................................................................ 58 6.6.1.Financialconsequences ........................................................................................................................... 59 6.6.2.Risksandopportunities ........................................................................................................................... 59
Section 7 PROCESS INVOLVED IN PREPARING THE 2010 CSR REPORT .......................................................................... 61 7.1.Methodology .................................................................................................................................................. 61 7.2.Reviewandsignificantchanges ................................................................................................................... 62
Section 8 INDEX OF CONTENTS AND GRI CONTROL ........................................................................................................ 65
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1.
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Introduction by the president
ThePortofBarcelonaplaysafundamentalroleintheeconomyofCatalonia,makingavitalcontributiontokeysectorssuchasenergy,cars,tourism,capitalassetsorfoodstuffs,tonamejustafew.Thisisalwaysdonewithinanapproachthatfocusesonrespectandsensitivitytowardspeople,societyandtheenvironment.Infact,thePortofBarcelonahasintegratedCorporateSocialResponsibility(CSR)intotheveryheartofitsactivity.
TheBarcelonaPortAuthorityCorporateSocialResponsibilityReportenhancestheworkthatthePortofBarcelonaperformsinthethreedimensionsofCSR:economy,societyandenvironment.Also,andaboveall,itisanexerciseintransparencyandcommunicationswiththestakeholderstoencouragetheirinvolvementinthesharedobjectivesofthePort.
Inthisconnection,BarcelonaPortAuthority(APB)isfosteringasystemicmodeofwork,awayofworkinghandinhandwiththemembersofthePortCommunitytoincreasetheideathatthisCommunityisnotagroupofdisparateelements,butarealcollectivewithpartnersjoiningforcesaroundasinglesharedaim.
ThePortofBarcelonawasoneofthefirstSpanishportstointroduceCSRcriteria.ThePortAuthorityhaslongbeenconvincedthatsustainabilitymeansefficiency,andhasmadethesevaluestheprincipalinstrumentsofmanagementanddevelopment,suchastheBusinessPlan,StrategicPlan,EnvironmentalPlanorQualityPlan.
Aspartofitsstrategicapproach,thePortfostersthemostefficientsolutions
tomeetneedsforconnectivity.Thisisleadingtoanincreasingshiftfromlandroutes to short sea and/or rail routes, bringingaboutasignificantreductioninemissionsofgasesintotheair,andoftenalsoareductionincosts.
Theeffortsmadeoverthelastfewyearstoimproveanddeveloprailinfrastructuresandservicesarestartingtobearfruit.ServicessuchastheBarceLyonExpresshavebeenwellreceived.Whenthisrailinitiativebegan,thereweredoubtsastoitscommercialviability,butithasnowprovedtheappropriatenessoftheenvironmentalstrategyandthatofexpandingthePortofBarcelona’shinterland.TheactionswithintheportprecinctandtheconnectionwiththeIberianPeninsulaandFranceareafurthersteptowardsmeetingtheobjectiveoftransporting30%ofgoodsbyrailinthemediumterm.Infact,thefiguresforthistrafficin2010werewellovertheforecastsandhaverisensignificantly,liketheshortseashippinglineslinkingBarcelonawithvariousportsintheMediterranean.
Thesearchforasustainable,highqualityoperationisappliedtoalltheprocessesinthePortanditsoperations,fromtheterminaloperationstotrucklicences,managinginternalresources,recycling,andsoon.Forexample,thegeneralisedimplementationofelectronicdocumentaryprocessesavoidsalargenumberoftrips.Furthermore,oureffortsarealsorecognisedfromoutsidetheorganisation,whichActualidad EconómicamagazineawardedasoneofthehundredSpanishcompanieswiththebesteconomicandfinancialmanagementin2010;andtheserviceinkeytraffics,
indicatedbytheprizesawardedbyDream World Cruise Destinations for the PortofBarcelona’scruiseractivity.
Onthesocialside,theorganisationhaslongunderstoodtheimportanceoffocusingonpeopleasthetruedrivingforceofouractivity.However,nowwearegoingonestepfurtherandproposingaculturalchangebasedonthreepillars:commitment,professionalismandethics;awayofbehavingthatisbeingimplementedintheAPBandshouldbespreadtothewholePort.
Outside its bounds, the Port of Barcelonaalsomaintainsacommitmentwiththepublicandthesurroundingarea.Thatiswhyittakesparticularcareoftheenvironmentalmanagementofitsfacilities,works,activities,etc.ThePortplaysanactiveroleinindustrialsafetyandenvironmentalorganisations,performingperiodicdrillsandchecksandtakingthenecessarypreventionmeasurestoguaranteepublicsafety.Inthisrespect,lastSeptembertheorganisation’sManagementBoardapprovedthedefinitiveversionofthePortofBarcelonaSelf-ProtectionPlan(PAU),whichisadaptedtothecurrentlegalframework,integratedintothecivilprotectionsystemandimprovesorganisationandoperationsintheeventofanemergency.
Ourportisthescenarioofacommercialactivitythatisessentialfortheeconomicdevelopmentofthesurroundingarea,butitisalsoadynamicplayerinitssocialandculturallifeandasourceofsustainablebusinesssynergies.
Sixte CambraPresidentofthePortofBarcelona
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2.1.
2.
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2.1.
2.1. SUMMARY TABLE
ThefollowingtableslistthemilestonesachievedbythePortofBarcelonain2010andthemainchallengesfor2011from
thepointofviewofsustainabilityinitsthreedimensionsofeconomy,societyandenvironment.
ThesecorrespondtoobjectivesoftheBarcelonaPortAuthorityBusiness
Plan,theachievementsofwhichdefinethemanagementstepsforattainingthePort’sstrategicaim.
Milestonesin2010andChallengesfor2011
MILESTONES OF 2010
PromotingthedevelopmentofthePortofBarcelonawithanemphasisonthethreefactorsofsustainability(economy,environmentandsociety):•Preparingargumentsontheenvironmentalbenefits(reducing
CO2)forcustomersthatchoosethePortofBarcelonatotransportgoodstoEurope(SIMPORT)
•Installingaradiationdetectionsystemintheentryandexitgatesofthecontainerterminals
•ImplementingthenewPortofBarcelonaself-protectionplan
Promotingaresponsibleandsustainableorganisation:•DrawinguptheSustainabilityReportfor2009•AuditandbenchmarkforimprovingtheCSRReport•SigningtheagreementtodonatefoodstuffsfromtheBIP(BorderInspectionPost)andapprovingtheoperationalguidelines
MeetingtheAusterityPlanbasedontwoobjectives-cuttingstaffcostsandreducingoperatingexpensescomparedto2009:•CreatingaMonitoringCommitteefortheAusterityPlan
BeingthemostpowerfulhinterlandandSSSoperatorinSouthernEurope:
•MarketanalysisofthePortofBarcelona’spotentialmarketinnorthAfrica
•EstablishinganewSSSroutewithTangiers•PresentingtheMarcoPoloIIprojecttosetupanewSSSlinewithGreece
•OrganisingthetrademissiontoTunis
Establishingmoreefficientportoperationsbasedontheneedsofoperatorsandfreightagents:
•Proposingrulesforcargoandpassengermanagement•ApprovalbythePortCommunitySteeringCouncilofthenewQualityPlan:EfficiencyNetwork
DevelopingacompleteofferofservicesinlinewiththeobjectivesofthePortVellbyorganisingthecommercialactivitiesinitsareas:•RegulatingcommercialactiviesinthepublicareainthenewNorthentrancemouth
ImprovingaccessibilityandmobilityinthePortofBarcelona:•ProposaltodevelopandextendthePortofBarcelona’sinternalandexternalrailnetwork
•AwardingtheworkstoadapttheUICaccessintheTCBcontainerterminal
Promotingculturalchangetoincreaseeffectivenessandefficiencyintheorganisation’s’managementandcustomerorientation:•DevelopingtheInternalCommunicationPlan(2011-2012)•PresentingtheManagerialDevelopmentPlantotheExecutiveCommittee
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MILESTONESIN2010ANDCHALLENGESFOR20112.1.
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MILESTONESIN2010ANDCHALLENGESFOR2011 2.2.
2.2. PRIzES AND AwARDS RECEIVED
•ThePortAuthorityofBarcelonawasacknowledgedbythemagazineActualidad Económica as one of the hundredSpanishcompanieswiththebesteconomicandfinancialmanagement.
•In2010thePort’scruiseactivitywasacknowledgedbythespecialisedDream World Cruise Destinations Magazine,andreceivedprizesinthefollowingcategories:
- Best Turnaround Destination- Best Turnaround Port Operations- Most Efficient Port Services
Thejuryawardingtheseprizescomprisesrepresentativesofthemostimportantcruisercompaniesintheworld.
CHALLENGES FOR 2011
ProcessingtheEnvironmentalImpactStatementoftheQAS2
PreparinglicencesfortheMARPOLwastecollectionservice
Acquiring“greenoffice”articleslikelytochangeintheorganisation(containingtheconsumptionofnaturalresources)
DefiningasystemtomeasurethereductionofatmosphericCO2 emissionsthankstotheincreaseinSSSandrailtransport
DesigninganddefiningtheusesofthePort’sinlandrailterminalsbasedoncomplementarityoftheinternalandexternalnetworkofportrailterminals
ActivatingthecommitmentsofthePortofBarcelona’sQualityBrand(EfficiencyNetwork)
ExtendingpaperlessCustomsreleasetocertainimportgoods
Developinganinterfaceapplicationforsendingcargolists(EDI)betweenraillogisticsoperatorsandmaritimeandinlandterminals
Drawinguptheordinanceassigninginlandroutesandtimetables“tractionwindows”
Consolidating/extendingthedailyrailserviceinthecentrearea
CreatingtheBarcelona-Toulouse–Bordeauxrailservice
DraftingthestandardsofuseandconditionsofdistributionofthelorryparkingareasinthePortofBarcelona
Implementingimprovementsofthecontainerpositioningcoordinationserviceapprovedbytheorganisation’sBoardDrawingupamonthlyreportofnewqualityindicatorsofportprocesses
Draftingtheportserviceslicence
BringingthenewBIPonstream
RevisingtheInternalCommunicationPlanfor2012
SpecifyingtheagreementtoclosethePROAProject(PortPolice)
Definingafirst-levelprocessesmap
OptimisingtheTheorganisation’s’administrativeprocesses.
DevelopingtheSAC-SAUprogrammecalled“VoiceofthePort”
Drawingupimprovementactionplansfromthe2010climatestudyineachSub-department,Secretariat-General,DepartmentandPresident’soffice
Developingtheactionplansenvisagedfor2011onthebasisofthe2010climatestudy
ImprovingworkingconditionsbyconstructingthenewbuildingforthePortPolice,ConservationandArchive
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3.
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3.1.
El Port de Barcelona
3.1. PROFILE AND GOVERNMENT
3.1.1.Theorganisation
BarcelonaPortAuthority,withitsregisteredheadquartersinnumber6,PortaldelaPau,Barcelona,isastatewidepubliccorporationthatadministrates,managesandcontrolsthePortofBarcelonainaccordancewiththemandatesetoutinLaw1992/24of24November1992,ofStatePortsandtheMerchantNavy,amendedbyLaw62/1997of26December1997,48/2003of26November2003and33/2010of5August 2010.
Theauthorityhasitsownlegalidentityandequitycapitalandisendowedwithfullpowerstomeetitsobjectives.Itisgovernedbyitsspecificlegislation,theapplicableprovisionsoftheGeneralBudgetAct,andsupplementallybyLaw6/1997of14April1997ontheStructureandFunctioningoftheSpanishStateAdministration.
Itsactivitiesmustcomplywiththeprivatelegalsystem,includingtheacquisitionsofassetsandhiring,exceptintheexerciseofanypublicpowersthatitmaybeattributedbylaw.Whenhiring,itwillalwaysbesubjecttotheprinciplesofpublicity,competition,safeguardingtheinterestsofthebodyandhomogenisationofthepublicsectorhiringsystem.
Thepropertyregimeisgovernedbythespecificlegislationand,wherenotcoveredbythis,byPublicAdministrationlegislation on assets.
Theauthorityperformsitsfunctionsunderthegeneralprincipaloffunctionalandmanagementautonomy,without
prejudicetothepowersattributedtotheMinistryofPublicWorks,throughPuertos del Estado [State Ports], and thosecorrespondingtotheAutonomousCommunities.
ThehighestgoverningbodyOneofthemeasuresintheagreement
torationalisethepubliccorporatesector,adoptedbytheSpanishCouncilofMinisterson30April2010,wasa40%reductioninthenumberofmembersoftheAdministrationBoardsofPortAuthorities.ThisreductionwasbroughtaboutbyLaw33/2010of10August2010,amendingLaw48/2003of26November2003ontheeconomicandserviceprovisionregimeinportsofgeneralinterest,whichsetthemakeupofadministrationboardsasfollows:achairperson,anex-officiomember(theharbourmaster)andbetween10and13membersinthecaseofmainlandports.
Inthewakeofthischange,themeetingheldon28September2010bytheGeneralitatdeCatalunya(CatalanRegionalGovernment)setthenewcompositionofBarcelona Port AuthorityManagementBoard,whichremaineduntil31December2010.
ChairmanJordi Valls Riera
Ex-officiomemberFranciscoJ.ValenciaAlonso(harbourmaster)
MembersrepresentingtheStateAdministrationMaríaPilarFernándezBozal,lawyerJaimeOdenaMartínez,PuertosdelEstado [State Ports]
MontserratGarcíaLlovera,deputyGovernmentRepresentative
MembersrepresentingtheGeneralitat de CatalunyaMarianoFernándezFernández,BarcelonaAssociationofInternationalFreightforwarders(ATEIA-OLT)JoaquimMariaTintoréBlanc,BarcelonaProfessionalAssociationofCustomsAgentsÁngelMontesinosGarcía,BarcelonaAssociationofShippingAgentsJoaquimLlachMascaró
Membersrepresentingthemunicipalities in which the Port of Barcelona’sserviceareaislocatedJordiWilliamCarnesAyats,firstdeputymayorofBarcelonaCityCouncilLluísTejedorBallesteros,mayor-presidentoftheCityCouncilofElPratdeLlobregat
Membersrepresentingthechambersof commerce and business and unionorganisationsJosepManuelBasáñezVillaluenga,BarcelonaChamberofCommerceXavierMaríaVidalNiebla,AssociationofStevedoringCompaniesJoséPérezDomínguez,ComisionesObrerasJoanMorenoCabello,UniónGeneraldeTrabajadores
ThefollowingalsoattendtheManagementBoardinanadvisorycapacity:GeneralManagerJoséAlbertoCarbonellCamallongaandGeneral Secretary RománEguinoadeSanRomán,whoisalsoSecretaryoftheManagementBoard.
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PORT OF BARCELONA3.1.
Inaddition,inaccordancewiththeagreementtorationalisethepubliccorporatesector,andbasedonthemeasureslaiddownbytheSpanishGovernmenttoreducethepublicdeficit,theManagementBoardagreedtocuttheattendancecostsby10%attheorganisation’sManagementBoardandattheCollegiateReportingCommitteewitheffecton1July2010.TheCollegiateReportingCommitteewasabolishedattheBoardmeetingof7October2010.
3.1.2.President’sOfficeandDepartment
ThePresident’sofficeTheGeneralitatappointsthePresidentofthePortAuthorityamongcandidatesofprovenprofessionalcompetence.TheappointmentispublishedintheOfficial Journal of the Generalitat de Catalunya onceithasbeencommunicatedtotheMinisterofPublicWorks.Theministerratifiesthisdecisionandhasitpublishedin the Spanish Official State Gazette.
Thepresidenthimselfisagoverningbodyandisconferredexecutivepowersbylaw(Article103ofLaw48/2003).
TheGeneralManager’sofficeTheGeneralManagerisappointedbyanabsolutemajorityoftheAPBManagementBoard,onaproposalfromthePresident’soffice.Candidatesmusthaveauniversitydegree,provenprofessionalprestigeandatleastfiveyears’experienceinporttechniquesandmanagement.
3.1.3Organisationchart
GeneralSecretariatandLegalServicesDepartment
RománEguinoa
Subdirectorate-General: Operations and PortPlanning
AlexGarcía
BusinessDevelopment
EmmaCobos
CommercialManagement
Rosa Puig
OrganisationandBusinessConsultancy
RafaelGomis
HumanResources
NuriaQuevedo
InformationSystems
CatalinaGrimalt
Subdirectorate-General: StrategyandCommercial
SantiagoGarcía-Milá
Subdirectorate-General:OrganisationandInternal Resources
Pedro Arellano
Internal Audits
Santiago Otero
Subdirectorate-General:Infrastructures and Conservation
RamónGriell
President’sOffice
MarAlomá
Communication and Institutional Relations
NormadelaFuente
Promotion of the Port Community
JoanColldecarrera
LegalServicesDepartment
FélixNavarro
Gerencia Urbanística Port 2000
AdolfoRomagosa
PresidentJordi Valls
GeneralManagementJoséAlbertoCarbonell
Subdirectorate-General: Economicand Financial
Joaquín Asensio
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PORT OF BARCELONA 3.1.
3.1.4. Stakeholder companies
TheAPBhasastructureofstakeholdercompaniesinitsdifferentbusinessareas.TheAPB’sbasicstrategyistoinvesttoboostprivateinitiativeinkeyprojects,then,asthesecompaniesbecomeself-sufficient,graduallytoreduceitsstakein
them.Sharesinthecompaniesaresoldtorecouptheinvestmentmadeandtofundnewprojects.
Allstakeholdercompaniescoveraspecific,targetedservice;aimtoexpandthePortofBarcelona;anduseinnovative,flexibleandmoreefficientwaystoachievetheseaims.
2009 2010
GERENCIA URBANÍSTICA PORT 100% 100%
ThiscompanywassetuptomanagetheredevelopmentofthePortVellonbehalfofthePortAuthority.ItsscopeofactionincludestheMaremagnumshoppingmall;Aquàriumsealifecentre;CinesaandImaxcinemas;PalaudelMar,withtheCatalanHistoryMuseum;andtheWorldTradeCenterBarcelona.ItcurrentlymanagesthePortofBarcelona’spublicarea.
2009 2010
wORLD TRADE CENTER BARCELONA, SA 52,28% 52,28%
Thiscompanymanagesthebuildingofthesamenamethatwasopenedin1999andisequippedwiththelatesttechnologies. Itbringstogetherawiderangeofservices,facilitiesandinternationalbusinessin35,000m2ofofficespace,6,500m2 of commercialareas,5,000m2ofconventionandcongressfacilitiesandahotel.TheAPB’scentralofficesarenowalsolocatedinthis building.
2009 2010
CENTRE INTERMODAL DE LOGÍSTICA, SA (CILSA) 63% 51%
CILSAmanagestheZAL(LogisticsActivitiesArea),withlandownedbythePortAuthoritylocatedinthemunicipalitiesofBarcelona(ZALI)andElPrat(ZALII),andinToulouseinFrance(ZALToulouse).ItspurposeistopromoteandmanagethePortofBarcelona’slogisticsactivity.OurorganisationreduceditsstakeinCILSA2010asaresultofthecontributionof12%ofsharesinthecompanytothestakeholdercompanyConsorcideParcsLogístics,SL. 2009 2010
CONSORCI DE PARCS LOGÍSTICS, SL - 35,46%
In2010theorganisationbecameastakeholderinthiscompany,inwhichAbertisLogísticaisthereferencepartner.ThisholdingisdesignedtopromoteanddeveloplogisticsactivitiesinCataloniaandthesouthofFrance.ThePortAuthorityplanstoreducethisstakeoncetheenlargementphaseiscomplete.
2009 2010
CATALANAD’INFRAESTRUCTURESPORTUÀRIES,SL 49% 49%
ThiscompanyisownedbyMuellesyEspaciosPortuarios,SA(MEPSA),whichleasesaholdingof49hectaresontheInflammableswharf.Itsmainactivityistomanagetheportterminalsparklocatedinthisarea.
2009 2010
TERMINALINTERMODALDEL’EMPORDÀ,SL 47,30% 47,30%
Attheendof2009,atotalof15millionEURwasinvestedasarepresentativecontributionof47.3%ofthesharecapitalinthiscompany,whichwassetupon18February2010,alongwithCentralsiInfraestructuresperalaMobilitatilesActivitatsLogístiques,SA(CIMALSA)topromoteanddevelopjointlytherailactivityoftheVilamallaTerminalandthefutureintermodalterminalatElFardel’Empordà.
2009 2010
TERMINAL MARÍTIMA zARAGOzA, SL 21,55% 21,55%
ThiscompanymanagestheinlandgoodsterminallocatedinZaragoza,whichopenedin2001toconsolidateandextendoneofthePortofBarcelona’sstrategicmarkets:Aragonanditsareaofinfluence.
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PORT OF BARCELONA3.1.
2009 2010
PORTIC BARCELONA, SA 25,18% 25,18%
ThisinitiativewassupportedbytheprivatecompaniesofBarcelonaPortCommunity.Porticisthee-commerceplatformforalltheagentsoperatinginthePortofBarcelona. 2009 2010
CREUERS DEL PORT DE BARCELONA, SA 20% 20%
Thiscompanywassetupearlyin2000tomanagethePortofBarcelona’scruisersterminalstoensuretheappropriatelevelofinvestmentrequiredbythesectorandtomaintainacloserelationshipwiththecustomers
2009 2010
MARINA PORT VELL, SA 14,98% 14,98%
ThiscompanyislocatedintheleisureportontheBarcelonawharfandmanagesthemooringandberthingofpleasurecraft.
2009 2010
BARCELONA REGIONAL AGENCIA METROPOLITANA DE DESARROLLO URBANÍSTICO Y DE INFRAESTRUCTURAS, SA 11,77% 11,77%
Thiswassetupin1993andcomprisesbodiesandcompaniesofthepublicsector.ItdefinesanddevelopsurbaninfrastructuresfortheMetropolitanRegionofBarcelona.
2009 2010
BARCELONA STRATEGICAL URBAN SYSTEMS, AIE 14,20% 25%
ThisEconomicInterestGroupingwassetupinDecember2009alongwiththeFundaciónPrivadaAbertisandthestakeholdercompanyBarcelonaRegionalAgenciaMetropolitanadeDesarrolloUrbanísticoydeInfraestructuras,SA,amongothers,todesignstrategicproposalsforurbandevelopmentandinfrastructurealongwithotherinstitutions.
2009 2010
PUERTO SECO MADRID, SA 10,20% 10,20%
Thiswascreatedin1995withPuertosdelEstadoandtheportsofAlgeciras,BilbaoandValencia.ItspurposeistocreateanintermodalterminaltoestablishconnectionswiththePortoforiginordestinationbyrail.
2009 2010
MARINA BARCELONA 92, SA 8,07% 8,07%
Setupin1990,thecompanybeganitsactivitiesin1992asaportleaseholding.Itperformssmallvesselrepairsandnowspecialisesinrepairingverylongyachts.
2009 2010
SOCIEDAD ANÓNIMA DE ECONOMÍA MIXTA LOCAL PERPIGNAN-SAINT CHARLES CONTENEUR TERMINAL 5% 5%
SetupinSeptember2008inconjunctionwithFrenchauthoritiesandoperators,thiscompanydealswithpromotionandmanagementofthePerpignanterminaltoobtainandconsolidatethePortofBarcelona’spresenceinFrance.
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3.2.PORT OF BARCELONA
‘PortofBarcelona’isaregisteredtrademarkbacked upbyalargebusinesscorporationservicingtradeflowschannelledthroughitsinfrastructures,makingitafacilitator ofbusiness,transport,tradeandtheeconomyingeneral.
3.2.PortofBarcelona,astrategicand commercial enclave
‘PortofBarcelona’isaregisteredtrademarkbackedupbyalargebusinesscorporationservicingtradeflowschannelledthroughitsinfrastructures,makingitafacilitatorofbusiness,transport,tradeandtheeconomyingeneral.
‘PortofBarcelona’isasharedconceptofserviceandqualitythatlinksBarcelonaPortAuthoritythroughcooperationtotheadministrationsandorganisations,thevariouscompanies,thenetworkofterminalsandservicesonlandandthevariouscommercialrepresentativesinArgentina,JapanandChinathatcontributetoitsactivityandholddifferentinterestsintheportproject.
ThePortofBarcelonaenjoyscompetitiveadvantagesintermsofcurrent trends in the economy and international trade:
•Changesinproductivesystems-globalsourcing.Decisionsareglobalandoptforstructuredlogisticschains.
•Growth in international and maritime trade,whichrequiresavailabilityofportinfrastructures.
•The China and Far East effect. ThePortiswellpositionedintheseparticularlybuoyantmarkets.
•EUenlargementandeastwardoutsourcingofproduction. AlthoughthecentreofeconomicandindustrialactivityisshiftingfurtherawayfromBarcelona,itsportmaintainsaprivilegedpositiononglobaltraderoutes.
•The creation of the Union for the Mediterranean (UfM),whichwillhaveitspermanentsecretariatinBarcelona,willinvolvedevelopingamarketof750millionpeoplein42countries,andwillbecentredontheMediterranean.
3.3. MAIN ORDERS OF MAGNITUDE
3.3.1.Maintraffics
ThePortofBarcelonaended2010withasignificantgrowthinthemaintrafficindicators:itmovedatotalof43.9milliontonnes(ayear-on-yearincreaseof2.4)and1,945,733TEU(+8%)ofcontainers.Amongthecargotypes,generalcargotrafficperformedparticularlywell(+6%);bulksincreasedacrosstheboard,linkedtotheeconomicsituationandconsumptiontrends,particularlyinliquids;andnewvehicletraffic,whichisalsostronglyaffectedbyconsumptionpatternsandstrategicdecisionsbybrandsandshippingcompanies,bouncedback,recording550,874units(+26%).
ThePort’sinternationaltradegrew19%andChinaagainconsolidateditspositionastheport’smaincommercialpartner,accountingfor24%ofthecontainermarket.However,thisdevelopmentintotaltrafficwasalsohelpedbyexchangeswiththehinterland,boostedbyrailtrafficfromthePortofBarcelona(22%morevehiclesand75%morecontainerstransported)andbyshortseashipping(+12%).
Totalpassengertrafficwas3.4million,up8%yearonyear.Morethanamillionofthesepassengerstravelledonregularshippinglines(SSSandBalearicIslandsferries),whilsttherest(nearly2.4million)werecruisepassengers,whosenumbersrose9%yearonyear,confirmingthePortofBarcelonaastheabsoluteEuropeanleaderforthistraffic,andnumberfourworldwideinthenumberofpassengersandasaturnaroundport.
Forfurtherinformation:Annualreport/Trafficsandpassengersstatistics/RegularLineshttp://www11.portdebarcelona.es/rsc/informació/Lineasferroviaries.pdf
16
PORT OF BARCELONA3.3.
3.3.2. Financial performance
Accordingtoauditeddata,BarcelonaPortAuthority’snetturnovergrew3%yearonyear,inaperiodmarkedbysignsofatimideconomicrecoveryinwhichthemainindicatorsofportactivitybegantorecoverfromthesignificantfallsduringthepreviousyear.
2008 2009 2010
Netturnover(€) 166,620,221.62 162,196,443.93 167,361,020.81
Operatingresult(€) 68,949,087.90 30,013,434.41 77,847,161.47
Financialresult(€) 50,775,781.80 22,071,728.35 81,444.,609.27
Cashflowfromoperatingactivities(€) 77,987,653.89 75,352,517.84 92,816,154.19
ROA 3.9% 1.6% 4%
ROE 6.0% 2.5% 8.7%
Tangibleinvestments(€) 144,274,047.81 105.214.840,85 65,738,429.44
2008 2009 2010
Intangibleinvestments(€) 2,049,036.33 2,284,642.10 2,333,124.79
Financialinvestments(€) 19,980,182.33 7,631,119.49 24,183,448.77
EBITDA(€) 93,544,617.36 91,739,366.55 99,686,472.05
Forfurtherinformation:Annualreport/Financialstatements
Theinternationalfinancialcrisisattheendof2008spreadrapidlytoallsectorsoftheeconomyandallcountries,withgreaterorlessintensity,constitutingoneoftheworstrecessionsofthelastseventyyears.
ForthePortofBarcelona,thismeantalltrafficswereplummetingatadifficulttimeinwhichtheorganisationwassubmergedinthebiggestexpansionofitshistory.Duringthefirstfewmonthsof2010,wedetectedsignsofaslightimprovementinportactivitywhichcouldspellatentativerecovery.
Themeasurestakenduringtheinitialsignsofthecrisiswerethekeytofinancialmanagement.Firstofall,atthetimeofleastuncertaintyandthereforeofthebestknowledgeoftheprogressionofthefuturehypothesesandscenarios(traffic,interestrates,investments,expenses,etc),BarcelonaPortAuthorityrecastitsfinancialplanandopeneduptoongoingrevisionsinthelightofnewforecasts.AllthesestepsservedtohaveaclearerideaofthePort’seconomicandfinancialpositionineachpossiblescenario,whichisvitalfortakingdecisions.
Secondly,tokeepupthelevelofinvestmentdespitefallingincome,attentionwasfocusedoncontrollingliquidity,intensifyingandconsolidatingitbyrenewingandextendingcreditpolicieswithcertainfinancialinstitutionsandobtaininglong-termfinance.Alloftheseactionshadtobeundertakenunderspecialconditionscausedbythecreditcrunch.Asaresultofthislineofaction,theorganisationcurrentlyenjoysaverycomfortablelevelofliquidity,with26millionEURincreditpoliciesandalong-termsyndicatedloanof50millionEURavailable,plustheauthorisationofaEuropeanInvestmentBankloanfor150millionEUR.Atpresent,therefore,inadditiontotheavailablefunding,the
APBstillhasthepossibilitytotapintoloanstotalling226millionEUR.
Nowthatwehaveovercometheinitialproblemscausedbythecrisisandhaveseenfallsinactivitylevellingout,wecansafelysaythatourfinancialpositionissufficientlybalancedtobeabletoundertaketheplansandprojectsenvisagedforthecomingyears,aslongasweactwiththelevelofcareandprudenceinaccordancetothecurrentdifficulttimes.
Thisfavourablepositionfortacklingthecrisisliesinthefinancialdecisionstaken,baseduponmaximisingthefouraxesofthefinancialstrategyadoptedfromtheoutsettopushforwardtheport’senlargementplan:
•obtainingnon-returnablefundsthroughtheEuropeanUnion’s Cohesion Fund;
•privateinfrastructurefinancingusingnon-refundablegrantsandadvancepaymentsoffeesfromconcession-holders;
•obtainingfinancethroughverylong-termloans;
•inparticular,followingapolicyofincreasingtheresourcesgeneratedtooffsethigherintereststobepaidfordebt.
FINANCIAL MANAGEMENT IN THE APB
17
PORT OF BARCELONA 3.3.
3.3.3.Subsidiesandgrantsreceived
In2010theAPBreceivedthefollowingpubliccontributions:
2008 2009 2010
Capitalsubsidies(EuropeanCohesionFund) 10,011,969.26 - -
COPCA, AECI 55,600.00 22,000.00 48,051,93
FORCEM(Infraestructures) 41,793.80 - -
GeneralitatdeCatalunya 47,084.07 2,000.00 11,831.57
OPPE 26,584,03 5,600.00 12,713.51
PTOP(ProatransProject) 26,032.58 34,816.04 -
FORCEM(Formació) 60,392.54 61,695.14 64,212.08
GeneralitatdeCatalunyaEmploymentDepartment(1stSocialResponsibilityseminarforthePortCommunity) 11,029.92 - -
GeneralitatdeCatalunyaEmploymentDepartment,DepartmentofLabourRelations(EstablishmentofaprojectforfosteringequalopportunitiesinlabourrelationsinCatalonia) 8,000.00 2,800.00
Subsidyfortheexhibition“100yearsofthePortofBarcelona”intheMaritimeMuseum(OPPE) 3,000.00 - -
SubsidyforthePortofBarcelonaInformationPointintheDrassanesbuilding(OPPE) 6,120.00 - -
TOTAL 10,289,606.20 134,111.18 139,609.09
3.3.4. Main investments
In2010,theAPBinvested95.5millionEUR,mostofwhichwereforinfrastructureworks.
2008 2009 2010
Pratwharf 67,654,779.50 55,346,006.48 17,175,419.15
Sudwharf 7,813,035.16 21,732,058.58 18,867,479.48
Inflammableswharf - 4,004,975.74 3,931,011.75
BIP building 998,618.34 76,679.82 3,205,734.43
EnlargingtheAdossatwharf - 8,625,030.41 2,973,730.11
Autoterminalroadsurface - 135,578.00 2,168,302.46
Eastseawall 25,180,414.30 - -
Southseawall 16,438,368.15 - -
18
4.
19
4.1.
Aresponsibleandsustainablemanagementmodel
4.1. MISSION, VISION, VALUES AND STAkEHOLDERS
4.1.1. Mission, vision and corporate values
ThePortofBarcelona’s missionis:TocontributetothecompetitivenessofthecustomersofthePortbyprovidingefficientservicesthatrespondtotheirneedsformaritimetransport,landtransportandlogisticsservices.
Thewide-rangingpowersoverlandmanagement,essentialportservicesandsignificantinfluenceofBarcelonaPortAuthoritysuggestdefiningthespecificmissioninthisorganisationasfollows:
ToleadthedevelopmentofthePortofBarcelona,generateandmanageinfrastructuresandguaranteereliableservicestocontributetothecompetitivenessofitscustomersandcreatevalueforsociety.
ThespecificvisionofwherethePortwishestogohasbeendefinedas:
Barcelona: the European port solution in the Mediterranean.
In addition, the values,thebasicprinciplesexpressingthebehaviourexpectedoftheorganisationanditsmembersare:•Personalevaluationand
commitment.•Ethicalandprofessionalmanagement.
•Customerorientation.•Socialresponsibility.•Innovation.
TomeetthechallengesthePorthasproposedfortacklingthechangesandmarkettrends,on16February2010theSteeringCouncilforPromotingthePort
CommunityapprovedthethirdStrategicPlan of the Port of Barcelona,drawnupin2009.
Thedocumentcoversfour main strategiclinesofbusiness,withonestrategicaimassociatedtoeach,andaseriesofoperativeobjectivesforachievingthem.Thesebusinesslinesare:thecommercialandlogisticsport;theenergyport;thecruiserport;andthePortVell,orCitizens’port.
Forfurtherinformation:http://www11.portdebarcelona.es/rsc/PlanEstrategico.pdf
4.1.3. Stakeholders
Customers•Finalcustomers•Directcustomers
UsersPassengers
Operators•Terminaloperators•Maritimeoperators•Stevedoringserviceoperators•Logisticsoperators•Landtransportoperators•Maritimetransportoperators•Managementanddocumentaryproceduresoperators
-Shippingagents-Freightforwarders
-Customsagents-Telematicoperators
Institutions and administrationsMediaPeopleSuppliersCitizens
Forfurtherinformation:http://www11.portdebarcelona.es/rsc/Gruposdeinteres.pdf
Main partners and mechanisms for relations with the stakeholdersThePortofBarcelonaworkscontinuallytoreviewitspartnersandthechannelsitusesforcommunicationandrelations,andtoupdateitsknowledgeoftheexpectations,needsandinterestsofall the stakeholders. As a result, all of thesegroups-thestakeholders,theirlinks,needsandpriorities-aredynamic,meaningtheyaresubjecttochange.
TherearespecificpartnersandchannelsforeachstakeholderinthehighestgoverningbodyandinthestructureoftheorganisationorthePortCommunity.TheavailableresourcesrangefromadvancedtoolssuchasSelligent(atechnologicalsystemprovidingglobalcustomerrelationsande-commercemanagementsolutions)tothenetworkofwebpages,sectorialpress,orspecific
ThePortofBarcelonaworkscontinuallytoreviewitspartners andthechannelsitusesforcommunicationandrelations, andtoupdateitsknowledgeoftheexpectations,needsandinterests of all the stakeholders.
20
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.1.
digitalpublicationssuchasCClink.Theassociationsofthesectorareespeciallyimportantforourorganisation,anditiswiththesethatitseekstomaintainanongoingsmoothdialoguetoensureactiveparticipationaroundinitiativestofosterimprovementorsocialresponsibility.
4.1.3.Membershipoforganisations
Toimplementitsstrategy,theorganisationispresentinvariousinternationalorganisations,forumsandevents,suchas:
•FERRMED.Wearean active member oftheFERRMEDassociation,whichseekstopromotethewesternMediterranean-Rhone-Rhine-ScandinaviarailaxisbetweenAlgecirasandStockholm.Overthelastfewyears,FERRMED’sactivityfocusedoncompletingatechnical,socioeconomicandsupply-and-demandstudytoproposemoreurgentinvestmentintherailnetworkofthisaxisandtohaveitdeclaredasapriorityprojectinthe2010revisionoftheTrans-EuropeanTransportNetworkbytheEuropeanCommission.In2010FERRMEDworkedtopublicisetheconclusionsandrecommendationsofthestudy,whichshowclearlythesocioeconomicandenvironmentalrelevanceandjustificationoftheaxisfortheentireEuropeanUnion;andinparticulartheimportanceofmakingSpainandthesouthofFranceaworld-classintercontinentallogisticsplatform.AttheTEN-T2010Seminar,heldin
Zaragoza,FERRMEDpresenteditscriteriafordefiningthemaintrans-Europeanrailnetwork.Thistranslatesastheprogressiveimplementationofwhatareknownasthe“FERRMEDstandards”(1,500mlongtrainsandunifyingthedifferentstructuregauges,railgauges,operatingsystems,andsoon)andincludingbasiclinesinthenetworkthathavenotyetbeendeclaredaspriorityprojects,suchastheMediterraneancorridor.
•Casa Asia. Through its close cooperationwithCasaAsia,thePortofBarcelonacantapintotheinstitutionalandcompanyknowledgeandcontactsofthisorganisationandcooperateinpromotingandorganisingactivitiestoforgecloserlinksbetweenbothcontinents.Tothisend, in 2010 Casa Asia undertook the “AnalyticalstudyofthepotentialoftheSpanishMediterraneanportsasChina’sgatewayintoEurope”,whichitpresentedtotheChinesemarketattheShanghaiExpo2010.
•China Europe International Business School (CEIBS). The Port ofBarcelonacontinuedtosponsorthe CEIBSLogisticschair, through thecooperationagreementsignedbetweenbothorganisations.Locatedin Shanghai, the CEIBS has been consideredoneofthethreetopbusinessschoolsinAsiaoverthelastsixyearsandranksseventeenthworldwideaccordingtotheFinancialTimesclassificationin2010.ThemainreasonforthePortofBarcelona’sinvolvementintheCEIBSistoacquireadeeperknowledgeofthepriorityChinesemarketbyorganisingseminarsandresearchprojectsrelatedtoinnovationmanagement,workingandpracticesinthesupplychainintradeflowsbetweenAsiaandEurope.
• International Association of Ports and Harbors (IAPH). In 2010 the Port ofBarcelonacontinuedtoholdthe vice presidency oftheassociation,afterwhichitcanholdthepresidencyfortwoyears.WithintheIAPH,thePortalsooccupiesthe vice chair of the Committee on Trade Facilitation and Port Community Systems.
21
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.1.
•WorldcustomsOrganisation. The PortalsoofBarcelonatakespartonbehalf of the IAPH.
•UN/CEFACT, United Nations Centre for Trade Facilitation and Electronic Business. The Port also takespartthroughtheIAPH.
•ESPO, European Sea Ports Organisation.ThePortofBarcelonaholdsthechairoftheESPO Intermodal andLogisticsCommittee,whichit took on in 2008. This organisation actsasalobbyforEuropeanportsindecisionsonmaritimeandportissuestakenbytheEuropeanCommission.
• MedCruise.ThePortofBarcelonaholds the vice chairoftheassociationofMediterraneancruiseports,whichwillholdelectionstotheManagementCommitteein2011.
• Catalan Maritime Forum. The Port ofBarcelonaisamemberofthisforum,whichaimstofostertheeconomicdevelopmentofitssurroundingareaandfacilitateinternationaltradebyconnectingthedifferentcorporateplayers,groupsofcompaniesandinstitutionsthatparticipatedirectlyorindirectlyintheCatalanmaritimesector.In 2010, the APB took on the second vice chairmanship ofthebody.
•Sino-EuropeancongressofFreightforwarders.ThePortofBarcelona’sinternationalisationpushwasclearlyshownbyitsactiveparticipationinthefirstcongresswhichbroughtthemainChinesefreightforwardersandlogisticsoperatorstogetherinBarcelona.
4.1.4. Corporate social responsibility (CSR)strategyandpolicy
EnsuringthePortofBarcelona’ssustainable developmentinvolvesattainingitsstrategicgoalswiththegreatestpossibleefficiencyandcommitmentinordertoavoidcompromisingtheresourcesoropportunitiesoffuturegenerations.
ThePortofBarcelonaStrategicPlanintegratestheconceptofcorporatesocial
responsibility(CSR)inspecificlinesofactiontocoverthethree dimensions of sustainabilitymentionedabove-economy,societyandenvironment.
Economic policyTomaintaincompetitiveefficiency,wemustactinthefollowingareas:•AdaptingpricingandservicepolicytoreflecttheneedsofthePortofBarcelona’scustomerstofostertheircompetitiveness.
•Removingcurrentbarriersandfosteringfreecompetition in the provisionofallportservices.
•Adaptingtheservicesandratesconditions of operators,particularlybasicportservices,tomarketconditionsandhelpingtoattractcargoesandpassengers.
•Promotingtransparency in the provisionofportservicesandtrackinggoodsinrealtimetorenderoperationsfasterandmoreefficient.
Environmental policy:Chapter6
Social policy Thesuccessofaprojectincreasinglydependsonintangiblefactorssuchasthetrustofsociety;imageandreputation;sharedknowledge;transparencyandgoodpractices,andsoon.Thatiswhydevelopingthevariousdimensionsofsocialpolicymustbebalancedcarefullybalancedwithdevelopmentsintheeconomicandenvironmentalfields.
ThePortofBarcelona’ssocialaimincludes:•Encouragingactive social
contributions and volunteer work promotingsolidaritycampaignsandactivities.
•Promotingandimplementingspecificpoliciesinareasofsocialrelevance,suchasequalopportunities.
•Fosteringtraining,learning,leisure
Thesuccessofaprojectincreasinglydependsonintangiblefactorssuchasthetrustofsociety;imageandreputation;sharedknowledge;transparencyandgoodpractices,andsoon. Thatiswhydevelopingthevariousdimensionsofsocialpolicymustbebalancedcarefullybalancedwithdevelopmentsintheeconomicandenvironmentalfields.
22
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.2.
andsportforpersonal welfare and overall development.
•Strengtheninglinkswiththecityof Barcelona,promotingcooperationagreementswiththerelevantinstitutionsandsocialbodiesanddevelopingaculturalprojectofitsown.
•Providingphysicalprotectionforthe people in the Port Community bydevelopingapreventivecultureandattitudefortacklingthespecificriskspresentintheportenvironment.
•Fosteringdialogue,cooperationand social relationsbetweentheportcompaniesandthepeoplewhoworkinthem.
PlanforenhancingCSRatthePortCommunityForseveralyearsnow,thevariousmembersofthePortCommunityhavetakenpartinanumberofinitiativesandprojectscoveringthethreedimensionsofsustainability.ThisrequiredthedraftingofaplantoenhanceCSRinBarcelonaPortCommunity,focusingonthreemainareas:•Providinginformationandraisingawarenessoncorporateresponsibilityandsustainability
•TrainingthePortCommunityinCSRissues
•Promotingjointinitiatives
4.2. PRINCIPLES OF ACTION IN RELATIONS wITH THE PORT COMMUNITY, CUSTOMERS, USERS AND CITIzENS
ThebusinessenvironmentandactivityofthePortofBarcelonahavechangedconsiderablysince1993,whenthePortCommunity(PC)wasstructuredformally.Thenewstrategy,theportenlargementandthesignificantchallengesatstakemeanthatthismulti-organisationbodyneedsmorecapacityandgreatercoordination.Thefollowingprinciplesofactionhavethereforebeenraised:
•Encouragingnew players of the logisticschaintojointhePC, openingitfurthertofreightagentsandexternaloperators
•StructuringandenhancingthePCtoputcollaborativelogisticsintopractice
•RaisingawarenessofthePort’sstrategicimportanceforsociety,anditseconomicimpactonthecorporatefabricofCatalonia
•Fosteringcorporate social responsibilityamongallthecompaniesinthePCto coordinate efforts and resources towards achievingamoresustainableport
•Boostinginnovation and technologicaldevelopmentasbasictoolsforrollingoutthePort’sexpansionstrategy
4.2.1. The Port of Barcelona, an economic driver
ThePortofBarcelonaisessentialtotheCatalanandSpanisheconomies.In2010,itchannelled71%ofCatalonia’sexternalmaritimetradeand21%ofthatofSpaininvalueterms.TheactualvalueofthegoodsthatpassedthroughthePortofBarcelonain2010roseto50.244billionEUR.
TheincomegeneratedbythePortofBarcelona’scommercialactivitiesrepresentsgrossvalueaddedtotalling2.291billionEUR,or1.4%ofCatalonia’sGDP.ThePortofBarcelonaemployed13,365peopleandgeneratedafurther18,736jobs–thecombinedtotalrepresents0.85%ofCatalonia’sactivepopulation.
Inrelationtothefiguresgivenabove,thePort’seconomicdimensionextendsbeyondtheactualcommercialactivityperformedintheportfacilities,asitgeneratesaseriesofincomesandemploymentinadditiontotheremainingsectorsoftheeconomy:•Forevery100EURofincomeorwealthgenerateddirectlybycompaniesofthePort,anadditional58EURofincomeisgeneratedintheeconomy.
•Foreverytwoportjobs,afurtherthreejobsaregeneratedintheeconomy.ThePortofBarcelona,whichis
committedtothesectoraroundit,planstocontinuetobethemaincruiseport
TheincomegeneratedbythePortofBarcelona’scommercialactivitiesrepresentsgrossvalueaddedtotalling2.291billionEUR,or1.4%ofCatalonia’sGDP.ThePortofBarcelonaemployed13,365peopleandgeneratedafurther18,736jobs–thecombinedtotalrepresents0.85%ofCatalonia’sactivepopulation.
23
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.2.
ofEuropeandthefourthworldwide,ascruisertrafficprovidesdirectwealthverymuchinkeepingwithBarcelona’stouristvocation.
CruisersinvolveaconsiderableinvestmentfortheAPBinberthinglines,terminalsandvariousoperatingservices,inwhichhighsecuritystandardsareuppermost.AlthoughthisinvestmentdoesnotprovideaprofitablereturnfortheAPBinincometerms,itcertainlydoesforthecityofBarcelona.
Atotalof2,350,283cruisepassengerscamethroughthePortofBarcelonain2010,markingayear-on-yearincreaseof9%andsettinganewannualrecord.Morethan56%ofpassengersbeganandendedtheircruiseinBarcelona,consolidatingthecityasaturnaroundportwithintheindustryandasourceofbusinessinthecity.
TodaythePortofBarcelonahassevenspecialisedterminalsthatfollowtheInternationalShipandPortSecurityCode(ISPS)totheletter.In2010thePortsuccessfullypassedtheinspectionforthenewEuropeanRegulation(EC)No2005/65,systematisingtheapplicationofmeasuresthattheISPSconsideredtobemererecommendationsforEuropeanportsandhighlightstheimportanceweattachtothesecurityofportusersandofthegeneralpublic.
Inaddition,Barcelonaairport’snewTerminal1hashelpedtoconsolidateinternationalflightsbyaddingdirectflightsbetweenBarcelonaandMiami,Philadelphia,NewYork,AtlantaandChicago.ThisislikelytoincreasethePortofBarcelona’sabilitytoattractcruisepassengersfromtheUnitedStates.
4.2.2. Customers and users of the Port of Barcelona
ThePortofBarcelona’sQualitySystemThenewQualityPlanwasapprovedandimplementedin2010.Thisplanhasinheritedtheobjectivesoftheplanestablished in 1993 and enlarges its scopeofapplicationtomoreglobalprocessesservingneedsandexpectationsdetectedinseveralstudiesperformedamongfinalcustomers.
ThePlan,whichadoptedtheEfficiencyNetworkqualitybrand,laysdowna
seriesofefficiencycommitmentsforfinalcustomers(exportersandimporters)andprovidesforcompensationtobepaidforanyfailuretomeetthesecommitments.Itaimstosupportcommercialpromotionactivitieswhileservingasatoolforimprovingportprocesses.
TheleadershipandcoordinationofthisnewqualityprojectfallstoBarcelonaPortAuthority,whichinitiallycarriedoutvisitsandinterviewstopresentthebenefitsofsigninguptotheQualityPlan.Italsoimplementedaprocessmonitoringsystemtoobtaininformationonthemovementofgoodsthroughtheport.Theseindicatorsmakeitpossibletocheckthereliabilityoftheseprocessesonthebasisofpre-setqualitystandardsbytakingpartinpriormeetingswithfinalcustomers.
Forfurtherinformation:http://www11.portdebarcelona.es/rsc/Plandecalidad
QualitySystemreportThePortofBarcelonaQualitySystemreportisdrawnupmonthlyandannually,andseekstoprovideasnapshotofthemanagementofthepassageofgoodsthroughtheporttodetectweakpointsandmakeitpossibletoimplementongoingimprovementmeasures.
Thereportcoverstheterminals,facilitiesandbodiesthatarecommittedtothePort:TerminaldeContenidorsdeBarcelona,SL(TCB);TerminalCatalunya,SA(TerCat);theBorderInspectionPost(BIP);Customs;andtheInspectionServices,andprovidesinformationonprocesscontrolandqualityindices.TheseincludeinspectiontimeattheBIP,actionstakenbytheQualityTeam(QT)andcustomercomplaints,interalia.
INTEGRITY AND SAFETY 2008 2009 2010 Variació %
Fullexport/importcontainerswithintheQualitySystem 335,437 520,655 599,084 15.06
PackageshandledwithintheQualitySystem 2,090,696 2,316,991 2,792,701 21.60
InterventionsbytheQualityTeam(QT) 171 146 146 0
Internalincidents 5 12 25 108.3
INSPECTIONS
Totalinspections 18,305 17,040 19,669 15.43
BIP
Operations(physicalinspections+corridors) 4,019 4,909 5,101 3.9
Corridors 1,196 1,323 1,630 23.2
Averageservicetime(minutes) 149,5 140.5 134.3 -4.45
COMPLAINTS/GUARANTEES
Complaintsreceived 20 44 50 13.6
Guaranteespaid 14 16 18 12.5
Compensationunderguaranteesprogramme 7,793 5,053 5,318 5.24
Requestsforinformation 260 232 118 -49.1
24
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.2.
TheQualityTeam(QT)TheQTmonitorstheintegrityofgoodsandtransparencyinportoperationsandprovidesinformationontheprocessesinvolvedinitsactivity.ItisrecognisedbythevariouspublicandprivateoperatorsofthePortofBarcelona.
Forcontainerisedcargo,theQTactswhenanomaliesaredetectedinseals,containersand/orgoods(usuallywhiletheyarestoredinsheds).Inthiscase,itperformstheinspection(countingthegoodswhennecessary),reconditionsthecargoandre-sealsthecontainer.TheQTdrawsupareportofitswork,whichitalsosendstothereceiverofthegoods.Ifanomaliesaredetected,theQTprovidesanincidentcommunicationnumbertofacilitatecommunicationwiththePortandtheinspectionprocess.
Thisteamalsoprovidessupportfunctionsfortheinspectionservicesand,ifnecessary,takessamplesandadaptsthecargo.
TheQT-Vehiclesteamcheckstheintegrityofvehicleloadingandunloadingoperationsonshipsandonterrace.
Port of Barcelona Reference Service Levels Theorganisationsthatdevelopandapplytheseservicelevelscanstandoutfromthecompetitionbyofferingbetterservicesandcanalsosendthemessagetotheircustomersthattheyarestriving
toimprove.Thefollowinglinkpointsyoutotheactivityofthosethatremainedactiveduring2010:
•SpecificReferenceServiceLevelforBulkTerminals
•SpecificReferenceServiceLevelforContainerTerminals
•ReferenceServiceLevelforShippingCompanies
•SpecificReferenceServiceLevelforVehicleTerminals
•NavigationAidsReferenceServiceLevel.•SpecificReferenceServiceLevelforCruiserTerminals
•SpecificReferenceServiceLevelforRo-RoTerminals
Forfurtherinformation:http://www11.portdebarcelona.es/rsc/Referencialesdeservicio.pdf
QualitySystemAuditsSupportauditswereconductedontheapplicationofcontinuousimprovementinthePortofBarcelonaandcoveredthemanagementoftheQualitySystem;thedegreeofefficiencywithintheactivitiesperformedbytheQTwithinthesystem;andtheeffortoftheterminalsinvolvedconcerningtheReferenceServiceLevels.
Forfurtherinformation: Annualreport,pages33and34.
TheintenseactivityofthespecificQT-VehiclesqualityteamhashelpedtoincreasetheintegrityofthiscargointheoperationsatthePortofBarcelona’svehicleterminals.
Forthethirdyearinarow,ANFAC,theSpanishAssociationofCarandLorryManufacturers,presentedtheresultsofthesereportsandunderlinedaconsiderableimprovementintheserviceintermsofminimisingdamageinthehandlingprocess.Asaresult,thePortofBarcelonahasmovedupintofourthplace.
CASESTUDY:ThEQT-VEhICLESTEAM
AccordingtotheANFACstudyentitled“AssessmentofMaritime-PortLogistics2010–3rdversion”,Setramreceivedthehighestscoresinallthecharacteristics,
withanaverageresultof4.4pointsoutof5fromatotalof16carterminalsanalysedinthisstudy.
QT-VEhICLESACTIVITY 2010
Autoterminal Setram Total
Vehicles checked 62,015 58,222 120,237
Operationmonitoringexercisesandreports 251 218 469
Onboardships 150 112 262
On trains 63 23 86
Onoutdoorandindoorcarstorageareas 30 53 83
Inthedeliveryarea 8 30 38
Terminalinfrastructuremonitoringexercises 8 6 14
Portinfrastructuremonitoringexercises
in vehicle terminals 45
25
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL
Cargoowner65.1%
Cargoowner71%
Port Community31.1%
Port Community27%
Other3.8%
Other2%
NUMBEROFQUERIES 2010
NUMBER OF COMPLAINTS 2010
4.2.
Inspection systemsThedifferentproductsimportedbythePortofBarcelonafordirectconsumptionbyhumans,orbyanimalsforhumanconsumption,mustpasslegislatedcheckstoguaranteethattheymeettheappropriateconditions.
ThePortofBarcelonahasaninspectionsysteminvolvingthecoordinatedworkofthedifferentorganisationsinvolved,whichalsoplayanactiveroleintheprojectsandinitiativesforimprovementthroughtheWorkingGroupsoftheSteeringCouncil:
•BarcelonaCustomsoffice,withpowerstoconductphysicalinspectionsof all the goods
•External Health (PublicHealthMinistry),whichanalysesgoodsdestinedforhumanconsumptionandmedicalandpharmaceuticalproducts,producedfromanimalandvegetablesources,fromnon-EUcountries)
•Animal Health(MinistryoftheEnvironment,RuralandMarineAffairs),whichchecksgoodsofanimaloriginnotforhumanconsumptionandliveanimalsfromnon-EUcountries
•Plant Health (MinistryoftheEnvironment,RuralandMarineAffairs)whichinspectsgoodsofplantoriginforhumanoranimalconsumptionfromfromnon-EUcountries
•External Trade Technical Assistance and Inspection Centre (CATICE/SOIVRE),whichanswerstotheTerritorialDepartmentofTrade,whichcheckscommercialqualityinimportsandexports,particularlyoffoodproducts,textiles,skinsandoilsfromoutsidetheEUandalso,recently,industrialproductsfromAsiancountries
Customer Care ServiceTheCustomerCareService(SAC)attendsto queries, requests and suggestions fromusersandendcustomersofthePortofBarcelonaandrespondstocomplaintsconcerningthephysicalanddocumentaryprocessesperformedwithintheportprecinct.Itisoneoftheinstrumentsusedtomaintaindialogue,reinforcetransparencyandfacilitateup-to-datetrainingandinformationforthisimportantinterestgroup.
InformationgleanedfromqueriesandcomplaintsallowstheSACtoundertakecorrectiveactionsandavoidpossiblefutureincidentsbypreparingcontingencyplansforexceptionalsituationsandproposingactionsforimprovementtothevariousplayersinvolvedinthephysicalanddocumentaryprocessessurroundingthepassageofgoodsthroughthePortofBarcelona.
In2010,theBusinessDevelopmentDepartment(DDN)workedtodevelopapackageofproductsandservicesdesignedtomeettheneedsandrequirementsofcustomers,whichispromotedthroughthenewLogisticsChains advice service.Thispackageincluded:•StudiesonCO2emissionsforaparticularlogisticschain.
•Studiesonthecostofportinvoices.
Trainingactionsontheirsubjectsofinterestwereaimedatdifferentcustomers.Thenewelementsin2010were:
•TheseminarontheAuthorisedEconomicOperator(AEO)
•BarcelonaattheserviceoftheChinesemarket
•TheBorderInspectionServicesinthePortofBarcelona
Number of queries 2008 2009 2010
Cargoowner 153 182 207
PortCommunity 45 33 99
Other 31 15 12
Number of complaints 2008 2009 2010
Cargoowner 56 83 137
PortCommunity 24 28 53
Other 4 4 4
26
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.2.
Other relevant initiatives OtherprojectsofrelevancetoourcustomersseektoimprovethekeyprocessesoftheoperationsofthePortofBarcelonaandthePortCommunity:
•Incomingandoutgoinggoodsbyrail procedure (ESMF):Thisincludesdocumentaryexchangesbetweentheraillogisticsoperators,railterminalsandshippingagentstodocumententryandexitoperationsbyrailandfacilitatetheirtraceability.
•Loadingandunloadinglistprocedure (LDC):Thisprocedurecoversexchangesbetweenshippingagentsandterminalsfordocumentingcontainers,newcarsorembarkingordisembarkingvehicletraffic,followedbythesubsequentreportofthegoodsloadedorunloaded.Italsoincludescommunicationsbetweenraillogisticsoperatorsandrailterminalsfortransportingcontainersinthismode.
• Customs export procedure (LSP-E):Thisprocedurewasdevelopedtofacilitatethecontroloftaxandrevenueinspectionsinexportoperations,andprovidesinformationastowhetherthecontainersdeclaredinacargolisthavebeencleared.Iftheyhavenot,shippingagentsmustprovidethepaperdocumentsauthorisingthecontainersforloading.Itallowsshippingagentsaccesstopartofthatinformationsothatpaperdocumentationcanbepreparedifrequired.
•Containerpositioningforinspection procedure (SCPP):Thisproceduremanagestheresourcesassociatedtophysicalinspectionsintheport,eitherintheBIP,containerscannerorinspectionareaoftheterminals.Itensuresthatuniformcriteriaareappliedtotheassigningofresources,providesvisibilitytorequestsandassignments,andfacilitatesthetraceabilityoftheseprocesses.
TheprocedurescarriedoutbythePortofBarcelonain2010providequantitativesavings(infinancialterms)andqualitativebenefitsthatcanbeestimated(fromaseriesofhypotheses)foranannualperiod.
Thesesavingscannotbeaddedtoeachother,assomeactivitiesareconsideredinmorethanoneprocedure.Forexample,shipcargolistsconsiderLSP-Easacustomsprocedureasitisavitalconditionfortheloadingandunloadinglistprocedure.
Inthelightoftheseoverlaps,savingsin procedures valued at 1,563,997 EURareachievedfortheentirePortCommunity.97,520EURofthisamountcorrespondtoPublicAdministrations(CustomsandPortAuthority)and
1,466,477EURtologisticsoperatorsofthePortofBarcelona(terminals,transportcompanies,shippingagents,freightforwardersandCustomsagents).
QualitativebenefitsTheproceduresanalysedandimprovedbythePortofBarcelonaduring2010alsoprovideaseriesofqualitativebenefitstothedailyoperationofthePortCommunity,whichwerenotassessedintheprevioussection.Thesebenefitsarenolessimportantthanthepreviousones,
CONTAINERS
Procedure Totalsaving Saving/TEU Annualsaving (EUR/ship-train) (EUR/TEU) (EUR/year)
ESMF 85 1.2 59,779
Rail loading/unloading lists 45 0.6 32,035
Shiploading/unloadinglists 571 1.4 1,285,108
LSP-E 520 1.3 1,172,449
SCPP N/A 4.1 102,235
CARS
Procedure Totalsaving Saving/car Annualsaving (EUR/ship) (EUR/car) (EUR/year)
Shiploading/unloadinglists 314 0.8 219,110
LSP-E 219 0.6 159,273
Estimatedfinancialsavings(quantitative)ThefinancialsavingsforthePortCommunityidentifiedforeachprocedure–ifappliedintotalandanalysedindependently–are:
27
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.2.
assome–forexample,traceability-dependtoalargeextentontheefficiencyoftheoperationsoftheimporter/exporter’slogisticschain.
Themostsignificantqualitativebenefitswere:•Greatertraceabilityandtransparencyofoperations
•Improvedintegrityandqualityofdata•Betterresponsetimes(speed)•Thepossibilitytodedicateresourcestogreatervalue-addedtasks
•Thepossibilitytotakeonhighertrafficvolumesthroughcomputerisedmanagement
•Standardisationofdocumentaryexchanges(simplifyingprocedures)
•Allowingtheadministrationsgreatercontrolwiththesameresources
4.2.3. CSR structure and initiatives in the Port Community
TheconceptandsentimentofPortCommunity(PC)wasdevelopedformallyfollowingimplementationoftheQualityPlanin1993anddefinedasallstakeholders(companies,publicbodies,institutionsandadministrativebodies)operatinginoronbehalfoftheportfacility:around16,000peopleworkinginnearly500companies.
TheSteeringCouncilhasbecomethemainbodyorinstrumentforjointactiontofoster,synchroniseandcontrolthisdisparategroupofconnectedinitiativesinvolvingthecooperationofthevariousmembersofthePC.
TheconceptandsentimentofPortCommunity(PC)wasdevelopedformallyfollowingimplementationoftheQualityPlanin1993anddefinedasallstakeholders(companies,publicbodies,institutionsandadministrativebodies)operatinginoronbehalf oftheportfacility:around16,000peopleworkinginnearly 500companies.
SteeringCouncilforPortCommunityPromotionThe SteeringCouncilisamulti-organisationalbodyfosteredbytheAPBtoprojectandpromotetheimageandservicesofthePortofBarcelonabothnationallyandinternationally.Itisalsoresponsibleforcoordinatingthedifferentprojectsspanningvariousorganisations,ledbythePortCommunityofBarcelona,whichincludesocialresponsibilityandsustainabilityinitiatives.
TheSteeringCouncilcomprisesanExecutive Committee, the Steering CouncilitselfandtheWorkingGroups.TheExecutiveCommitteemeetsperiodicallytoapproveandfosterinitiativesand/ormonitortheactionsperformedbytheeightworkinggroups,includingtheSocialResponsibilitygroup.The48membersoftheSteeringCouncilanditsExecutiveCommitteemettwicein2010:on16Februaryand9December.
The WorkingGroups,whichareorganisedaccordingtostrategicscenarios,maintainanonglingdebateonthedevelopmentandthefutureofthePortofBarcelona,proposingimprovementstofosterandimplement.
28
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.2.
Toachievethis,theycompriserepresentativesofthevariousportagentsandplayersinvolvedineachproject,allofwhomaretechniciansandexpertsofthePortCommunityfromdifferentlevels.
Noteworthy initiatives and activities in the PC TheSteeringCouncilmettwicein2010,makingageneralpresentationoftheresultsandconclusionsofthe2009assessmentsurveyandprovidingupdatesanddescribingtheworkmadebyeachworkinggroup.InordertoreducethenumberofWorkingGroupsandbringaboutthegreatestpossibleintegrationbetweenthem,PreventionofOccupationalRisksandEnvironmentalQualityweremergedintotheCorporateSocialResponsibilitygroup,andRailServiceswasintegratedintotheLandTransportForum.
SteeringCouncilWorkingGroupsThespecificWorkingGroupsthroughwhichtheSteeringCouncilperformsactionsandprojectsforthePortCommunityare:•TelematicForum•LandTransportForum•Innovation•MarketingandCommercial
•Quality•CorporateSocialResponsibility•BorderInspectionServices(BIS)•ShortSeaShipping(SSS)
Anupdateoftheworkofthesegroupsin2010atAnnualreport/pages16and17.
Business MissionsContinuingwithitsexternalpromotionpolicyinNorthAfricabegunin2008,andrespectingthelimitationsimposedbythecurrenteconomicrecession,onlyonebusinessmissionwasorganisedin2009,toTunis,andwasorganisedjointlywithBarcelonaChamberofCommerce.Theaimwastooptimiseeffortsandresourcesandallowaplaceforimportersandexporters.
4.2.4. Sustainable services and products
Railway Inthelongterm,railtransportmustcometorepresent30%ofincomingandoutgoinggoodsforthePortofBarcelona.TheRailManagementPlan(RMP)defineswhichinfrastructuresshouldbedevelopedinthePorttorespondtotheseneeds,suchastreblingthelengthoftheinternalnetwork,buildingnewintermodalstationsforincomingandoutgoing trains and building double gauge(IberianandUIC)tracks.
ToturnBarcelonaintoSouthernEurope’shubforintercontinentaltraffics,thePortCommunityhassettheemergingforelandsoftheFarEast,NorthAfricaandLatinAmericaaskeyobjectives.Howevertoconsolidateitsgrowthstrategy,thePorthasworkedlongandhard to link the hinterland through logisticsnetworks,inlandterminalsandmultimodalcorridorstoextendandcoordinatetheirservices.Anditsfirmcommitmenttorailwaysguaranteesgreatersustainability.
TheAPBhasfocuseditseffortsandinitiativesintherailsectortoensure theorganisationandpromotionoftheservicesintheSouthofFrancehinterlandandhasimprovedinfrastructures,operationandfreecompetitionoftheMediterraneanrailcorridor.Thefollowingprojectsareaclearindicationofthisapproach:
Inthelongterm,railtransportmustcometorepresent30%ofincomingandoutgoinggoodsforthePortofBarcelona.TheRailManagementPlan(RMP)defineswhichinfrastructuresshouldbedevelopedinthePorttorespondtotheseneeds,suchastreblingthelengthoftheinternalnetwork,buildingnewintermodalstationsforincomingandoutgoingtrainsandbuildingdoublegauge(IberianandUIC)tracks.
ANNUAL MEETINGS HELD
GROUPS 2008 2009 2010
1.Quality 8 10 2
2.Innovation 3 2 1
3.TelematicForum 8 8 7
4.MarketingandCommercial 3 3 2
5.CorporateSocialResponsibility 2 3 3
Preventionofoccupationalrisks 4 3 4
EnvironmentalQuality 3 3 3
6.BorderInspectionServices 5 5 0
7.LandTransportForum 15 5 0
RailServices 4 1 0
8.ShortSeaShipping 3 4 2
TOTAL 58 45 22
29
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.2.
Shortseashipping(SSS)ThePortofBarcelonacontinuestofostershortseashipping(SSS)traffic,consolidatingthevolumesoftrafficachievedwithincreasesofapproximately20%overthelastfewyears.
Thistypeoftrafficoffersincreasinglygoodmaritimeconnectionsandrepresentsafirmcommitmenttoenvironmentalsustainability.ThesemaritimeserviceshelptoreduceCO2emissionsbyallowingheavyvehiclesfastandsimpleaccesstotheship,streamliningoperationsandadministrativeproceduresformaximumefficiency.
ThePortofBarcelonacurrentlyhastwospecificSSSterminalsandseverallinesinserviceadaptedtothistypeoftraffic.BarcelonahasbecometheportSpanishwithbestofferofSSSlines,particularlywithItalyandNorthAfrica.ThecharacteristicsoftheselinesmakeBarcelonatheportoforiginformanyoftheEuropeanUnion’smotorwaysofthesea.Workisnowunderwayto
85,224TEU(bothontrainandlorry)passedthroughthisfacilityin2010,ofwhich39,400TEUwerecarriedbythe885trainsthatran.
Thefirst20,000m2ofwarehousesoutofthe82,000m2envisaged,aswellas880m2ofthe4,200m2ofofficesenvisaged,werebuiltin2010,andthefirstlogisticsoperators,importersandexporterssetupthere.Theremainingthreehectaresoftheterminalwillholdacontainerfreightstation.
Underdevelopment.
2010sawtheconsolidationofthespecialisedservicesforFrenchcustomers,whichwassetupin2008underthecollectivebrandServiceCentreforFrance.
ThetrainsinvolvedinthisservicewiththePortofBarcelona,whichbeganin2006,mainlycarrycontainersforreceiversintheHenaresrivercorridor.Thistrafficprovidedatotalof10,800TEUin2010.
In2010asupplyanddemandstudywasbegunpriortobuildingtheterminal.Itisdesignedtoidentifythefunctionsandthedetailedsupplyofservicesthatcangenerategreaterdemand,andtheinformationrequiredforitsinfrastructuraldesign,callfortenderfortheoperatorandmarketing.
2010wasthesecondyearofoperationoftherailservice,whichconsolidateditspresencewitha2.3timesincreaseinthevolumeoftrafficoverthepreviousyear,equivalenttoremoving2,428containers(2,557TEU)fromtheroadmode.
Underdevelopment.
Underdevelopment.
Zaragozagoodsterminal(tmZ)
Toulousegoodsterminal(tmT)
terminalmarítimadePerpinyà(tmP)
ServicecentreforFrance
AzuquecadeHenaresandCosladaDryportsinMadrid
IntermodalgoodscentreintheEmpordà
BarceLyonExpressrailservice
LogisticsareainTangerMed
Radéslogisticsarea
Thistypeoftrafficoffersincreasinglygoodmaritimeconnectionsandrepresentsafirmcommitmenttoenvironmentalsustainability.ThesemaritimeserviceshelptoreduceCO2emissions
Forfurtherinformation:http://www11.portdebarcelona.es/rsc/Terminalesmartimasterrestres.pdf
30
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.2.
extendtheseserviceseastwardacrosstheMediterraneanandtoincreasethefrequencyofexistingservices,whilstthefinishingtouchesareputtothenecessaryinfrastructuresinordertooffermorespecificterminals.
Escola Europea de Short Sea ShippingThistrainingcentrereceivesfundingfromtheEuropeanCommissionandorganisescoursestoraiseawarenessamongpresentandfutureadministrationsandoperatorsoftheadvantagesandbenefitsofintermodaltransport.
ItscoursesdrawattentiontothesavingsincostsandrisksthatSSSandrailwayscanprovide,aswellasofferinginformationonthevariouslinesinserviceandteachingtheessentialelementsforconsideringnewmaritimeandrailconnections.Thisisonewayofprovidingprofessionalsaclearerpictureoftheenvironmentandoperationsatstakeandbringstogetherthepartiesinvolvedinprovidingtheseservices.
TheGreenLogisticsAction&Deployment(GLAD),projectwassetupin2008.TheprojectfeaturesamaritimemodulecalledMOSTandarailmodulecalledSURCO,whichcontinuedtotrainexpertsinSSSin2010.
Forfurtherinformation:http://www11.portdebarcelona.es/EscuelaeuropeaSSS.pdf
Road transportTheroadtransportsectorinthePortofBarcelonaishighlyfragmented,withalargenumberofindependenthauliersandscarcetechnologicalresourcesforcompetingwiththeNorthernEuropeanports.Itmustthereforeevolvetowardsthefigureofthemultimodaltransportoperator.
ThiswillrequireorganisingandrestructuringtheroadtransportsectorlinkedtothePortofBarcelonasothatitcanmeetthedemandsofthesector:•Greaterprofessionalisationoftheactivity,withtransportoperatorsbecominglogisticsoperators.
•Increasingthesizeofhauliercompanies.
•Incorporatinginformationandcommunicationtechnologies(ICT)intotheoperation.
•Greaterinternationalisationofcompanies,helpingtomakethemmorecompetitive.
•Closerlinkswiththecustomer.•Greaterconcernforenvironmental
issues.
4.3. LEGAL COMPLIANCE AND TRANSPARENCY IN MANAGEMENT AND HIRING
4.3.1. Suppliers
Supplier policyAsfarasprocurementisconcerned,theAPBalwaysrespectstheprinciplesofpublicity,competition,safeguardingthe interests of the organisation and harmonisationofthesystemofpublicsectorprocurementpursuanttoLaw27/1992onStatePortsandtheMerchantNavy.ItmustalsocomplywiththetermsofLaw48/1998of30December1998onprocurementproceduresinthewater,energy,transportandtelecommunicationssectorswhenenteringintocontractsinthese areas.
SupplierselectionandcontractsaregovernedbySpanishLaw30/2007of30October2007onpublicsectorcontractsand Ministerial Order 4003/2008 of 22 July2008,whichsetsstandardsandgeneralrulesonprocurementproceduresforportsofgeneralinterestandportauthorities.
Awardprocedurescanbeopen,restrictedornegotiated;andincasesofbothopenandrestrictedtenders,contractsmaybeawardedbyauctionorcallfortender.Theproceduresapplytopublicworks,supplyandservicescontracts.
4.3.2. Internal and external audits
TheInternalAuditDepartmentperformsex-anteandex-postchecksandcontrolstoensurethattheprinciplesofefficiency,effectiveness,transparencyandthriftinessareappliedinmanaginginstitutionalresources.Thepublic,institutionalnatureoftheAPBmeansthatparticularcare
BarcelonahasbecometheportSpanishwithbestoffer of SSS lines
31
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.3.
organisations.CheckswereperformedonthemanagementofGerenciaUrbanísticaPort2000,EscolaEuropeadeShortSeaShippingandBCL(BarcelonaCentroLogístico).
•Invoicing.•OrganicLawonDataProtection
(LOPD).
Inaddition,theAPBsubmitteditsannualaccountsfor2010toexternal auditsbythefollowingcompaniesandinstitutions:•Deloitte(privatefinancialaudit).•GeneralStateComptroller.•SpanishNationalPortsandHarboursAuthority.
•BankofSpain.•MinistryofPublicWorks.
4.3.3. Codes of conduct, standards, finesandpenalties
Codes of conduct and standardsAsseniormanagersoftheGeneralStateAdministration,thepresidentandgeneralmanagerofBarcelonaPortAuthoritymustactaccordingtotheethicalprinciplesandbehaviourcontainedintheCodeofGoodGovernmentoftheMembersoftheGovernmentandofSeniorManagersoftheGeneralStateAdministration(OrderAPU/516/2005of3March2005,publishedinSpanishOfficialStateGazetteNo56of7March2005).Specifically,asregardsacceptingsubsidies,financialcontributionsandgifts,theymustrejectanygift,favourorserviceinadvantageousconditionswhichgoesbeyondcustomary,sociallyacceptedlevelsofcourtesy;aswellasloansoranyanothereconomicbenefitthatcouldcompromisetheperformanceoftheirfunctions.
Ingeneral,allAPBstaffmustobeytheethicalprinciplesandbehaviourcontainedinLaw7/2007of12April2007ontheBasicStatuteofPublicEmployees.Thisforbidsthemfromacceptinganyfavourabletreatmentorsituationimplyinganyunjustifiedprivilegeoradvantagefromprivateindividualsororganisations,andtorejectanygift,favourorserviceinadvantageousconditionswhichgoesbeyondcustomary,sociallyacceptedlevelsofcourtesy.
Fines and penalties•WedonothaveknowledgeofanypenaltiesimposedontheAPBin2010forfailuretocomplywiththe environmental laws and regulationsinforce.
•TheAPBinvestigatedtheirregularitiesandsubsequentlyannulledtheprovisionalsettlementofthepaymentfortheworksapprovedon17December2008.Thesewereapprovedagainanditwasagreedtosuethecontractoroftheworksandtechnicalassistanceanddemandaccountabilityfromtheworksmanagersduringtheperiodinwhichtheirregularitiesweredeemedcommitted.Furthermore,thePortAuthorityhasinformedthePublicProsecutor’sofficeoftheirregularitiesdetected.
•In2009thetheSpanishNationalCompetitionCommissionbeganinfringementproceedingsforrestrictivepracticesagainsttheAPB and various associations representingtheeconomicsectorspresentintheactivityofthePortofBarcelonawhichhadsignedtheCharterforcompetitivenessandqualityincontainertransportinthePortofBarcelona.Whiletheseproceedingswerebeing
brought,thePortAuthorityandtheotherpartiesinvolvedrequestedtostarttheproceduretoresolvethematteranddeliveredtheirfinalproposalofundertakingsinNovember2010.On31December,thematterwaspendingresolution.•During2010theproceduresderivedfromthework accidentthatoccurredon 26 December 2008continuedtheircourse,andon31December2010therulingwasstillpending.Thisresultedfromarequestforjudicial
DATA ON SUPPLIERS
Investment (€) 2008 2009 2010
Tangible fixed assets 144,274,047.81 105,214,840.85 65,738,429.44
ITapplications 2,049,036.33 2,284,642.10 2,333,124.79
Total 146,323,084.14 107,499,482.95 68,071,554.23
Expenses (€) 2008 2009 2010
Repairsandupkeep 3,492,959.14 5,046,979.69 8,843,797.34
Servicesfromindependentprofessionals 4,528,990.28 4,127,183.99 4,136,049.73
Suppliesandconsumption 1,483,954.11 1,624,459.96 1,511,046.85
Otherexternalservices 10,037,350.65 10,464,643.21 9,529,087.00
Total 19,543,254.18 21,263,266.85 24,019,980.92
mustbetakentomanagespendinginatransparentwaytoavoidanyimproperuse of funds, as fraud and irregular accountingareaconstantthreattopublictrustandconfidence.Thisdepartment’sstrategythereforesetsouttoprevent,detectandrespondtofraud.
Nineriskunits,or81.6%ofthetotal,weresubjectto internal audit and/or controlin2010.TheseunitscoverallthedepartmentsoftheAPB.Belowisgeneraldescriptionoftheunitsauditedandchecked,indicatingcertainparticularitiesdetected:•Cash funds:aprocedurehasbeendevelopedtoavoiddispersionofcashfundsinthedifferentdepartments,tounifymanagementandincreasethelevelofcontroloverthem.Thisshouldbefullyimplementedin2011.
•Current expenses.•Checks on expenses and travel
costs. •Petty expenses.Exhaustiveandcontinuouschecksoverthisandthepreviousriskunit(expensesandtravelcosts)havehelpedtoreducethenumberofincidentsdetectedonceagain.
•Checksonfixedassets,whichincludedananalysisoftheinventoryofITapplicationsandareviewoftheinventoryoftheorganisation’sbuildingsandtheircorrespondinginsurance.Anomaliesof36%overthetotalcheckedweredetectedforthisunit,meaningthatthedepartmentsinvolvedmustconductafurtherreviewthefollowingyear.Workalsobeganon regulating the use of the houses on PasseigJosepCarner,whichbelongtothe APB.
• Contracts.•Managementofstakeholder
companies and other
32
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.3.
reviewbytheorganisationagainstthedecisionoftheGeneralTreasuryoftheSocialSecurity.Underdiscussionisthelackofsafetymeasuresand30%surchargeonSocialSecuritybenefits.
•In2010,theorganisationdidnotincuranysignificantpenaltiesorfines,noranyothernon-monetarysanctionsasaresultofproceedingsagainsttheorganisationlodgedbygovernmentalbodiesviainternationaldisputeresolutionagencies.
•Noadministrativeorjudicialsanctionswereimposedforfailuretocomplywithlawsandregulationsgoverningserviceprovisionanduseoftheorganisation’sservicesin2010.
•Wearenotawareofanypenaltiesorfinesduringtheyear,orclaimsor
complaints,inrelationtoprivacyorleakingofpersonaldetailsofcustomers(inrelationtotheLOPD).
•Wearenotawareofanybreachoftherulesgoverningthesupplyanduseofproductsandservicesoftheorganisation(eitherintheCustomerCareServiceorintheUnifiedAccessService).
•Neitherdowehaveanyrecordofincidentsorcomplaintsregardingtheorganisation’scodesofgoodgovernmentorconduct.
However,paymentsweremadeinthewakeofdisputestothetuneof442,463EURcorrespondingtointerestonlatepaymentsfortheprovisionoffundsmadein 2009.
2008 2009 2010
Interestonlatepaymentsinpricingdisputes 41,120.65 2,579,604.30 442,463.03
Compensationpaidoutinotherlawsuits 674.67 0 0
NB: Several users of the Port of Barcelona brought lawsuits before the Ministry of Public Works regarding the
T-3 price band used by Barcelona Port Authority following the entry into force of Law 27/1992 on State Ports
and the Merchant Navy (see CSR Report 2009). Following the claims and lawsuits flowing from these events,
on 18 May 2009 the Spanish Constitutional Court revoked the first section of provision thirty-four of Law
55/1999 of 29 December on fiscal, administrative and social measures, declaring it to be unconstitutional. This
was the legal provision used by the Port when rebilling all the contested fees.
33
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.3.
In2010,thePortofBarcelonacontinueditscooperationwithsocio-culturalorganisations,workingwithinitiativessuchasLiceuontheBeachortheactivitiesorganisedaroundtheLaMercèandChristmasfestivities.Italsoprovidedsupportforexhibitionsandinitiatives,someofaculturalnatureandothersaimedatpublicisingthePort’sroleintheeconomyanddevelopmentofCatalonia.Thiswasthecaseoftheexhibition“Networks,ajourneythroughtheinfrastructuresofCatalonia”oritsstarpresenceintheeventstomarkthe150thanniversaryoftheapprovaloftheCerdàUrbanDevelopmentPlanwiththeseminar“ThePortandCityofBarcelona:1860-2010”.
Belowisalistoftheactionsandorganisationsthatreceivedeitherdirectsupportforspecificactivitiesorthroughbilateralagreements.•Academia Internacional de
Derecho •AIPPYC 2009(InternationalAssociationofPortandCoastProfessionals)
•Alimentosfrescosargentinos(AnagreementforimportingArgentinianfoodstuffstoEuropeviathePortofBarcelona)
•Ancafe(NationalCoffeeGrouping)•ASCAME(MediterraneanAssociationofChambersofCommerceandIndustry)
•AsociaciónAmigosdelaUPC•AsociaciónamigosNostromo (Maritimeandliteraryassociation)
•Asociación de Directivos de Comunicación
•Asociación Perich (Humourassociation)
•Asociación Técnica Puertos y Costas
•BarcelonaCentroLogístico(AssociationtopromotelogisticsinBarcelona)
•Cámara de Comercio Americana (USChamberofCommerceinSpain)
•Casa Asia (ConsortiumforstrengtheningknowledgeandexchangesbetweenAsiaandSpain)
•Cau del Jubilat (AssociationofretiredfirefightersofBarcelona)
•CEI(internationalStudyCentre)•CentroEspañoldeLogística(AssociationforthepromotionoflogisticsinSpain)
•Círculo Ecuestre (Businessassociation)•Consorcio de las Reales Atarazanas
de Barcelona y Museo Marítimo(ApublicbodycomprisingBarcelonaCityCouncil,BarcelonaProvincialCouncil,whichownsthemuseum,andtheAPB)
•Consorcio El Far (Abodypromotingthevaluesassociatedtothesea)
•CruzRoja(SpanishRedCross)•FERRMED(AssociationforfosteringtheMediterraneanrailaxis)
•FomentodelTrabajoNacional (Businessassociation)
•Foroc-Log•Fundació Factor Humà (Atrustdedicatedtopromotinginnovative,pragmatic,globalandhumanisticbusinessprojects)
•Fundación BCN Formación Profesional(Afoundationdedicatedtodevelopingasharedprojectbetweentheproductivesectorandvocationaltraining)
•Fundación Círculo de Economía (Businessassociation)
• Fundación Gran Teatro del Liceo
4.3.4. Public policy
List of bodies that have received contributions or subsidies from the organisation
CONTRIBUTIONS OR SUBSIDIES MADE BY THE ORGANISATION (IN EUR)
2008 2009 2010
Contributionstosocialcompaniesorganisations and institutions 370,019.63 447,855.69 395,818.81
Contributionstoculturalcompanies, organisations and institutions 381,230.77 370,017.12 333,491.12
Contributionstoenvironmentalcompanies,organisations and institutions 7,658.00 7,765.22 7,827.25
Agreementsandcontributiontouniversities,schools… 76,169.10 71,759.70 77,245.47
ContributiontotheInter-PortCompensationFund 5,861,000.00 5,310,000.00 5,113,000.00
TOTAL 6,696,077.45 6,100,825.63 5,927,382.65
CONTRIBUTIONS MADE BY THE ORGANISATION (In euros)
2008 2009 2010
6,100,825.63
7
6
5
4
3
2
1
0
5,927,382.65
Tosocialcompanies
Toculturalcompanies
Toenvironmentalcompanies
Touniversities,schools…
TotheInter-PortCompensationFund
6,696,077.45
34
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.3.
•Fundación Guttmann(Associationdedicatedtotheneuro-rehabilitationandnervoussysteminjuries)
•Fundación Ildefonso Cerdà (Foundationtofostersocialimprovementsthroughterritorialregulation)
•FundaciónLogísticaJusta(Solidaritylogistics)
•Fundación Orfeó Català - Palau de la Música
•IAPH(InternationalAssociationofPortsandHarbors)
•InstitutodeLogísticaInternacional(Associationforthedevelopmentoflogistics)
•JuegosFloralesylibrosdeSantJordi (PromotionoftheSaintGeorgefestivitiesinthePort)
•MasterShippingBusiness(Specialisedtraininginmaritimetransport)
•Medcruise Association (AssociationofMediterraneancruiserports)
•PlanEstratégicoMetropolitanode Barcelona(Associationofthe36municipalitiesoftheBarcelonametropolitanarea)
•PlataformaLogísticaMadrid(AssociationforthepromotionoflogisticsofMadrid)
•Premio Mercè Sala(AprizeawardedbytheFactorHumàFoundation)
•PrestacionesparagruistasdeEstibarna (Thegrouptowhichthe APB belonged before it joined Estibarna)
•Sendingofcontainersforhumanitarian aid
•ServicioMeteorológicodeCataluña (weatherservice)
•SociedadCatalanadeTerminología(AssociationforthedisseminationofterminologyinCatalaninscientificandtechnicalfields)
• Stella Maris(ApostoladodelMar)•Suscripción ECR(EfficientConsumerResponse)
• Teatro Nacional de Cataluña•The Propeller Club (Businessassociationfortheworldmaritimetrade)
•UPC - Centro de Transferencia Tecnológica(AcentreofthePolytechnicUniversityofCatlloniadedicatedtofosteringinnovationandtechnologicalresearchincompanies)
ThefollowingagreementsweresignedwithaviewtominimisingthenegativeenvironmentalimpactofthePortofBarcelona’sactivity:
- WiththeMetropolitanBodyforWaterandWasteTreatmentServices,formanagingwastesanitarywaterfromvessels
- WithNavilandCargoandRenfeOperadora,toregulatetheconditionsofthecontainerrailservicebetweenBarcelonaandLyon
- WithEnelandENDESA,tocommissionstudiesanddefineplansmakingitpossibletoidentifythePortofBarcelonaasa“greenport”
- WithEcoports(InternationalAssociationforsustainableportdevelopment)
- WithBarcelonaCityCouncil,forcooperationwiththeFirefightingservice,particularlyasregardssafetyandemergenciesintheportprecinct
4.4. SUSTAINABILITY IN THE DEVELOPMENT OF INFRASTRUCTURES
4.4.1. Infrastructures and the precautionary principle
TheenvironmentinwhichthePortofBarcelona’sinfrastructureprojectsareperformed,whichareenvisagedintheMasterPlan,isacomplexonebecauseoftheinteractionsthatoccurbetweentheseaandlandenvironmentsandthatofhumanactivitywithnaturalareas.
Thesecharacteristicsofthesurroundingareameanthatboththeenvironmentalimpactassessment,whichismandatoryanddependsuponthecompetentadministration,andthePort’sownrulesonenvironmentalmonitoringandsupervision,mustapplyandincorporatetheprecautionaryprinciple.Thisprincipalunderliesthedecisions,declarationsandrequirementsthatconditionthemethodsandmeasurestobeimplementedintheexecutionofanyprojectandthepotentialareaitaffects.
Itshouldbetakenintoaccountthat,forsomeoftheactionscoveredinthisarea,thereisnoinformationorinsufficientknowledgetoprovideadefinitive,preciseideaofthepotentialnegativeeffectsonsomeofthe
35
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.4.
environmentalvectorsandinteractionsofthesystem.Thatiswhymeasuresandchecksareincludedtoreduceanynegativeeffectsontheenvironmentandonhumanhealthasmuchaspossibleattheprojectdesignstage,andtoforeseethepotentialrisksandadopttheappropriateprotectivemeasuresfordetectingandminimisingsucheffectsshouldtheybecomeapparent.
AspecificEnvironmentalSurveillancePlan(ESP)ispreparedformonitoringandsupervisingeachactionforeseen,withanoverallplanforanyspecificactionwithintheportarea.TheESPseekstoguaranteecomplianceofthemeasuresproposedintheenvironmentalimpactassessment,theDIAandthesectoriallegislationinforce.Italsomakesitpossibletoassessimpactsthataredifficulttoquantifyduringthestudyphaseand,ifnecessary,todesignnewmeasuresforthem.
ThemainobjectiveoftheESPisthereforetoavoid(orifthisisnotpossible,tocorrect)anyproblemsthatemergeduringtheexecutionofprotectiveandcorrectivemeasuresbypreventingimpactsandcheckingtheeffectivenessofthemeasuresapplied.Short-andlong-termmonitoring
programmesaredesignedwhileworkisunderwayandthenduringtheoperativephase.
4.4.2.Majorprojectsandenvironmental impact
Keyimpacts,risksandopportunitiesTheenvironmentalimpactstatementoftheDeltaPlancoversawiderangeofactionsaboveandbeyondtheenlargementofthePortofBarcelona:theenlargementoftheairport;buildingtheLlobregatwatertreatmentplant;andimprovementsintheroadandrailnetworktoservethesenewinfrastructuresandimprovecommunicationsinthelocalarea.
Theenvironmentalfactorisessentialduringtheplanning,projectandperformanceofworks.Oneofthemainenvironmentalimpactsassociatedtotheperformanceoftheworksconcernsthevolumeofnaturalresourcesused,thegreenhousegasemissionsgenerated,andthealterationofbiodiversityinthemilieuinwhichtheenlargementprojectshavebeencarriedout.
ThecourseoftheLlobregatRiverrunsalongsidethePortofBarcelona
andtherivermouthhasbeenshiftedbymorethan2km.Theriverdeltacontainsalargeareaoflakesandwetlandswhichareusedbyawidevarietyofbirdsandassuchisclassifiedazoneofspecialprotectionforbirds(ZEPA).Theenvironmentally-valuablemarineandcoastalareahasalsobeenaffectedbytheconstructionwork,andremedialmeasureshavebeenimplementedtomitigateanyadverseeffectsandtoimproveconditionsinthissmallbutsignificanthavenofbiodiversity.
Thepotentialriskforareductioninbiodiversityismostpronouncedin:- TheLlobregatdeltaandmarinearea,- GroundwaterintheLlobregatdelta,- Theadjoiningcoastalareas,- Specialprotectionzonesnearby- Protectedspecies.
Likewise,possibleenvironmentalimpactscanbecausedbydredgingoperationsandthemanagementofdredgedmaterials,astheycanhaveeitherpositiveornegativeeffectsontheecosystems.
Dredgingworksareaninevitablepartofportoperationsandthebuildingandmodificationofmaritimeconstructionworks.Insomecasestheyareperformedtofacilitatemaritimetraffic,asthey
36
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.4.
maintainthedraughtrequiredtoguaranteeshipmanoeuvresandberthingoperations.Inothercasestheyarepartofmaritimeconstructionworkssuchasbuildingorrebuildingnewwharvesorseawalls.
Eachdredgingoperationrequiresapriorenvironmentalauthorisationwithaseriesofrequirements,oneofwhichisthecharacterisationofthematerialsthatwillbedredgedup,asthisisthebasisforaclassificationthatwilldeterminewhichtechniquesshouldbeusedtomanagesuchmaterials,theiruseand/ordestination.Themanagementofdredgingmaterialsinpublicportareasisgovernedbytheframeworkestablishedinthe“RecommendationsforthemanagementofdredgingmaterialsinSpanishports”,fromtheCentreforStudiesandExperimentationofPublicConstructionWorks(CEDEX),whichanswerstotheMinistryofPublicWorks.
BriefdescriptionofmajorconstructionAnnualreport/pages26to31
4.4.3. Biodiversity, initiatives to mitigateimpacts
Biodiversity, protected areas and species Thezoneofspecialprotectionforbirds(ZEPA)oftheLlobregatriverdelta,covering573.96hectares,isthesmallestofsixsuchareasinCatalonia.The
wetlandareaofthedeltaishometoawidevarietyofspeciesincludingterns,gulls,cattleegrets,littlebitterns,Kentishplovers,littlecrakesandBaillon’scrakes.Theworksprogrammeincorporatesconservationmeasuresfortheaffectedbirdlife,asfollows:•TheworksweretimetabledaroundtheKentishplover’snestingseason,asthisspecieslivesintheareabetweentheconstructionworkandthedivertedLlobregatRiver.Theorganisationhasthusmadeaverysignificantcontributiontothebreedingbehaviourofthespeciesbymonitoringthemeachyear.
•Performingastudyandimplementingactionsforacolonyofdouble-breastedcormorantsthatroostsintheportareatoensurethattheyareprotectedastheportexpandsitsoperations.
•DuringtheLlobregatdiversionprocess,somemarinelifewastrappedintheoldrivermouth.Eachspecieswastransportedandplacedinappropriatesectionsofthenewrivermouth.Around27,000fishwererelocated,with99%ofallthetrappedanimalsbeingrescued.
InitiativestomitigatetheimpactsThe principal remedial, preventative and compensatory measuresappliedforminimisingthemainimpactsare:•Recoveringthereusablematerialsgeneratedbythedredgingfor useasfillingmaterials,thusmanagingtheconstructionworksinasustainableway.
37
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.4.
•Settinglimitsonthetransportofbuildingmaterialsbyland,encouragingtheirtransportbysea.Thisleadstoasignificantreductioningreenhousegasemissionsasadirectresultoftakingalargenumberoflorriesofftheportaccessroads.
•UsingbuildingdemolitionwastefromtheBarcelonametropolitanareaandsurplusearthfromthetunnellingwork
ThesuspectedirregularitiesinthebuildingoftheEastseawallwereoneoftheworstreputationcrisesofrecentyearsforthePortofBarcelona,particularlyin2010.Twentyofthepeopleinchargeofthisprojectwereaccusedofthemisappropriationofpublicmoney.ThesepeopleweremembersoftheUTEDiqueEste,atemporaryconsortium,andthecompanysubcontractedtosupplystoneforthebuildingproject,twooftheuppermanagersofthatcompanyandthethendeputygeneralmanagerforInfrastructuresofthePortAuthorityweresenttoprisoninOctober2010.
Theorganisationreactedwithfulltransparencyandforcetobringthefactstolightanddemandresponsibilitiesfromthepartiesconcerned,butparticularlyitstressedtheimportanceofimprovingthesystemsandproceduresformonitoringandsupervisingtheperformanceoftheworks.
FollowingactionsbytheSpanishTaxOffice,thisAPBorderedaninternalinquiryinvolvinganin-depthreviewofthework,bothphysically(withtheprevailingtechnicalconditions)andfromthepointofviewofadministrativeproceedings.Areportwasdemanded,andfinallyproduced,fromthetechnicalsupportservices,whichmadeitpossibletoquantifyexactlyhowmuchworkhadbeenperformedandtochecktheveracityoftheinformationprovidedbytheconsortium.Theresultsofthisinvestigationcancelledtheprovisionalsettlementofthecostoftheworks,ledtotheapprovalofanewsettlementandinformedthepublicprosecutoroftheirregularitiesdetected.
On14July2010theAPBManagementBoardagreedtotakelegalactionagainsttheEastseawallconsortiumtodemandanimmediaterefundoftheextra40.7millionEURthathadsupposedlybeenpaidfortheworks.
CASESTUDY:THE EAST SEAwALL
4.4.4. Environmental investment
ENVIRONMENTAL INVESTMENT (In Euros) 2008 2009 2010
Expenses linkedto environmental sustainability 302,629.26 315,620.00 297,238.39
Maintainingthewastewaterandwaterdischargenetwork 302,629.26 315,620.00 297,238.39
Investments linked to environmental sustainability 13,717,875.07 2,814,712.93 70,130.40
Implementingenvironmentalmeasures
Southseawall 5,834,206.98 1,279.03 31,530.23
ImplementingenvironmentalmeasuresEastseawal 7,521,467.80 2,758,662.35 -
Wastewaterandwaterdischargenetwork 149,131.29 21,676.57 15,723.70
Otherenvironment-relatedinvestments 213,069.00 33,094.98 22,876.47
(fromthenewLine9oftheBarcelonaunderground,forexample)asfillingmaterials.Thisoptionofrecoveringusefulmaterialsmeansthatotherresourceshavebeenspared.ThiswasachievedthroughdirectcoordinationwiththeCatalanEnvironmentandWasteAgency,whichbelongstotheEnvironmentandHousingDepartmentoftheGeneralitat).
ENVIRONMENTAL INVESTMENTS(In millons Euros)
2008 2009 2010
14
12
10
8
6
4
2
0
Expenseslinkedtoenvironmentalsustainability
Investmentslinkedtoenvironmentalsustainability
38
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.5.
4.5. Safety in the activities of the port precinct
Safetyisanessentialfactorintheapplicationoftheprecautionaryprincipleforalltheactivitiesperformedintheportfacility.
ThedifferentsafetydimensionsarelinkedthroughcoordinatedmanagementintheSelf-protectionplanforemergencies;thefunctionsandongoingeffortsbythePortPolice;thesurveillanceofconstructionworks;andsystematicactionsandinitiativesinthefieldofhealthandpreventionofoccupationalrisks.
Containerised dangerous goods, oneofthemostsensitiveindicatorsofportactivity,recordedatotalvolumeof614,836 tonnes in 2010. Bulk dangerous goodsfellatasimilarratetothepreviousyear,totalling9,978,593tonnes,and82,909authorisationswereprocessed(+3%),alloftheseusingEDI(electronicdatainterchange).
4.5.1. The Self-protection Plan
On8September2010,BarcelonaPortAuthorityManagementBoardapprovedthedefinitiveversionofthePortofBarcelonaSelf-protectionplan,whichinvolvestherevisionoftheInternalEmergencyPlan(IEP)begunin2009toadaptittothebasiclegislationonSelf-protection(RoyalDecree393/2007).
Themainaimoftheself-protectionplanistopreparethehumanandtechnicalresourcesfordealingwithemergenciesthatcouldoccurduringtheusualactivityoftheport.Forexample,tacklinganemergencyatsource;minimisingitsconsequencesonpeople,goodsandtheenvironment;and,astheportisastrategicfacility,restoringserviceasquicklyaspossiblewhileensuringtheminimumsafetyconditions.Thisinvolvesdeterminingtheapplicablecoordinationproceduresamongthevariousworkingareasandservicesoftheportandanyexternalorganisationsthatcouldbeaffectedbytheemergency.
TherevisionofthePortofBarcelona’sself-protectionplanhasessentiallyaimedto:1. ¡Simplifythestructureofthe
documentinaccordancewiththetermsofRoyalDecree393/2007.
2. Integrateemergencyresponseactionsaroundasingle,scaleableplanthatiscompatiblewiththesystemofcivilprotectionplans.
3. Improveorganisationalandoperativecapacityintheeventofanemergency,bringinginnewsolutionsandformalisingexistingones.
The Plan is based on the APB’s organisationalstructure,andismanagedjointlywiththeBarcelonaHarbourmaster’sOffice,involvingallofthePort’scoordinationandemergencyservicescentres.
CatalanemergencysystemTheCatalanemergencysystemisbasedonthecomplementarityofprivateactions(i.e.self-protectionplans)andpublicinitiatives(territorialandspecialcivilprotectionplans).Theresultingself-protectionplanofthePortofBarcelonaisonemorelinkinthechainofplansthatmustbeactivatedintheeventofanemergency.
39
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.5.
Furtherdownintheportself-protectionplanaretheself-protectionplansfortheconcessionsandthespecialsectorialplans.FurtheruparethemunicipalcivilprotectionplansofBarcelonaandElPratdeLlobregat,withtheirspecificactionmanuals.AtthetopoftheorganisationalchainarethecivilprotectionplansoftheGeneralitatdeCatalunya,deployedthroughthePROCICATterritorialplan,orthespecialandspecificplansknownasPLASEQCAT,TRANSCAT, NEUCAT, INUNCAT, CAMCAT, SISMICAT,etc.
Thesystemofcomplementaryplansrevolvesaroundeachonehavingitsownstructureandresponsemechanisms,whichneithermodifynorreplaceeachother,butareintegratedinlayersofresponsibility.
Additionally,aseriesofexercisesanddrillsareheldperiodicallyindifferentfacilitiesandwharvesintheportprecinct.Allthecompaniesaffectedbythemajoraccidentlegislation,supportedjointlybytheirMutualAssistanceAgreement(MAA),thereforecometogetherinanannualdrill.TheexercisesalwaysinvolveBarcelonaFireBrigade,thePortPoliceandCivilGuard,andaresometimesalsosupportedbythe061SEMMedicalEmergencySystem.
4.5.2. The Port Police
ThePortPoliceforcespecialisesintheoperationalsafetyofBarcelonaportprecinct,withthespecialconditionthatitincludesthelargeanddynamicpublicareacalledthePortVell.
Intheareaofroadsafety,aseriesofcampaignswereorganisedin2010jointlywiththeCatalanTrafficServicetoraiseawarenessamongportusersandavoidorminimisetheimpactofaccidents.Thisledtomorethan500checksontheuseofseatbeltsandcrashhelmets;400checksonmobilephoneuseatthewheel;andsome2000breathtests,only1.5%ofwhichwerepositive.
Roadsignswereupdatedtomeetthecurrentrulesandregulationsconcerningthecharacteristicsofpublicthoroughfares,inthewakeofareporton the road situation at the Port of Barcelona,andtoimprovesafetywithintheportprecinct.
UnderthecooperationagreementsignedwiththeSEMandtheFREMAPPreventionServicetominimisetheconsequencesofanaccident,thePortPoliceguidedambulancesin425interventions(290vehiclesofthe061SEMand135ofFREMAP).Thiscooperationmeantthattheambulancewasabletoreachthesiteoftheaccidentinlessthan15minuteson151occasions.
ThePortPolicealsoassisted35minorsinasituationofneglectorprotectionordeliveredthemtotheirfamiliesafterarrestingthemforsomekindofmisdemeanour.Ontwooccasions,theportpolicewereinvolvedinresolvingtwoincidentsinvolvinggenderviolence,andfivecasesofelderlypeoplewhowerefoundlostintheportandwhowerenotfullycomposmentis.
4.5.3.Environmentalmonitoringofworksprojects
ThePortexpansionprojectwasexaminedindetailbytheMinistryofEnvironmentinaprocedureinvolvingalltherelevantadministrativebodiesandentities,aprocessthatculminatedintheenvironmentalimpactstatement(IAS)ontheexpansionofthePortofBarcelona,whichwasapprovedin2000.
Followingonfromthestatement,fourcorebodiesweresetuptocoordinatethecomplexitiesofinter-institutionalsupervisionoftheworksandprojects.
40
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL4.5.
•TheEnlargementworksjointcommitteewassetuptobringtogetherallthepublicbodiesthatneedtobeinvolvedinenvironmentalmonitoringandsupervisionoftheworksproject.Thecommitteeisresponsibleforsupervisingalloftheenvironmentalaspectsofeachprojectwithintheactions.
•TheEnvironmental committee for the delta infrastructuresapprovedtheoverallenvironmentalmonitoringprogrammeunderthePortofBarcelonaManagementPlanincludedinallconstructionprojects.Thiscommitteecomprisestechnicalexpertsappointedbyalltheadministrationsinvolved.
•TheJoint committee for environmentalmonitoringandsupervisionoftheLlobregatdeltaworkswassetupunderapartnershipagreementbetweentheMinistryoftheEnvironmentandtheCatalanDepartmentoftheEnvironmenttomonitoralltheinfrastructuresoftheRiverLlobregatdeltaworks.
•TheJoint environmental monitoringandsupervisioncommittee for the diversion of theLlobregatRiver is a further organisationcreatedunderanagreementbetweentheSpanishstateand the Catalan regional authorities. Thecommitteebringstogetherall
thebodiesinvolvedinmonitoringtheenvironmentalimpactoftheworksprojects,overseestheimplementationandeffectivenessofallcorrectivemeasuresand,whereappropriate,proposeschangesoradditionalmeasures.Thecommitteewascreatedbeforetheworkswereputouttotenderandcomprisestechnicalexpertsfromtherelevantadministrations.
4.6. PORT - CITY INTEGRATION
BarcelonaseafrontwasfinallyopeneduptothecityofBarcelonainthenineteen-nineties,beforewhichthecityhadalwayslivedwithitsbacktothesea.Today,theintegrationbetweenportandcityisashiningexampleofhowtraditionalportoperationscanlivesidebysidewithactivitiesopentothepublic.Thefiguresconfirmthatcompanies,concession-holders,citizensandvisitorsalikearemorethansatisfiedwithfacilitiesandareasgeneratedforsuchuses.
4.6.1. The Port Vell, a public leisure area
The Port Vell, or Old Port, has been an internationaltouchstoneamongportrefurbishmentprojectsandhasprovided
41
ARESPONSIBLEANDSUSTAINABLEMANAGEMENTMODEL 4.6.
a leisure area for residents and tourists, revivingthecity’ssocialandhistoricaltraditionoforganisingleisureandsportactivitiesrelatedtothesea.
The55hectaresofthePortVellhavemultipliedtheofferofcultural,sportingandrecreationalopportunities,aswellasmakingspaceforauxiliaryservicessuchasship’srepairs.ThePortVellhasconsolidateditspositionasanemblematicplaceinthecity,visitedbymorethan16millionpeoplein2010.
WiththenewNorthentrancemouthproject,whichhasspeltenvironmentalimprovementsandbetteraccessforpleasurecraftandcoastalshippingvessels,thePortofBarcelonahasgainedafurthersixhectaresofpublicspace,enhancingtheseafrontasanarchitecturallandmark.
ThestrategicscenarioofthePortVell,managedbyGerenciaUrbanísticaPort2000,revolvesaroundthreekeyaxes:
1. ProvidingsocietywithmoreargumentsconcerningtheimportanceandneedsofthePort
2. Takingaproactivestancebyrollingoutenvironmentalandsocialresponsibilitystrategiesbydevelopingapolicyofgoodrelationsandpracticeswiththeplayersinthesurroundingareaanditscustomersandvisitors
3. Organisingpubliceventsandfestivalsaroundtheportarea
Main facilities of the Port VellIntheveryheartoftheoldpartofthecity,reachedfromtheemblematicRambladelMar,thePortVellcomprisestheMaremagnumshoppingcentre,theinnovativeImaxcinemas,Aquàriumseaworldcentre,CatalanHistoryMuseumandthetraditionalGolondrinaspleasurecraftaffordingaviewofthecityfromthesea.
ItalsooffersbusinessfacilitiessuchastheWorldTradeCenterBarcelona,whichcombinesbusinessofficesandcorporatemeetingplacesfortheholdingofworld-classcongressesandevents.ThehistoricalheadofficeoftheAPBinPortaldelaPau,whichwillberefurbishedfornewbusinessuses;orthenewHotelWBarcelonadesignedbyarchitectRicardoBofillintheNorthentrancemouth.
Furthermore,itprovidestouchstonefacilitiesforthemaritimeandport
environment.ThereistheElFarConsortium,apublicorganisationcomprisingBarcelonaCityCouncil,theGeneralitat,BarcelonaProvincialCouncilandthePortAuthority,whichhasconsolidateditskeypositioninraisingawarenessanddevelopingprojectsofasocial,economicandenvironmentalnaturefocusingontheseaandtheCatalancoast.
TheMaritimeMuseumofBarcelona,withmorethan75years’commitmenttothemaritimeheritagebehindit,hasbecomeanineludiblereferencepointforthepoliciesaimedatconserving,protecting,researchinganddisseminatingCatalanandMediterraneanmaritimeculture.ThePrivateMaritimeMuseumandRoyalShipyardsofBarcelonaFoundation seeks to strengthen links withtheeconomicandsocialplayersthatprovidedynamismtomaritimeandportactivity.ThegreatfutureprojectisthedefinitiverestoringofthegroupofbuildingsandconsolidatingtheMaritimeMuseumasacentreofreferenceforthemaritimecultureoftheMediterranean.
The Port Vell also offers areas dedicatedtofishingactivity,representedintheFishermens’Guilds,anactivitythatisdisappearingforstructuralandbiologicalreasons.Thefishingfleetandthecatcheshavebeenpracticallyhalvedoverthelast15years.However,thereisastrongsymboliclinkwiththisactivitybecauseofthefishingtraditionofthecityandtheBarcelonetadistrict.Awareoftheimportanceandhistoricalvalueofthisgroup,theorganisationhashelpedtoimplementanimportantplantoredevelopthespacesandfacilitiesdedicatedtofishingintheportprecinctthroughdialogueandconsensuswithallthepartiesinvolved.
4.6.2. Main activities
Inadditiontotheactionsofthebodiesandfacilitiesmentionedabove,eachyearthepublicareasofthePortVellandtheNorthentrancemouthhostorco-organiseawholeseriesofactivitiespromotedbyotherprivateandpubliccompanies,whosecivic,culturalorleisurenaturecompletethesocialdimensionofthePortofBarcelona.Thehighlightsof2010wereasfollows:
SPORTING EVENTS•WorldBoulderingChampionship•PortofBarcelonaSwimmingcontest•ZegnaRegata•GodóRegata•CopaNadalRegatta•AudiMedCupRegatta•BarcelonaWorldRace•ArrivaloftheVueltaEspañaRegatta•BarcelonaHarleyDavidsonvillage•“DesafíoEndesa14x8.000”exhibitionwiththeclimberEdurnePasabán
•ToniHawkskateboardroadshow
CULTURAL EVENTS•Operaonthebeach(aninitiativewiththeBarcelonaLiceubringingoperatoall)
•FestivalOdissea(freeconcertsintheOdisseasquare)
•RaluyCircus•ArrivalinBarcelonaoftheThreekingsatEpiphany
•HabanerassingingaspartofthefestivitiesoftheVirginofElCarmen
•ActivitieswithintheMercèfestivities•ActivitieswithintheBarcelonetafestivities
CIVIC EVENTS•WaterFestival•TheResponsibleConsumptionFair•Lost&Foundsustainableexchangemarket
Increasingly,companiesarerecognisingtheseuniquelocationsasanidealvenuefortheircommercialpromotionevents.Thiswasthecasein2010oftheCustoBarcelonafashionparadeorthepresentationofthenewNintendoconsoles.
42
5.
43
5.1.
People at the heart of sustainable development
5.1. STAFF STRATEGY
ImplementingacomplexstrategysuchasthatofthePortofBarcelonadependslargelyontheskillsandattitudesofthepeopleworkingfortheorganisation.Thestaffdepartmentcoordinatesandpromotesfouressentialpolicies.Allfourseektoensurethatthepeoplein the organisation are suited to the actionsrequiredtoimplementthePortofBarcelona’sStrategicPlanandplacepeopleattheveryheartofchangeandachievinggoalstogether.Theseare:
•Theemploymentandhiringpolicy, whichalsoincludescompanyleavingplans,whichcontinuedduring2010asmeansofstructuraladjustmentrequiredforculturalchangeand,ultimately,forimplementingthestrategy
•Thedevelopment policy,whichcoverstrainingandinternalcommunication;twoimportantelementsofthispolicyaretheinternalopinionsurveymadein2010totesttheworkingatmosphereoftheorganisationandthe“Who’swho”internalcommunicationtool
•Thefixedandvariablewagepolicy, withthegoals-orientedmanagementsystem
•The health and prevention of occupational risks policy,ofwhichtheVIIIseminarofPreventionofoccupationalrisksandCSRwasapart
Inaddition,theStaffDepartmentwasappointedtofosterCSR,bothintheorganisationandthePortCommunity.
BREAkDOwN INSIDE AND NOT COVERED BY AN AGREEMENT
2008 2009 2010
Peoplecoveredbythecolleciveagreement 465 481 486
Peoplenotcoveredbythecollectiveagreement(managers) 75 70 72
TOTAL 540 551 558
Staff on the payroll at 31.12.2010
BREAkDOwN OF STAFF BY AGE GROUPS
2010 16-30 31-40 41-50 51-60 61-70
Men 58 100 131 109 2
Women 25 49 50 33 1
TOTAL 83 149 181 142 3
Staff on the payroll at 31.12.2010
BREAkDOwN OF STAFF BY YEARS OF SERVICE
2010 0-5 6-10 11-15 16-20 21-25 26-30 >30
Men 96 47 87 29 12 97 32
Women 51 22 50 15 3 16 1
TOTAL 147 69 137 44 15 113 33
Staff on the payroll at 31.12.2010
BREAkDOwN OF STAFF BY TYPE OF CONTRACT
Staffonfixedcontracts 480
Staffontemporarycontracts 65
Other(fixedwithdisablement) 13
TOTAL 558
Staff on the payroll at 31.12.2010* Five people on disablement contracts and eight on ordinary contracts with a disability declared by the Generalitat.* There are sixteen interns not counted as payrolled staff
5.2. STRUCTURE OF THE APB, EQUALITYANDDIVERSITY
5.2.1. Characteristics of the staff
44
PEOPLEATTHEHEARTOFSUSTAINABLEDEVELOPMENT5.2.
INCOMING AND OUTGOING STAFF
INCOMING OUTGOING
2008 5 45
2009 58 47
2010 37 31
INCOMING 2010
women Men Total
19 18 37
OUTGOING 2010
women Men Total
8 23 31
PEOPLE CEASING TO wORk FOR THE APB
DURING 2010
Reason Men women
Retirement 0 0
Termination 14 1
Endcontract 5 4
Voluntaryredundancy 3 2
Unpaidleave 0 0
Other(death,disablement,etc) 1 1
TOTAL OUTOGOING 23 8
RATIO OF DAYS FOR ILLNESS
2008 2009 2010
5.87% 3.15% 3.10%
Only covers TI (temporary inability to work),
accidents, maternity and paternity leave
5.2.2. Equality and diversity
EqualopportunitiesisauniversallegalprinciplethatBarcelonaPortAuthorityhasdecidedtodevelopandconsolidate,togetherwithothervaluessuchasrespecttotheenvironment,health,humanrights,sustainabledevelopmentortherespectandintegrationofdiversity.
ThePort’sEqualityPlansetsoutaseriesofmeasuresandchallengesdefinedfollowingadiagnosisoftheinitialsituation. The StandingCommitteeonEqualitywassetupin2010topromotetheplan,guaranteeitsdissemination,developitandassesstheactionsimplementedandresultsobtained.
BREAkDOwN OF STAFF BY PROFESSIONAL CATEGORY
2009
Occupations women % Men % Total
President/manager/deputymanager 0 0 4 100 4
Head of area 5 31,3 11 68.7 16
Restnotcoveredbycollectiveagreement 11 22 39 78 50
Supervisors(GII–1) 36 38.79 57 61.29 93
Technical/administrativestaff(GII-2,GIII) 85 32.82 174 67.18 259
PortPolice 17 11.18 135 88.81 152
TOTAL 151 27.40 400 72.59 551
Staff on the payroll at 31.12.2009
2010
Occupations women % Men % Total
President/manager/deputymanager 0 0% 4 100% 4
Headofarea 6 37.5% 10 62.5% 16
Restnotcoveredbycollectiveagreement 14 26.9% 38 73.1% 52
Supervisors(GII–1) 36 37.5% 60 62.5% 96
Technical/administrativestaff(GII-2,GIII) 87 36.9% 149 63.1% 236
PortPolice 15 9.8% 139 90.2% 154
TOTAL 158 28.3% 400 71.7% 558
Staff on the payroll at 31.12.2010
CONTRACTS FOR PEOPLE wITH DISABILITIES
2008 2009 2010 (1)
Men women Men women Men women
2 3 7 4 10 5
Data at 31.12.2010.
(1) Five people on disablement contracts, eight on indefinite contracts and two with temporary contracts with
a disability declared by the Generalitat.
45
PEOPLEATTHEHEARTOFSUSTAINABLEDEVELOPMENT 5.3.
NOT COVERED BY THE AGREEMENT
Uppermanagement* headsofDivision headsofUnit Total
People 37 13 22 72
Averagepay 79,107.28 56,888.80 50,990.08 66,504.24
Annualwagecosts 2,926,969.25 739,554.37 1,121,781.74 4,788,305.36
* President, general manager, deputy general managers, directors, heads of department
* Employees at 31.12.2010
wITHIN THE AGREEMENT
Twoprofessionalgroupsarecovered: •GroupII-Supervisorsandtechnicalstaff.
•GroupIII:-Professionals
GROUP STEP wAGE NOMBRE PERSONES SALARIMITJÀ2010
II I 101 44,515.02
II 188 35,000.33
III I 96 34,108.71
II 96 23,050.60
III 5 21,835.13
5.3. PAYMENT AND BENEFITS
5.3.1. Payment system TheorganisationisstructuredaroundstaffcoveredbytheCollectiveAgreementof Puertos del Estado [State Ports] and PortAuthoritiesandstaffnotcoveredbytheagreement.ThepaypolicyforthefirstgroupisbasedonthisAgreementwhile
thosenotcoveredbytheagreementarepaidaccordingtoparameterssetbytheExecutiveCommitteeoftheInterministerialPaymentsCommittee(CECIR).
Salariescompriseafixedandavariablepartthatcannotbeconsolidatedbymeetingannualgoalsorproductivity
NOTA: La banda salarial és el salari que correspon a l’ocupació. A igual grup, banda i nivell, el nivell retributiu
és idèntic per a dones i homes.
46
PEOPLEATTHEHEARTOFSUSTAINABLEDEVELOPMENT5.3.
Meetinggoals
BarcelonaPortAuthority’sperformancemanagementisbasedonasystemthatassesseseveryoneintheorganisationaccordingtowhethertheyreachcertain
annualgoals.Thisassessmentinvolvesgeneralgoals,departmentaland/orindividualgoals,aswellasanassessmentmadebytheimmediatesuperioronindividualworkplaceperformance.
Typeofgoal %compliance2008
MC(1) OA(2) wA(3) Average
General 50 50 50 50
Evaluationbythesuperior 88.31 91.56 86.30 86.90
Departmental/Individual 100 100 100 100
OVERALLAVERAGE 84.58 90.39 93.62 93.02
Typeofgoal %compliance2009
MC(1) OA(2) wA(3) Average
General 75 75 75 75
Evaluationbythesuperior 75.89 92.27 89.64 89.45
Departamental/Individual 80.70 89.57 84.76 85.07
OVERALLAVERAGE 77.22 84.42 81.60 81.72
Typeofgoal %compliance2010
MC(1) OA(2) wA(3) Average
General 92.5 92.5 92.5 92.5
Evaluationbythesuperior 89.48 91.40 89.94 90.27
Departamental/Individual 84.05 88.33 93.57 88.65
OVERALLAVERAGE 88.79 90.77 92.63 90.73
(1) MC: Management Committee, (2) OA: outside agreement, (3) WA: within the agreement
5.3.2.Benefits
Theorganisationhasalwaysmaintainedalargegroupofbenefitsinadditiontothepaypolicy,asitisveryawareofhowtheseareincreasinglyimportantforstaffsatisfactionandforkeepingpeoplehappytoworkthere.
Thesebenefitsincludethesocialfundforstudies,loans,foodandpublictransportsubsidies,healthbenefits,pensionplans,lifeandaccidentinsurance,leisureactivitiesandsportgroupsorretiredworkers’association.Forfurtherinformation:http://www11.portdebarcelona.es/rsc/Beneficiossociales.pdf
5.3.3. Union representation
Labourrelationsarebasedonamodelofdialogueandsocialagreementwithinaframeworkofresponsibilityandrespectforthefreedomoftradeunionassociationandtherecognitionoftheimportantroleoftradeunionrepresentativesinthedynamicsanddevelopmentoftheorganisation.
ThelegalbasisforsuchlabourrelationsandcollectivebargainingarethesecondCollectiveAgreementbetweenPuertos del Estado and Port Authorities, inforceuntil2009.Thethirdagreementiscurrentlyundernegotiation.
47
PEOPLEATTHEHEARTOFSUSTAINABLEDEVELOPMENT 5.4.
TheAPBhasaWorksCouncilthatincludesfourtradesunions(tradesunionelectionsofMarch2008):•ComisionesObreras(CCOO):10representatives
•UniónGeneraldeTrabajadores(UGT):3representatives
•ProfesionalesIndependientes,alsowith3representatives.
•SindicatoProfesionaldePolicíaPortuaria:1representative.
Theimportantissuescoveredintheagreementsconcerningtraining,promotionandtransfersandorganisationalchangesweredealtwithintheLocalSkillsManagementCommittee,whichinvolvestheWorksCouncil.In2010,therewerenoanomaliesorcomplaintsconcerningtheorganisationalchanges.
5.3.4. Social action
ThePortAuthoritycontinuedtoworkandpromotethecampaigncalled“ChristmassolidarityinthePort”,whichcollected635toysand327Kgoffoodin2010.Othersimilaractionsweretheinter-companysportscompetition,whichraised 325 EUR in donations, and the bookexchange,with691booksdonated.
Furthermore,thePortofBarcelona,theBorderInspectionPostandvariousbodiesofthePortCommunitysetupaprojectforgoodscannolongerbesoldoncetheyhavebeenthroughthecontrolsattheBIP,eventhoughtheyarestillfitforhumanconsumption.TheinitiativeiscoordinatedthroughtheBIP-FoodBankProtocolandinvolvessendingtheproductscollectedtothisco-operationorganisation for distribution.
ThefirstpilottestforthecollectionoffoodstuffswascarriedoutinOctober2010andcollected443Kgfood:bulk,fruit,vegetablesandotherproducts.
Onceagain,0.2%oftheannualinvoicingforissueofstafffoodvoucherswasdonatedtosolidarityinitiativesundertheagreementwiththecompanythatissuesthesevouchers.In2010,4,605EURwasdonatedtotheFoodBank.The2010climatesurveyaskedrespondentstoindicatetowhichorganisationtheywishedtodonatethe678EURcollected,attwoEURforeachcompleted
questionnaire.ThechosenorganisationwasalsotheFoodBanks.
5.4. HEALTH AND PREVENTION CULTURE
5.4.1. Health and protection policy
BarcelonaPortAuthority’sPlanforthePreventionofOccupationalRisksprovidesgreaterprotectionthanthetermssetbyLaw31/1995of8ofNovember1995onthepreventionofoccupationalrisksanditslegalframework,andlistsitsfundamentalobjectivesinrelationtopromotingcontinuousimprovementinworkingconditions.BasicaimsofthePlan:•Makingactiveeffortstocombatwork-relatedaccidents
•Fosteringagenuineriskpreventionculturethatdoesmorethanjustensurethatpreventiveobligationsarefulfilledorsimplypaylipservicetotheformalordocumentarycomplianceoftheseobligations
•Strivingtointegratepreventionofoccupationalrisksintothecompany’smanagementsystems
http://www11.portdebarcelona.es/rsc/PlaPrevencioAPB2011.pdf
5.4.2. Structure, initiatives and actions in health and prevention of occupational risks
ThereisawholestructureofgroupscomprisingmembersofthePortAuthorityandrepresentativesofdifferentplayersinthePortCommunitytakingcareofworkers’healthandhelpingtopreventoccupationalrisks,asfollows:- HealthandSafetyCommittee- SteeringCouncilPreventionGroup- SEMAmbulancessub-group- Preventionexpertssub-group- InterdepartmentalP.O.R.Committee
AccidentsbygroupsWorkaccidentscanbeclassifiedinthefollowinggroups:
2008 2009 2010
GeneralMaintenanceUnit 5 3 0
PortPolice 21 31 32
Technical-administrative 2 3 3
ServicesUnit 1 1 0
MaritimeTerminals 0 1 0
Worksguards 1 0 0
TOTAL 30 39 35
48
PEOPLEATTHEHEARTOFSUSTAINABLEDEVELOPMENT5.4.
Outstandingactionsin2010
TRAINING Number of participants 2010
BasiccourseinPreventionofOccupationalRisks(3sessions) 19
IntroductiontoPreventionofOccupationalRisks(2sessions) 13
Advancedfireextinction(4sessions) 76
Lifesavingtechniquesinwater(4sessions) 64
Renewingforklifttruckaccreditations 4
Operatingportwalkways 3
Three editions of the on-board firefightingcoursewereorganisedtotrainfirefightersattheJovellanosIntegratedMaritimeSafetyCentreinGijón,involving35participants.
OneaccidentmanagementandcontrolcoursewasheldattheFireServiceCollegeinMoreton-in-MarshintheUK,involving14NCOsandlastingtwoweeks.TherewasalsooneeditionofthejointfirefightinganddangerousgoodscourseorganisedatSEGANOSA.
2010alsosawtheholdingoftheannualWorldTradeCenterBarcelonaevacuationexercise,andoperatingdrillsorganisedandcoordinatedbytheIndustrialSafetyDepartment.
On25November,theorganisationheldtheeighthPRLandCSRSeminarsponsoredbytheFREMAPPreventionSocietyandaimedattheentirePortCommunity.
Forfurtherinformation: http://www11.portdebarcelona.es/rsc/JornadasPRLyRSC.pdf
5.5. PROFESSIONAL DEVELOPMENT
5.5.1.Training
Thetrainingpolicyisessentialtotheprofessionalandpersonaldevelopmentofthepeopleworkingfortheorganisation,allowingthemtoachieveabetterbalancebetweentheirindividualgoalswiththoseofthecompany.
Thetrainingpolicyisfullyintegratedintotheorganisationalsystemandisthereforeadaptedcontinuallytochangesin the organisation and the surrounding environment.
In2010,morethan250actionswereorganisedaroundthedevelopmentofthestaffoftheorganisation:
TOTAL TRAINING MADE
2008 2009 2010
Groupactivities 71 104 149
Individualactivities 177 105 110
TOTAL 248 209 259
BREAkDOwN OF THE ACTIVITIES PERFORMED
MODE No. activities 2008 2009 2010
Grouptraining Languages* 15 26 11(1)
PortPolice 19 31 43
Officeapplications* 17 5(2) 5
Technicalskills* 3 23 18(3)
Specifictraining 17 19 17
Totalgroupactivities 71 104 149
Individualtraining Languages* 14 22 19
APDseminars 26 0 11
Coursesandseminars 67 32 48
Shortseashipping 15 13 9
Drivinglicence 7 2 5
Mastersandpostgraduatestudies 21 27 12
Formaltraining(4)(5) 27 9 6
Total individual activities 177 105 110
Individualdevelopmentplans6) 7 88 21
* Significant initiatives and actions to foster multi-skilling and career development(1) Following on from a study on attendance and use made of language courses during 2008 and 2009, it was decided to reduce the offer of training courses, maintaining only those that were really used and attended by a sufficient number of people to make them really efficient and profitable(2) We have invested in e-learning, which has allowed us to hold fewer courses by maintain the optimum level of participation (3) This is the third year in a row in which training has been provided in the skills management system, and in light of the number of people that have undertaken this training, the number of sessions was cut considerably. (4) ‘Formal training’ means university study plans and accrediting the experience previously known as ‘development plans’ which now refer to other aspects (see note 6).(5) The number of formal training actions fell significantly with respect to previous years thanks to an initiative begun in 2008 to set up the project for Accreditation of Professional Experience, which led a large number of people to start the process.(6) New figures incorporated into the 2010 report: number of individual development plans delivered to the workers of the organisation. These were not incorporated into the general table so as not to distort or change the data from previous reports.
49
PEOPLEATTHEHEARTOFSUSTAINABLEDEVELOPMENT 5.5.
5.5.2.humanrightsandcorruption
Therewerenotrainingactionsbroughttobearduring2010concerningthedetectionanderadicationofcorruption.
Therewasahumanrightsawareness-raisingprojectconcerningequalityorganisedfortheManagementCommittee.
TOTAL HOURS OF TRAINING BROkEN DOwN BY PROFESSIONAL CATEGORY
Group Real hours
2008 2009 2010
ManagementCommittee 793.00 277.50 879.75
Notcoveredbythecollectiveagreement(includingManagementCommittee) 2,616.50 1,887.00 1,592.00
GII-1 1,472.00 4,113.26 3,341.00
GII-2 4,288.50 7,934.37 7,293.00
GIII-1 3,822.00 4,875.73 5,677.00
GIII-2 1,001.00 3,079.63 3,372.00
GIII-3 68.00 79.00 5.00
TOTAL 14,450.00 21,968.99 21,280.00
Hours 2008 Hours 2009 Hours 2010
Notcoveredbythecollectiveagreement 2,616.50 1,887.00 1,592.00
Withinthecollectiveagreement 11,833.50 20,081.99 19,688.00
TOTAL 14,450.00 21,968.99 21,280.00
AVERAGE OF HOURS OF TRAINING PER PERSON
Groups Hours
2008 2009 2010
ManagementCommittee 46.64 14.61 48.87
Staffnotcoveredbyacollectiveagreement 35.84 26.96 22.11
Staffcoveredbyanagreement 24.80 40.90 40.50
GII-1 16.00 41.13 33.08
GII-2 21.02 40.28 39.00
GIII-1 35.06 49.75 58.53
GIII-2 15.16 34.60 35.13
GIII-3 6.80 11.29 1.07
Averagecomparedtototalstaff 25.94 39.16 38.14
TOTAL TRAINING INVESTMENT (IN EUR)
Type of action 2008 2009 2010
Individualcourses 121,457.25 70,003.77 76,088.30
Groupcourses 248,500.00 237,823.11 296,643.00
Outsourcingtraining 51,967.20 71,069.90 71,069.90
Total 421,924.45 378,896.78 443,801.20
50
6.
51
6.1.
Environmental sustainability
6.1.APB’SENVIRONMENTALMANAGEMENT POLICY AND PRINCIPLES
Environmentalpolicyisstructuredaroundfourmainthreads:
•Measuringtheimpactofportactivityonitssurroundingsandtheenvironmentaccuratelyusingmanagementindicators
•Optimisingenvironmentalmanagementtominimisethenegativeimpacts,inwhichcompaniesofthePortCommunitytookmeasurementsanddiagnosesandwereinvolvedinthecoordinatedaction
•PositioningthePortofBarcelonaactivelyinlocal,nationalandinternationalforumsandorganisationsandtakingpartinprojectsandinitiativesmatchingthestrategicgoalsandobjectives.
•FosteringinnovationandtheparticipationofthepeopleworkinginthePortofBarcelonatopromoteideas,initiativesandprojectsthatcanhelpustoincreaseourefficiencyandsustainability;qualityandresponsibility;andenhanceoursocialreputation.
6.2. ENVIRONMENTAL MONITORING
6.2.1. Spills and accidents
Thelargestnumberofhydrocarbonpollutionincidentsin2010involveddieselspills,followedbyusedoilsandbilgewaters.
BREAkDOwN BY TYPE OF INCIDENTS
2009 2010
Diesel 4 16
Used oils 3 8
Hydraulicoils 3 3
Organicoils 1 4
Bilgewaters 2 8
Soot 1 1
Fuel oil 4 4
Other - 7
TOTAL 18 51
6.2.2. MARPOL waste
EnvironmentalissuesareparticularlyimportantgiventheshortdistancefromtheporttothecityofBarcelona.ThePortispreparedandequippedwithdedicatedfacilitiesforcollectingdifferenttypesofwastefromcruiseships:ithasacertifiedMARPOLI,IIandIVwastetreatmentplantwithintheportandaspecificfacilityforMARPOLVwaste.
2008 2009 2010
Reception facility Amounts Number Amounts Number Amounts Numberfor ship waste collected (m3) of services collected (m3) of services collected (m3) of services
Oilywaste(MARPOLI) 51,647.00 2,585 41,241.60 1,881 49,993.30 2,331
Chemicalwaste(MARPOLII) - - 933.50 46 429.70 33
Sewage(MARPOLIV) 913.00 9 8,072.00 55 4,473.90 44
Solidwaste(MARPOLV) 40,216.00 9,046 28,807.00 7,455 50,319.30 6,304
Total services 11,640 9,437 8,712
52
ENVIRONMENTAL SUSTAINABILITY6.3.
6.2.3.Environmentalmanagement
Forsomeyearsnow,thePortofBarcelonahasbeenmeasuringthenegativeimpactofportactivitiesanddevelopingenvironmentalmanagementtoolsforwaste,airandnoise,pollutingemissions,andsoon.Italsocoordinatesandfacilitatestheorganisation’sownactionswithintheinitiativesgeneratedwithintheportfacility’sactivities.
Inadditiontotheadministrativechannels,allenvironmentalincidentsdetectedorreceivedbythePortPoliceactivatespecificenvironmentalproceduresforeachtypeofincidentattheControlCentre.246suchprocedureswereactivatedin2010,brokendowninto118inthemarineenvironment;55 on land and 11 related to the air. Afurther62procedureswereissuedconcerningtheauthorisationofdangerous goods.
6.3. wASTE MANAGEMENT
wASTE (t) 2008 2009 2010
Notspecial(selectivewaste) 445.24 289.53 260.63
Special(selectivewaste) 34.35 9.18 17.36
Totalseparate collection 479.59 298,71 277.99
Notspecial(ordinary) 1,965.82 686.68 227.14
TOTAL 2,445.41 985.39 505.13
Thewastemanagedforrecoverywasasfollows:paperandcardboard,lightpackaging,glass,scrapmetal,batteries,fluorescentlights,computerwaste,etc.
Workcontinuedintheareaofseparatecollectiontomaintainthenecessarytoolsforrecyclingthevariousrecoverablefractions.Thisinvolvedwastepaperbinsandrecipientsforlightpackagingorspecialcontainersforscrapmetal,rubble,fenders,fluorescentlightingtubes,computerwaste,andsoon.Thismeantthattheabovewerenolongerclassifiedasordinarywaste,thusreducingthevolumeofwastesentforlandfilling.
Incomparisonwiththeprevioustwoyears,theamountofwastegeneratedin2010fellby73.23%withrespecttototalwastemanagedbytheorganisation;58%forwasteforseparatecollection;79.77
%withrespecttonon-specialwasteand49.46%tospecialwaste.
Tworeasonsbehindthereductioninthevolumeofwastein2010weretheslowdowninportactivity(traffic)andthereductioninthenumberofproducers.
6.4.AIRQUALITYANDNOISEMANAGEMENT
6.4.1. Emissions
Air quality planMostEuropeanportsareconstantlyawareofandconcernedforairquality.Generalportactivity,landandmaritimetraffic,constructionworksandsomeportoperations,suchashandlingdustysolidbulks,aresourcesofatmosphericpollutantsthatcanaffectportsandnearbyurbanareas.
ThePortofBarcelonaispartoftheMetropolitanAreaofBarcelona,wherepollutantssuchasnitrogendioxide(NO2)andfineparticulates(PM10)haveovershotthepermittedlimitssetbytheEuropeanUnion.Torestoreairquality,theCatalanDepartmentoftheEnvironmentandHousingdrewupanAirimprovementplaninthespecialprotectionareas(SPA)inthedistrictsofBarcelonésandBaixLlobregat,andVallésOrientalandVallésOccidental(Decree152/2007),whichincludesaseriesofmeasuresforreducingemissionsgeneratedbyportactivity.
TheatmosphericmonitoringnetworkThePortofBarcelonahasadedicatednetworkofequipmenttomeasurethemainatmosphericpollutantsandweathervariables.Theauthority’sMeteorologicalandAirQualityMonitoringNetwork(XMVQAinCatalan)comprisesvariousmanualparticulatedetectors,aseriesofautomatedmeasurementstationswithmeteorologicalsensorsandamobileenvironmentalmonitoringunit.Thenetworkwascreatedtoprovidereliableinformationonthestateoftheportairenvironment,andmakesitpossibletoassesspollutionlevelsanddeterminetheoriginofpollution.
53
ENVIRONMENTAL SUSTAINABILITY 6.5.
LightpollutionAsthemanagerofthefacilitiesinthepublicareasoftheport,BarcelonaPortAuthorityisawareoftheneedtoadapttheexternallightingtothecurrentlegalframework(Law6/2001,RoyalDecree82/2005,RoyalDecree1890/2008).Withinthislegalframework,theauthorityhasdraftedaprojecttoadapttothelawonenvironmentallightingmanagementandtoprotectthenightenvironmentfromtheexternallightingatthePortofBarcelona.Asaresult,aseriesofmeasuresaretobeappliedinthePortVelltoincreaselightefficiencyandreducelightpollution.
NoisezoningDecree176/2009oftheGeneralitatdeCatalunyasetscriteriaformappingnoisecapacitytakingintoaccountnoisequalityaimsanddifferentlanduses.In2010,theAuthoritydrewupanoisecapacitymapoftheportarea,coveringboththecommercialportandthePortVell.
CO2 emissions (t)TheincreaseinCO2emissionsin2010wascausedessentiallybyincreasedconsumptionofdieselfuelforships’motorsandelectricalgenerators.
DIRECT EMISSIONS (t)
2008 2009 2010
Gasboilers 112 67 68
Vehicletraffic 236 251 252
Other diesel engines 152 226 287
TOTAL 500 544 607
INDIRECT EMISSIONS (t)
2008 2009 2010
Electricalenergy 1,310 1,264 1,370
TOTAL EMISSIONS (t)
2008 2009 2010
Total 1,811 1,808 1,977
Forfurtherinformation:http://www.wwf.es/que_hacemos/cambio_climatico/nuestras_soluciones/energias_renovables/observatorio_de_la_electricidad/Practicalguideforcalculatinggreenhousegas(GG)emissions.2011version.
OtherpollutingemissionsOnlypollutingemissionscontrolledbytheDepartmentofTerritoryandSustainability,viaDecree152/2007oftheGeneralitatarecalculated:Nitrogenoxides(NOX)andparticleswithadiameterunder10µm(PM10).
PARTICULATES – PM10 (t)
DIRECT
2008 2009 2010
Gasboilers 0,001 0,001 0,001
Vehicletraffic 0,06 0,05 0,04
Other diesel engines 0,006 0,009 0,012
INDIRECT
Notcalculated
TOTAL 0,067 0,060 0,053
NITROGEN OXIDES, NOX (t)
DIRECTES
2008 2009 2010
Gasboilers 0.14 0.08 0.08
Vehicletraffic 0.55 0.52 0.54
Other diesel engines 0.83 1.23 1.57
Total 1.52 1.83 2.19
INDIRECT
2008 2009 2010
Electricalenergy 1.7 1.7 1.8
TOTALS
2008 2009 2010
Total 3.22 3.53 3.99
Forfurtherinformation:http://www.eea.europa.eu/publications/emep-eea-emission-inventory-guidebook-2009
6.4.2. Initiatives for improvement
Theorganisation’sConservationDepartmenthasinvestedinamoreefficientandlesspollutingfleetofvehicles.However,theresultofthecalculationofgreenhousegasemissions(CO2)doesnotshowtheeffectsofthisdecision,dueessentiallytoincreasedtotaldieselfuelconsumption.
6.5. ENERGY AND wATER EFFICIENCY
6.5.1.Energyconsumption
ELECTRICAL ENERGY
2008 2009 2010
APB(GJ*) 28,435.00 27,414.00 29,716.47
PORT 2000(GJ*) 4,826.24 4,374.36 4,096.39
TOTAL 33,261.24 31,788.36 33,812.86
Saving/Increaseinelectricalpower - 1,473.00 -2,024.50
This table aggregates data from: the Portal de la
Pau building, sports area, ASTA building, dispensary,
WTC, public lighting, guard posts, Drassanes
passenger terminal, TIR building, TERSACO building
and other facilities and services. They are also
consolidated with those of the Port Vell
*The details are presented in GJ, bearing in mind
that 1kWh=:0.0036 GJ (GRI)
SOURCE OF THE PRODUCTION OF ELECTRICAL ENERGY CONSUMED BY THE ORGANISATION:
Renewable 27.70%
HighefficiencyCHP 2.00%
CHP 6.20%
CCNaturalGas 20.70%
Coal 22.50%
Fueloil/Gas 3.20%
Nuclear 16.80%
Other 0.90%
Source: Data supplied by the power supplier
ENDESA ENERGÍA (2010)
Theenvironmentalimpactofelectricitydependsontheenergysourcesusedtogenerateit.OnascalefromAtoG,wherelevelAindicatesthelowestenvironmentalimpactandlevelGthehighest,theenergysoldbythesupplieroftheportauthority,EndesaEnergíaSAU,reachedthefollowinglevelsin2010:
•Carbondioxide(CO2)emissions:Kg of CO2perkWh:0.37;levelC–Nationalaverage:0.40;nationalaveragelevelD
•Radioactivewaste: MicrogrammesperkWh:0.49;levelC–Nationalaverage:0.49;nationalaveragelevelD
54
ENVIRONMENTAL SUSTAINABILITY6.5.
GAS (m3)
2008 2009 2010
47,955.00 31,074.60 31,477.00
FUELS (l)
2008 2009 2010
Gasoline(vehicles) 13,212.16 10,914.86 9,528.33
DieselA(vehicles) 78,336.38 86,122.51 87,675.14
DieselB(vessels) 2,626.00 1,729.00 6,751.00
DieselB(generators) 55,477.00 87,773.00 103,079.91
TOTAL 149,651.54 183,539.37 207,034.38
NB: The significant increase in outlay for fuel for vessels is due to the acquisition of a new corporate boat that
is larger and consumes more fuel.
The significant increase in consumption for generators is due to a new supply service on the Adossat (Civil
Guard) wharf and electrical supply to new areas in which there is not yet a mains electrical supply.
Internal transport
TheAPBcontinuestoprovideabusserviceintheportprecinctthatisrunbythepublictransportnetworkofBarcelona.Italsoprovided“T-1”integratedtravelcardstothoseemployeesoftheorganisationwhowishtocontributetofosteringamoresustainablealternativetousingprivatetransport.
87usersweregiventravelcardsin2008, rising to 144 in 2009, and in 2010, thetotalwas160users.
ThesurveyconductedamongemployeesoftheorganisationallowedustocalculateCO2consumptionbyjourneysmadeinprivatevehicles,train,bus,motorcycle,metro,etc.Thefigurefor2010was399,167.20Kg.
6.5.2. Consumption
wATER CONSUMPTION APB/PORT 2000 (m3)
Total
2008 2009 2010
APB 284,696 225,558 235,796
Portvell 28,000 28,000 22,300
TOTAL 312,696 253,558 258,096
Byorigin 2008 2009 2010
Percentageofwatersuppliedfromthelocalnetwork - 7.62% 6.05%
Percentageofwaterfromgroundwaterandotherrenewablesources - 2.32% 1.85%
Percentageofwaterrecycle 0% 0% 0%
Improvementyearonyear 59,138 -4,538
These tables aggregate the data from the TIR building, ASTA building, Tersaco building, Porta de la Pau,
lighthouses, sports area and dispensary.
Allwaterusedattheportauthoritycomesfromthepublicwatersupplynetwork,AguasdeBarcelona,becausetherearenoundergroundreservoirs.Thedatasuppliedincludesthewatersupplytoships.
The data concerning these consumptions aggregate
data from the sports area and the ASTA building.
55
ENVIRONMENTAL SUSTAINABILITY 6.5.
APB PAPER CONSUMPTION (kg)
2008 2009 2010
Paperconsumption 22,690.96 17,971.12 17,083.30
%ofrecycledpaperoutoftotal - 20.63 23.32
Improvementyearonyear 2.69
NB: Paper consumption in the Port Vell is considered irrelevant (not calculated)
6.5.3. Initiatives for improvement
•Energysavingandefficiencyincreasedthankstofittinglow-consumption bulbsinthepubliclighting manageddirectlybytheorganisation.Asaresult,electricalconsumptionfell29%inKwin2010comparedtoestimatedconsumption,providinga26%savingovertheamountenvisagedfor external lighting
•Initiativestomanageaseriesofprocedureselectronicallywereidentifiedandimplementedaspartofthe e-SAUproject.Theseprocedureshadrequiredpeopletomovefromoneplacetoanotheranduseprintedpaperdocuments.Thisprojectimpactsdirectlyonthereductioninresources
andemissionscausedbytravellingandfacilitatesmanagementandlowerscostsfortheusersofthePortofBarcelona
•ThePortofBarcelona’sone-stopshop,calledtheUnifiedAccessService (SAU),fostersuseofelectronicresourcestoapplyservicessuchasspecialtransportauthorisations,applicationsfortechnicalspecifications,paymentofbills,etc.TheseandmanyotherproceduresthatpreviouslyrequiredtheusertobephysicallypresentattheSAUofficecannowbeperformedonlineorbyphone.
2008 2009 2010
Phonecalls 72,519 80,114 72,360
Documentsprocessed 100,946 91,898 121,530
Documentsregistered 13,599 11,880 10,622
Paymentsreceived 42,455 38,042 45,694
Truck Identification Centre (CI-SAU) 2008 2009 2010
Provisionalauthorisations 35,238 28,096 37,673
Priorwarnings 50,750 48,731 69,163
OthersignificantimprovementsThefollowingcompaniesenjoyedreductionsintheiroccupationfeesbyapplyinggoodenvironmentalpracticesin2010,pursuanttoArticle19(9)GofPortsLaw48/2003of26November2003:
•Autoterminal,SA•DecalEspaña,SA•Ergransa,SA•TerminalesPortuarias,SL
Variousimprovementsinenergywerealsoplanned,asfollows:•GasNatural.Throughtheproject,theyaresettingupacombinedcyclepowerplant;optimisingthecoolingprocessoftheplantwithEnagás(implemented)
•GasNatural.ProjecttoprovideelectricalpoweronshipsberthingatthePortofBarcelonatoreduceemissionsduringportcalls(pendingimplementation)
•EuropeanBiofuels(EBF).IncorporationofsolarpanelstocutACSenergyconsumption(pendingimplementation)
•Bunge.InstallingCHP,reducingenergydemandbyoptimisingtheoilrefineryplantalongwithpowerplant(implemented).
Onaseparateissue,theMediterraneanShippingCompany(MSC)incorporateddecantersinitscontainercleaningfacilities.
56
ENVIRONMENTAL SUSTAINABILITY6.5.
6.5.4. Materials
Topreparethisindicator,weidentifiedallthematerialsusedineachoftheconstructionworksandthencalculatedtheamountsusedofeachone.
MATERIALS UTILITzATS EN LES OBRES EXECUTADES (PES O VOLUM)
Material Unit Weightorvolume
2008 2009 2010
Quarryballast-typematerial&riprap t 1,950,749.02 1,328,024.00 359,040.82
Concrete m3 99,080.00 45,504.00 21,187.71
Steel t 1,909.00 3,496,540.00 1,231.87
Paving m3 11,125.00 289,116.09 6,279.88
Asphalt t 8,384.00 7,873.00 19,519.29
Dredgingmaterials m3 1,384,652.52 2,070,072.00 679,686.89
Fillingmaterials m3 4,487,862.00 4,003,402.00 835,561.63
TOTAL 5,872,514.52 6,073,474.00 1,515,248.52
RECYCLED MATERIAL (RECOVERED) USED IN CONSTRUCTION wORk
2008 2009 2010
Material Unitat Weightor % Weightor % Weightor % volume recycled volume recycled volume recycled
Quarryballast-typematerial&riprap t 207,479.00 10.58 271,710.40 5.62 169,111.04 44.53
Fillmaterials m3 2,107,527.60 32.89 17,242.43 1.12
Steel t 223,250.00 3.73 - - - -
Reusingmaterialsorusingrecycledmaterialshelpstoreducetheconsumptionofvirginrawmaterialsandsaveglobalresources.
EnvironmentalperformanceindicatorEN2specifiesthepercentageofmaterialsusedinworksthatarenotvirginrawmaterials,butrecoveredfrommaterialsusedinpreviousoperations.
Wehavedeterminedthetotalweightand/orvolumeofthematerialsidentified
byindicatorEN1,i.e.theamountsofeachmaterialusedinconstructionworkatthePortofBarcelona.Thesedatawerethenusedtoidentifythetotalweightandvolumeoftherecycledmaterialsused.
Thedatashowthat22.82%ofmaterialsusedintheworksperformedduring2010wererecycled.Thisincreasedslightlyoverthepreviousyear,whenitwas19.26%.
TOTAL DIRECT AND INDIRECT GREENHOUSE GAS EMISSIONS BY wEIGHT
2008 2009* 2010
Material Unit Amount used CO2 Emissions (t) Amount used CO2 Emissions (t) Amount used CO2 Emissions (t)
Quarryballast t 1,863,234.00 253,399.80 1,261,622.60 171,580.70 340,837.50 46,353.90
Rockpile t 87,515.02 59,510.20 66,401.20 45,152.80 18,203.40 12.40
Concrete 99,080.00 25,602.30 45,504.40 11,758.20 21,187.70 5,474.90
Paving 11,125.00 18,156.00 289,116.10 737,245.80 6,279.90 10,248.80
Steel t 1,909.00 2.90 3,496,540.40 5,244.80 1,231.90 1.90
TOTAL 356,671.20 705,574.97 62,091.90
*Estimated data
57
ENVIRONMENTAL SUSTAINABILITY 6.5.
Inthenineteen-nineties,thePortofBarcelonahadpracticallyusedupallitsoperativespaceandthecourseoftherivermadeitimpossibletoundertakeanynewenlargements.TheMasterPlan(1989-2010)wasbasedontheconstructionoftwolargeseawalls,theSouthseawall–afterdivertingtheRiverLlobregat–andtheenlargementoftheEastseawall,andtheconstructionworksonthePratwharftomeetpresentandfuturedemandandensureacompetitiveedge.
Theworksontheseawallsbeganin2001,andin2004thecourseoftheriverwasdivertedtwokilometrestothesouth,whichwasvitalfortheculminationoftheconstructionoftheSouthseawallontheleftbankofitsmouth.Theworksontheseawallswerecompletedin2008.From2001to2010,thetotalinvestmentwasinexcessof1.6billionEUR,whichwasthreeandahalftimesthevolumeoffixedassetsheldbytheAPBattheendof2000,andallowedthePortofBarcelonatomultiplyitsavailablespacebyafactorof2.5.
WorkonthePratwharfPhaseIprojectbeganin2005andwasthefirstinsidetheshelterofthetwoseawallsinvolving81hasoflandreclaimedfromthesea,1,000mofberthinglineandminimum16mofdraught.
Theworkwasaffectedbytheaccidentthatoccurredinearly2007,when16ofthe37caissonsmakingupthewharfwallshiftedalongwayoutofline.Atthatmoment,work
wasunderwaytocompletethefillingoperationsinvolvingdredgedmaterialfromthedock.
TheprojectcalledRebuildingthePratwharfwasundertakentorepairthedamage,involvedabudgetof64millionEUR,andwascompletedin2010.Theoperationsundertakentorefloatanddemolishtheaffectedcaissonswerethefirstoftheirkind,constitutingamilestoneinmaritime-porttechnologyworldwide,notonlyduetotheirinherentdifficulty,butalsoduetotheirsizeandscope.
Regardingtheenvironmentalissues,theworksundertheMasterPlanweresubjecttoanenvironmentalassessmentprocedureaccordingtothelegislationinforce,recommendationsandinternationallyrecognisedagreements.Theyweresubjecttostrict,systematicandall-embracingenvironmentalmonitoringwithacostofaround262millionEURincorrectivemeasures(Seesection4.4.3).
Amongthesustainabilitycriteriaandfactorsapplied,wecouldpointtorecycling,reuseandrecoveryofmaterials;minimisingtheuseofresources;andeffortstoreducegreenhousegasemissions,representinganestimated8,842,451 tonnes of CO2from2001to2010.Therehasalsobeenagradualreductionintotaldirectandindirectemissionsintandemwiththereductionintheprocessesinvolvedinobtainingmaterials.
EnvironmentalperformanceindicatorEN16iscalculatedtoestimategreenhousegasemissionsproducedbythePortofBarcelona’senlargementworks.
First,weidentifiedthesourcesofdirectandindirectemissionscausedbytheworks,suchasthosecausedbyproductionofthematerialsusedtoperformtheenlargementprojectsofthePortofBarcelona.Oncethesehadbeenidentified,directemissionsgeneratedbyeachsourcewerecalculated.
Becauseofthesignificantfallinthevolumeofworkmade,totalgreenhousegasemissionsfellconsiderablywithregardtopreviousyears,from705,584.97 tonnes of CO2 in 2009 to 62,092 tonnes in 2010.
6.5.5. Summary table of total emissions
TOTAL CO2 EMISSIONS (T)
2008 2009 2010
Constructionwork 356,671.20 705,574.97 62,091.90
Electricalenergy 3,388.00 3,267.00 1,370.00
Gas 113.77 67.82 68.00
Diesel 215.09 217.45 287.00
Gasoline 29.59 25.75 25.20
Otherpollutants 1.11 0.91 4.04
TOTAL CO2 EMISSIONS t) 360,418.76 709,153.90 63,846.14
6.5.6.Methodsforcalculatingemissions
Forfurtherinformation:http://www11.portdebarcelona.es/rsc/Metodosdecalculo.pdfhttps://www.portdebarcelona.es/wps/myportal/organitzacio?WCM_PORTLET=PC_7_0_LV_WCM&WCM_GLOBAL_CONTEXT=/wps/wcm/myconnect/webcontent/Intranet/ServeisAlOrganitzacio/ViatgesBestretes)
CASESTUDY:THE ENLARGEMENT, THE END OF A CYCLE
58
ENVIRONMENTAL SUSTAINABILITY6.6.
itpossibletoobtaintheCO2associatedtothedifferenttransportchainsinthemodel.
ThisapplicationhasallowedthePortofBarcelonatoquantifyEuropeanCO2 emissionsfortrafficsfromAsia,andthealternativeroutesforthistraffic.
RegardingtheestimatesforCO2 emissionsfortrafficsbetweenEuropeandAsia,itisestimatedthatupto15%of CO2emissionsaresavedforcargocomingfromtheFarEasttothecentreofEuropethroughtheSouthernports.Inaddition,theSIMPORTanalysesshowthatEuropeanemissionsfromAsiantrafficswillincreasebetween160%and199%overthenexttenyearsifnomeasuresaretaken.However,ifCO2emissionsreductionmeasures(internalisingexternalcosts,etc.)becomeapriorityandtheinfrastructuresofthesouthareagenuinealternativeforgoodsflows,thisincreasewouldbecutby50%.
RegardingpossiblealternativeroutestotheEurope-AsiarouteviatheMediterranean,ithasbeencalculatedthatthedistancebetweentheJapaneseorKoreanportsandtheportsofNorthernEuropethroughtheArcticrouteisupto60%shorterthanthroughtheSuezCanalroute.Likewise,thedistancefromtheChineseports(particularlythoselocatedsouthofShanghai)totheportsofNorthernEuropeis47%lessthanthroughSuez.
However,inspiteofclimatechange,thedifficultiesinvolvedinplyingthisroute(needforicebreakers;shortsailingwindows;difficultaccesstoportsofrefuge,andsoon)aresettocontinueandwillhampertheapplicationoftheiradvantagesinfuture.
Furthermore,theroutebetweentheFarEastandEuropeisupto58%shorterthroughSuezthanthroughPanama,dependingontheportsoforiginanddestination.ThismeansthattheSuezroutesavesbetween26%and58%inCO2emissionscomparedtothePanamaroute.
TheseargumentsweredefendedbythePortofBarcelonaduringtherecentprocessforreviewingEuropeantransportpolicies,especiallyredefiningtheEuropeanTransportNetwork,togarnerEuropeansupportfortheinfrastructuresnecessarytohelpconnectthePortwiththerestofthecontinent.
•Remedial,preventativeandcompensatorymeasureshavebeenplannedwithaviewtominimisingtheprincipalimpacts.Theworksprogrammeincorporatessomeimpressiveconservationmeasuresfortheaffectedbirdlife.
•Reusingmaterialsorusingrecycledmaterialshelpstoreducetheconsumptionofvirginrawmaterialsandsaveglobalresources.Dredgingmaterialsthatareappropriateforuseasfillingmaterialshavebeenused,providingsustainablemanagementoftheworks.
•Therehasbeenagradualreductionintotaldirectandindirectemissionsintandemwiththereductionintheprocessesinvolvedinobtainingmaterials.
6.6. COMMITTED TO COMBATTING CLIMATE CHANGE
6.6.1. Financial consequences
ThePortofBarcelonadoesnotcurrentlyhaveanyspecificstudiesonthefinancialimpactofclimatechange,butitdoeshaveatoolthatallowitscustomerstobecomeawareoftheissuebyestimatingemissionsandthecorrespondingsavingdependingontheirchoiceofdifferenttransportoptionsfortheirgoods.
ThedevelopmentoftheSIMPORTapplication(PortofBarcelonamarketinformationandmodellingsystem)hasmadeitpossibletoincorporatesustainabilityargumentsintoportstrategy.
ThisisaEurope-widegeographicalinformationsystem,withtoolsforanalysingandmodellingflowsofgoodsatdifferentgeographicalscalesuptoNUTS3level(provincesofSpain).Thedatabaseonpricesandcostsandcharacteristicsofthetransportnetworksofthesystemallowsdifferentmodesoftransportandmodalexchangestobemodelled:road,railway,navigablerivers,SSSandoceanicshipping.
SIMPORTwasdevelopedinitiallytoanalysethepotentialhinterlandofthePortofBarcelonawiththeFarEastmarket.Thefieldofstudywasthenexpandedtoalltheforelandregionsoftheworld.Furthermore,themodelhasanemissionscalculationmodulemaking
59
ENVIRONMENTAL SUSTAINABILITY 6.6.
6.6.2. Risks and opportunities
Thedifferentsectionsofthisreporthavehighlightedsomeofthemostsignificantopportunitiesandrisksrelatedtoclimatechangeandsustainability.
ThePortofBarcelona’scommitmenttorailwaysandshortseashippingareinitiativesthatrespondtothisconcernandacommitmenttoemergingopportunitiesintheimmediatefuture.
ThestrategicapproachofsustainabilityandthearticulationofaCSRstrategynotonlyinourorganisationbutthroughoutthePortCommunityisaclearindicationoftheimportanceofdiagnosingtheoverallenvironmentalimpactoftheportfacilityandcontributinginaconcertedwaytominimisingemissionsandmitigatingenvironmentaldamage,especiallyglobalwarming.
Amongtheoutstandingchallengesandthosethatweshouldconsideraretheenvironmentalmanagementplanandsystems,involvingapartnershipbetweenthevariousoperatorsandplayersofthePortCommunityoranactiveparticipationinmultinationalinitiativesandprojectstoraiseawarenessandcoordinatesharedandconvergenteffortsandresources.
Perhapsitishere,inthesependingareas,thatweshouldconsideranin-depthstudyintheimmediatefutureontheconsequencesofclimatechangeontheinternationaltransportandtradebusinesstodefinemoreclearlytheserisksandopportunitiesandhowtochanneltheminthestrategicplanandoperativeaimsoftheorganisation.
60
7.
61
7.1.
Processinvolvedinpreparingthe2010CSR report
7.1. METHODOLOGY
The BARCELONA PORT AUTHORITY CORPORATE SOCIAL RESPONSIBILITY REPORT2010hasbeenproducedinaccordancewiththeG3GuidelinesissuedbytheGlobalReportingInitiative(GRI),theinternationalorganisationthatdefinestheframeworkforsustainabilityreports.
TheinformationontheGRIindicatorswascompletedwithadditionaldataconsideredofimportancefortheirstakeholders.
WetookintoaccounttheGRIprinciplesforcontent:materiality,stakeholderinclusiveness,sustainabilitycontextandcompleteness.
MaterialityTheinformationinthereportcoversthemostrelevantandmaterialfactorsintheorganisation’sactivitiesthatcouldinfluencestakeholderdecisions.
Stakeholder inclusivenessStakeholderinterests,expectations,concernsandprioritieshavebeenakeypointofreferenceforthisreport.
Sustainability contextSustainabilityisabroadconceptthatcanbebrokendownintothreeinterdependentsetsofconsiderations:economic,socialandenvironmental.
CompletenessCompletenessessentiallyreferstothescope,boundaryandtimeofthereport.Thereportcontainssufficientdetailtoallowstakeholderstoassesstheorganisation’sperformanceanddevelopmentsinthereportingperiod.
BalanceThereportcontainsabroadandobjectivepresentationoftheorganisation’sactivitiesthatcanbeusedtoevaluateperformanceandformareasonedopinion,basedonbothpositiveandnegativeelements.
ComparabilityThequantitativedatahasbeenpresentedinsuchawayastoenablethereadertocomparethefiguresforthepastthreeyears.Theinformationcanalsobecomparedwithdatafromotherportauthorities,ifallowancesaremadefordifferencesinorganisationsize,locationandthespecificitiesofthetrafficineachport.
Accuracy Thereportindicateswhichdatahas
beenmeasured(quantifiabledata)andcanbereplicatedconsistently.Itstateswhereestimateshavebeenusedandthetechniquesusedtoproducetheestimatesorthesourceoftheestimate.Quantitativedataissupportedbyqualitativestatementsandevidence.
Scope and periodicityTheinformationandfiguresprovidedinthisreportreflecttheprojects,activitiesandprogrammesundertakenin2010.ItcoversalloftheactivitiesandimpactsoftheorganisationandincludescertainareasofthePortCommunity.Thescopewillbeextendedgraduallytotouchonalltheimpactsandactionsflowingfromtheentireportfacility.
Itdoesnotincludedatafromstakeholdersthatdrawuptheirownsustainabilityreport,althoughwedoprovidelinkstothese.However,itdoes
62
PROCESSINVOLVEDINPREPARINGTHE2010CSRREPORT7.1.
includedatafromGerenciaUrbanísticaPort2000,acompanyinwhichourorganisationhasa100%stakeandmanagestheterritoryandactivitiesofthePort Vell.
TheBarcelonaPortAuthorityCorporateSocialResponsibilityReportispublishedeachyearinaccordancewiththeAPB’scommitmenttoprovidestakeholderswithregularinformation.
Thepreviousreport(for2009)waspublishedinJuly2010.Onthewebsite(www.portdebarcelona.es)youcanconsultpreviousversionsofsocialresponsibilityreportsandaccessadditionalinformation.
ClarityWehaveattemptedtosetouttheinformationinaneasy-to-understand,comprehensible,accessiblewayforusebythevariousstakeholders,withoutgoingintotoomanytechnicaldetails.However,wehaveprovidedlinkstomorespecificanddetailedcontentsforanyoneinterestedinlearningmore.Thereportincludesgraphs,tables,figuresandreferencematerialsdesignedtoallowthereadertomakelinksbetweenandcomparedata.Thereadercanfindspecificinformationusingtheindexandsectionheadings;tablescanalsobefoundattheendofthereportthatshowwheretofindtheelementsdescribedinthereportbyreferencetoeachGRIindicator.
ReliabilityTheinformationgatheredinthisreporthasbeencertifiedbythedeputydirectorsgeneralofeachareaoftheorganisationandtheeconomiccontentshavebeenauditedbyaccreditedexternalbodies.
Assessment Theself-assessmentfordeterminingthelevelofapplicationoftheGRIparametersis:
C C+ B B+ A A+
Self-assessment X
QueriesandfeedbackIfyouhavequeriesabouttheinformationcontainedinthisreportorrequirefurtherinformation,pleasecontacttheorganisationusingtheinformationgivenbelow:
CorporateSocialResponsibility–StaffDepartmentPortofBarcelonaEdificioEste–WorldTradeCenterBarcelonaMolldeBarcelonas/nBarcelonaTel:[email protected]
7.2.Reviewandsignificantchanges
Review processIn2010,theorganisationperformedanexhaustivereviewofthe2009CSRreport,inquantitativeandqualitativeterms,aswellasaprocessofbenchmarkingtoincorporatebestpracticesinreportingidentifiedamongaseriesofleadingports.
Thereviewandimprovementprocessmadeitpossibletoapplyimprovementsintheindicatorsandthewaywerespondedtothem,addingaccuracy,reliabilityandtraceability,whichareimprovementscoveredinthestructureandprocessofdraftingandcheckingthisreport.
63
PROCESSINVOLVEDINPREPARINGTHE2010CSRREPORT 7.2.
64
8.
65
8.
Index of contents and GRI control
StatementfromtheCEOabouttherelevanceofsustainability
totheorganisationanditsstrategy.
Keyimpacts,risksandopportunities.
Organisation’sname.
Majorbrands,productsand/orservices.
Organisation’soperationalstructure,includingcoredivisions,
operatingentities,subsidiariesandjointventures.
Locationofheadoffice.
Numberofcountriesinwhichtheorganisationoperatesand
numberofcountriesinwhichithassignificantactivitiesor
activitiesthatarerelevanttosustainabilityissuescoveredin
thereport.
Ownershipstructureandlegalstatus.
Marketsserved(includinggeographicalbreakdown,sectors
served,andtypeofcustomers/beneficiaries).
Sizeofthereportingorganisation.
Significantchangesduringthereportingperiod.
Prizesandawardsreceivedduringthereportingperiod.
Reportingperiod.
Dateofmostrecentreport.
Reportingcycle.
Contactpointforquestionsaboutthereportanditscontents.
Processfordefiningcontent
Boundaryofthereport.
INDICATOR STATUS PAGE AND COMMENTS
1.1
1.2
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
3.1
3.2
3.3
3.4
3.5
3.6
Page 5
Page 35 and 59
Page 11
Page 15
Page 12 a 14
Page 11
Page 15
Page 11
Page 15
Page 43
Page 62
Page 9
Page 62
Page 62
Page 62
Page 62
Page 61
Page 62
NotapplicableReportedinfull Informationincomplete Noinformation
66
INDEXOFCONTENTSANDGRICONTROL8.
INDICATOR STATUS PAGE AND COMMENTS
Specificlimitationsonthereportboundaryandscope.
Basisforreportingonanyjointventures,subsidiaries,leased
facilities,outsourcedoperationsandotherentitiesthatmay
haveasignificantimpactoncomparabilitywithotherperiods
and/or organisations.
Datameasurementtechniquesandbasisforcalculations.
Descriptionofthereasonsforandeffectofanyrestatements
ofinformationfrompreviousreportsandthereasonsforany
restatementmade.
Significantchangesfrommeasurementmethodsusedin
previousreport.
Tableidentifyingstandarddisclosures.
Externalassurancepolicyandcurrentpractice.
Governancestructure,includingdetailsofthehighest
governancebodyresponsiblefortaskssuchasdefining
strategyandoversight.
Doesthechairofthehighestgovernancebodyalsohavean
executiverole?
Fororganisationswithasinglegovernancebody,statement
ofthenumberofindependentandnon-executivemembers.
Mechanismsallowingshareholdersandstafftomake
recommendationsorgiveinstructionstothehighest
governancebody.
Linkbetweentheorganisation’sperformanceandthe
remunerationofmembersofthehighestgovernancebody,
directorsandseniormanagers.
Proceduresforavoidingconflictsofinterestswithinthe
highestgovernancebody.
Procedurefordeterminingtheskillsandexperiencerequired
formembersofthehighestmanagementbodytoensure
thattheyareabletodirectorganisationalstrategyonsocial,
environmentalandeconomicmatters.
3.7
3.8
3.9
3.10
3.11
3.12
3.13
4.1
4.2
4.3
4.4
4.5
4.6
4.7
Page 62
Page 62
Page 57
Page 62
Page 62
Page 65 a 71
Page 62
Page 11 and 12
Article41ofLaw27/1992of24November1992on
StatePortsandtheMerchantNavy,amendedbyLaw
62/1997of26December1997andLaw48/2003
of26November2003,ontheeconomicandservice
provisionregimeofportsofgeneralinterest,describes
theappointingandfunctionsofthepresident.
Article40oftheLawonStatePortsandtheMerchant
NavyreferstothemembersoftheManagementBoard.
Itcoversthedifferentlevelsofthecentral,regionaland
localadministrations,representedbythecounsellors.
Amongthese,onlytwo,thepresidentandgeneral
manager,haveexecutivepowers.
Themainassociationsinthesector,thecitycouncils
ofBarcelonaandElPrat,andthemajoritysocial
representativesarerepresentedontheAdministration
Board of this organisation.
Inthisorganisation,thereisnoperformance-related
payschemeformembersoftheManagementBoard.
However,membersoftheboardarepaidsubsistence
allowances.
Page 12
Page 12
67
INDEXOFCONTENTSANDGRICONTROL 8.
INDICATOR STATUS PAGE AND COMMENTS
Missionandvaluestatementsproducedinternally,codes
ofconductandotherprinciplesrelevanttoeconomic,
environmentalandsocialperformanceandcurrentstateof
implementation.
Governancebody’sproceduresforoverseeingthe
measurementandmanagementoftheorganisation’s
economic,environmentalandsocialperformance.
Proceduresforevaluatingtheperformanceofthehighest
governancebody,notablywithreferencetoeconomic,
environmentalandsocialperformance.
Descriptionofhowtheorganisationhasadopted/appliedthe
precautionaryprinciple.
Social,environmentalandeconomicprinciplesand
programmesdevelopedexternallyandanyotherinitiatives
whichtheorganisationsupportsorendorses.
Significantmembershipsinassociations.
Listofstakeholdersincludedbytheorganisation.
Basisforidentifyingandselectingstakeholdergroupswith
whichtheorganisationhasconcludedagreements.
Approachestostakeholdersinvolvement.
Mainconcernsandintereststhathavebeenraisedthrough
stakeholderinvolvement;detailsofhowtheorganisationhas
respondedtotheseconcernsandinterestsinthereport.
Economicvaluegeneratedanddistributeddirectly.
Financialimplicationsofclimatechangeandotherassociated
risksandopportunities.
Coverageoftheorganisation’sdefinedbenefitplan
obligations.
Significantfinancialassistancereceivedfromgovernment.
Rangeofratiosofstandardentrylevelwagecomparedto
localminimumwage.
Policy,practicesandproportionofspendingonlocal
suppliers.
4.8
4.9
4.10
4.11
4.12
4.13
4.14
4.15
4.16
4.17
EC1
EC2
EC3
EC4
EC5
EC6
Page 19
Page 62
Page 62
Page 34, 35, and 38
Page 33 and 34
Page 20 and 21
Page 19
Page 20
RegardingthemakeupoftheManagementBoard,the
LawonStatePortsandtheMerchantNavyestablishes
thattheyperformaparticipatoryfunctionoflocal,
regionalandstateinterests;therefore,thesemain
interestgroupsarerepresentedinthemaingoverning
bodyoftheorganisation,whichmeetsonamonthly
basis.
Page 20
Page 16
Page 58 and 59
Page 46
Page 17
PayregulatedbyPuertosdelEstado.Thiscomparison
isnotapplicableinourcaseasitfarexceedsthe
minimumwage.
TheAPBperformsitsactivitiesinthelocalareaand
thereforenearlyallitssuppliersarenational
68
INDEXOFCONTENTSANDGRICONTROL8.
INDICATOR STATUS PAGE AND COMMENTS
Proceduresforlocalhiringandproportionofsenior
managementhiredfromthelocalcommunity.
Developmentandimpactofinfrastructureinvestmentsand
servicesprovidedprimarilyforpublicbenefit.
Understandinganddescribingindirecteconomicimpacts.
Materialsusedbyweightorvolume.
Percentageofmaterialsusedthatarerecycledinputmaterials.
Directenergyconsumptionbyprimaryenergysources.
Indirectenergyconsumptionbyprimaryenergysources.
Energysavingsduetoconservationandefficiency
improvements.
Initiativestoprovideenergy-efficientorrenewableenergy
products.
Initiativestoreduceindirectenergyconsumptionand
reductionsachieved.
Totalwaterwithdrawalbysource.
Watersourcessignificantlyaffectedbywithdrawalofwater.
Percentageandtotalvolumeofwaterrecycledandreused.
Locationandsizeoflandowned,leased,managedin,or
adjacentto,areasofhighbiodiversityvalue.
Significantimpactsonbiodiversity.
Habitatsprotectedorrestored.
Managingimpactsonbiodiversity.
NumberofIUCNRedListspeciesandnationalconservation
listspecies.
Totaldirectandindirectgreenhousegasemissionsbyweight.
Otherrelevantindirectgreenhousegasemissionsbyweight.
Initiativestoreducegreenhousegasemissions.
Emissionsofozone-depletingsubstancesbyweight.
EC7
EC8
EC9
EN1
EN2
EN3
EN4
EN5
EN6
EN7
EN8
EN9
EN10
EN11
EN12
EN13
EN14
EN15
EN16
EN17
EN18
EN19
TheAPBperformsitsactivitiesinthelocalareaand
therefore99.99%ofthestaffhiredarefromthe
EuropeanUnion.
Page 41
Page 22 and 23
Page 56
Page 56
Page 53 and 54
Page 53 and 54
Page 55
Page 55
Page 55
Page 54
Nosourcesaffectedbywithdrawalofwaterrelatedto
theAPB’sconsumption.
Page 54
Page 36
Page 36 and 37
Page 36
Page 36 and 37
Page 36
Page 57
Page 57
Page 58
Noozone-layerdestroyingemissionsourceshavebeen
foundinthePortofBarcelonafacilities.
69
INDEXOFCONTENTSANDGRICONTROL 8.
INDICATOR STATUS PAGE AND COMMENTS
NitrogenOxide(NOx),SulphurOxide(SOx)andother
significantairemissionsbytypeandweight.
Totalwaterdischargebyqualityanddestination.
Totalweightofwaste.
Totalnumberandvolumeofsignificantspills.
Weightofhazardouswaste.
Waterbodiesandrelatedhabitatssignificantlyaffectedby
dischargesofwaterandrunoff.
Initiativestomitigateenvironmentalimpactsofproductsand
services,andextentofimpactmitigation.
Percentageofproductssoldandtheirpackagingmaterials
thatarereclaimed.
Significantfinesandnumberofnon-monetarysanctionsfor
non-compliancewithenvironmentallawsandregulations.
Significantenvironmentalimpactsoftransportinggoodsand
membersoftheworkforce.
Totalenvironmentalprotectionexpendituresandinvestments
bytype.
Totalworkforcebyemploymenttypeandcontract.
Totalnumberofemployeesandrateofturnoverbyage
group,genderandregion.
Benefitsprovidedtofull-timeemployeesthatarenotprovided
tootheremployees.
Percentageofemployeescoveredbycollectivebargaining
agreements.
Minimumnoticeperiod(s)regardingsignificantoperational
changes.
Percentageoftotalworkforcerepresentedinformaljoint
management-workerhealthandsafetycommittees.
Ratesofinjury,occupationaldiseases,lostdaysand
absenteeism,andtotalnumberofwork-relatedfatalities.
Education,training,counselling,preventionandrisk
managementprogrammes.
EN20
EN21
EN22
EN23
EN24
EN25
EN26
EN27
EN28
EN29
EN30
LA1
LA2
LA3
LA4
LA5
LA6
LA7
LA8
Withregardtopreviousyears,lesssignificant
pollutantshavebeenremovedandCO2, NOx i PM10
havebeenrecalculatedaccordingtomorecomplete
energydata.
Page 57
Page 51
Page 51
Page 51
Page 51
Page 36 and 37
Page 36 and 37
Theproductsoftheorganisationareinfrastructuresand
superstructures.Itsproductsandservicesdonotuse
recoverablepackaging.
Page 31 and 32
Thisindicatorisconsideredirrelevantintheactivities
performedbytheorganisation.
Page 37
Page 43 and 44
Page 43 and 44
Page 46
Page 43
Page 47
Page 47
Fortechnicalreasonsithasnotbeenpossibletoobtain
theratesofabsenteeismfor2010.Onlyinformation
ontemporaryincapacityhasbeenreported.
Page 48
70
INDEXOFCONTENTSANDGRICONTROL8.
INDICATOR STATUS PAGE AND COMMENTS
Healthandsafetytopicscoveredinformalagreementswith
trade unions.
Averagehoursoftrainingperyearperemployeebyemployee
category.
Skillsmanagementandlifelonglearningprogrammes.
Percentageofemployeesreceivingregularperformance
andcareerdevelopmentreviews.
Compositionofgovernancebodies(diversity).
Ratioofbasicsalaryofmentowomenbyemployeecategory.
Percentageandtotalnumberofsignificantinvestment
agreementsthatincludehumanrightsclauses.
Percentageofsignificantsuppliersandcontractorsthathave
undergonehumanrightsscreening.
Totalhoursofemployeetrainingonpoliciesandprocedures
concerninghumanrightsissues.
Anti-discriminationpoliciesandprogrammes.
Operationsidentifiedinwhichtherighttoexercisefreedom
ofassociationandcollectivebargainingmaybeatsignificant
riskandactionstakentosupporttheserights.
Policiesoneliminatingchildlabour.
Policiesoneliminatingforcedlabour.
Percentageofsecuritypersonneltrainedintheorganisation’s
policiesorproceduresconcerningaspectsofhumanrights.
Totalnumberofincidentslinkedtoviolationsoftherightsof
indigenouspeople.
Managingtheimpactsofoperationsonlocalcommunities.
Percentageandtotalnumberofbusinessunitsanalysedfor
risksrelatedtocorruption.
Percentageofemployeestrainedintheorganisation’santi-
corruptionpoliciesandprocedures.
Actionstakeninresponsetocasesofcorruption.
LA9
LA10
LA11
LA12
LA13
LA14
HR1
HR2
HR3
HR4
HR5
HR6
HR7
HR8
HR9
SO1
SO2
SO3
SO4
Allagreementsandformalmattersrelatedtohealth
andsafetyinvolvingsocialpartnersaredealtwithin
theHealthandSafetyParityCommittee.
Page 49
Page 49
Page 46
Page 44
Thereisnomale-femalepaygap.
Giventheport’sactivitiesandgeographiclocation,we
donotbelievethatthereisanydangeroffailingto
respecthumanrights.Theauthorityissubjecttothe
LawonPublicProcurementthatcontainsmandatory
criteriaprotectingagainstdiscrimination
UndertheLawonPublicProcurement,allsuppliersand
subcontractorsmustmeettheirsocialobligations.
Thisindicatorisnotparticularlyrelevantinourcase,
althoughthereareoccasionallyspecifictrainingcourses
forthePortPolice.
Page 44
TheemploymentconditionsofPortAuthoritiesare
regulatedbytheStatewideCollectiveBargaining
Agreementthatprotectsfreedomofassociationand
tradeunionaction.
Norisksofchildlabourweredetectedinanyofthe
organisation’sactivities.
Noactivitiesofthisportauthorityposeanyrisksof
forcedlabour.
Thisindicatorisnotparticularlyrelevantinourcase,
althoughthereareoccasionallyspecifictrainingcourses
forthePortPolice.
Noactivitiesofthisportauthorityposeanyrisksof
violatingtherightsofindigenouspeoples.
Page 20 and 21
Page 49
Page 49
Page 32, 33 and 37
71
INDEXOFCONTENTSANDGRICONTROL 8.
INDICATOR STATUS PAGE AND COMMENTS
Publicpolicypositionsandparticipationinpublicpolicy
developmentandlobbying.
Totalvalueoffinancialandin-kindcontributionstopolitical
parties,politiciansandrelatedinstitutionsbycountry.
Totalnumberoflegalactionsformonopolypracticesand
anti-competitivebehaviourandtheiroutcomes.
Monetaryvalueofsignificantfinesandtotalnumberof
non-monetarysanctionsfornon-compliancewithlawsand
regulations.
Lifecyclephasesinwhichhealthandsafetyimpactsof
productsandservicesareassessedandpercentageofservices
subjecttosuchprocedures.
Totalnumberofincidentsofnon-compliancewithregulations
andvoluntarycodesconcerninghealthandsafetyimpactsof
productsandservices.
Typeofproductandserviceinformationrequiredby
proceduresandpercentageofsignificantproductsand
servicessubjecttosuchinformationrequirements.
Totalnumberofincidentsofnon-compliancewithregulations
concerningproductandserviceinformationandlabelling.
Practicesrelatedtocustomersatisfaction.
Programmesforadherencetolaws,standardsandvoluntary
codes.
Totalnumberofincidentsofnon-compliancewithregulations
concerningmarketingcommunications.
Totalnumberofsubstantiatedcomplaints.
Monetaryvalueofsignificantfinesfornon-compliancewith
lawsandregulations.
PortAuthoritiesarepublicorganisationsalignedwith
thepublicpoliciesoftheMinistryofPublicWorks,
thereforetherearenolobbyingactivities.
Theauthorityhasmadenofinancialcontributionsto
anypoliticalpartiesorrelatedinstitutions.
Page 31
Page 32
TheAPBproducesinfrastructures,althoughproducts
forconsumptiondopassthroughtheportfacilitiesand
areinspectedbythecorrespondingservices.
Noincidentswererecordedconcerningthisindicator.
Page 34
Thisdoesnotapply,asthereisnolabellingor
marketinginformationontheproductsandservicesof
the organisation.
Page 22 to 25
Page 31 and 32
Wearenotawareofanyincidentsrelatedtonon-
complianceofmarketingcommunications.
Noincidentsorcomplaintsofthisnatureweremade
duringtheperiodinformedconcerningprivacyandthe
leakingofcustomers’personaldata.
Page 32
SO5
SO6
SO7
SO8
PR1
PR2
PR3
PR4
PR5
PR6
PR7
PR8
PR9
72
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Photography:OscarFerrerJuanjoMartínezAutoritatPortuàriadeBarcelona