Strategic Plan

This is a business planning figure introduced into the port system by Law 48/2003, of 26th November, “regarding the economic system and provision of services in ports of general interest”, which regulates it in its article 37.

The purpose of the plan is to establish the development model and strategic position to be adopted by the Port Authority during the period of the plan.

For the definition of the former, it is essential to reflect on the MISSION of the Port Authority or, in other words, the corporate purpose of the entity.

In order to define the strategic position, there is a need to reflect on the VISION of the Port Authority, i.e., the manner in which the mission entrusted is intended to be fulfilled.

Once having defined the mission and vision of the Port Authority, and having identified the starting point (analysis and diagnosis of the current situation) the strategic lines that should govern the actions of the Port Authority during the period of validity of the plan can be defined. Objectives must be defined for each of these lines. The objectives will be achieved through a series of actions that must be suitably planned and scheduled over time (Plan of Action).

Stages in the Plan

In line with the above, the strategic plan develops the following stages:

  • STAGE 1: Definition of the framework of reference: mission and the vision.
  • STAGE 2: Diagnosis of the current situation: clients, market, environment, etc.
  • STAGE 3: Generate and select strategic options.
  • STAGE 4: Draft the Strategic Plan: competitive positioning and plan of action.
  • STAGE 5: Implement the Strategic Plan.

MISSION:

In a context of maximum port competitiveness, to contribute to the economic and social development of its environment in a sustainable manner, maximizing the port infrastructures and those linking up with its hinterland, leading to a greater expansion of the port while extending the availability of value-added services for an ever-increasing variety of traffic.

VISION:

The Port authority needs to deal with the challenge of spearheading the port community in the industrial and economic development of the areas where its ports are located, not only by strengthening current traffic, but also by generating new traffic, offering top level infrastructures and adapting the services it provides to the demands of port competitiveness to become a prominent port on the European Atlantic seaboard.

Main conclusions and determinations of the current plan of the APFSC (Port Authority of Ferrol and San Cibrao)

Analysis of the current situation of the plan has confirmed the outstanding preponderance of external traffic (93.4%) as opposed to coastal shipping (6.6%), and offloaded cargo (87%) as opposed to goods loaded on board (13%) in the ports of Ferrol and San Cibrao. Analysis has also highlighted the fact that solid bulk traffic is prevalent in both ports, while noting an increasing trend in general merchandise in the case of Ferrol.
In view of the above, and having analyzed the weaknesses, threats, strengths and opportunities facing the port in the coming years, the Port Authority is working on defining the actions needed to allow the port of Ferrol to adapt from being a regional orientated port, as it is now, to being a reference port in the North Peninsula in 2015. At the same time, it intends to consolidate the role of San Cibrao Port as the driving force behind the economy on the Lugo coast.

To achieve this goal, there are four main areas of action:

I. Port actions: these will include the development of new infrastructures (Exterior Port), a reorientation of current infrastructures (internal port), increased productivity (improved storage logistics).

II. Accessibility, intermodality and logistic services: including actions relating to road and rail access and the development of areas of logistical activities.

III. Port Authority management: this area covers reorientation actions in internal management, strategic alliances policy, actions designed to guarantee the economic self-sufficiency, actions designed to strengthen current traffic and to diversify them, etc.

IV. Relationship with the environment and sustainability: including actions related to the socioeconomic environment, the environment and safety.
A set of specific operational objectives are defined for each of these areas, which are classified in order of importance.

The strategic plan defines a plan of action, in continuous improvement, where the actions carried out by the Port Authority to reach the operational objectives are defined and programmed over time.

Conclusion

The Port Authority’s development and continuous improvement of the strategic plan, in addition to complying with the prescriptions of Law 48/2003, providing the authority with an instrument that guarantees coherence in its actions in the medium to long term and a clear orientation towards the prime objective of bolstering the ports of Ferrol and San Cibrao as driving forces behind the economy of the districts of Ferrolterra, Eume, Ortegal and A Mariña Lucense.

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