corporate social responsibility report 2010 …opendata.portdebarcelona.cat/...2010-english.pdf ·...

CORPORATE SOCIAL RESPONSIBILITY REPORT 2010 BARCELONA PORT AUTHORITY

2

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

3

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

5

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

6

2.1.

2.

7

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

8

MILESTONESIN2010ANDCHALLENGESFOR20112.1.

9

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

10

3.

11

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.

12

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

13

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.

14


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.

15

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


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


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


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


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


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


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


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


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


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


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


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


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


•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


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


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


•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


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


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


•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


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


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


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


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


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


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



General 75 75 75 75


Departamental/Individual 80.70 89.57 84.76 85.07

OVERALLAVERAGE 77.22 84.42 81.60 81.72



General 92.5 92.5 92.5 92.5


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


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


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


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


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


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


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


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


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


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.


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.


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



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



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



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



Publicpolicypositionsandparticipationinpublicpolicy

developmentandlobbying.

Totalvalueoffinancialandin-kindcontributionstopolitical

parties,politiciansandrelatedinstitutionsbycountry.

Totalnumberoflegalactionsformonopolypracticesand

anti-competitivebehaviourandtheiroutcomes.

Monetaryvalueofsignificantfinesandtotalnumberof

non-monetarysanctionsfornon-compliancewithlawsand

regulations.

Lifecyclephasesinwhichhealthandsafetyimpactsof

productsandservicesareassessedandpercentageofservices

subjecttosuchprocedures.

Totalnumberofincidentsofnon-compliancewithregulations

andvoluntarycodesconcerninghealthandsafetyimpactsof

productsandservices.

Typeofproductandserviceinformationrequiredby

proceduresandpercentageofsignificantproductsand

servicessubjecttosuchinformationrequirements.


concerningproductandserviceinformationandlabelling.

Practicesrelatedtocustomersatisfaction.

Programmesforadherencetolaws,standardsandvoluntary

codes.


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

WorldTradeCenterBarcelonaEdificiEstMolldeBarcelona,s/n08039BarcelonaTel:[email protected]

©AutoritatPortuàriadeBarcelona

DesignandeditionEltallerinteractivo,SL

Photography:OscarFerrerJuanjoMartínezAutoritatPortuàriadeBarcelona