Port of Barcelona Annual Report 2007

Port of Barcelona Annual Report 2007

5

4

3

2

1

4 Management Board

6 PresentationJordi Valls i Riera, president

8 IntroductionJosep Oriol Carreras, general manager

Management

Traffic development

12 Mission, vision and values of the APB

14 President’s office

22 Management area

31 Infrastructures

34 Operations and planning

37 Strategy and development

42 Stakeholder companies

52 Traffic development

53 Analysis by types of shipping

54 Analysis by types of cargo

56 Passengers

60 Economic and financial report

65 Source and application of funds

66 Profit and loss accounts

67 Balance sheet

Economic and financial report

Guide to the Port of Barcelona70 Technical data

71 Specialised terminals

Port of Barcelona directory

Sum

mar

y

4

at 31 december 2007

Mem

bers

of t

he M

anag

emen

t Boa

rdof

Bar

celo

na P

ort A

utho

rity

Chairman of the Management BoardMr. Jordi Valls Riera

Ex officio membersMr. Francisco J. Valencia Alonso (harbourmaster) Mr. Josep Oriol Carreras (general manager)

Members representing the Catalan Government (Generalitat)Mr. Julián García GonzálezMr. Carles Güell de Sentmenat (vicechairman)Mr. Joaquim Llach MascaróMs. Imma Mayol BeltranMr. Jordi Nadal AtcherMr. Enric Querol MarimonMr. Jacinto Seguí Dolz de CastellarMr. Joaquim Maria Tintoré BlancMr. Josep Trius Collazos

Members representing the State AdministrationMr. Josep Anton Burgasé RabinadMs. Pilar Fernandez BozalMr. Julián Maganto LópezMr. Manuel Royes Vila

Members representing the city council of BarcelonaMr. Jordi W. Carnes AyatsMr. Ramón García-Bragado Acín

Members representing the city council of El Prat de LlobregatMr. Lluís Tejedor Ballesteros

5

Members representing the Chamber of Commerce, Industry andNavigation of BarcelonaMr. Josep Maria Basáñez VillaluengaMr. Joan J. Llonch Pañella

Member representing the Association of Stevedoring CompaniesMr. Xabier Maria Vidal Niebla

Member representing the Barcelona Association of ShippingAgentsMr. Jordi Forné Ratés

Members representing trade unionsMr. José Pérez Domínguez (Fetcomar CCOO)Mr. Joan Moreno Cabello (UGT Catalonia)

Secretary (not member)Mr. Pere Caralps Riera

DeparturesMr. Severo Bueno de Sitjar de TogoresMr. José L. Estrada LlaquetMr. Xavier Casas MasjoanMs. Maravillas Rojo Torrecilla

6

2007 was a decisive year for the future ofthe Port of Barcelona. Apart fromcontinuing to grow faster than theoverall economy and breaking records interms of traffic, it was also a year inwhich Barcelona Port Authority madeinternal readjustments, applied newapproaches and rolled out differentstrategies to strengthen the organisationand to position the Port of Barcelonaamong the benchmark infrastructures ofour continent.

The pillars of the Port’s strategy areperfectly defined and are the motivationbehind the great enlargement currentlyunderway. However, the guidelines andframeworks for pushing forward thisstrategy need to be dynamic and must berevised continually in an ever-changingmarket and increasingly open andcomplex working environments. Thisapproach led us this year to begin to drawup the Port of Barcelona’s third StrategicPlan, a tool that will both update and spellout the long-term milestones for the PortCommunity in order to consolidate ourposition as the logistics platform forSouthern Europe. However, to achieve thisin the short term, we must be prepared toface up to a number of pressingchallenges - which are also opportunities -and if we are successful these will help toachieve the Port’s strategic aim and defineits future position. Important steps weretaken in this direction during 2007.

The first challenge we are facing is thephysical growth of the Port of Barcelona, aproject that is already well underway. Thisgrowth is the only way to guarantee thefuture of this infrastructure, and issomething that our customers and themarket have confirmed. In order to becomeone of the first choices in a broad globaloffer of services, and therefore attract agreater portion of international cargo, weclearly need not only to provide a world-class service but also to offer more roomfor operations and competitive facilities.That is why the Port has been investingheavily in financial, environmental andtechnical assets for a number of years toreach the right size to serve the companiesand consumers around it. The works on theseawalls and the Prat wharf have taken aleap forward this year, coordinated by theCommissioner for the Enlargement Works,a figure that we consider indispensable toguarantee the execution of these complex,large-scale works.

The financial results achieved in 2007reflect the sound management of ourinstitution. Barcelona Port Authorityobtained net profits of EUR 73.8 million,

outstripping the 57 million achievedduring the previous financial year.Operating profits grew by 16% and theextraordinary result rose by almost EUR 50million, mainly due to the extraordinarynegative result of EUR 37.8 million in 2006owing to the accident on the Prat wharf.Cash flow rose 24% to EUR 104.1 million,and total investments were in excess ofEUR 186 million. 57% of all investment waschannelled into the enlargement works.

In addition to the new terminal on thePrat wharf that will be run by Hutchisonand TerCAT, the TCB container terminalenlargement project helped to generatenew expectations among ship owners, as it guarantees genuine competitionbetween terminals of similar size.Furthermore, the large container shippingcompanies are confirming their ongoingcommitment to Barcelona by constantlyincreasing their services and cargocapacities with ever-larger vessels. Wereact and the market responds. We are onthe right track.

The Port is tirelessly moving forward toachieve its goals and we are working withthe operators to find imaginative solutionsto optimise the space available until thenew enlargement areas become available,allowing us to continue to grow in theshort term. In order to deal with thecongestion in our operations, this year webegan to reorganise port spaces toincrease our short-term capacity to 60million tonnes and 2.7 million TEU a year.However, the 2.6 million containershandled this year show that we still havesome way to go. We know that it will bedifficult to continue our double-digitgrowth over the next two or three years,but we are preparing the way. For example,the purchase of MEPSA by Catalanad’Infraestructures Portuàries, a company inwhich the APB holds a 49% stake, will helpto make the most of the Port’s currentprofile and provide even more space forgrowth. The availability of the new areasfrom the enlargement to the south willmark a clear change in tempo.

Work was also successfully undertakento meet the third challenge: opening up tostrategic markets. In the further-flungcountries, known as the foreland, thisinvolves specific commercial activities,visits to ship owners, or the Port’sparticipation at international events. TheFar East, and especially China, was verymuch in the spotlight this year in terms ofcargo received. It can no longer be in anydoubt that China’s growing export figuresmake it a very important client for the Portof Barcelona.

Pres

enta

tion

7

Closer to home, in the hinterland, thePort rolled out its growth strategy byextending its networked port and logisticsservices. In other words, it fostered thesetting up of a series of service centresclose to freight agents and/or finalconsumers, and closely linked to the Portby multimodal transport corridors. Theboost given during the year to the inlandgoods terminals in Zaragoza and Toulouseand to the Azuqueca de Henares dry dock,along with the initial agreements signedto build a logistics area in Perpignanprovided us with a firm foothold in thesemarkets in the north and centre of Spainand the south of France. In addition, wehave begun prospecting around Lyon, aswe realise that the only way to access thecentre of Europe is by being present in theRhone-Alps region. Our aim to become“the French Port” is starting to materialise,and will help us to send trains out into theEuropean continent at competitive andreasonable management and transportprices.

Opening up the hinterland is thereforeclosely linked to the railway, which is alsoplaying an important role in configuringthe Port of Barcelona’s future strategy. Our share of rail freight is still far belowthe minimum sustainability level and anefficient combination of the differentmodes of transport. However, in theliberalisation of rail transport, the fourthchallenge we face, there is a genuineopportunity that we cannot afford to miss.Although we are still at the initial phase,in which we have to overcome theimbalances caused by the transition in thebusiness model, Barcelona Port Authorityhas designed and proposed the figure of a port-rail authority to organise andregulate transport within the Port. We arealso working as business promoters andfacilitators of the creation of new railservices in the hinterland, as in the case ofMadrid and Zaragoza, which are startingto garner positive results.

We should not forget that thesignificant progress made in facing thechallenges mentioned here requireimprovements to land infrastructures.These concern vital road and railaccessibility to guarantee the efficientmanagement of the entry and exit of thegrowing volume of traffic that will flowinto the enlarged Port, and ensureconnectivity of the Port with its prioritymarkets.

We foresaw this situation and providedfor it with the proposals made and set outin the Port of Barcelona’s Road and RailAccessibility Plan. In this connection, the

favourable Environmental ImpactDeclaration on the Plan issued in Octoberby the Environment Ministry is one of thebest pieces of news we could possiblyhave had to start the last quarter of theyear. During the course of 2007 we wereable to complete the work to add anotherlane to “3” Street in the Tax Free Area, thusguaranteeing a direct high-capacity roadconnection between the Port and theRonda Litoral ring road. We now wish tospeed up the remaining projects to makethem ready for the enlargement.

As regards connectivity, we were alsoable to deal with the announcement bythe Ministry of Public Works that therewould be delays in completing the high-speed rail connection between Barcelonaand the French border, scheduled for 2009.The European gauge line is a basic toolrequired for improving the Port’scompetitive position and guaranteeingaccess to European markets. In order notto jeopardise this aim and to speed up theavailability of the rail link to 2010,Barcelona Port Authority proposed aninterim agreement to the Catalan regionalgovernment, the Generalitat, involvingbuilding a third track between Gerona andFigueras and the correspondingconnections to the European gauge linethat has already been built. This will makeit possible to continue the line throughthe cross-border tunnel via Portbou toPerpignan. This is a giant step forward inour efforts to position ourselves as theEuropean port solution in theMediterranean.

The fifth challenge involvesestablishing an order of priorities. Withoutlosing sight of our strategic traffics andthe fact that we live in a sector subject tomarket competition, we believe that it isindispensable to seek out fields ofcooperation in areas where we cannot goit alone. This is the thinking behindBarcelona Port Authority’s activemembership of the FERRMED association,which was set up to promote a Europeanrail freight axis linking Algeciras andStockholm. The conclusions of the studyconducted by the association during 2007aim to achieve the inclusion of this projectas a priority issue in the forthcomingrevision of the European Commission’s EUTransport Policy. We are pursuing a similaraim through our participation in theIntermed initiative with Genoa andMarseille, to attract Far East traffictowards the ports of the South of ourcontinent.

Finally, the Port is firmly committed toputting the challenge of values and

Corporate Social Responsibility (CSR) at thetop of the agenda, where they belong. Thisis an attitude that the Port of Barcelonahas taken on board in a natural way in itsdaily management and main spheres ofaction. Nonetheless, Barcelona PortAuthority has considered it necessary tosystemise this approach, laying down thepath to follow and making sure that theseethical values pervade the work of theentire Port Logistics Community ofBarcelona: enhancing what we do in aresponsible manner and applying a senseof responsibility to all of our actions.

This commitment can be seen in thefield of sustainability both in everydayactions such as the systematic monitoringof atmospheric emissions or analysingwater quality, and in the enlargementworks, which were planned and carriedout following environmental criteria thatin many cases are stricter than those laiddown in the Environmental ImpactDeclaration. It can also be seen in ourdefence of intermodality as a factor ofeconomic, environmental and socialefficiency, through our promotion of ShortSea Shipping and rail transport.

Further proof of this sensitivity to thequestion of sustainability was theimmediate application of measures tocomply with Decree 152/2007 concerningimprovement of air quality passed in thesummer by the Catalan Government, theGeneralitat. With the cooperation of thePort Community, the necessaryadaptation has been made to complywith the regulations in the areas thatcome under the responsibility ofBarcelona Port Authority.

And finally, I want to make it clear thatthe real driving force that turns the wheelsof the complex machinery that is the Portof Barcelona are the people who workthere. The commitment, capacity fordialogue, responsibility and initiative of theprofessionals working at the Port ofBarcelona is what maintains our goodreputation, and is one of the most preciousassets we have today. Therefore we musttake the greatest care of this asset – whichmeans reliability, security and quality – andcontinue to enhance and to publicise it. Ifwe do this properly, if we are able to meetthe challenges we have set ourselves andmaintain the sum of competitiveness andsustainability, we will certainly haveachieved a great deal and will be able toplace the Port of Barcelona alongside thevery best ports in Europe.

Jordi Valls i RieraPresident

8

Intr

oduc

tion

Once again we have enjoyed a record yearin terms of traffic at the Port ofBarcelona, with very solid economicresults from the Port Authority,guaranteeing our capacity to completethe projects underway, particularly themajor infrastructure investments for theport enlargement process.

In this connection, 100% of the totallength of the South and East breakwaterswere fully submerged by the end of 2007.These works will be completed during2008 and define the new profile of thePort, which is gradually shiftingsouthwards.

Building of the Prat wharf (which willhouse the first terminal of theenlargement) is also progressing at agood pace in spite of the incidentaffecting part of the blocks along thewharf side on January 1st 2007. The rapidreaction of Barcelona Port Authority andthe solutions proposed and executed bythe experts guarantee that thisinstallation will be available in 2008 asplanned, even though the order ofdelivery of the areas will be inverted. Thesouthernmost part of the infrastructure,practically 70% of the terminal, will bedelivered at the end of the year, while theaffected area to the north should beready in the second quarter of 2009.

The entry into service of the PratTerminal will alleviate the currentshortage of space, which was solved in2007 by the efforts of the terminals toincrease their operational and logisticalefficiency. Furthermore, the joint workwith Barcelona Port Authority led to theapproval of a port reorganisation scheme,based on the proposal made in 2006,making it possible to regroup activitiesand optimise areas by making full use of20 hectares of existing areas with thecapacity to generate 5 million tonnes ofnew general cargo and coastal shippingtraffic. This increases port capacity by10%, taking it to 60 million tonnes and2.7 million TEU while we are waiting forthe new areas to be provided by theenlargement. The vehicle terminals choseto invest in new vertical car parks toincrease their storage and handlingcapacity for vehicles in the Port, in boththe short and the medium term.

The newly-created company Catalanad’Infrastructures Portuàries – in whichBarcelona holds a 49% stake andCatalana d’Iniciatives holds 51% - hasacquired the company Muelles y EspaciosPortuarios, S.A. (MEPSA), the holder of a49-hectare concession on theInflammables Wharf. This will make it

possible to reorganise the areaspreviously run by MEPSA and to adaptthem to the Port’s development criteriaand the needs for growth of maritimetraffic. With the construction of thebreakwaters, the wharves are nowprotected from the external waters nextto the South Entrance Mouth, makingthis area ideal for vessel operations, withconnections to the road and rail network.

All of these actions are vital, as neitherthe terminals nor the Port are preparedto stop growing while the enlargement isunderway, as the figures for the yearclearly show. In 2007 total trafficincreased 7.8% to over 50 million tonnes.General cargo behaved well, increasingalmost 11% to 35.2 million tonnes, andrepresents more than 70% of the total.This positive trend was also clear fromthe 2.6 million containers handled, 12.6%more than the previous year, and in the11% increase in vehicle traffic.

Liquid bulk increased by 4.3%,contributing to the overall rise in totaltraffic, and the imminent increasedcapacity of its facilities augurs well forthe future. The drastic 49% fall in solidbulk was due to the reduction in coaltraffic.

The progression in traffic, along withthe significant increase in income fromconcessions in the port domain, helpedBarcelona Port Authority’s turnover togrow by 13% up to EUR 158.1 million. Atthe close of the financial year, and withthe accounts still pending the auditor’sreport, net profits were EUR 73.8 million,an increase of 57.6 million over theprevious year. There was a 20% increasein cash flow, which topped EUR 100million for the first time and is a majorsource of financing for the investments.

These sturdy economic results werealso helped by the 13% growth inpassenger numbers, mainly fuelled bycruise traffic. This hit a new record high,with a 26% rise to 1.8 million passengers,one of the most significant increases ofthe last decade. This result consolidatesBarcelona as the number one cruiser portin Europe and ninth worldwide, after thelarge bases in the Caribbean, as well asbeing a driving force behind the city’stourist sector and that of its surroundingarea, as 60% of the passengers startand/or end their trip in Barcelona.

As far as cruiser facilities areconcerned, in April 2007 the Palacrucerosterminal came into service. The terminalis run by the Italian company CostaCrociere, and confirms the strongcommitment to the Port of Barcelona by

9

the Carnival group to which this cruisercompany belongs. In 2007, the companyCreuers del Port de Barcelona began workon Terminal A, covering 7,200 m2, and thecapacity to attend to 4,000 passengersand operate simultaneously withTerminal B next door. In 2008, this actionwill complete the ensemble ofinfrastructures that help to makeBarcelona the leading port in this traffic.

The latest figures confirm thatBarcelona has also consolidated itsposition as the benchmark port for ShortSea Shipping (SSS). This can be clearlyshown by the increase in daily serviceswith Genoa and Civittavechia in Italy andthe setting up of a new crossing withLivorno, which was behind the 20.6%increase in this traffic. The Port is alsoexamining the possibilities of connectingthis type of traffic with North Africa,which for the time being hasmaterialised in a line with Tangiersessentially for cargo and the summerpassenger crossings with Algeria.

The Port of Barcelona is committed toShort Sea Shipping as an efficient andsustainable link in the transport chain,and not only fosters services in thistraffic, but also promotes this mode inthe academic field through the EuropeanSchool of Short Sea Shipping. From itsopening in September 2006 up to theend of 2007, the European School ofShort Sea Shipping has provided trainingfor 804 students from 33 differentcountries, with three different coursesavailable: GLOSS, AVTORITAS andNUMINA.

Furthermore, the Land TransportForum (FTT) has consolidated its positionin the past two years with the forum fordialogue provided by the Proatransproject, covering areas for improvementin this sector in the Port of Barcelona.Two new projects were set up in this fieldduring 2007: the development of atransport services quality plan and newenvironmental legislation to regulateNOx emissions. The Transformar trainingplan began, providing specific coursesand designing a Masters in landtransport company management at thePort of Barcelona.

PortIC and the APB have workedtogether to specify the communicationsservices to be carried on the truckscirculating in the Port of Barcelona tobring them in line with the entry and exitprocedures at the terminals. This is justone more step forward in improvingefficiency in this activity and one of themany actions that PortIC is conducting to

bring about a “paperless port”, which isits aim for the different port areas.

The need to foster a more creativerelationship between Barcelona PortAuthority and all the port areas andoperators led to the setting up of theSteering Council for the Promotion of thePort Community last summer. Led by thepresident of the Port, this participationand debate forum started out with twobasic lines of work: improving the Port’sproductivity, efficacy and efficiency, andraising awareness and action in theframework of corporate socialresponsibility. Also created withinBarcelona Port Authority was a specificdepartment for publicising the Portamong its strategic markets, making themost of the strength of its PortCommunity in external projection.

The citizens’ port was the scenario ofdifferent activities, and a magnetattracting millions of local visitors andtourists, with two quite exceptionalevents held during the year. The Port Vellwas host to the Barcelona World Race,the first edition of a non-stop, round-the-world two-member crew regatta, whichhelped to encourage sport and teachingprogrammes and nautical and maritimeresearch. These areas of the port alsoprovided the set for Woody Allen’s latestfilm, part of which was shot in our city,making the Port of Barcelona the focus ofworld attention in the movie sector for afew days.

An important landmark in the PortAuthority’s support for the activitiesconducted within its domain and its goalof making the Port Vell a meeting placebetween the city and the Port was theplan to restructure the Port of Barcelona’sfleet of small fishing vessels. Signed bythe Fishermen’s Guild and Barcelona PortAuthority, with the participation of theregional Ministry for Agriculture, theagreement aims to guarantee the futureof the fishing sector in Barcelona byenacting socioeconomic measures andthe overall reform of the fishing facilitiesto make them more efficient, rationalisethe use of space and generate newactivities that can benefit the sector. Inthis connection, the agreement proposesthe creation of complementary activitiesto improve the Guild’s financial capacityby generating income from fish sales.

In sum, 2007 represented a bold stepforward for the Port of Barcelona’s futureproject, a project that considers the portfrom all its different facets - industrial,logistics and citizens - and all of itspublics – customers, concession-holders,

users, tourists, citizens - to contribute tothe effective growth of its surroundings.And in this it is helped to a great extentby its most valuable asset: a team ofprofessionals committed to the mission,vision, and values of the Port Authority.

Josep Oriol CarrerasGeneral manager

12 Mission, vision and valuesof the APBStrategic Deployment of the organisation

14 President’s officeCommunication and Institutionalrelations

15 The Document Centre16 2008-2009 APB Plan19 The Port of Barcelona’s

Quality System21 Promoting the Port Community

22 Management areaHuman Resources

23 Healthcare resources and prevention of occupational risks

24 Information Systems26 Unified Access Service (SAU)26 Commercial Promotion29 Port Enlargement Works

Commissioner

31 InfrastructuresInfrastructure Works

34 Operations and PlanningIndustrial safety and Environment

36 Operational Security

37 Strategy and DevelopmentDeveloping the Port network

40 Dusiness Management andDevelopment

42 Stakeholder companiesIntermodal Logistics Centre (CILSA)

46 Estibarna48 Port Vell49 World Trade Center Barcelona

1

Man

agem

ent

12

Mis

sion

, Vis

ion

and

Valu

es

of B

arce

lona

Por

t Aut

horit

yan

d ho

w th

ey a

re im

plem

ente

d w

ithin

the

orga

nisa

tion

Man

agem

ent

Barcelona Port Authority has defined itsmission (which describes its raisond’être), its vision (which specifies what itaims to be in the future), and its values

(basic principles specifying the behaviourof the people in the organisation). Thewhole organisation makes daily effortsto achieve these aims.

MISSIONTo lead the development of the Port of Barcelona, generate and manageinfrastructures and guarantee reliable services to contribute to the competitivenessof its customers and create value for the company

VISIONBarcelona: the European port solution in the Mediterranean

VALUES• Personal evaluation and commitment• Ethical and professional management• Customer orientation• Social responsibility• Innovation

13

�

�

��

��

�

�

��

�

�

�

STRUCTURE OF THE STRATEGIC DEPLOYMENT PROCESS AT BARCELONA PORT AUTHORITY

Mission, vision, values

Strategic lines

Strategic aims

Operative aims

STRATEGICANALYSIS(SWOT)

IndicatorsINTEGRATEDCOMMAND

FRAMEWORK

IndicatorsStrategic map

Deploying aims

Assessmentand remuneration Initiatives

Annual aims for all APB staff

Aims to be assessed by Management Comittee

AIMS-BASED MANAGEMENT

Marketstudies

Self assessmentusing the EFQM

model

Man

agem

ent

In 2007, during the fourth APB Seminar,the members of the ManagementCommittee and their closest partners,the middle managers, agreed upon thestrategic and operative aims that wouldbe valid for the period 2008-2009, whichwere added to the other strategicelements defined previously (mission,vision, values and SWOT analysis).

The next stage of the process is todefine the aims to be assessed by theManagement Committee. Such aims areusually annual. Many of these initiatives,which flow directly from the PortAuthority’s strategy, are to be developedin the Progress Committees andImprovement Groups, which help toapply actions across the wholeorganisation.

At a later stage, these initiatives willbe deployed downstream to all the staffat the Port Authority, with personalisedaims to be defined for each and everyemployee. The degree to which theseaims are achieved will condition thevariable pay scale based on performanceand productivity. Throughout 2008 therewill be continuous monitoring of theprogression of the initiatives throughquarterly reports and indicators of theCMI (Integrated Command Framework).

Using this procedure in 2007, the PortAuthority carried out a strategicdeployment process involving the entirestaff in line with its mission and vision,using aims-based management.

As a result of this process, BarcelonaPort Authority has designed a strategyfocusing on three main fields of action:

• Enlarging the network-port, linked to thegrowth of the port. This enlargementshould not only be seen in internal terms(increasing the capacity of portterminals), but also as fostering thecapacity to generate and distribute cargofrom within and around the port, fully inline with the concept of a network port.

• Improving the services of the network-port, fostering an offer of logisticsservices and high added value within theport and around the territory, to makethe logistics chains used by the Port ofBarcelona more competitive.

• Making internal changes withinBarcelona Port Authority, as achievingthese other areas will only be possible ifthere is a process of cultural change toprofessionalise the Port Authority’sinternal activity and make it, and itsmanagement, more efficient.

Assessmentand remuneration

14

1.1.M

anag

emen

t

COMMUNICATION ANDINSTITUTIONAL RELATIONS

Two figures neatly sum up the Port ofBarcelona’s importance to the economyand the city: Approximately 16,000people work in the port precinct and 16million people visit the Port Vell eachyear. Despite these convincing figures,many people are unaware of the Port’srole as a driving force in the economy, itsstrategic function as an infrastructure orits importance as an institution.

The purpose of the Communicationand Institutional Relations Department isprecisely to help society to understandwhat the Port does, and to enhance itsoperations. This is a long-winded task,with results that take time to show, and

involves a number of different lines ofaction. These are articulated through thedifferent areas making up thedepartment: the Press Office, the imagearea, the Catalan Language Service andthe Institutional Relations area, workingin tandem with the other departments atthe Port Authority.

The Press Office’s main task is toestablish smooth and solid relations withthe media, attending to the informationneeds of very different media. These varyaccording to type (written press, radio,television, communication agencies ordigital newspapers), content (general orspecialised media) and geographicalscope (local, national or foreign). Apartfrom replying to daily requests forinformation, the Press Office is proactive

Pres

iden

t’s o

ffic

e

15

in generating information content, as themedia are vital allies in the effort to putacross the Port’s importance to thegeneral public.

This task involves constantcommunication through ongoingcontacts with media professionals andleaders, producing different informationmaterials, managing interviews with thePort’s spokespersons, and organisingoccasional events such as pressconferences or visits to the Port byjournalists, to name but a few. Periodicalinformation actions were organised in2007 to help maintain media interest inthe port’s day-to-day running, such as theweekly preparation of the agenda of portevents and the monthly press releases ontraffic, in addition to existing initiativessuch as the immediate publication ofagreements taken within theManagement Board.

Building the Port’s image andmessage In order to transmit a positive image tothe public at large, we also establishcooperation agreements with certaincommunication companies, which ensurethe Port’s ongoing presence in reputableand prestigious media. This year reportersfrom BarcelonaTV, Com Ràdio and ElPeriódico de Catalunya have all producedpieces on the port.

The image area also plays afundamental role in creating opinions.Their job is to define and unify theinternal and external image of ourorganisation. This is very much a cross-cutting function, affecting any elementlinked to the Port of Barcelona and all itsdepartments. As important as thedefinition of the Port’s corporate image isthe use and application made of thatimage. That is why the image area iscurrently immersed in a process ofunification, which is vital forconsolidating and strengthening thevalue of the Port of Barcelona as a brand.

The Communication and InstitutionalRelations Department is also responsiblefor checking all the publicationsgenerated by Barcelona Port Authority,standardising the style, image andcontent of all the materials produced bythe Port.

The Catalan Language Service joinedthis department during the year. Its job isfundamental for guaranteeing thecorrect use of the Catalan language at alllevels. Each year, this departmentconvenes the Jocs Florals - a poetrycompetition organised by the Port of

Barcelona which awards prizes in aneffort to foster literary creativity amongthe workers at the port. Thirty-sevenworks competed in the last edition.

As regards Institutional Relations, thedepartment managed to persuadedifferent organisations to signagreements in support of cultural, socialand economic initiatives. This is the caseof the mutual cooperation agreementswith institutions such as Stella Maris, theLiceu opera house or the Chamber ofCommerce. Along the same lines, the Portsponsors activities related directly orindirectly to the maritime or port world.The activity concerned in 2007 was theBarcelona World Race, the first non-stopround the world regatta for couplesstarting and ending at the Port ofBarcelona.

The Institutional RelationsDepartment is jointly responsible, withthe Marketing and CommercialDepartment, for defining the Port ofBarcelona’s presence at exhibitions andconventions of the sector heldperiodically around the world. The aim isto guarantee our participation in themain port industry forums, which are theideal showcase for the Port’s services andprojects, as well as providing anopportunity to share ideas and tune intothe future trends of the sector.

The Communication and InstitutionalRelations Department standardises andchannels the Port’s image and message.

Nonetheless, success in this area dependsupon the involvement of all BarcelonaPort Authority’s departments and thepeople working there.

THE DOCUMENTATION CENTRE

One of the main milestones achieved byBarcelona Port Authority’sDocumentation Centre (CENDOC) during2007 was to oversee the implantation of an advanced documentarymanagement system to attend efficientlyto requests for consultations and toprovide a qualitative improvement inservice. With this aim in mind, a planto review user procedures was definedand implemented and work undertakento draw up the Manual of GoodAdministrative Practices for the Port ofBarcelona, with a specific section ondocumentary management.

One significant action this year wasthe planning project for moving themanagement and office archives intothe World Trade Center building.This was a joint operation in which thepeople in charge of the departmentsspecified which documents were to bekept in the new location and whichwould remain in the central archive inthe ASTA building.

The improvement in the otherfunctional areas of the CENDOC, thePress Clippings Service, with an increase M

anag

emen

t

16

in the number of news items received,made it possible to attend to the 165,000enquiries made, an increase of 10% overthe previous year. At the Researchers andEnquiries Service, the MaritimeDocumentation Centre, specialised inhistorical enquiries on the port, attendedto 541 requests for information, mainlyfrom academics and researchers. TheCENDOC offers a similar service forqueries on current issues. With theimplementation of an electronic platformfor following up questions, theorganisation was able this year to make aqualitative improvement and provide ahigh rate of immediate response.

As a member of the group of Spanishstate port authority archives anddocumentation centres, the CENDOCattended the third Technical Seminar onPort Archives held in Gijón in November.Apart from taking part in the workinggroups, the APB representative spoke atthis event of Barcelona’s experience asthe first port authority to present aproposal for the assessment ofdocumentary series to the Spanish HighCommission for the Classification ofAdministrative Documents.

The Port’s Cultural ProjectThis year was decisive for establishingand publicising the Port of Barcelona’scultural project, with the signing of acooperation agreement with theBarcelona Royal Shipyards and MaritimeMuseum Consortium. This agreementmarks the final consolidation of theprojection of the MaritimeDocumentation Centre as the reference

body for research into questions relatedto maritime and port history andheritage in Catalonia, and is the idealvehicle for bringing the port closer tosociety using cultural activities. A seriesof cultural dissemination andconservation initiatives were organisedunder this agreement in 2007, amongwhich we could point to the exhibition tocommemorate the hundredthanniversary of the building of the Portalde la Pau, located temporarily in theBarcelona Drassanes Shipyards. Due to itswide success and the interest it hasawoken, this exhibition has become botha virtual event on the Internet and anitinerant exhibition. It has also beenshown in the El Far Consortium building.Another initiative in this project was thetransfer of the Port of Barcelona’scollection of documents on the Port’sWorks Council (1868 -1978), to be held instorage in the premises of the BarcelonaRoyal Shipyards and Maritime MuseumConsortium. The APB is responsible formanaging the collection, and is in chargeof cataloguing and accessing thedocuments stored there.

Another important event was theproject to design and build the Port ofBarcelona’s Information Point. Thispermanent information point has beendesigned to publicise the fact that thePort is one of the principal motors ofCatalonia’s economy, and will be set up in2008 in the hall of Barcelona MaritimeMuseum, through which more than400,000 visitors pass each year.

APB PLAN FOR 2008-2009

The APB Plan for 2006-2008 was revisedduring 2007 on the basis of the internalanalysis of the results of the self-assessment under the EFQM Model ofExcellence and the strategic planningcycle. The Strategy Committee met on asystematic basis throughout the year toperform two basic tasks: to align theStrategic Plan and the Business Plan (interms of strategic lines, strategicobjectives and operative objectives), andto draft the Strategic Document for 2008,which includes defining Barcelona PortAuthority’s basic strategy for that year(concerning the mission, vision, values,strategic lines, strategic and operativeobjectives and strategic map).

Certain priority matters within theorganisation brought the APB Plan brieflyto a standstill during the first quarter ofthe year. The Plan started up again inM

anag

emen

t

17

October with the holding of the fourth APBSeminar. This seminar involved validatingthe work method that had been set intrain, consolidating the cultural change inthe organisation and fostering the entireprocess of internal improvement, andupdating the Strategic Plan for the nexttwo-year period, covered in the APB Planfor 2008-2009. The new Plan bolsters theorganisation’s strategy and the internaldevelopment methodology - based onProgress Committees - which is applied tothe Improvement Groups.

The work of the fourth Seminar carriedon in the BCN seminar held in Decemberto inform on the work carried out and thenew elements of the APB Plan for 2008-2009. On this occasion, a larger team fromthe organisation was called together tostrengthen the cohesion andcommunication between departments.

Progress CommitteesOne of the main problems detected inthe APB was the lack of a cross-cuttingthrust between its different departments,which is why a model has beenstructured to foster teamwork throughinterdisciplinary groups that aim to solveproblems common to the organisation.This led to a revision of the ProgressCommittees. These committees are madeup of top-level managers at BarcelonaPort Authority (members of theManagement Committee) who areresponsible for analysing and deciding onmajor areas of debate within theorganisation’s strategy.

The Progress Committees weredefined in 2007 to face the challenge ofmanaging and coordinating the APB Planfor 2008-2009. They are:

• The Strategy Committee. Set up tomanage activities related to the Port ofBarcelona’s general strategic planningand that of the Port Authority, rollingout the strategy through the BusinessPlan, and monitoring it.

• The Transformation Committee. Createdto boost internal change involving theentire organisation, and rooted in 3main axes: processes, people andorganisational system. It taps intoexcellence, innovation and existingentrepreneurial capital to transform thecorporate culture.

• The Communication Committee. Itspurpose is to manage the plans andprojects that improve internal andexternal communication.

• The CSR (Corporate SocialResponsibility) Committee. Set up tomanage the plans and projects thatgradually incorporate the PortAuthority’s overall focus on CSR, and canbe understood as the voluntaryintegration of social, economic andenvironmental concerns intocommercial operations and relationswith interest groups.

The Management Committee for the2008-2009 APB Plan has been revised toprovide a more coherent and integratedapproach to this working methodology.The Committee is the highest governingbody of the APB Plan and its generalobjective is to coordinate and monitorother APB committees and, if necessary,liaise with the Port Authority’sManagement Board.

Improvement GroupsImprovement Groups have been set upwithin the Progress Committees toanalyse and improve on the weaknessesdefined and to carry out specific projects.The aim of these groups is to study thesituations and propose the mostappropriate alternative to theManagement in the fields allocated bythe respective committee.

Man

agem

ent

MANAGEMENT FOR THE 2008-2009 APB PLAN

CSRCommittee

TransformationCommittee

CommunicationCommittee

StrategicCommittee

18

30 %2520151050

Man

agem

ent

Q4

Q3

Q2

Q1

22.20 %

21.64 %

21.46 %

21.08 %

21.64 %

PERCENTAGE OF PARTICIPATION IN THE APB PLAN (out of total Staff)

Total 06 Total 07

119

111

140

120

100

80

60

40

20

0

PARTICIPANTS IN WORKING GROUPS (APB PLAN)

The Improvement Groups constitute aparticipative system bringing togetherworkers from different areas to makesuggestions, improve service provisionand/or resolve problems related tospecific aspects of the work. This isproving to be a good system whichmakes it possible not only to tap into thecreative and innovative potential of thepeople in the company, but also to createforums for debate in which knowledgeand experiences can be exchanged andsynergies fostered between the differentareas of activity. The followingImprovement Groups carried out theiractivities within this framework in 2007:

• Analysis of port supply and demand,with a view to assessing future demandand the types of traffic that will be atop priority for the enlarged Port.

• Following up matters to define thenecessary procedures that would makeit possible to follow up external mattersof the Port Authority to find out thestatus of each procedure, mattersreferred to external companies, and the

responses sent to customers orinformation seekers. The followingprocedures were chosen for the firstimplementation phase: Appeals againstfines, parliamentary questions, requeststo consult statistics, and complaints.

• Defining aims to draw up amethodology for defining assessablestaff aims.

The BCN seminar was the frameworkfor presenting the 2008-2009 planningfor Improvement Groups, and wasconfigured as follows: 9 groupsdepending on the Strategy Committee,7 depending on the TransformationCommittee, 3 depending on theCommunication Committee and 3 on theCSR Committee. The APB Plan isadvancing slowly but surely thanks to theinvolvement of the people in theorganisation, as shown in the 2006-2007participation graph.

2006

2007

19

PROGRESSION OF INDICES “A”, “S” AND “I”

Average Index “A” Index “S” Index “I”2006 8.1 8.6 9.4

2007 7.7 9.7 9.6

THE PORT OF BARCELONA’SQUALITY SYSTEM

The Port of Barcelona’s Quality System isan amalgam of all the quality plansdesigned, implanted, assessed andimproved in the port environment, andcovers the following facilities: Terminal deContenidors de Barcelona, SL, TerminalCatalunya, SA, Estibadora de Ponent, SA,and the Border Inspection Post (BIP).

The Control Process involves theongoing collection and assessment of thedata of these processes and theimprovements in them. The mostimportant results in 2007 were asfollows:

The Control Process provides the QualityIndices, which aim to evaluate the trendsof the main service quality aims in thePort of Barcelona. Index “A” measures howfast the goods move through the Port,taking into account the physical anddocumentary process. Index “S” is thedegree of integrity and safety of the

goods, and Index “I” measures the degreeof coordination in the physicalinspections of the goods. In 2007 therewas a substantial improvement in theaverage of Indices “S” and “I”, while Index“A” fell somewhat.

Man

agem

ent

Index “S”

Index “A”

Index “I”

9.74

7.74

9.55

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Average

MONTHLY DEVELOPMENT IN THE QUALITY INDICES 2007

10

9

8

7

6

5

Volume of activity Volume of inspections

Containers unloaded full 360,835 (+14.9%) Export 1,502 (+35.8%)

Consignments emptied at the warehouse 1,924 (-88.2%) Import 16,782 (+11.8%)

Bulks handled/emptied 1,622,328 (-50.9) Total 18,284 (+13.4%)

Bulks affected by incidents 34 (-90.5%) % of inspection out of the total volume of activity 2.79% (-4.4%)

Detail of the inspections Interventions by the Quality TeamInspections on the terrace 13,509 (+24.7%) Container/seal 35 (+52.2%)

Inspections with corridor 4,516 (-9.5%) Goods 193 (-88.9%)

Inspections in the warehouse 260 (-14.5%) Total 228 (-87.1%)

Inspection at the BIP (without corridor) 3,095 (-15.6%)

Inspections at BIP (with corridor) 1,453 (-31.1%)

Internal incidents

Container/seal 0 (-100%)

Goods 9 (-91.5%)

Inspection 29 (+383 %)

Total 38 (-197.4%)

20

Man

agem

ent

Guarantees ProgrammeThe Port of Barcelona offers a GuaranteesProgramme covering certain servicecommitments to the end customer bythe Port and Logistics Community. Ifthese are not met, financialcompensation is paid up to EUR 450 perinternal incident set in train. Thisprogramme covers the followingcommitments in the terminals covered bythe Quality System:

• Guarantee of the total safety of thegoods. The APB guarantees that noincidents will occur (damage or faultsaffecting the goods) whilst beinghandled and kept at the port

• Guarantee of immediate transit. TheAPB guarantees that the documentaryclearance of containerised goods intransit under the Quality System willlead to admission of the transitdocument on the same day, providedthat it is presented during thetimetable set by Customs and providedthat all requirements for the validationand clearance have been met.

• Guarantee of FCL import clearance. TheAPB guarantees that the documentaryclearance of imported goods in the FCLcontainers handled in the specified areawill lead to admission of the Customsdeclaration on the same day or the nextworking day.

• Guarantee of coordinated physicalinspection. The APB guarantees that thephysical inspection of FCL and LCLgoods within the specified area willtake place on the day foreseen, whichrequires the goods to be placed underinspection and for such inspection tohave been requested by any of thecompetent inspection bodies.

The results of the application of the Guaran-tees Programme this year was as follows:

Detail of the guarantees Guarantees paid activated

2007 2006

Total Safety 18 14

Coordinated Physical Inspection 11 5

Total 29 19

Total (EUR) 10,389 5,181

Analysis, transparency and controlA total of 20,592 reports were sent thisyear to provide as much informationpossible on the state of the goodspassing through the Port of Barcelona.These are sent automatically wheninformation is generated on physicalinspections or incidents detected in thegoods. Furthermore, 245 requests forinformation were answered and a total ofsix analyses were carried out on theprocess on request from customers ortheir representatives.

There were also five system audits inthe terminals covered by the QualitySystem (2), the Quality Team (1), andPilots Guidelines (1) and Navigation Aids(1), all with very satisfactory results.

Application of Quality of ServicePlans

The Port of Barcelona’s Navigation AidsService GuidelineThe Manual for the review andimprovement of the Port of Barcelona’sNavigation Aids Service Guideline wassigned in November 2007, and describesthe system of action and the generalcriteria that will apply to the differentprocesses of this service in order tocomply with the characteristics andindicators established to satisfycustomers’ demands. The manual was

21

approved by the Quality Committee setup for this project and comprisesrepresentatives of the DirectorateGeneral of Ports and Transports of theGeneralitat, the Directorate General ofFishing and Maritime Affairs of theGeneralitat, Ports of the Generalitat, theCoastal Demarcation, theHarbourmaster’s Office, Maritime Rescue,the Pilots’ Corporation, the Association ofShipping Agents, the public body Puertosdel Estado and Barcelona Port Authority.

The Port of Barcelona’s Piloting ServiceGuidelineThe Pilots’ Corporation of the Port ofBarcelona has worked closely with theAPB’s Quality Systems Department tomonitor the Pilots’ Quality System. Theresults of the 2007 OngoingImprovement Plan were presented in theQuality Committee, with a compliancelevel of 81.8%. The Ongoing ImprovementPlan of the Pilots’ Corporation for 2008was approved, as was the Revision andimprovement manual for the Pilots’Service. The Quality Committee createdfor this project comprises representativesfrom the Spanish Ship ownersAssociation ANAVE, the Pilots’Corporation, the Association of ShippingAgents, the Official Pilots’ Association andBarcelona Port Authority.

Work also continued on theimplantation of different aspects relatedto cars and cruisers guidelines.

PROMOTING THE PORTCOMMUNITY

The Steering Council and theworking groupsThe Port Community Steering Councilwas set up this year to reactivate andcoordinate the national andinternational projection and promotionof the Port Community, increase thevolume and regularity of cargo and boostthe overall image of the Port ofBarcelona.

The members of the ExecutiveCommittee were appointed at theconstituent session of July 23rd, when themission, composition and aims of a totalof 10 working groups were set. Thesegroups, chaired by outstanding membersof the Port Community and coordinatedby members of Barcelona Port Authority,are: Telematics; Quality; EnvironmentalQuality; Corporate Social Responsibility;Marketing and Commercial; InnovationPrevention and Occupational Risks;

Border Inspection Post; Short SeaShipping; Rail Services; and LandTransport Forum.

The working agenda of each of thegroups, their proposals and the scheduleof activities were outlined at the secondmeeting of the Steering Council, held inNovember.

Brand study The Steering Council also approved thecommissioning of a brand study by thenewly-created Promotion Department ofthe Port Community to analyse the Port’scurrent situation in this area. The studywill cover the immediate hinterland ofthe Port of Barcelona, including thecentre and north of the peninsula andthe south of France, and the conclusionswill be released next year.

Trade MissionsAnother of the decisions passed by theBoard was to continue to organiseannual trade missions, following on fromthe Port’s approach in previous years.After putting forward variousalternatives for potential markets andobjectives, the country chosen as thedestination for the 2008 mission wasMorocco. The choice was stronglyinfluenced by the current good relationsbetween our Port and Morocco, and itseconomic development, which present awide range of opportunities.

This initiative of setting up a SteeringCouncil has turned out to be a very wisechoice, judging by the progress achievedover the first few months. The effectiveparticipation of the entire PortCommunity in the proposals for shapingthe Port of Barcelona’s future has playeda fundamental role in the cohesion andthe empathy generated, which ensureprogress among everyone involved in theport field.

Man

agem

ent

22

1.2.

HUMAN RESOURCES

In 2007 Barcelona Port Authorityprepared itself for a change to bring itsorganisational structure into line withthe strategy defined by it.

That year, labour relations focused onnegotiating the effective implementationof the matters agreed upon during theprevious year. Special emphasis was placedupon implementing the new Skillsmanagement model and developing theparticular accords adopted in the 2006Company Agreement. This involved theholding of in-depth discussions with theworkers’ representatives and specifyingand deploying processes of employeeselection, promotion and training to makethem as objective and as transparent aspossible.

At the start of the year, the presidentinformed all the staff of his intention tomove the technical administrative staff,currently located in two differentbuildings, into a single building at theWorld Trade Center (WTC), to improve theworking climate and the efficiency of theorganisation. The Human ResourcesDepartment has already begunnegotiations with the trades unions tocover issues related to the move thataffect the workers.

On state level, Law 7/2007 of April12th, approving the Basic Statute forPublic service Workers in the area of thegeneral state administration and their

public organisations came into force onMay 13th. The new rules envisage a seriesof improvements directly applicable inport authorities and, therefore, to theemployees of Barcelona Port Authority.

As each year, Barcelona Port Authoritysupported social and sporting activitieswithin the organisation by holdingvarious championships in its sportsfacilities in the ZAL, which was the caseof the 10th Indoor Football Tournament,the 9th Frontennis Tournament and the9th Tennis Tournament.

Training and internalcommunicationInternal communication and training arekey elements for fostering organisationalchange, which is why these two areashave been especially encouraged.M

anag

emen

t

Man

agem

ent a

rea

23

Man

agem

ent

In the training sphere, a process ofreflection and reorientation was carriedout around two fundamental aspects. Onthe one hand, the new Skillsmanagement model helped to develop atraining project putting special emphasison knowledge of the sector and thebusiness, for which Barcelona PortAuthority decided to call on the servicesof internal trainers. A study called theQuality and Improvement Plan for thePort Police Force was also conducted, andincluded an analysis of training in theforce to reorient areas requiringimprovement.

All in all, the training plansimplemented in 2007 covered a total of82 collective and 66 individual trainingactions within the following fields:• In the Port Police Training Plan, a new

intake of 32 officers received theirtraining on the basic course for the PortPolice provided by the Catalan Institutefor Public Security, to train securityforces in Catalonia. The Port has beenworking in tandem with this body since1997. Seven ongoing training courseswere also run for this group.

• The Language Training Plan not onlycovered English, which is indispensablein a globalised society, but two furthersignificant courses. Barcelona PortAuthority’s commercial and strategicposition with France and Morocco ledto training courses being provided inFrench; and its emphasis on Short SeaShipping, especially with Italy, led it toprovide language courses in Italian.

• Training of the different departmentsof Barcelona Port Authority is normallycovered with individual actions,because needs are very specific andvaried. Outstanding training actionsinvolved the staff of the GeneralMaintenance Unit on the Citigis,Terminal Urbilux and Terminal Urbidatpublic lighting system, and involved anew way of working that is much moretechnical and efficient; and training forthe staff of the Economic and FinancialDepartment on the New GeneralAccounting Plan given by theEconomists’ Association of Catalonia.

In internal communication, the otherkey aspect of the department, attentionwas focused on providing information onthe move to the WTC building, an issuethat will continue to be treated duringthe coming year. In 2006, our effortsrevolved around launching andconsolidating a fundamental tool forinternal communication the APB’s

corporate Intranet called ePORTal. Thisyear, we took a step forward inguaranteeing access to importantinformation on the organisation for allemployees, providing them with accessto the services and contents on thecorporate Intranet from any location.

To maximise the involvement andparticipation of the workers in thefundamental matters concerningBarcelona Port Authority, we alsoboosted direct communication actionsusing information seminars for theentire staff. A programme of visits to thePort of Barcelona was also started inorder to make it easier for the workers inthe immediate field of work tounderstand what we do.

HEALTHCARE RESOURCES ANDPREVENTION OF OCCUPATIONALRISKS

The organisational changes applied thisyear led to the setting up of theHealthcare Resources and Prevention ofOccupational Risks Department,comprising the Medical Service and thePrevention of Occupational Risks Service.

Medical and Occupational HealthService As a partner company of the SocialSecurity system, Barcelona Port Authorityhas its own medical service andtherefore provides an all-embracingservice covering current employees,retired employees and their direct familymembers. These services are provided inthe facilities on the Bosch i Alsina wharfand in the ASTA Technical AdministrativeBuilding. Additional tests and specialist

24

Man

agem

ent

consultations are made through theAtlantida healthcare insurance, andcoverage for admissions andemergencies in clinics with which thePort has agreements.

The new users’ manual published thisyear provides employees with a list ofpossibilities of the service andinstructions on how to use it. Theongoing attention procedure developedwithin the Barcelona Port AuthorityHealth Plan sets out the procedures andprotocols necessary for unifyingguidelines for primary care andoccupational medicine specialists. Thesuggestions box is a way ofcommunicating with the managers ofthe service, and makes it possible togauge the degree of satisfaction of theusers and improve our attention to them.

The medical service is mainlyconcerned with continual health checksand prevention of illness, and this yearattended to a total of 19,283 people. Theservice also monitors absenteeism,which can be reduced by improving thestate of health of the workers. Theaverage number of days on whichworkers were off sick fell in 2007, whichis a more positive result than theprevious year. Medical check-ups are thebest indicator to contribute tomonitoring and correcting the HealthPlan currently in force. During the year,55.2% of the staff agreed to take avoluntary health check, an increase of18% over 2006.

Prevention of Occupational RisksA company Prevention plan wascompleted, which the ManagementCommittee is expected to approve inearly 2008. An Occupational RisksTraining Plan was designed incooperation with the Organisation andDevelopment Department and covers allport workers.

Other important actions in the fieldof prevention of occupational risks in2007 included the preparation of asignposting map of the TIR building andan evacuation drill; co-operation inreactivating the Port Prevention TechnicalCommission; and enhancing proposalsfor the assessment of psychosocial risksof the jobs performed at the GeneralMaintenance Unit, Passenger Terminalsand the Port during 2008.

INFORMATION SYSTEMS

The Information Systems Departmentdevelops IT projects to improve themanagement of the Port Authority andincrease the Port of Barcelona’scompetitive edge.

The Port Authority performed morethan 75 projects in the fields of IT,telephony, radio telephony and remotecontrol systems, some of which standout either in terms of their scope or theirrepercussion beyond the organisation.Work has already begun onimplementing the practicesrecommended by the ITIL (InformationTechnology Infrastructure Library), whichis the reference framework for managingthe department internally, and the use ofCustomer Relation Management (CRM)tools among the members of theCommercial Department. Anotherproject underway involves migrating thePort Authority web site to a newprogramming environment that willmake it easier to provide new services tousers. The Department is also working tomove the Port Authority to the WorldTrade Center building, where it will startworking in 2008, making it possible tobring in technological changes such asthe telephony system or attendancemonitoring. The documentary exchangeprocedure for requesting stopovers andthe associated IT monitoring applicationswere adapted in application of the ISPSsecurity code for ports and port facilities.

In terms of external organisation, thenecessary equipment and software forchecking boarding cards in thepassenger terminals was installed tobring it in line with the new rules on

25

Man

agem

ent

discounts for residents of the Balearicsand Canary Islands. New control systemswere installed in the new port operationscontrol tower, taking advantage of thePilot’s Corporation moving there.

Telematic Forum and PortICThe Information Systems Departmentperforms projects for the Port and PortCommunity from the Telematic Forumand PortIC. Set up in 1994, the TelematicForum is a working group involvingrepresentatives of the different groups ofthe Port Community. Its purpose is todefine and improve documentaryexchange procedures involved in thepassage of goods, passengers andvehicles through the Port. The PortICtechnological platform facilitates theimplantation of the documentaryexchange procedures created to makethe Port more competitive.

The Telematic Forum revised itsworking methods in 2007, and was ableto extend its scope, building on areassuch as monitoring necessarydevelopments or implementing existingmarginal procedures. In the middle ofthe year, the Forum’s work came underthe umbrella of the Steering Council, andis now one of its constituent groups.Projects already carried out by theTelematic Forum included the newdocumentary exchange procedure forcargo lists. This should also represent thefirst step towards the Port Authority’sdeveloping an application to facilitateCustoms controls in export operations.Work also revolved around Customsclearance with scanned documents.Once Customs had defined and testedthis project in Barcelona, it then

extended it to all the Customs areas inSpain.

Documentary exchange proceduresdefined in previous years continued in2007 through the generalised use oftelematic procedures for entrance andexit of full containers by land, and nearly100% of the necessary documentsneeded to withdraw or depositcontainers will be sent by telematicmeans by year’s end.

In addition to this, the Port Authority’se-commerce platform managed by PortICdeveloped new services and improvedcertain existing ones. Specifically, atechnological change was made to allowthe installation of all applications fromthe web site, which has led to a wholeseries of more efficient and functionalservices. PortIC and the Port Authorityhave also drawn up specifications for thecommunications equipment to becarried in trucks working in the Port ofBarcelona to make them compatiblewith land entrance and exit of goodsprocedures. This equipment is nowundergoing type-approval.

UNIFIED ACCESS SERVICE

The Unified Access Service (SAU) is a one-stop shop set up to help the users of thePort to carry out administrative processeswith Barcelona Port Authority (APB). At the SAU it is possible to registerdocuments, process authorisations,obtain information on the differentservices and activities of the PortCommunity and pay for services providedby the APB. Some of these actions can beperformed via the APB’s website.

26

Man

agem

ent

The SAU also functions as aninformation centre for responding to orchannelling queries about port activityby phone, e-mail or in person.

In 2007 this service attended a totalof 70,896 phone calls, processed 45,165documents and registered 13,860.

The SAU uses technological advancesto implement new remote services.During 2007, in addition to reviewingand updating the contents of theservices area of the APB web site, workbegan on generating new web forms torequest services, and a payment platformfor these to spare customers makingunnecessary journeys.

One important step taken last Marchwas the opening of the TrucksIdentification Centre (CI-SAU), a newoffice of the SAU in the port TIR building.This unit issues provisionalauthorisations to unauthorised containerhauliers before they drive to theterminals or container depots.Authorised hauliers that have to deliveror collect containers and still do not haveprior telematic notification in theterminals or depots must also go to theCI-SAU. During its first ten months ofwork, this office processed 14,743provisional authorisations and 16,462prior notifications.

COMMERCIAL PROMOTION

The design of a new Marketing Plan forthe period 2007-2009 marked the startof a new series of commercial activitiesapplied to the different products. TheMarketing and Commercial Departmentnow has a consolidated staff structureand has helped to promote differentproducts (containers, vehicles,passengers, railways, bulk, coffee, fruit,short sea shipping, and so on) using very

specific, targeted promotion actions toattract new traffics or consolidateexisting ones.

Pursuing its usual policy, theMarketing and Commercial Departmentmaintained ongoing contacts andattended to its main customers. Thishelped the department to get to knowits customers’ future strategies, andinform them of the progress of theenlargement works and the new projectsfor developing the inland goodsterminals and events in the rail sector.

The Far East, especially China, was themain focus of attention as regards cargoorigin. Exports to the Port of Barcelonafrom this Asian giant continue toincrease, and therefore China is givenpreferential treatment. The interest inthe Asian market was evident from thePort’s two trips there to visit the mainship owners, and its subsequentpresence at the Transport Logistic Asiaevent held in Shanghai at the end of2007.

Another aspect surrounding the Port’scommercial promotion is the progress ofthe enlargement works of the newfuture terminal, as well as the project toextend the TCB container terminal. Thisproject has helped generate newexpectations among ship owners, sincethe Port of Barcelona can once againguarantee competition betweenterminals and is closer to achieving itsgreat aim of consolidating its role as atrue Mediterranean hub. As part of thiseffort, NYK set up in the ZAL Prat, in aclearly privileged position with respect tothe new terminal.

Apart from the follow-up meetingswith owners of containerised goodsships, attention was also focused onrefrigerated goods. The growth in reeferswas one of the reasons behind thecontacts held with some of the large

27

ship owners such as Maersk, MSC,Hamburg Süd or CSAV. The need forsufficient installations for this type ofcargo, which are growing considerably, isone of the concerns of the endcustomers.

This year saw the consolidation of therail line with the Azuqueca de Henaresdry dock, set up at the end of 2006,which has experienced a buzz of activity,with an average of more than six trainsper week in each direction. Such actionsconfirm the Port of Barcelona’s interestin bringing high-quality, reliable servicesto the central area of Spain and involvingthe operators. Here we should mentionthat the main ship owners haveconsolidated an empty container depotwithin the terminal of the dry dock, thusguaranteeing availability of equipmentto the end customer and helping toprovide a proper balance betweenimports and exports.

Projection at fairs and congressesIn 2007, the coordination of the Port’spresence at fairs and congresses wasrestructured internally. The incorporationof the Communication Department intoBarcelona Port Authority’s new organicstructure provided new momentum forthe Port’s participation at the maininternational forums for logistics,transport and international trade. Thecoordination of both departments ledthe Port of Barcelona to take part in theSITL fair in Paris, the SIL in Barcelona, theLogistics Transport fair in Munich, andSITL Asia in Shanghai.

The Port of Barcelona again decidedto team up with CILSA at the SITL fair inParis to support the promotion of thetmT goods terminal in Toulouse. Thisevent, attended by specialists inpromoting industrial land, is an idealscenario for explaining and marketinglogistics plots. The tmT plays a leadingrole in developing an artery connectingBarcelona to the French market. Only lastyear, a number of French freightforwarders decided to channel theirgoods through the Port of Barcelona andare considering developing logisticsinfrastructures in Toulouse.

The next event we attended was theSIL International Logistics Fair inBarcelona. Now in its ninth edition, it hasconsolidated its position as the leadingevent in the sector in Spain, and is ameeting place for all the logistics activityof Southern Europe, the Mediterraneanbasin – especially the countries of theMaghreb – Latin America and South East

Asia. Furthermore, the fact that it is heldin Barcelona means that extra care mustbe taken in presenting the Port’s newservices and products in great detail.Within the joint promotion strategy withCILSA and BCL, the Port draws on all thepotential for information that theenvironment allows, participating inseminars, conferences, bilateral contacts,and so on. The number of visitors andcommercial contacts can be seen toincrease year after year. Once again, themain focus of attention in this editionwas the state of progress of the buildingworks on the new port infrastructuresand the new road and rail accesses.

The Port of Barcelona also took part inMunich’s Transport Logistic fair for thefirst time in 2007. This is currentlyconsidered to be the most importantlogistics and transport event in Europe,perhaps in the world. This was a wisechoice, as it provided an excellentopportunity not only to pass oninformation to the major players in thesector, but also made it possible to sharethe development of the mostoutstanding rail projects in the continentwith the main European ports. Munichprovided a chance to establish valuablecontacts for developing European railconnection projects with different non-Spanish operators.

One of the aims of the MarketingPlan is to maintain a continuouspresence in China. This led the Port toparticipate in SITL Asia, a fair held inShanghai in December, which was aspringboard for consolidating the Port’spresence in this market. On this occasion,in addition to our usual partners CILSAand BCL, we were joined by colleaguesfrom the Port of Tarragona. Thisapproach is part of the joint strategy inChina based on presenting the Catalan

Man

agem

ent

28

Port Front as the gateway into Europe forChinese products. Once again Chinesefreight forwarders eager to forge linkswith their counterparts from Barcelonacomprised the largest group ofparticipants. Another of the centralreasons behind our port’s presence inShanghai was the development of thenew Prat terminal, since one of thepartners is Hutchison Port Holdings, aChinese operator considered to be theworld’s biggest port terminal operator.

The Port of Barcelona visited anumber of fairs during the year, the mostimportant of which was the Fruitlogisticin Berlin. This is the third year in a rowthat the Port, represented by BarcelonaFruit Terminal and Terminal Port Nou, hasbeen to Berlin to provide commercialinformation on the port services andfacilities available and to give the pricesfor handling goods. It also provided anopportunity to meet the main operators- shipping companies such as Maersk,CSAV, Hamburg Süd, Libra and CostaContainer Lines - and get to know theirnew shipping lines and theircharacteristics in terms of cargo volumes,ports of call and transit times.

One of the Port’s main aims atFruitlogistic was to learn about theforecasts for the coming season from themain producers of bananas, melon andcitrus fruits. We also worked togetherwith the Argentinian institutions toprepare a corporate mission by the fruitsector to Barcelona.

Two important events in 2007 had abearing on the development of thegrowth of the coffee sector at the Port ofBarcelona. The first was the corporatemission to set the conditions forcertifying the port coffee warehousesrun by BIT and Molenbergnatie andobtaining certification as a port ofdelivery for the New York Stock Exchange,the ICE (formerly NYBOT). This actionshould pave the way for definitivecertification from mid-2008. The secondaction involved Coffee Day, held this yearin the city of Valencia. The entire coffeesector attended this traditional meet,involving debates on the latest trends inthe Spanish coffee sector and generalmeetings of the associations of thesector: ANCAFE, the Spanish CoffeeFederation, and the Spanish Associationof Coffee Roasters. During the generalmeeting of the Spanish CoffeeFederation, Barcelona was proposed asthe venue for the 2008 National andInternational Coffee Congress,specifically the Port of Barcelona.

The Port helped to organise and tookpart in the Reefer Logistics Conference,the most important Europeanconference for the stakeholders andoperators of the refrigerated productssector. Held in Barcelona and opened bythe president of the Port, this forum fordebate analysed the current situation ofthe sector and the constant developmentof its products.

Within the partnership actions withoperators and main customers, theCommercial and Marketing Departmentthis year received a total of 33commercial visits, explaining the newprojects to the visitors and advertisingthe services that the Port of Barcelonacan provide.

Barcelona Port Authority againparticipated in the two most importantfairs of the cruise sector. The first, anannual event not to be missed for anycruiser port, is the Seatrade CruiseConvention held in Miami in March, inwhich the Port of Barcelona participatedwith a stand in the Spanish Portspavilion. The second fair, Seatrade Europe,was held in Hamburg in September. Herethe Port attended as a visitor.

The Port Authority played an activerole in drawing up a study on the impactof cruisers on local economies. This work,led by the European Cruise Council,Euroyards, Cruise Europe and MedCruise,was presented in Brussels in February.The main aim is to convince theEuropean Commission and local statetourism bodies of the increasingimportance of the cruise industry in theregion’s tourist sector.

Two events in 2007 were particularlyrelevant for cruise traffic at the Port. Thefirst of these was the opening ofPalacruceros, the first dedicated cruiser

Man

agem

ent

29

terminal in Barcelona, on April 24th. Thisproject bears witness to the trust placedin the Port of Barcelona by the CarnivalGroup, one of the most important cruisergroups in the world. The second eventwas the arrival of the Disney Magic,which begins its service in theMediterranean. The fact that a verydemanding company like Disney choseBarcelona as its turnaround port isadded proof of the high quality offeredby our port.

Furthermore, as a member ofMedCruise, the Mediterranean cruiserports association, the Port took part inthe two general meetings held in Sochiand Almeria, and was a speaker at thefirst course on the cruise industry,organised by the association on boardthe Fantastic.

PORT ENLARGEMENT WORKSCOMMISSIONER

The complexity and scale of the Portenlargement works led in early 2007to the creation of the figure of thePort Enlargement Works Commissioner, who answers directly to the GeneralManagement of the Port Authorityof Barcelona, and is responsible forcoordinating the work on the wharvesin the municipality of El Prat de Llobregatand the South and East breakwaters.Below are the developments asconcerns the actions conducted underthe responsibility of the Commissionerthis year.

Prat Wharf On January 1st 2007 the Prat wharfsuffered damage that affectedapproximately one third of its length.

The first step to resolve this incident wasto set up a Committee of Experts and tohire an international expert to analysethe causes of the damage, analyse andvalidate the existing facilities, andpropose new actions. The appropriatereport was put before the ManagementBoard on June 30th.

The conclusions of the report led todrafting the Technical Conditions andinitiating administrative proceedings forjoint contracting, through an open andnegotiated procedure, preparing aproject for the building and repair worksto the aforementioned wharf. The workswere awarded by the ManagementBoard on November 28th and began onDecember 14th 2007.

The projects aim to complete theparts of the Prat wharf that were notaffected by the incident as quickly and assafely as possible. For this reason thenew planning envisages the staggereddelivery of the areas pledged to theconcession-holding company in order tominimise the negative impact of theaccident.

Furthermore, a study and analysisgroup was set up to find out more aboutthe natural terrain and the filling, tomeet the demands of the operations onthe Container Terminal on the Prat wharf.

The drafted projects and mostimportant works that were started onthe Prat Wharf during 2007 total EUR 23million. To these actions, specified in thetable below, we should add a furthereight small-budget works carried out toa total of EUR 900,000.

Before the works were awarded, thepresident of the Port Authority ofBarcelona presented the “Report on theCauses of the Prat wharf Accident” to the M

anag

emen

t

30

Man

agem

ent

MAIN ACTIONS ON THE PRAT WHARF – 2007 MILLION EUR

Treatment of the extrados (embankment), replacement of the filling and drainage layer. Prat Wharf Phase I (caissons 1 to 9)

3.7

Modification in the movement of preloaded materials. Phase 1 - Terminal Prat 4.0

Geotechnical surveys campaign on Prat wharf 2.7

Modification of the placing of geodrains on Prat wharf 2.4

Treatment of the extrados (gravel columns). Prat wharf. Phase 2(Only drafting of project in 2007)

2.3

Modified movement of pre-loaded materials (action 2). Terminal Prat (preloading Prat wharf. Phase 2)

2.1

Drainage layer on Prat Wharf terrace. Phase 2 1.5

Moving material from the extrados of Prat Wharf Phase 1 to precincts in the back area 1.5

Dumping quarry ballast for embankments or terraces in Prat Wharf Terminal 1.2

Supplying granular material from recycled building waste 0.9

Placing measuring instruments in the caissons of the Prat Wharf 0.7

Catalan Parliament in October. Also in2007, proceedings were initiated toassign responsibility for the Prat wharfcollapse in cooperation with theSecretariat General of Barcelona PortAuthority.

South seawall On December 31st 2007 the building ofStretches 1 and 2 of the South seawallwith a total length of 3,700 m wascompletely finalised. Stretch 1 is a slopingseawall 2,000 m long, with a mainmantle of 40-tonne parallelepipedconcrete blocks, and Stretch 2 is a verticalseawall 1,700 m long made up ofprefabricated concrete caissons.

In addition, the submerged part ofthe works of Stretch 3 of the Southseawall was also undertaken. Thiscomprises 1,100 metres of slopingseawall and a main mantle of 40-tonneparallelepiped concrete blocks and wasfully above the water level by the end ofthe year. The percentages ofadvancement of the different units ofthe works are as follows: 100% of priordredging, the 95% of quarry ballast,100% classified rip-rap, 50% of the

concrete for the blocks, 100% of theconcrete for the caissons and 98% of thereinforcement of the caissons completed.

East seawallThe East seawall is a sloping seawallwith a main mantle made of 50-Tnparallelepiped concrete blocks.

During 2007 work was completed onthe East seawall up to a height of +2along its entire length of 2,000 metres,and work began on the emerging wall.The work completed is therefore: 100% ofthe length of the emerging seawall,100% of prior dredging, 100% of the rip-rap, 95% of the concrete for blocks and93% of the quarry ballast.

Both seawalls are due for completionby the end of 2008.

31

1.3.

Man

agem

ent

Infr

astr

uctu

res

INFRASTRUCTURE WORKS

Approximately 129.1 million of the EUR186.8 million invested by the PortAuthority in 2007 was spent oninfrastructures. This figure is nearly 40%less than infrastructure investmentduring the previous year.

The projects that consumed the lion’sshare of this investment concern the newsheltering seawalls and the Prat wharf,which are the responsibility of theEnlargement Works Commissioner. Inaddition to these, however, other no lessimportant works were carried out tofacilitate port operations: preparingexisting areas to adapt them to newneeds, building new wharves andrebuilding existing ones, projects

concerning road and rail access to thePort and, finally, other one-off actionssuch as the environmental correctivemeasures. Below are some of the mostsignificant works begun or underwayduring 2007, except those concerningenlargement infrastructures, which aredealt with in the corresponding section.

Preparation of areas Two sets of works were undertakento prepare areas to meet the increaseddemand for cruiser traffic, and werecompleted during 2007.

The first of these actions involveddeveloping 1,300 metres of terraceon the Adossat wharf to provide thisarea for cruisers with better services and facilities.

32

Man

agem

ent

In addition to this, the work on thecomplementary development projectincluded building a new 100-metreshelter in the taxi waiting area onTerminal D and refurbishing the areabetween Terminals A and B.

New wharvesThe Port’s enlargement will lead to asignificant increase in piloting operations,with much more activity, as well as aphysical shift of these operations to thesouth. Taking into account these newcircumstances, the Port Authorityplanned a new location for the Pilots’Corporation at the north-eastern tip ofthe Inflammables Wharf.

This is the reason for the “Berthingwharf of the Pilots’ Corporation” projectwhich includes the works necessary tobuild a berthing wharf adjoined to thebreakwater protecting the Inflammableswharf. These works involved building abanked stone rockpile crowned between-3.50 and -5.00 that will serve as thefoundation for building the wharf andconstructing the berthing wharfconsisting of a solid concrete structurewith an emerging protecting wall on theouter face.

Refurbishing and maintenance ofexisting wharves Different works projects were carried outduring the year to refurbish and improveexisting wharves. The most significant ofthese were the completion of the“Sheetpile wharf in Alvarez de la Campawharf”, resulting from the need toimprove the berthing line to adapt it tothe new requirements of port operations.The works involved the building of 450 m.of sheetpile wharf, extending the currentstructure by 1.5 m., and the building of atrack for the Panamax crane along itsentire length.

Work also began on “Terrace fillingand pre-loading to consolidate theredevelopment of the Costa wharf”,comprising general filling up to a heightof +2 over the wharf created between theold line of the Costa wharf and the newone to form a terrace. This was done togain time by consolidating the filled areawith earth.

The mooring posts on the Adossatwharf have lost part of their resistance topull due to rusting of their heads. In anycase, this resistance is fairly small (50Tn)for the type of vessels currently using thiswharf. This led to the project called“Strengthening of the berthing systemon Adossat wharf” - replacing the

mooring posts and their deadmananchors with others with a greater pullcapacity (150Tn and 100Tn according tothe areas involved).

The reorganisation of the port’scontainer terminals made it necessary to build a new 600-metre extension tothe Adossat wharf and extend andenlarge the South wharf areas. BarcelonaPort Authority decided to carry out ageotechnical survey, necessary fordrawing up the different projects andcorrectly scaling the foundations for thecontaining works (wharves) and ensuringthe stability of the filling materials. The “Geotechnical surveys campaign onAdossat wharf and extension of Southwharf” consisted basically of anexhaustive survey of the geotechnicalcharacteristics of the subsoil on theAdossat and South wharves to plan thenew wharves, and the facilities for thefuture synthesis shipyard.

Road and rail accessesFour actions related to road and railaccesses to the Port were undertaken,some of which had been started theprevious year.

In 2007 work was completed on“Fitting out of the lorry parking area”,involving new land accesses into theenlargement area of the Port ofBarcelona. The new road system involvesbuilding a branch off the Cinturón Litoralring road and running along the leftbank of the river Llobregat to connectthe ZAL and the south area of the Port.The additional traffic expected as aresult led to the building of a provisionallorry park in this area. The work involvedfitting out an area of approximatelyseven hectares at the end of the oldcourse of the river Llobregat.

33

Man

agem

ent

Work was also completed on the “Lanedoubling on “3” Street” project. This wasone of the actions linked to the openingup of the new course of the RiverLlobregat and involved doubling the laneson “3” Street of the Tax Free Area IndustrialEstate to allow access to the Port from theRonda Litoral ring road. “3” Street hastherefore been turned into a two-wayroad, increasing its width to six lanes,three in each direction, except for thestretch between the ring road and theroundabout intersecting with “E” Street,which still has two lanes in each direction.

Work was completed on the “Rail loopin the former TIR area”, involving buildinga line 1,100 metres long, of which 960metres correspond to track resting onconcrete, and the rest on ballast. This is adouble gauge (RENFE and European) linewith VIC-54 type tracks.

Finally, we carried out the“Enlargement of the rail terminal onPrincep d’Espanya and developing thehard shoulder on Stretch 6”, involvingthree linear actions in the area behind thePrincep d’Espanya wharf: the installationof a new 800-metre stretch of mixed railline; adapting an auxiliary road adjacentto a stretch of the current railway trackrequired for correct vehicle loading andunloading operations and finally, thebuilding of a 700-metre lane for vehiclesqueuing along Stretch 6 between theDAMEX roundabout and Gate 29.

One-off actionsOne of the conditions laid down in theEnvironmental Impact Declaration of thePort of Barcelona’s Master Plan was tocreate a beach along the right bank ofthe new mouth of the River Llobregat bydumping a total of 3,500,000 m3 of sandthere. The inside part of the new beach,in the area between the point where the

breakwater starts and the high waterembankment on the right bank of thenew mouth of the River Llobregat hasbeen planned as a wet area to make upfor the loss of La Podrida lagoon. Thepreparation of the “Coastal correctivemeasures phase 3 D (creation of a wetarea)” project took into account theplanning of wet areas that appear in themodified project to divert the RiverLlobregat. It also incorporated themeasures necessary to guarantee theconservation of the natural and artificialecosystems of the river’s flood plain.

The corresponding works, which arecurrently underway, involve creating awet area on the new beach generated bythe Port of Barcelona, which are also partof the coastal corrective measures. Theground area is triangular and will stretch1700 metres along the coastline coveringan area of 50 Ha. The area will belandscaped using micro-topography insuch a way as to create dune and lagoonsystems, drainage channels and plantingof grasses, bushes and trees to recreatedifferent communities planned accordingto the hydrological characteristics of thesubstrate of each area.

The Environmental Impact Declarationon the Port of Barcelona’s Master Planguarantees that sand will periodically bedumped there to mitigate the erosionthat will occur in the stretch of coast tothe south of the run-off from La Ricardalagoon. To do this, a project was carriedout called “Dumping sand onto the beachsouth of the Llobregat (1st load)”,consisting of dumping 480,000 m ofsand dredged from near the Port Ginestaseawall, later dumped along a stretch ofcoast in the municipality of El Prat deLlobregat (Barcelona), south of theseawall on the right bank of the divertedRiver Llobregat.

34

1.4.O

pera

tion

and

plan

ning

M

anag

emen

t

INDUSTRIAL SAFETYAND ENVIRONMENT

Industrial Safety Classified goods continued their upwardtrend in 2007, accounting for 23% oftotal port traffic: containerised dangerousgoods traffic increased by 17% to a totalvolume of 959,227 tonnes, while10,476,470 tonnes of bulk dangerousgoods were handled altogether, up 3% on the previous year. 95% of the92,205 authorisations for the admissionof dangerous goods were processedelectronically, via EDI.

The most important activities underthe cooperation agreement betweenBarcelona City Council and Barcelona PortAuthority for exercising the respectivecompetences in the field of civilprotection, fire prevention and firefighting and rescue, involved investments.Two heavy water tender units werepurchased to replace the old B-405 and B-406 units which had nonethelessprovided very good service in fireprevention. The new fire fighting unitsare more powerful and incorporate a5,000 litre water tank with a high-capacity pump and a CAFS POWER FOAMPRO I high-pressure foam technologicalsystem. This system consumes less waterand foam, allowing greater autonomyand fire fighting capacity, as the hosesweigh less and fires can be put out morequickly. The units also incorporate the

necessary equipment for initial action inthe event of chemical hazards and rescue,and were provided with level-three NBC(nuclear, biological and chemical)personal protection equipment to copewith the most difficult of situations. The vehicles and their equipment havetherefore become a highly efficientinstrument able to provide an overallresponse for the Port of Barcelona.

As for specific training for firemen,four editions of the on-board fire fightingcourse have been held at the JovellanosIntegrated Maritime Safety Centre inGijón, involving 63 firemen and units.

During this period, a series of jointexercises and drills were carried out withthe different companies covered by thePort’s major accidents regulations, withthe support of the Mutual AssistanceAgreement. Two general drills foractivating the Port of Barcelona’s InternalEmergency Plan were held in two verydifferent scenarios: In April there was asimulated fire and explosion in thegarage of the World Trade Center’s southbuilding and in November there wasanother drill simulating a liquid naturalgas leak at the Enagas plant. Bothexercises involved different members ofthe action groups envisaged in theInternal Emergency Plan (PEI).

Road cleaning, waste and gardensA total of 9,340 man hours went intocleaning the roads in the common and

35

Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec

140

120

100

80

60

40

20

0

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

WeightVolume

Volume (m3)Weight (Kg)

WATER CLEANING IN 2007

Man

agem

ent

free areas of the port precinct. 3,372 ofthese corresponded to mechanised tasks.The volume of waste generated by barsand restaurants and the facilities andactivities of the Port Authority reached2,475 tonnes of solid urban waste (SUW),very close to the amount collected in2006, since we must add the 125 tonnesfrom the fine cleaning of the solid bulkmaterials on the public wharf, which isseparate from general waste collection.To all of this we should add the selectivecollection of non-special waste (paper,glass, scrap metal, wood...) and specialwaste (batteries, fluorescent tubes ...)which represented 486.06 and 40.86tonnes respectively.

More than 90% of the 73 actionscausing the interruption of ordinary roadcleaning activities corresponded torequests from the Port Police to use thecleaning equipment and vehicles to clearup after road accidents or cargo that hadfallen from trucks on roads or terraces.

Works in the garden areas of the portprecinct generated 20,340 kg of organicwaste, managed as compost, to whichwe should add 12,480 kg from theelimination of Ice Plant (Carpobrotusedulis) in certain areas of the port. In thegardens sector, we began a campaign todetect a pest called the red palm weevil(Rhynchophorus ferrugineus), which sofar has been unsuccessful.

Air qualityThe summer of 2007 was a crucialmoment for monitoring atmosphericpollution in the Port of Barcelona. TheCatalan government (the Generalitat)passed Decree 152/2007 on the actionplan to improve air quality in themunicipalities declared as special airatmospheric protection areas fornitrogen oxides and suspended particleswith a diameter of less than 10 microns.

This Action Plan sets out 73 measures toreduce emissions of these twopollutants and covers prevention,transport, industry, energy, the domesticsector and awareness-raising actions.The specific measures affecting the Portof Barcelona, including special protectionarea 1, are as follows: environmentalrequirements for P+ container transportvehicles; fostering rail cargo transport;early renewal of the fleet of tugs andother internal services; electrical supplyto vessels from the wharf side duringberthing; changing the system of portcharges to introduce discounts foratmospheric emissions; improvements inthe handling of dusty bulk products;renewing the auxiliary cargo andunloading machinery at the terminals;and an emissions reduction strategy forthe port precinct.

Likewise, the weather and air qualitymonitoring network was extended witha new automatic weather station locatedon the Contradic wharf to monitor solidbulk operations.

Moves to combat sea pollutionIn 2007, the water cleaning service,comprising three external and twoBarcelona Port Authority vessels,collected 152.8 tonnes of floating waste -830 m3 in total - from the water area. An average of 196 kg was removed everyday, 38% of which were plastics.

In parallel to this there were 59 oilspill incidents, more than half of whichcorrespond to gasoil, for which 605 metres of absorbent barriers wereused. In most cases, the response was tooxygenate the water area and on 18 occasions the oil was sucked up intotanks. In total 13,575 kg of free phasehydrocarbons were collected and treatedas waste.

36

Man

agem

ent

OPERATIONAL SECURITY

Port Police2007 marked the consolidation anddevelopment of protection actions at thePort of Barcelona. Clear evidence of thiswas our successfully passing a series ofsecurity audits: in October, EU inspectorsgave us a positive rating after assessingthe conditions of port protectionimplemented in the facilities at BarcelonaPort Authority, the Control Centre andcertain terminals. Also in October,inspectors from the US Coast Guardaudited the port facilities, and during thecourse of the year different cruisecompanies and governments alsoassessed our security standards. The PortPolice Quality Plan also underwent anaudit in December.

Among the most important events of2007 were the signing of the cooperationagreement between Barcelona CityCouncil and Barcelona Port Authority inthe field of citizen mobility andconviviality in the Port Vell, andpreparation for the application of RoyalDecree 1617/2007 (transposing EUDirective 725/2004) on enhancingprotection in ports, to prepare for its fullimplementation over 2008.

In the police area, the same strategywas maintained for citizen securityactions and, in administrative terms, forsanctions and seizures for crimes againstintellectual property and peddling ofgoods in the Port Vell area. As usual, morepeople were hired to work over thesummer to guarantee the necessaryservices for the increased number ofusers in the public area and the cruiserterminals.

The Port Police increased their trafficchecks and controls to avoid certainillegal behaviour, putting specialemphasis on the guidelines of the

Catalan Traffic Service and the actionslaid down in the Catalan Road SafetyPlan, carrying out campaigns to combatdrink-driving and checking on the use ofseatbelts and other systems of protectionsuch as crash helmets. Other importantactivities carried out involved providingsupport to guarantee the plans in theport service operations of the OperationsDepartment, in emergency situations,incidents caused by transport strikes,queues to enter the terminals, vehicledriving, etc.

A total of thirty-two new agentsjoined the Port Police after completingand passing the basic training course atthe Catalan Public Safety Institute inNovember and December. At BarcelonaPort Authority, training courses weregiven on type-approval of officialdocuments of the Port Police Force,achieving standardised workingprocedures (PNT), digital tachograph,prevention of occupational risks,implementing Proatrans, and self-defence.

Plastic38%

Wood23%

Organic14%

Other25%

Gasoil Usedoils

Hydraulicoils

Vegetableoil

Bilgewaters

Soot Fueloil

Other

0

31

8

43

5

3

5

40

30

20

10

0

HYDROCARBON POLLUTION 2007 (No. of actions)FLOATING WASTE COLLECTED IN 2007

37

1.5.

Stra

tegy

and

dev

elop

men

tM

anag

emen

t

DEVELOPMENT OF THE PORTNETWORK

In 2007 Barcelona Port Authoritycontinued to roll out its growth strategybased on extending port services andnetworked logistics. The network meansall the centres of service (port terminals,logistics areas, inland goods terminals,intermodal terminals, depots...) located inthe Port’s strategic hinterland - theIberian Peninsula, the south of France, therest of Europe and North Africa - andclosely linked to the Port throughmultimodal transport corridors.

Over the last few years, in addition tofulfilling its role as a landlord port,Barcelona Port Authority has beeninnovative in pioneering the managementof the port domain and promoting projectsinvolving private initiative. The LogisticsActivities Area, the Quality Plan, the PortICdocumentary exchange and e-commerceplatform, private infrastructure financingand the Strategic Plan are just a fewexamples of actions to foster port businessand contribute to improving thecompetitiveness of customers.

As it develops the port’s network,Barcelona Port Authority acts as apromoter, infrastructure builder orprovider of new services, as appropriate.Its participation is subsidiary to privateinitiative, which commits to specificbusinesses and is responsible formarketing and providing the services.

The Zaragoza goods terminalThe Zaragoza goods terminal (tmZ) offerslogistics and transport services with adifference, responding to many variedrequirements, and helps to solveproblems in supplying and distributingproducts for import and export. It worksas a neutral operator, allowing any freightagent or professional using maritimetransport to plan, organise and monitorall the movements of their goods as theypass through the Port of Barcelona. Thelogistics activity is split between twooperators, one of which manages the6,000 m2 of logistics warehouses locatednext to the rail unit and the othermanages the container depot with therail terminal.

2007 heralded the start of rail activityin Zaragoza. After financing was providedto build the tmZ container rail terminal, a

38

Man

agem

ent

corridor has now been established fortransport between the Port, thenorthwest and the centre of thepeninsula, as well as making the most ofsynergies between these areas.

The number of movements in thecontainer depot, the most outstandingindicator for measuring the tmZ’sactivity, totalled 25,782 TEU this year(including train and lorry), with 52 trains(26 incoming and 26 outgoing) providing2,287 TEU. The rail service began on June 13, but had to reduce thefrequency of trains as priority was givento long-distance trains followingproblems in Barcelona’s local rail service.The rail terminal provides the tmZlogistics platform with more accessibilityand dynamism for the entry and exit ofgoods.

The Toulouse goods terminalThe results of CILSA’s involvement in themanagement of the Toulouse goodsterminal (tmT) started to show in 2007with the obtaining of a licence to buildnew logistics premises, which it is hopedwill be available in 2009. A service wasalso set up in 2007 to provide directinformation to facilitate access to portservices.

The Port of Barcelona has understoodthat access to the more powerful andbalanced markets of France – Rhône-Alpes (Lyon) and Aquitaine, as well asParis - requires a prior presence in thesouth of the country in two especiallyadvantageous locations: Toulouse andPerpignan. Furthermore, access to thecentre of Europe is only possible with aconsiderable presence in the Rhône-Alpesregion. For the Port of Barcelona to gain afoothold in France, its “product” mustnecessarily offer specific services, whichthe operators of the Port of Barcelonamake available to the operators andfreight agents of the French market, aswell as a new offer of infrastructures(port terminals, ZAL and rail terminals)located close to these users in key pointsof the country.

The projects already carried out are asfollows: • 20 Ha of land is being developed in the

Midi-Pyrenees Region (Toulouse) in theEurocentre, with a ZAL comprising80,000 m2 of industrial units to let andoffering rail access.

• In the Languedoc-Roussillon regionthere is an agreement to develop a 30-Ha ZAL in Perpignan, and a proposal totake a stake in the public company forrunning the new rail terminal.

• In the Rhône-Alpes region (Lyon) threesites have been identified that wouldsuit the Port’s needs.

The fact that the Port of Barcelona isalready present in Perpignan andToulouse means that it can offer a “French Port” and help to send trainsinto Europe with equivalent, andtherefore affordable, management andtransport costs.

Azuqueca de Henares dry docksThe Azuqueca de Henares dry docks,which is one of the Port of Barcelona’sprojects to enhance its access to thecentral Spain market, is very well situatedfrom a logistics point of view. It acts as arail terminal operator, with a customsclearance warehouse and anotherwarehouse which trains can enter forinternal rail operations. Apart fromconducting the typical consolidation anddeconsolidation operations inherent toits activity, the dry dock also studies,develops, installs, markets, manages andoperates rail terminals.

The Port of Barcelona’s participation inthe management of this dry dock ismanifested by CILSA and Barcelona PortAuthority’s representation in theManagement Board. The service providestrains with the Port of Barcelona, mainlycarrying containers for receivers in the“Henares corridor”, which in 2007represented traffic of 17,973 TEU. Theservice started in 2006 and transported2,793 TEU.

Madrid-Coslada dry dockThe Madrid-Coslada dry dock was set upto contribute to the growth in traffic ofthe ports of general interest (such asBarcelona) taking part in the project bydeveloping logistics initiatives and

39

Man

agem

ent

providing intermodal areas andinfrastructures to foster rail transportbetween these ports and themetropolitan area of Madrid.

Traffic between Madrid-Coslada andthe Port of Barcelona this year stood at52,762.5 TEU compared to 43,083 TEUhandled the previous year.

Multimodal corridors - the railsolution With multimodal transport corridors,which cover infrastructures and services,the Port Authority focused its actions inthe rail area. This was partly to ensure agood rail connection with Europe and therest of Spain, and partly to present acompetitive rail offer in the peninsula’stwo priority routes – the Ebro andBarcelona – Madrid land corridors.

At the end of 2007, the SpanishMinistry of Public Works predicted delaysin completing the rail connectionbetween Barcelona and the French borderwith the new high speed line, planned for2009. Under its Rail and Road Access Plan,the Port of Barcelona was counting onusing this European gauge mixed use linefor passengers and cargo to make it morecompetitive on the European markets.

Faced with this delay, Barcelona PortAuthority and the Catalan government,(Generalitat), proposed a temporarysolution to speed up the availability ofthe connection for 2010 by building athird line along the existing Iberiangauge track between Gerona andFigueras with its correspondingconnections to the European gauge linethat has already been built. This plan,now accepted by the Ministry of PublicWorks with work already underway, willallow the Port of Barcelona to use theEuropean gauge line up to Figueras andcontinue through the new cross-border

tunnel or along the current line throughPortbou, both of which run to Perpignan.When this happens, it is hoped that theFrench government will have resolved thecurrent rail congestion problemsbetween Perpignan, Montpellier andNimes.

Likewise, it is well-known that in themedium and long term, mixed use in thishigh speed line from the Port to theFrench border will not offer sufficientcapacity to channel the envisagedvolumes of traffic, due both to the usesmade of the line and the characteristicsof the track. Barcelona Port Authority’sproposal, covered in the CatalanTransport Infrastructures Plan, is to createan exclusive European gauge goods lineby adding another track to the currentdouble Iberian gauge one, which wouldrun between Mollet and Sant Celoni,whilst one of the two existing lines tothe north of Sant Celoni should beconverted to European gauge.

The future of the rail operationinvolves progressive specialisation of theinfrastructure to adapt to the services itprovides in order to popularise andspread this type of solution. To achievethis goal, the Port Authority is playing anactive role in the FERRMED association,which seeks to promote the Europeancargo rail axis (Western Mediterranean -Rhône-Rhine - Scandinavia) fromAlgeciras to Stockholm. FERRMED’sactivity in 2007 focused on starting atechnical, socioeconomic and supply anddemand study for the entire area ofinfluence of this axis. The study’sconclusions should serve to include thismajor axis as a priority project in theforthcoming review of the EuropeanCommission’s European transport policy.

Improving rail connectivity with therest of the Peninsula was another of thePort Authority’s priorities in 2007. A studywas commissioned in tandem withCEDINSA, a company led by FCC and theCaixa de Catalunya savings bank, on theactions needed to bring composite 750-metre goods trains into the Barcelona-Madrid route, from Can Tunis railterminal to the Azuqueca de Henares drydocks. This Iberian gauge line currentlyonly allows trains with a maximumlength of 450 metres, shorter than thosein the rest of Europe, and less competitivethan the road alternative in terms of theamount of goods that can betransported. This is due to the length ofthe sidings used by freight trains to allowpassenger trains to pass by. This is whyone of the measures requested in the

study is to adapt the sidings in thiscorridor.

All these improvements in theinfrastructure are necessary, but they arenot sufficient. Services must be organisedand promoted in the hinterland for themto become truly useful. The Port Authorityhas been active in the Barcelona-Madridcorridor by promoting business andfacilitating the creation of new railservices to be provided by the twocontainer terminals, TERCAT and TCB,between Barcelona and the Azuqueca deHenares dry docks. This facilitating role bythe Port Authority led to the signing ofan agreement between the two portoperators and RENFE Operadora, underwhich the terminals undertook topurchase and provide certain trainsregardless of the volume of cargohandled.

The tmZ will be able to work as anintermediate terminal in this corridor,which will increase its efficiency, sinceoperators will be able to use it to filltrains, locate empty containers, and so on.The new service commitment and thesupport of tmZ facilities will provide areliable and competitive offer as a viablealternative to the road in the Ebrocorridors and those with Madrid, whichare fundamental for enlarging the Port ofBarcelona’s hinterland.

The strategic focus of the port’snetwork is the Port Authority’s answer tomarket demands and a way of movingforward to achieve the strategic aim ofturning the Port into a large distribution,concentration and logistics centre forMediterranean cargo. The foreland(priority external markets) are also amajor element in this vision, which iswhy the Port Authority has continued todevelop international projects andstrategic alliances with ports in LatinAmerica, the Mediterranean and the FarEast.

Training in Port ManagementTraining in Port Management is one ofthe tools used to establish andstrengthen links with ports in thestrategic foreland and find possiblechannels for cooperation. In 2007 the Portof Barcelona carried out three trainingactions of this type.

A course was held in May forInternational Trade and Transportstudents from the Arab Academy ofScience and Technology from Alexandria(Egypt) with the participation and thefinancial cooperation of the EuropeanInstitute of the Mediterranean (IEMED).

40

This course has been held each year since1997, and in 2007 it was attended by 32students and 6 lecturers from such placesas Ethiopia, Kenya, South Africa, Sudan,Tanzania and Uganda. In November, thePort Management Seminar for expertsand managers of Latin American portsbrought together 25 participants fromcountries such as Argentina, Venezuelaand Mexico. The third training event wasthe seminar for experts from the port ofThessaloniki (Greece) held in Decemberand attended by 33 people, whichemerged as a result of the cooperationagreement signed with the Inter-BalkanInstitute of Public Administration.

In addition to this, the Port ofBarcelona sponsors the Logistics Chair ofthe China Europe International BusinessSchool (CEIBS) in Shanghai, considered tobe China’s top business school and one ofthe top 11 worldwide. The Port’sinvolvement aims to foster studiesrelated to management, working andinnovative practices in the supply chain(supply chain management) in tradeflows between Asia and Europe, bearingin mind that 60% of such trade isgenerated with China and that the Asianmarkets make up Barcelona’ mainforeland.

Presence in internationalorganisationsA large part of the Port’s internationalstrategy involves its active role in themost important world organisationsdedicated to promoting measures andprojects to speed up and facilitate theexchange of goods, encouraging fasterand more flexible international trade andmaking the most of the newtechnologies.

In this connection, the Port hascontinued to hold the chairmanship ofthe Committee on Trade Facilitation andPort Community Systems within theInternational Organisation of Ports and

Harbors (IAPH), and the participation onbehalf of the IAPH at the World CustomsOrganisation. It also plays an active rolein the United Nations Centre for TradeFacilitation and Electronic Business(UN/CEFACT) as the IAPH representative,and participates in the European SeaPorts Organisation (ESPO).

Among the many international eventsof the port and logistics sector in whichthe Port of Barcelona participated in2007, we could highlight its participationat TOC Asia 2007, representing theINTERMED Association, which groupstogether the ports of Barcelona,Marseilles and Genoa.

BUSINESS DEVELOPMENTDEPARTMENTThe Business Development Department(DDN) acts as an interlocutor with thePort of Barcelona’s users and customersin dealings with the Port and LogisticsCommunity, looking after customer care,information management, promotionand dissemination, and organisingtraining courses. All of these activities arestructured into programmes, projects andservices that ultimately aim to combinethe sustainable, responsible andrespectful growth of port business withthe interests of the companies involved.

Improvement processesThe Customer Care Service (SAC) receives,handles and responds to requests,queries, suggestions, complaints andclaims from port users, channelling theseneeds to the rest of the sector andproviding added value to the goodspassing through the port. The SACanalyses and manages the individual andcollective information it receives throughthis channel and attempts to detect theweaknesses in each operation andservice, as well as those of the sector ingeneral, to send it on to the appropriate

forums. It then also monitors theapplication of the necessary measures tokeep the level of user and operatordissatisfaction to a minimum, correct itscauses and help the service to bereadapted.

The SAC registered a total of 323 callsin 2007 compared to 349 the previousyear, of which 156 were complaints and167 were queries. The most frequent typeof query concerned tariff items (74), andthe most frequent complaints related toinspections of goods (59). Imports andexports were the sector of activityreceiving the most queries (91).

The DDN maintained its commitmentto helping the Port of Barcelona’scustomers and users to achieve thehighest level of professionalism andspecialisation, offering coursesincreasingly tailored to their needs withinthe Formar project. This proved to be theright choice, as the students awarded 4.4out of 5 for the training provided in 2007.The most popular course concerneddocumentary credit and the UCP600,with a total attendance of 400professionals in four sessions. This wasorganised in tandem with the Bank ofSabadell, and the main aim was topresent the new rules and uses fordocumentary credits that came into forceon 1 July 2007.

Short Sea ShippingSince it began its activities in September2006, a total of 804 students of 33different nationalities have attended thecourses given by the European School ofShort Sea Shipping, which offers threedifferent types of courses: GLOSS,AVTORITAS and NUMINA. The classeswere given in English, French, Spanishand Catalan.

A total of 9 GLOSS courses have beenorganised, attended by 539 participants.In answer to a request from the ports

Man

agem

ent

41

Man

agem

ent

and promotion centres for short seashipping, specific editions were held ongiven areas - Cartagena or Castellón andtheir respective hinterlands - or on aparticular country such as Portugal.Courses were also organised on a singletopic for members of professional groupsin the maritime business, such as WestMos and Medcruise. The AVTORITAS andNUMINA courses were attended by 14training centres from Spain and France.There were 5 courses all in all, involving265 participants.

Land transportThe DDN set up the Mercuri Project in2007 in co-operation with the TransportUsers’ Board to improve the quality ofroad transport among freight agents andport facilities. This project is based on ananalysis of the current situation to defineand foster alternatives in managing roadtransport linked to the Port of Barcelonaby improving accessibility and portservices.

The five areas of improvement onwhich the Mercuri Project focused were:reducing congestion in road accesses;increasing haulier rotation; reducingbottlenecks in container reception;improving the quality of the logisticsservice offered to freight agents, andcontaining transport costs.

The Road Transport Forum (FTT), setup to debate issues related to theProatrans project and involvingrepresentatives from the Port andLogistics Community, continued to holdits meetings as scheduled. Thesemeetings involve discussions on issuesfor improvement within the Port ofBarcelona’s land goods transport sectorand this year led to the organisation oftwo new projects: the development of aquality plan for transport services andthe development of a new set ofenvironmental rules to regulate NoX

emissions into the port environment. Another project which is still very

much alive within the Proatransframework and is constantly movingforward is the Transformar training plan,linked to the FTT as the body fosteringthe modernisation of the sector and itsadvance towards a new model oftransport. Transformar is supported bythe ALTC and TRANSCONT associations ofthe Directorate General of Ports andTransport of the Catalan Government(Generalitat) and Barcelona PortAuthority. The Port of Barcelona’s Masters’in Land Transport Company Managementhas been designed as part of this trainingplan and is aimed at businessmen fromthe container transport sector. The courseinvolves experts in logistics and trainingfrom the APB and ICIL Foundation. Othercourses organised during 2007 were onobtaining and renewing the ADR andworking with the digital tachograph.

The project was publicised in numbers4 and 5 of the Proatrans magazine,containing ongoing information on allthe projects mentioned and the specificadvantages and requirements for eachone. This magazine is aimed at allcompanies and drivers registered in theSICTT, and groups related to the project.

Dissemination and promotionThe DDN has two main ways ofpublicising its activities - the CCLINKelectronic newsletter and the website.CCLINK, which had its fourth anniversaryin 2007, is especially aimed at receiversand shippers of goods and individualsand/or companies that have dealingswith the Port of Barcelona. The mainissues covered in the last few editionswere Madrid and the centre area andtheir relationship with the Port ofBarcelona; China’s growing economicempire; the international coffee trade,and dangerous goods.

The DDN has worked together withother departments on the design andcontents of Barcelona Port Authority’snew web site. An in-depth market studyand suggestions and comments fromusers led to a more accessible andfunctional presentation of contents toprovide easier access to the informationrelated to the Port Authority and to thePort of Barcelona in general.

42

1.6.

INTERMODAL LOGISTICS CENTRE(CILSA)

In 2007 CILSA, the company thatmanages the Port of Barcelona’s LogisticsActivities Area (ZAL), continued to developthe 143 hectares of its enlargement areain el Prat de Llobregat. Seventeen clientshave already set up in the ZAL Prat, and52% of the units have been let. 30% ofthe rest of the area - either underconstruction or negotiation - has beenreserved and only 18% is still available.Phase two of the ZAL will be completedat the same time as the Port ofBarcelona’s new container terminalcomes on stream.

2007 saw the successful completion ofthe work on the ZAL Prat, and all thatremains to be built in 2008 is a road. Threeindustrial units were built and delivered,with three more units due for deliveryduring the first few months of 2008.

The ZAL was built to help the Port ofBarcelona to grow into the firstEuromediterranean logistics hub. Thefoundations for its success are itsstrategic location - allowing goods to bedistributed efficiently to the markets ofthe Iberian Peninsula, the south of France,Italy, and North Africa -, and a flexibleoffer of high-quality buildings. Thismessage has got through to the ZAL’scustomers, which are well-establishednational and international companies,45.65% of which are dedicated to logistics

services, 28.26% are logistics operators,18.48% are freight forwarders, 5.43% aredistributors and 2.12% are importers andexporters. The annual activity of all thesecompanies represents a movement oftwo and half million tonnes of goods,35% of which begin or end at sea.

In addition, the range of services theZAL offers to its resident companiesranges from around-the-clock surveillance,state-of-the-art information technologies(ICT), the Simphonie childcare centre, asports area and the Service Center officebuilding, offering a wide range ofcomplementary services: a shoppingcentre, restaurants, training and meetingscentre, among others. In addition, the ZALgenerates packages of specific services forits different types of customers.

CILSA aims to generate synergiesamong the different operators andachieve economies of scale by managingdifferent common services. CILSA’sprojects are based on sustainability andtherefore come under Corporate SocialResponsibility (CSR).

ILI Logística InternacionalILI International Logistics (ILI LogísticaInternacional) works in the dual areas oftraining and consultancy. In addition tothe usual activities such as conductingstudies in the field of logistics, ILI’sconsultancy activities in 2007 focused onthree main areas. Firstly, it consolidatedand boosted the strategy begun in 2006M

anag

emen

t

Stak

ehol

der c

ompa

nies

43

Man

agem

ent

to play an active role in the projectsbeyond the initial strategic and viabilitystudies. In this connection, the ILI hasbegun to work in Colombia, providingadvice to a group of private businessmento help them to set up a logistics area.This essentially involves support indeveloping and managing the project. InChina it continued to take part in thenegotiations for an agreement to managea logistics platform in Nanjing.

Secondly, the ILI continued to providesupport to CILSA’s international expansionstrategy into Morocco, with the conclusionof studies begun in 2006 on Casablancaand Tangermed; and in the south of France,with the beginning of studies on new sitesin the Languedoc-Roussillon region.

The third field of action concerns theILI’s entry into a European consortiumwith French, Italian and Greek partners toconduct a study for developing strategicand operative instruments to fosterintermodal transport in the WesternMediterranean area. This project, knownas MEDIGATE, will not only generatespecific recommendations, but also aimsto validate and compare them in a pilotstudy to be designed for this purpose. Inaddition, specific promotion and trainingtools will be designed to help facilitatethe dissemination of the results todifferent groups at different levels.

The ILI has been very active in thetraining field, with the support or co-operation of different bodies andorganisations, running courses ontransport and logistics management,subsidised by the Catalan Government’sDepartment for Territorial Policy andPublic Works; a total of 19 courses given inthe premises of the Chamber of

Commerce of Barcelona in stocks andinventory management, purchases,warehouses and production; a newedition of the ILI-UAO-Anahuac del SurMasters, with a module taught inBarcelona; two editions (January andSeptember 2007) of the ILI-UAO Mastersin logistics and international trade, andthe second edition of the ILI-UAO-InstitutBalmes (Gerona) Integrated Masters inInternational Logistics.

Agreements and shared projects: TheILI became a partner and sponsor of theEuropean School of Short Sea Shipping,allowing the ILI’s Masters programmestudents to take part in courses of theEuropean School of Short Sea Shipping.Cooperation agreements were signedwith the On-line Masters in Logisticsprovided by ECA Formació and with ILI-UAO-Anahuac del Sur for the recognitionof qualifications. The ILI provided trainingand gave talks in Uruguay, Argentina, theDominican Republic, Ecuador, and in thecities of Lima, Barcelona, Madrid, Oviedo,Gerona and Manresa, attended by morethan 1,500 students.

CARES Foundation The Cares Foundation (High-PerformanceCompany and Social Centres) is a body setup to help disabled persons and those at arisk of exclusion to enter the labour market,and provides services that are mainly oflogistical support to other companies. Thepatrons of the foundation are CILSA (acompany in which the APB is astakeholder), CTC Ingeniería Dedicada,ADES (Association for the Development ofthe Social Economy), Prosegur and Concatel.

The enlargement works of the facilitiesin the ZAL BCN, covering a total area of

44

Man

agem

ent

3,200 m2 were completed in 2007. Bothinside and outside the ZAL, Caresmanaged 12,000 m2 of facilities andgenerated 5.2 million EUR, 14.8% morethan the previous year, with a surplus of137,000 EUR, according to provisionalfigures pending closure.

The Foundation ended the financialyear providing 143 jobs (137 on average,representing a growth of 11%) and 7 in theinsertion company called Codec, whichdepends on CARES. Among the staff withdisabilities, 53% are mentally challenged,17% suffer a mental illness, 24% with aphysical disability and 6% with a sensorialdisability.

Activities conducted: New packagingand assembly projects have come onstream. This year the main activitiesconcerned logistical support such aswarehousing, packaging handling andinverse logistics, as well as productionsupport, which is the case in thepackaging sector. Promotion: Cares wasagain present at the SIL along with theAPB and CILSA, and has set up a newimproved web sitewww.fundacioncares.com. Furthermore, a market study was carried out in 2007 to focus on the foundation’s new activitygoals.

The following management trainingcourses were organised: Managementand Involvement in Social Services,Guardianship, Postgraduate Course inIndustrial Hygiene, Decree onImprovement of Growth andEmployment, Absenteeism, MTM-2(Methods and Time), Investigation ofAccidents and Risk Notifications, FireFighting awareness course (drills), RiskPrevention, Office Applications, and WebPortal. Operatives were offered courses ontrailers, food handlers, the electric pallettruck, multifunctionality at the workplaceand emergency measures.

Social actions: The foundationorganised talks on leisure and sport forparents. The foundation consolidated theCares Foundation Sports Club with theindoor football team, with eleven playersin the Catalan League, 2nd division, groupB, of the Acell (Catalan Sports Federationfor the Mentally challenged). It hasbrought out a quarterly internalmagazine and has helped to develop theFair Logistics Foundation (FundacióLogística Justa) and the trust of FUSEAT, abody that takes care of mentallychallenged people without parents.

Fair Logistics FoundationThe purpose of the Fundació Logística

Justa (Fair Logistics Foundation) is topromote international cooperation for thedevelopment and financial enhancementof fair trade and the social economy byoptimising logistics processes to fosterthe development and sustainability of theproducers of communities in less-favoured countries.

This led to the idea of fostering accessof fair trade and social economy productsfrom less-favoured countries onto theSpanish and EU market, optimising thevalue chain; facilitating the shipment ofwestern market surplus to countries in themost need; supporting international tradeand humanitarian aid organisations to helpthem to improve their logisticsmanagement and build up their immediatereaction capacity in the face ofhumanitarian or natural disasters, andraising awareness in the businesscommunity, especially within the logisticsand port areas, of the need to implementcorporate social responsibility (CSR) policies.

The Trust of the Fair LogisticsFoundation comprises the GlobalHumanitaria organisation, the CaresFoundation, CTC Ingeniería Dedicada, ADESAssociation for the Development of the

45

Man

agem

ent

Social Economy, the Seur Foundation andSEMG Solidària Foundation. The Port ofBarcelona has had a cooperationagreement with Fair Logistics ever since itbegan.

International cooperation andtradingIn 2007 the Foundation coordinated ortook part in the following internationalcooperation activities:• Sending a container of humanitarian aid

from Barcelona City Council with health-care material for hospitals in Beirut(Lebanon).

• Sending humanitarian aid material fromAlicante Rotary club, in cooperation withthe Seur Foundation, to the DemocraticRepublic of the Congo.

• Sending two containers with teachingmaterial from the Seur Foundation toHonduras.

• Sending a container from SEMGSolidària Foundation with healthcarematerial to Nicaragua.

• Sending a container from the FISCAragón association with humanitarianaid material to Nicaragua.

• Sending a container from the FAPCI asso-ciation with teaching and school mate-rial to Callao (Peru).

• Support in shipping two containers fromthe Education Without Borders Founda-tion with school material to Nicaraguaand Guatemala.

As well as continuing its cooperationwith organisations in India, Bangladesh,Chile and Brazil, the Foundation hasincorporated new suppliers for its tradingactivities – importing, distributing andmarketing solidarity and social economyproducts – which have allowed it toextend its catalogue. Among the newproducers with which it has started towork are the following initiatives:

A women’s cooperative from Capetown(South Africa) that makes wines usingtraditional methods and provides trainingand skill-building.

Different social trade cooperatives inColombia, nearly all of which involveindigenous peoples, with a wide variety ofvery creative craft products.

The Association for Craft Producers ofKathmandu (Nepal) has developed a newself-management model which provides along training course after which womencan work from home, allowing them toreconcile family and work duties.

Núcleo Cultural A is an organizationfrom Asuncion (Paraguay) working withindigenous Guarani craftsmen from Chaco,whom it trains.

Consultancy and PromotionAmong the extended framework ofactivities performed by Fair Logistics is theimplementation of the consultancy areain Corporate Social Responsibility (CSR)and the leadership by a woman with abroad experience in the private and publicsector. During the year, consultancy hasbeen provided to Montes de Cijara, a bodypromoting sustainable parks, and toCILSA, with its annual CSR social report.A cooperation agreement was also signedwith Barcelona Port Authority toimplement its CSR strategy and preparethe annual social report over the next twoyears. Furthermore, Fair Logistics is part ofBarcelona Port Authority’s Commission forthe development of CSR in the PortLogistics Community.

As far as promotion is concerned, theFoundation has produced a new corporateweb site, was present at the SILInternational Logistics Fair of Barcelona,and its representatives took part asspeakers at the Latin American Round Tableof the Congress of the Spanish Society ofGeneral Medicine held in Salamanca.

46

2004 2005 2006 2007

2003 2007200620052004

2003

Man

agem

ent

Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec

Census Group 0

21,737

29,145

26,736

28,380

30,979

183,598

203,212

212,189

221,053

239,254

35,000

30,000

25,000

20,000

15,000

DEVELOPMENT IN DAYS WORKED 2003-2007

250,000

240,000

230,000

220,000

210,000

200,000

190,000

180,000

170,000

160,000

DEVELOPMENT IN DAYS WORKED IN GROUP 2003-2007

24,000

22,000

20,000

18,000

16,000

14,000

12,000

STAFF MOVEMENT 2007 (In number of people and percentage of the total)

STAFF Group I Group II Group III Group IV Total Population Group 0 TOTAL1 January 2007 12 618 114 79 823 98 921

Total arrivals 0 104 0 20 124 173 297

Total departures 4 28 5 8 45 105 150

31 December 2007 8 694 109 91 902 166 1068

At December 2007, the staff was 902workers, 79 more than the previous year,with increases in Groups II and IV. Furthermore, at the end of the yearGroup 0 had a total of 166 workers.

Staff movements during the year and theprogression of the three last few yearsare shown in the attached table andgraph.

ESTIBARNA

In 2007, the Port of Barcelona’sStevedoring Company, Estibarna S.A.provided a total of 239,254 days of work,which was an 8.23% increase on theprevious year. Group 0 closed the yearwith a total of 30,979 days worked, anincrease of 9.16% over 2006.

The annual distribution of the total daysworked follows a similar pattern toprevious years, as shown in the graph. Itis important to note that on threeoccasions – in May, October andNovember – more than 21,000 days wereworked per month.

47

2007

2006

2005

Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec

100 %

99 %

98 %

97 %

96 %

95 %

94 %

93 %

92 %

91 %

90 %

STEVEDORES

97.3%

98.6%

96.1%

97.4%

96.6%

96.7%

97.0%

99.1%

98.5%

97.5%

98.4%

97.2%

167

98

166

1912 8

564

618

694

118 114 10987 79

91

STAFF BY GROUPS 2005-2007

G0 GI GII GIII GIV

700

650

600

550

500

450

400

350

300

250

200

150

100

50

0

The degree of coverage of the service,indicated through the percentage ofstevedores provided, was 97.6% onaverage. The monthly progression graphshows a peak coverage of 99.1% in May,and a minimum of 96.1% in October. Thepercentages concern a total of 35,248 workteams provided out of 36,121 work teamsrequested in 2007. The 2006 figures were33,271 and 34,242 respectively.

TrainingIn the training area, we should point outthat during the course of 2007 staff haveagain been brought into Group 0, whichled to a larger influx of new workersfollowing a long period of initial training.In addition, training in first specialitieswas consolidated and extended, as weredifferent retraining drives and internalpromotions to other professional groups.

In this connection, we should pointout the completion of an internalpromotion of new managers, involving 12students. They received 216 hours oftheoretical training and different training

placements in all the stevedoringcompanies and the operations carried outby them. A training project was also setup for 140 alternative foremen, so thatsome of these could complete theirtraining and then definitively move up toProfessional Group IV. This is what hasbeen done to meet the peak demands forwork in which daily operations requirethe presence of staff who can act asforemen. This training plan initiallyinvolves 40 hours, of which 60% havealready been taught; the rest will beprovided in the first four months of 2008.

The Port Training Centre continued toprovide support to the more academicside of training, with 1,075 hours and 164training actions provided in differentareas. In parallel, the Gregal TrainingCentre continued to provide its facilitiesto different groups of the sector for theirrespective training sessions, in total 1,580hours spread out over 116 differentactions.

In 2007 there were external follow-upaudits for the certifications on

Organisation and Planning of Port Staffand Operative Processes of theStevedoring Sector in the Port ofBarcelona. There were no non-conformities detected, and the wholeprocess concluded satisfactorily.

Man

agem

ent

48

Man

agem

ent

PORT VELL, THE CITY - PORT

Located in a unique setting in Barcelona,the Port Vell, or Old Port, has proved thatin today’s world the coexistence ofleisure, culture, business and sportingactivities, professional fishing and vesselrepairs is not only possible, but necessaryto create synergies. Thanks to the effortof the concession-holders and the Port ofBarcelona’s constant will to improve,invest in and support initiatives, thewharves of the Port Vell - formerlydedicated to industrial uses - haveconsolidated their role as leisure andactivities areas open to the city and itsinhabitants

The Bosch i Alsina and La Barcelonetawharves, the Portal de la Pau, Dipòsitwharf, and Plaça del Mar square are verypopular areas for residents and touristsalike, who are attracted to the eclecticand ever-changing services on offer, asindeed are the companies andinstitutions that choose this area as thesetting for their promotional activities. Inaddition to the annual temporaryactivities – the Wine and Cava Fair, RaluyCircus, Firagran, the BMW pit lane duringthe Montmeló F1 Grand Prix, and variousfamous regattas - two exceptional eventsin 2007 contributed to popularising thecharisma and innovative image of thePort Vell, the Port of Barcelona and thecity. One of these was the BarcelonaWorld Race, the first edition of a non-stop, round-the-world two-member crewregatta, with its underlyingencouragement to sport and adventure,teaching programmes and nautical andmaritime research. The regatta left theBosch i Alsina wharf in November in the

exceptional framework of the floatinginternational Nautical Exhibition.

The other event, held in July, was theshooting of Woody Allen’s latest film inBarcelona using scenarios located in thePort Vell and drawing upon itsorganisational support. On the July 9th,shooting started in the afternoon on theterrace of the Barceloneta Restaurantwith a team of thirty people. Later, sunsetshots featuring the actress ScarlettJohansson were filmed on the SantSebastià and Sant Miquel beaches. Theselocations involved management andcoordination between Barcelona Port,Barcelona-Catalunya Film Commission,Parcs i Jardins and the district of LaBarceloneta, as well as the Marina PortVell restaurant and members of the PortPolice, City Police and the regional policeforce, the Mossos d’Esquadra. On thesecond day of the shoot, on the Ramblasand Passeig Colom, the Bosch i Alsinawharf turned into a filming “campsite”with the caravans of the actressesPenélope Cruz and Scarlett Johansson aswell as those of the make-up, costumeand catering people, and other technicalvehicles. Coordination between thedifferent security forces allowed work totake place as planned, and with a certaindegree of privacy.

In the cultural field, apart from theannual events held at the MaritimeMuseum and the Catalan HistoryMuseum, another outstanding event wasorganised by Barcelona’s Liceu operahouse. This institution, with thecooperation of the district of LaBarceloneta, brought opera culture to thegeneral public with the holding of aconcert broadcast live from the Plaça delMar square. In addition to this, in 2007the Port of Barcelona, the DrassanesConsortium and El Far Consortium joined

FIGURES FOR THE PORT VELL IN 2007

Barcelona Swimming Club 8,682 membersCatalan History Museum 263,864 visitorsMarina Port Vell 1,598 vessels berthed

between 6 and 130 m long

Atlètic Barceloneta Swimming 12,244 membersClub 610,000 people

entering the club

Las Golondrinas Pleasure 302,401 passengersBoats

Imax Port Vell 541,762 spectatorsL’Aquàrium de BarcelonaSea life center 1,626,068 spectators

Maremagnum 13 milion visitors

49

Man

agem

ent

forces around a series of projects linkedto activities related to the sea andteaching plans. These projects principallyaimed to publicise and preserve the pastand present values of maritime culture,while fostering a new approach torelations between civil society and themaritime world.

The Port Vell is now very firmlyestablished, but also has a great futureahead of it including new activities andthe conversion and adaptation of areasand concessions. A whole range of newprojects are at the planning stage andaim to inject new life into this surprisinglocation, making it one of the city’sfavourite spots. There are also plans toopen the area of the Pescadors(Fishermen) and Rellotge (Clock) wharvesto the public, to generate new activity infavour of the fishing sector and LaBarceloneta district. A hotel and businesscentre are also to be built in the areasgenerated by the new entrance mouth, inaddition to new public areas with a tasteof the sea, in a few years’ time. Theseactions contribute to creating a new PortVell concept and will add to the servicesoffered by this citizens’ port over thecoming years.

This group of activities - which alsoincludes the tourist and businessactivities offered by the World TradeCenter Barcelona - has attracted 16million people to the Port Vell each year.

Its new direction and the involvementof the concession-holding companies,which are the real driving force of thePort Vell, improve on these services yearafter year for the visitors and, mostimportantly, keep them coming back.

WORLD TRADE CENTERBARCELONA

The WTC Barcelona was again at thecentre of Catalonia’s business world in2007. The most outstanding real estateoperation was the APB’s decision to moveits offices into the complex. Companieslike Tanatex Chemicals, IntasPharmaceuticals, Real Estate AdvisoryGroup, Cent Degres Pulp or EvaluationMédica moved into the WTCB during thecourse of the year.

750 events of different types wereheld at the Congress Centre, and wereattended by a total of 71,500 people. Themost popular event of 2007 was the 7thCongress on Day Surgery, attended bymore than 1,000 people over three days.Other important events were the FemCatCatalan business community event,attended by former US Secretary of StateColin Powell, and Steve Forbes, presidentof the Forbes Group, as well as thedifferent events organised during theBarcelona World Race. The 12th NationalCongress of the Spanish Drug AddictionSociety, the International Congress onReceiving New Arrivals and theInternational Sleep Medicine Congresswere other events that attracted a largenumber of participants.

Other large companies that chose thecongress centre during the year wereMotorola, Chupa Chups, Luxotica,Novartis, Nutrexpa, MCE, Caixa Catalunya,Deloitte, UOC, Banc Sabadell, Oracle,Nissan, Deutsche Bank, Siemens,Panasonic, Unilever or Cisco Systems.

Among the improvements carried outthis year at the Convention Centre werethe new wireless connection system andthe refurbishing of all the rooms of theSouth building.

52 Traffic development

53 Analysis by types of shipping

54 Analysis by types of cargo

56 Passengers

2

Traf

fic d

evel

opm

ent

52

2007 heralded a downturn in economicactivity with regard to 2006, and themain economic indicators pointedto a rather bleak outlook for 2008.Internal demand and construction grewvery slightly, causing a 3% increase in jobcreation. The Consumer Price Index (CPI)increased 4.2%, 1.2 points above averageEurozone inflation. The rise in oil pricesat the end of the year and the significantincrease in the price of some foodstuffsled to an annual growth rate of 3.8%, one tenth of a point less than in 2006,and indicated a slight downward trendin GDP.

Closing figures for the ICEX indicatedthat the Spanish trade balance had adeficit of EUR 98.952 trillion, with a 6.5%

increase in exports and a 6.7% rise inimports, but the growth in this deficit isslowing down. External sales forecasts fornext year are clearly positive if we takeinto account the increase in theexporters’ order books. The figures for thefirst seven months of the year from theSecretary of State for tourism and tradeshow that Catalan exports grew 9.1%,representing 27.6% of the total for Spain.The increase in imports was 5.3%, or28.7% of the Spanish market. Thesefigures continue to situate Catalonia asone of the driving forces of the Spanisheconomy, and the Port of Barcelona as afundamental player in economic growthand the development of foreign trade.

These figures for the Spanish economyTraf

fic d

evel

opm

ent

Traf

fic d

evel

opm

ent

53

20071998 1999 2000 2001 2002 2003 2004 2005 2006

Traf

fic d

evel

opm

ent1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Containerised cargo 10,002 11,532 12,989 13,430 13,842 15,344 18,344 19,929 22,573 25,417

Conventional cargo 3,078 3,792 4,596 4,706 5,453 5,574 6,437 7,325 9,190 9,768

Liquid bulk 7,238 8,500 8,966 9,515 9,930 10,159 11,071 12,531 10,536 10,991

Solid bulk 4,407 4,053 3,254 3,818 3,383 3,698 3,468 4,052 4,108 3,870

Total 24,725 27,877 29,805 31,469 32,608 34,775 39,320 43,837 46,407 50,046

60,000

50,000

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Containerised cargo

STRUCTURE OF GOODS TRAFFIC, 1998-2007 (In thousand tonnes)

Liquid bulkSolid bulk Conventional cargo

are in sharp contrast with thedevelopment in traffic at the Port ofBarcelona, which continued its relentlessrise of the last 12 years. The 7.8% increasein total traffic to 50,046,105 tonnes iseven more remarkable in view of thecurrent lack of space in the Port inanticipation of the completion of theenlargement works. Container trafficreflected the efforts made by the portterminals to optimise logisticsmanagement and make more efficientuse of the areas available, allowing themto achieve a figure of 2.6 million TEU, a12.6% increase that is noticeably higherthan the average across Spanish ports.The other two types of preferential trafficalso increased significantly: Vehicle trafficgrew by nearly 11% and passenger trafficby 13.4% overall, helped by the nearly 26%growth in the number of cruisepassengers.

ANALYSIS BY TYPES OF SHIPPING

Total traffic stood at over 50 milliontonnes, of which 41,553,416 tonnescorrespond to external traffic. This is an8.5% increase which is practically doublethat registered in 2006. The prospect ofnew areas being built and becomingavailable in the near future has made thePort of Barcelona a much more attractive

destination for Asian traffics, which grewby 22.2% in tonnes of cargo and 21.3% interms of TEU. China led the way in thisfield, providing 18.2% of total containerisedtraffic in exports and 27.6% in imports.Short sea shipping traffic with Italyincreased significantly to 1,889,507 tonnes,split between 46.7% of total imports and31.8% of exports. The upward trend in thistype of traffic confirms the ongoingconsolidation of the Port of Barcelona asthe preferred gateway into Europe. Effortsto link up to the European rail networkwill furthermore facilitate the Port’s moveto becoming a genuine competitor withthe Northern European ports.

54

20071998 1999 2000 2001 2002 2003 2004 2005 2006

20071998 1999 2000 2001 2002 2003 2004 2005 2006

250,000

225,000

200,000

175,000

150,000

125,000

100,000

75,000

50,000

Thou

sand

tonn

es

Num

ber o

f ves

sels 10,000

9,500

9,000

8,500

8,000

7,500

7,000

6,500

6,000

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Number of vessels 7,712 9,204 9,138 8,651 8,993 8,865 8,610 8,853 9,533 9,942

Tonnage 101,713 118,697 129,158 132,121 146,992 161,820 172,817 192,288 216,251 240,374

Number of vessels Tonnage

DEVELOPMENT OF VESSEL TRAFFIC, 1998-2007

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

External 19,780 22,432 24,264 25,289 26,651 28,027 31,977 36,515 38,312 41,553

Coastal shipping 4,945 5,445 5,541 6,180 5,957 6,748 7,344 7,322 8,094 8,493

Total 24,725 27,877 29,805 31,469 32,608 34,775 39,321 43,837 46,406 50,046

External Coastal shipping Total

DEVELOPMENT OF CARGO TRAFFIC BY TYPES OF SHIPPING, 1998-2007 (In thousand tonnes)

Traf

fic d

evel

opm

ent

50,000

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

Coastal shipping traffic alsoperformed well, with a total volume of8,492,689 tonnes, an increase of 4.9%over the previous year. After a verypositive year in 2006, this traffic returnedto the balanced levels of the last decade,which consolidate it as one of the moststable traffics.

An analysis of entry, exit and transitcargo movements shows that thepercentage growth in exports, (9.1%) anda total of 13,326,445 tonnes handled, wasmore than twice the figure for imports(up 3.8%), but is still a long way behind itsvolume, which was 24,541,365 tonnes.Goods in transit grew by 15.4% to12,178,295 tonnes.

Total container traffic was 2,610,099TEU. Of this, 2,305,664 TEU correspond toexternal traffic, which grew by 14.5%, andthe remaining 304,434 TEU correspond tothe coastal shipping traffic, whichremained stable.

ANALYSIS BY TYPES OF CARGO

General cargoGeneral cargo again performed very well,with a total of 35,185,325 tonnes handled,up 10.8% on the previous year, andrepresenting 70.3% of total traffic at thePort of Barcelona. This kind of cargoprovides the greatest added value and is

55

20071998 1999 2000 2001 2002 2003 2004 2005 2006

SHARE OF GENERAL CARGO IN TOTAL TRAFFIC,2007 (In thousand tonnes)

therefore coveted by any port.The Port of Barcelona’s Marketing and

Commercial Department attaches specialimportance to traffic in certain strategicfoodstuffs such as coffee and cocoa,which increased by 17.6% over 2006, andfruit and vegetables, which increased by20.2%.

ContainersIn line with the trend of the last fewyears, container traffic at the Port ofBarcelona experienced double-digitgrowth in 2007 (12.6%), making itpossible to reach a figure of 2,610,099TEU. This was helped by both import andexport traffic and transhipment and theincreased stopovers by container ships,which rose by 5.2%, providing greatertransport capacity to the Port ofBarcelona’s market. The increase in grosstonnage of this type of vessels was 8.9%.

The usual balance between embarkingand disembarking over the last few yearswas evident again this year, with a totalof 1,304,635 TEU embarked and 1,305,464TEU disembarked, and increases of 11.9%and 13.2% respectively. As for thedistribution of total container traffic bytype of operation, goods in transitrepresented 38%, those disembarked 30%and those embarked 32%.

By geographical areas, the Far East,Japan and Spain are the Port ofBarcelona’s main markets forcontainerised goods. Goods from theAsian market increased 21.3%, takingtraffic between Barcelona and thesecountries to more than one fifth of all

containerised goods passing through thePort of Barcelona. Traffics starting andending in Spain represent 14% of allcontainerised cargo handled by the Port.

We could also point to the increase intotal traffic with Asia in general, a prioritymarket for the Port of Barcelona. Thenumber of TEU starting or ending inIndia, Pakistan and Bangladesh grew by32.6%, while traffics with Southeast Asiagrew by an average of 30.2%. Thedevelopment of other, closer, strategicmarkets is also significant for the Port ofBarcelona. These include the EasternMediterranean, the Black Sea and theNear East, which all increased more than11%. Traffic with North Africa alsoperformed well, rising by 8.5% in TEU andconsolidating this area in fourth positionin importance for the Port.

These figures show how the Port ofBarcelona is well-positioned to attain itsstrategic objective of becoming thegateway for Asian traffics into southernEurope and consolidating its position notonly in terms of imports and exports, butalso as a distribution port for thehinterland and foreland. The maindestinations of containerised cargo, inorder of TEU volume were: China, Spain,the US, the United Arab Emirates, Turkeyand Italy. China led the way in terms ofcargo unloaded, followed by Spain, theUS, Japan and Hong Kong.

Liquid bulk In 2007, liquid bulk movements increased4.3% year-on-year to reach a total of10,990,527 tonnes. The average growth

General cargo: 35,185

70%

Rest of traffic: 14,861

30%

Traf

fic d

evel

opm

ent

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Tonnes 10,002 11,532 12,989 13,430 13,842 15,344 18,344 19,929 22,573 25,417

TEU 1,095 1,235 1,388 1,411 1,461 1,652 1,916 2,071 2,328 2,610

DEVELOPMENT OF CONTAINERISED GENERAL CARGO TRAFFIC, 1998-2007 (In thousand TEU and thousand tonnes)

TEU Tonnes

10,00211,532

12,989

13,43013,842

15,344

18,344

19,929

22,573

25,417

1,095

1,235

1,388

1,4111,461

1,652

1,916

2,071

2,328

2,610

3,000

2,500

2,000

1,500

1,000

500

0

Thou

sand

tonn

es

Thou

sand

TEU 30,000

25,000

20,000

15,000

10,000

5,000

0

56

Traf

fic d

evel

opm

ent

for hydrocarbons was 4.3%, slightlyhigher than other liquid bulk (oils,foodstuffs, etc.), which grew by 4.2%. Theincreased capacity of the facilities of thePort of Barcelona, especially the facilitiesfor biofuel oils, indicates that this trafficwill increase considerably over a shorttime.

Solid bulkIn 2007 total solid bulk traffic stood at3,870,253 tonnes, down 49% over 2006.This decrease can be explained by thesharp fall in coal traffic, which was notcompensated by the large increases inother products. Traffic in cereals andmeals grew by 16% and scrap metal by18.4%. Soya meal movements increasedby 0.4%.

CarsTraffic in vehicles at the Port of Barcelonamaintained practically the same growthrate as last year (10.8%) with a total of801,406 units handled. Nearly 90% ofthis was external traffic, corresponding to697,843 vehicles. By type of operation, atotal of 447,949 units were loaded (morethan 80% of them in external traffic),169,059 units were unloaded (86% ofexternal traffic), and 184,398 units intransit (all of which were external traffic).November was the peak month, with80,841 units handled.

Vertical storage car parks have beenbuilt in anticipation of the spatialreorganisation that will result from thecompletion of the enlargement works ofthe two container terminals, and this hasincreased the storage and handlingcapacity for such traffic at the Port. Thisinvestment was acknowledged by thetrust shown in the SETRAM andAUTOTERMINAL terminals by the maincar manufacturers located in Spain andby the main Japanese car makers.

Short Sea ShippingThe Port of Barcelona is now firmlyconsolidated as the most importantSpanish port for Short Sea Shipping(SSS). On the one hand, it increased thenumber of daily crossings with Italy,involving new larger-capacity ships thatcan hold more semi-trailers and trucks.On the other, a new line came intooperation with the Italian port of Livorno,with 3 regular departures per week, andships that are gradually filling tocapacity. Traffic with Italy added3,623,055 tonnes of cargo - 20.6% morethan in 2006 - and 316,227 passengers,which shows that an increasing number

of people are using these lines for theirjourneys.

The Port of Barcelona has also openedlines with North Africa, such as the onelinking it to Tangiers, helping hauliers toposition their cargo in Morocco in lessthan 24 hours. The summer crossing toAlgeria carried 18,882 passengers directlyfrom Barcelona, with 5,021 vehiclescarried on board, allowing passengers toavoid the traditional trip by road.

The Port of Barcelona is committed toproviding efficient SSS services andintegrating new lines adapted to theneeds of its customers. It is thus helpingto reduce congestion on the roadnetwork and bring down emissions aspart of its commitment to sustainability.It also provides a tool to increasecompanies’ competitiveness by providingmore flexible and competitively-pricedmaritime transport, while simultaneouslymeeting the main quality criteria thatwill be demanded by the EU for thedevelopment of the future motorways ofthe sea.

Barcelona-Madrid rail corridor 2007 saw a significant consolidation ofthe cargo rail corridor connecting the Portof Barcelona with the centre of thepeninsula, according to the latest figuresavailable. The main rail traffic with theMadrid market takes place through theAzuqueca de Henares goods terminal,and this corridor channelled a total of17,973 TEU during the year.

The service began operating inOctober 2006 and carried 69 trains up tothe end of the year. A total of 425 trainsused the Barcelona-Azuqueca de Henarescorridor in 2007. The busiest month interms of goods traffic was August with2,453 TEU handled and 51 trainsoperating.

PASSENGERS

In 2007 the Port of Barcelona received atotal of 2,879,864 passengers - countingcruisers, ferries to the Balearic Islands andSSS traffic - and the number stopoversmade by these vessels was 4,237.Passenger traffic was again the fastest-growing sector, representing 13.4% of thetotal and boosted by the considerableincrease in cruise passengers.

CruisersThe Port of Barcelona consolidated itsleading position among European andMediterranean ports for cruise traffic, and

57

20071998 1999 2000 2001 2002 2003 2004 2005 2006

20072004 2005 2006

Traf

fic d

evel

opm

ent

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

Coastal 588,946 836,656 847,973 790,260 855,865 820,737 946,788 983,755 1,136,108 1,114,026

Cruise passengers 476,476 541,596 576,648 652,800 834,659 1,049,230 1,021,405 1,224,575 1,402,643 1,765,838

Total 1,065,422 1,378,252 1,424,621 1,443,060 1,690,524 1,869,967 1,968,193 2,208,330 2,538,751 2,879,864

3,000,000

2,800,000

2,600,000

2,400,000

2,200,000

2,000,000

1,800,000

1,600,000

1,400,000

1,200,000

1,000,000

800,000

600,000

400,000

200,000

0

Coastal (inc SSS) Tourist cruiserpassengers

Total

DEVELOPMENT PASSENGER TRAFFIC, 1998-2007

728,953

686,048

723,016

801,406

VEHICLES

820,000

800,000

780,000

760,000

740,000

720,000

700,000

680,000

660,000

640,000

620,000

DEVELOPMENT OF CAR TRAFFIC, 1998-2007 (In number of vehicles)

2004 2005 2006 2007

Car traffic 728,953 686,048 723,016 801,406

Car traffic by types of shipping

2006 2007 % variation

Coastal shipping 89,788 103,563 15.34

International 633,228 697,843 10.20

International car traffic

2006 2007 % variation

Import 143,493 145,117 1.13

Export 334,585 368,329 10.09

Transit 155,150 184,397 18.85

is among the top ten worldwide. The1,765,838 cruise passengers who travelledthrough the Port in 2007 represented anincrease of 25.9% and set a new recordfor traffic. The number of stopovers forcruisers stood at 820, 16% more than in2006. This difference in the percentageincrease of passengers and the numberof stopovers shows the trend towards theuse of ever-larger ships.

In terms of infrastructures, the newPalacruceros terminal, owned by theCarnival Group, opened on April 24th. Inaddition, building work continued on thenew Terminal A, which will come intoservice in 2008. The external design ofthe terminal will be impressive and theinternal layout will be similar to that ofTerminal B.

Ferries70% of the total of 1,114,026 ferrypassengers registered in 2007, i.e. 779,413people, travelled to and from theBalearics. 313,148 passengers travelled onShort Sea Shipping craft and theremaining 21,465 passengers on otherferries.

60 Economic and financial report

65 Source and application of funds

66 Profit and loss account

67 Balance sheet

3

Econ

omic

and

fina

ncia

l rep

ort

60

2001 2002 2003 2004 2005 2006 2007

NET TURNOVER (Thousand euros)

3,000

2,500

2,000

1,500

1,000

500

0

+2%

1,411

+4%

1,461

+13%

1,652

+16%

1,916

+8%

2,071

+13%

2,610

DEVELOPMENT IN THE NUMBER OF TEU (Thousand)

+12%

2,318

2007 2006 Var %Var

Fees and services to ships 31,769 30,630 1,139 4%

Fees and services to cargo 51,336 46,813 4,523 10%

Fees and services to passengers 6,144 5,390 754 14%

Fees and services fresh fish 251 233 17 7%

Fees and services to pleasure craft 689 673 16 2%

Fees and services from leaseholdings 62,971 51,698 11,274 22%

Other fees for using public domain 89 91 (2) -2%

Specific services 4,858 3,832 1,026 27%

158,107 139,360 18,747 13%

At the close of the financial year, andwith the accounts still pending theauditor’s report, Barcelona Port Authorityhad obtained a net profit of EUR 73.8million, EUR 57.6 million compared to theprevious year.

Turnover grew by 13% to a total of EUR158.1 million, thanks to good trafficfigures and the significant increase inincome from concessions of the publicport domain.

Econ

omic

and

fina

ncia

l rep

ort

Econ

omic

and

fina

ncia

l rep

ort

61

2001 2002 2003 2004 2005 2006 2007

Econ

omic

and

fina

ncia

l rep

ort

Traffic Operating income

2001 2002 2003 2004 2005 2006 2007

Traffic (Thousand tonnes) 31,470 32,608 34,775 39,321 43,837 46,406 50,046

Operating income (Thousand euros) 89,855 97,078 101,895 117,315 129,671 145,030 160,913

Thou

sand

eur

os

Thou

sand

tonn

es 60,000

50,000

40,000

30,000

20,000

10,000

0

180,000

150,000

120,000

90,000

60,000

30,000

0

DEVELOPMENT OF INCOME AND TRAFFIC VOLUME

DEVELOPMENT OF ANNUAL TRAFFIC VARIATIONS AND INCOME IN RELATION TO GDP (%)

2001 2002 2003 2004 2005 2006 2007

Traffic 5,6 3,6 6,6 13,1 11,5 5,9 7,8

Operating income 5,7 8,0 5,0 15,1 10,5 11,8 11,0

TEU 1,7 3,5 13,1 16,0 8,1 11,9 12,6

GDP 3,6 2,7 3,1 3,3 3,6 3,9 3,8

GD

16 %

14 %

12 %

10 %

8 %

6 %

4 %

2 %

0 %

TEUOperating incomeTraffic

NET TURNOVER 2007

157,927 Thousand euros

Fees and service from leaseholdings: 40%

Fees and service to ships: 20%

Fees and service to passengers: 4%

Fees and service to goods: 33%

Remaining fees and services: 3%

Total traffic in the Port of Barcelonatopped 50 million tonnes for the firsttime, which was an increase of 8% over2006. Container traffic stood at 2.6million TEU, rising 13% year on year, whichhelped push up income from cargo feesby 10% and income from vessel fees by4%. The 2.9 million passengers thattravelled through the port in 2007 causeda 14% increase in the passenger fees.

Concessions in the public domainremained the most important earner forthe Port, providing 40% of total turnover.This in its turn is three points higher thanthe year before.

Operating income totalled EUR 160.9million, 11% more than in 2006. Otherincome fell as a result of a EUR 4 millionsurplus of provisions entered into thebooks in 2006. Furthermore, the

62

2001 2002 2003 2004 2005 2006

66%

45%

66%

42%

65%

59%

55%

50%

43%

37%

32%30%

2007

52%

30%

80%

60%

40%

20%

CF1: Cash Flow before financial result and Port System funding.CF2: Cash Flow before Port System funding.CF3: Net Cash Flow.CF4: Needed to fund investments with other sources of funds.

Econ

omic

and

fina

ncia

l rep

ort

CF1 FinancialResults

CF2 Port Systemfunding

CF3

CF4

87,170Investment 07

186,758 m €

99,588

(9,945)(9,674)

109,533119,207

RESOURCES GENERATED AND FINANCING CAPACITY (Thousand euros)

Current expenses= Staff costs + external services + Other current management expenses

INCOME ABSORPTION RATIOS

Operating expenses / Operating incomeCurrent expenses / Operating income

moderate 6% increase in operatingexpenses provided a 16% year-on-yearincrease in the operating balance. Themain expense was staff costs, which rose10%, while the cost of external servicesfell relative to 2006. The rate ofabsorption of the current expenses overoperating income remained at 29.6%,having fallen by 15 points over the last sixyears.

Among the remaining expenses, totalprovisions for depreciation of fixed assetsincreased by 1% and the contribution tothe public body Puertos del Estado roseby 8%.

Following the trend of the last fewyears, the increase in bank debt tofinance the enlargement of the Portmeant a financial loss of EUR 9.7 million.Notwithstanding this, the result ofordinary activities spelt a profit of EUR 71million, up 13% over the previous year.

The extraordinary balance underwenta net increase of EUR 49.3 million, mainlydue to the negative extraordinary resultsof 37.8 million in 2006 caused by theaccident on the Prat wharf. After applyingthe net contribution to the InterportCompensation Fund, net profit duringfinancial year stood at 73.8 million.

Cash flow for the financial yearexceeded EUR 100 million for the firsttime ever. In concrete terms, this meant a

2007 2006 Var % Var

Operating income 160,913 145,030 15,883 11%

Net turnover 158,107 139,360 18,747 13%

Other operating income 2,806 5,670 (2,864) -51%

Operating expenses 80,243 75,468 4,775 6%

Staff costs 30,098 27,416 2,682 10%

Reserves for depreciation of fixed assets 26,663 26,426 237 1%

Change in trade provisions (361) 234 (595)

External services 14,619 14,780 (161) -1%

Taxes 923 878 45 5%

Other current management expenses 2,871 687 2,184 318%

Puertos del Estado funding 5,430 5,047 383 8%

80,670 69,562 11,108 16%

OPERATING BALANCE (Thousand euros)

The financing of the Port System heading includes the operating expense of financing the public bodyPuertos del Estado and the net contribution to the Interport Compensation Fund.

63

12%13%

16%

25%

35%

44%47%

50%

40%

30%

20%

10%

0

2001 2002 2003 2004 2005 2006 2007

2001 2002 2003 2004 2005 2006 2007

2001 2002 2003 2004 2005 20072006

Econ

omic

and

fina

ncia

l rep

ort

Bank debt / Cash Flow

DEVELOPMENT OF THE DEBT RATE

400,000

350,000

300,000

250,000

200,000

150,000

100,000

50,000

0

2001 2002 2003 2004 2005 2006 2007

Investment 118,570 72,472 132,953 151,433 213,602 238,006 186,758

Debt 70,222 77,818 105,414 166,010 253,606 326,202 383,601

Investment Debt

ANNUAL DEVELOPMENT OF INVESTMENT AND LONG-TERM BANK DEBT (Thousand euros)

2001 2002 2003 2004 2005 2006 2007

Private finance 4,073 0 14,813 25,100 0 74,000 13,350

Capital subsidies 11,068 7,316 36,776 61,196 61,848 56,032 38,744

Debt 33,000 20,000 50,000 63,000 90,000 75,000 58,000

Cash Flow 45,243 49,549 53,807 63,716 82,000 83,030 104,103

300,000

250,000

200,000

150,000

100,000

50,000

0

Private finance Capital subsidies Cash FlowDebt

FINANCING INVESTMENTS (Thousand euros)

generation of resources to the tune of104.1 million, 24% more than the yearbefore.

In addition to this, Barcelona PortAuthority invested EUR 186.8 millionduring the year, 57% of which wenttowards the port’s enlargement works. Itshould be borne in mind that the newsouth seawall came into operation duringthis year, representing an accumulatedinvestment of EUR 229.8 million. The portintends to invest a further EUR 512million in 2008-2010, of which 142 millionwill go towards building the Prat Wharf.Private investment was EUR 385 millionin 2007, with a total of 1.05 billionpledged for the next two years.

Financed investments not covered byresources generated concerned theEuropean Cohesion Fund’s capital subsidyto finance the construction of the newseawalls, and amounted to EUR 37 millionin 2007. The Port Authority obtained EUR58 million in funding for bank debt fromtwo sources. Firstly, in December it tookout a new 25 million loan from theEuropean Investment Bank. Secondly, ittook out a syndicated loan of 33 million;during the financial year, the PortAuthority formalised a novation contractto modify this syndicated loan with theBanco Santander Central Hispano andDexia Sabadell Banco Local.

64

32%33% 34% 36%

43%45% 45%

51% 53% 54%55%

64%60%

66%

100%

80%

60%

40%

20%

0

2001 2002 2003 2004 2005 2006 2007

2001 2002 2003 2004 2005 2006 2007

2001 2002 2003 2004 2005 2006 2007

10,000

8,000

6,000

4,000

2,000

0

Econ

omic

and

fina

ncia

l rep

ort

RATIOS OF THE MAIN ECONOMIC INDICATORS

2001 2002 2003 2004 2005 2006 2007

Cash flow 45,243 49,549 53,807 63,716 82,00 83,868 104,103

Net turnover 88,386 94,170 100,202 114,829 127,971 139,360 158,107

Operating balance 30,604 33,064 35,485 43,462 58,033 69,562 80,670

175,000

150,000

125,000

100,000

75,000

50,000

25,000

0

Cash flow Operating balanceNet turnover

DEVELOPMENT OF THE MAIN ECONOMIC INDICATORS (Thousand euros)

Total contribution

APB’S CONTRIBUTION TO THE STATE PORT SYSTEM (Thousand euros)

3,756

4,5584,965 5,456

7,990

9,5739,945

Result of ordinary activities / TurnoverCash flow / Turnover

* Net contribution to the contribution/compensation fund+ EPPE financing pursuant to Law 48/2003

As for companies in which it holds astake, the Port Authority participated in an operation whereby it acquired 49% of a new company called Catalanad’Infrastructures Portuàries SL, whichowns 100% of Muelles y EspaciosPortuarios SA (MEPSA). This companyholds a 49 Ha concession on theInflammables Wharf, the main activity of which is management of the portterminal park located there. With thisdecision, Barcelona Port Authority aims toadapt the supply of port infrastructuresto the growth in new traffics.

65

Econ

omic

and

fina

ncia

l rep

ort

SOURCE AND APPLICATION OF FUNDS (Thousand EUR)

APPLICACIONS OF FUNDS 2007 2006 SOURCES OF FUNDS 2007 2006

Tangible assets added 186,758 245,214 Resources from operations 104,103 83,868

Fixed assets purchased 1,001 1,465 Result of the operations 78,327 20,723

Fixed assets purchased 132,464 231,684 Reserves for depreciation of fixed assets 26,663 26,426

Financial assets purchased 51,469 12,065 Addition to reserves of fixed assets 422 2,478

From returned concessions 1,824 - Depreciation of deferred expenses 684 255

Reserves for liabilities and expenses 5,389 3,748

Interport Fund contribution 4,827 4,838 Losses from fixed assets 1,476 39,376

Other 48 15

L/t financial to s/t financial debts transferred 2,649 4,308 Reserves for fixed assets (2,225) (1,035)

Debt with credit institutions 601 2,404 Provisions for liabilities and expenses (693) (3,983)

From suppliers of tangible assets and other 2,048 1,904 Profits accruing from fixed assets - (692)

Capital subsidies transferred to results (2,269) (802)

Deferred income transferred to resultsfrom reverted leases (848) (761)

Provisions for liabilities and expenses 14 - Other deferred income (2,871) (1,880)

Long-term trade debts - 8

Deferred income 56,126 137,656

Deferred expense - 2,650 Capital grants 38,744 56,448

Other deferred income 17,382 81,208

Interport Fund compensation received 312 312

Long-term debts 58,000 77,650

With credit institutions 58,000 75,000

With suppliers of real estate and others - 2,650

Tangible assets removed - 1,186

Disposal of tangible and intangible fixed assets - 1,186

Other sources 7,617 2,070

TOTAL APPLICATIONS 194,248 257,018 TOTAL SOURCES 226,158 302,742

SURPLUS OF SOURCES OVER APPLICATIONS 31,910 45,724 SURPLUS OF APPLICATIONS OVER SOURCES - -

66

Econ

omic

and

fina

ncia

l rep

ort

PROFIT AND LOSS ACCOUNT (Thousand EUR)

2007 2006 %Var 2007 2006 %VarEXPENSES INCOME

Staff costs 30,098 27,416 10% Net turnover 158,107 139,360 13%

Wages and salaries 20,655 18,819 10% Vessel fees 25,834 24,951 4%

Indemnities 1,521 992 53% Goods fees 42,780 39,011 10%

Company Social Security payments 5,145 5,042 2% Fees for the occupation and use 52,691 43,217 22%

Other management expenses 2,777 2,563 8% of port facilitiesOther fees for special use of port facilities 5,903 5,248 12%

Fees for non-commercial services 26,041 23,101 13%

Provision for depreciation of fixed assets 26,663 26,426 1% Other income 4,858 3,832 27%

Change in trade provisions (361) 234 Other operating income 2,806 5,670 -51%

Accessory and other current management income 2,764 1,616 71%

Other operating expenses 23,843 21,392 11% Subsidies 42 72 -42%

External services 14,619 14,780 -1% Provisions for liabilities and expenses - 3,982

Repairs and upkeep 3,400 3,015 13%

Services from independent professionals 2,928 3,568 -18%

Supplies 1,347 1,290 4%

Other external services 6,944 6,907 1%

Taxes 923 878 5%

Other current management expenses 2,871 687 318%

Puertos del Estado funding 5,430 5,047 8%

TOTAL OPERATING EXPENSES 80,243 75,468 6% TOTAL OPERATING INCOME 160,913 145,030 11%

OPERATING PROFIT 80,670 69,562 16%

Long-term debt interest payments 12,518 8,429 49% Income from capital holdings 334 252 33%Other financial expenses and similar 1,609 7 Income from other neg, stocks and loans 557 462 21%

on intang, assetsOther assimilated and financial income 3,562 864 312%

TOTAL FINANCIAL EXPENSES 14,127 8,436 67% TOTAL FINANCIAL INCOME 4,453 1,578 182%

NEGATIVE FINANCIAL RESULTS 9,674 6,858 -41%

PROFIT FROM ORDINARY ACTIVITIES 70,996 62,704 13%

Change in provisions for tang & intang fixed Profits on disposal of tangible intangible fixedassets & control portfolio (1,803) 1,443 assets - 692

Losses from fixed assets 1,476 39,376 Capital grant transferred to results 2,268 802

Extraordinary expenses 4,926 3,816 Extraordinary income 8,334 1,146

Expenses and losses from previous tax years 701 829 Income and profit from previous tax years 2,029 843

TOTAL EXTRAORDINARY EXPENSES 5,300 45,464 TOTAL EXTRAORDINARY INCOME 12,631 3,483

EXTRAORDINARY POSITIVE RESULTS 7,331 EXTRAORDINARY NEGATIVE RESULTS 41,981

PROFIT FROM OPERATIONS 78,327 20,723 278%

Interport Fund contribution 4,827 4,838 Interport Fund compensation received 312 312

PRE-TAX PROFITS 73,812 16,197 356%

Corporation tax - -

PERIOD RESULTS (PROFIT) 73,812 16,197 356%

67

VARIATION IN WORKING CAPITAL (Thousand EUR)2007 2006

Increases Decreases Increases DecreasesStocks - 30 - 88

Accounts receivable - 49,770 31,947 -

Creditors 13,227 - 35,001 -

Short-term investments 67,334 - - 19,071

Cash and banks 1,013 - - 2,077

Deferred income and accruals 136 - 12 -

81,710 49,800 66,960 21,236

Variation in working capital 31,910 - 45,724 - Econ

omic

and

fina

ncia

l rep

ort

BALANCE SHEET (Thousand EUR)

ASSETS 2007 2006 LIABILITIES 2007 2006

TANGIBLE 1,525,573 1,372,818 EQUITY 823,449 749,637

Intangible assets 7,454 8,109 Capital 512,743 512,743

IT applications 12,273 11,627 Initial capital 510,451 510,451

Other intangible assets 4,841 4,841 Capital Law 27/1992 2,195 2,195

Depreciation (9,660) (8,359) Transferred assets 97 97

Tangible 1,418,582 1,310,720 Reserves 236,894 220,697

Land and natural assets 364,844 363,844 Reserve for accumulated profits 282,225 261,502

Buildings 848,024 595,719 Compensation Fund contribution (8,994) (4,468)

Plant and technical equipment 6,978 6,892 Fixed assets paid-up to general use (36,337) (36,337)

Advance payments and tangible fixed assets 465,701 595,684

Other tangible fixed assets 31,474 30,113 Profit and loss 73,812 16,197

Provisions (707) (3,253) Results of operations minus Corporation tax 78,327 20,723

Depreciation (297,732) (278,279) Compensation Fund contribution (4,515) (4,526)

Financial 96,208 47,489 DEFERRED INCOME 448,002 397,864

Holdings in group and associated companies 35,286 35,286 Capital grants 289,584 253,109

Loans to group and associated companies 810 1,214 Other deferred income 158,418 144,755

Holdings in associated companies 15,025 719

Loans to associated companies 226 452 PROVISIONS FOR LIABILITIES AND EXPENSES 16,173 11,492

Other permanent financial capital investments 1,576 1,666 Provisions for pensions and similar - -Other loans 45,690 12,266 Provision for tax - -Long-term guarantees and securities 675 675 Provision for legal liabilities 15,673 10,992

Provisions (3,080) (4,789) Provision for major repairs 500 500

Debt for long-term traffic operations 3,329 6,500 LONG-TERM CREDITORS 385,483 330,132

Debt with credit institutions 383,601 326,202

DEFERRED EXPENSE 12,662 13,345 Debt with group and associated companies - -Other creditors - 1,472

Debt for long-term traffic operations 1,882 2,458

CURRENT ASSETS 179,850 161,167

SHORT-TERM CREDITORS 44,978 58,205

Stocks 278 308 Debt with credit institutions 1,681 3,313

Accounts receivable 62,269 112,039

Customers for commercial services 24,986 4,114 Debt with group and associated companies 421 248

Port fees receivable 23,582 44,784 Debt with companies of the group 176 (10)

Companies of the group receivable 4,547 2,875 Debt with associated companies 245 258

Associated companies receivable 66 80

Miscellaneous receivable accounts 627 35,878 Trade creditors 5,569 4,720

Public administrations 9,269 25,476

Provisions (808) (1,168) Other non-trade debt 37,050 49,811

Public administrations 934 1,427

Short-term investments 112,562 45,228 Suppliers of tangible assets 33,675 45,475

Loans to group and associated companies 405 405 Other debt 1,387 1,436

Loans to associated companies 452 226 Outstanding payments 1,054 1,473

Short-term stock portfolio 111,500 44,000

Other loans 205 597

Cash and banks 4,358 3,345

Deferred income and accruals 383 247 Deferred income and accruals 257 113

TOTAL ASSETS 1,718,085 1,547,330 TOTAL LIABILITIES 1,718,085 1,547,330

70 Technicals details

71 Specialised terminals

4

Gui

de to

the

Port

of B

arce

lona

70

A

Gui

de to

the

Port

of B

arce

lona

LocationLatitude: 41º21´ NLongitude: 2º 10´ E

TidesWidth: 125 CM

EntranceOrientation: 191.8ºWidth: 370 mDraught: 16 m

South Entrance MouthOrientation: 205ºWidth: 145 mDraught: 11.5 m

North Entrance MouthLAND AREA: 830.4 HAWHARVES AND BERTHS: 20,300 kmRO-RO RAMPS: 32DRAUGHTS: up to 16 m

Tug operators9 (1,213 kW / 2,943kW)

WarehousingCovered: 101,235 m2

Open: 3,052,139 m2

Dock cranes32 (28 of containers)

Dry dockLength: 215 mBeam: 35 m Capacity: up to 50,000 t ofdeadweight

Floating dockLength: 101 mBeam: 20 mLifting capacity: up to 4,500 t

PORT OF BARCELONA. TECHNICAL DETAILS

71

2

1

2

B. 1

B. 2

Gui

de to

the

Port

of B

arce

lona

1. TCB, SLTel.: 93 441 00 66; Fax: 93 441 04 18www.tcbcn.comINF@TCBCN.COMLocation: 24 Sud wharf Characteristics:Area: 46.1 ha Berthing line: 1,362 m Draught: up to 16 mCranes: 13 (8 Post-panamax) Straddle-carriers: 64 Rail terminal (5 ha)Maritime customs and BIP integrated into theterminalRefrigerated connections: 486Container freight station: 13,800 m2

Covered warehouses: 3,600 m2

2. TERMINAL CATALUNYA, SATel.: 93 298 64 00; Fax: 93 298 64 01www.tercat.esterminal.catalunya@tercat.es Location: 29 Príncep d'Espanya and 30 DàrsenaSud wharves Characteristics: Area: 33,9 has Berthing line: 1,653 m2

Draught: 8.70 / 14 m2

RO-RO ramps: 2

Multipurpose terminal, containers: Cranes: 8 (8 Post-panamax)RIG (or RTG): 11; reach stacker: 29; tractors: 32Container freight station: 3,607 m2

Covered warehouses: 14,225 m2

General cargo terminals:Cranes: 8 mobileReach stacker: 6; front loaders, 60; bucketloaders, 5Covered warehouses: 7,920 m2

3. TERMINAL PORT-NOU, SATel.: 93 227 38 00; Fax: 93 441 21 05www.portnou.comportnou@portnou.as Location: 01 Adossat and 20 Ponent wharvesCharacteristics:Area: 4.9 haBerthing line: 1,050 m Draught: up to 16 mRO-RO ramps: 2Covered warehouses: 9,000 m2

Cranes: 4 (1 container lifting crane, 3 gantry)RTG: 2; Reach Stacker: 7; tractors: 8

1. ESTIBADORA DE PONENT, SATel.: 93 223 88 00; Fax: 93 223 88 53jgomez@ral.es

2. Acciona Trasmediterránea, SATel.: 93 295 91 00; Fax: 93 295 91 65

SPECIALISED TERMINALS. COASTAL SHIPPING TERMINALS

SPECIALISED TERMINALS. CONTAINER AND MULTIPURPOSE TERMINALS

72

B. 3

B. 4

B. 5

Gui

de to

the

Port

of B

arce

lona

SPECIALISED TERMINALS. CAR TERMINALS

SPECIALISED TERMINALS. FRUIT TERMINAL

SPECIALISED TERMINALS. COFFEE AND COCOA TERMINAL

1. AUTOTERMINAL, SATel.: 93 223 48 33; Fax: 93 223 42 68www.autoterminal.escorreogeneral@autoterminal.esLocation: 30 dàrsena Sud and 31 dàrsena InteriorwharvesCharacteristics:Area: 29.2 ha of terrace and 37.8 ha vertical parkingBerthing line: 850 m Draught: up to 12 m4 vertical carparks 377,975 m2 26,981 places. Vehiclepersonalisation centre and a protection-removingtunnel

2. SETRAM, SATel.: 93 289 57 94; Fax: 93 223 45 59setram@setram.esLocation: 30 dàrsena Sud and 31 dàrsena InteriorwharvesCharacteristics:Area: 8.7 ha Berthing line: 850 m Draught: up to 12 mCapacity: 10,000 places. 1 vertical carpark 88,700 m2

4 RO-RO berths

BIT, SATel.: 93 223 33 14; Fax: 93 223 29 83Location: 26 Álvarez de la Campa wharfEs_Barcelona_bit@sgsgroup.comCharacteristics:Area: 11,000 m2

Capacity: 14,000 tIn tax-free regimeOnly terminal in the Western Mediterranean type-approved by the LIFFE (London InternationalFinancial Future and Options Exchange)

TERMINAL PORT NOU, SATel.: 93 227 38 17; Fax: 93 227 38 20Location: 20C Ponent wharfCharacteristics:5,556 m2 of cold storage facility, in three independenttemperature chambersSimultaneous storage of up to 6,000 palletsComputerised bar code control systemCargo platform with a capacity of up to 150 trucks a day

73

B. 7

B. 6

INTERLOGÍSTICA DEL FRÍO, SATel.: 93 443 68 20; Fax: 93 443 68 30Location: 19 Sant Bertran wharfCharacteristics:Capacity of the storage chambers: 75,000 m3

Freezing tunnelType-approved for intracommunity storage

Gui

de to

the

Port

of B

arce

lona

SPECIALISED TERMINALS. COLD STORE

SPECIALISED TERMINALS. LIQUID BULK TERMINALS

1. Enagás, SA (natural gas)Tel.: 93 223 53 06; Fax: 93 223 46 86www.enagas.es

2. Relisa (oils)Tel.: 93 223 40 02; Fax: 93 223 46 10www.relisa.comrelisa@relisa.com

3. Tepsa (chemical and refined petroleum)Tel.: 93 289 55 40; Fax: 93 223 45 79www.tepsa.estepsa@tepsa.es

4. Terquimsa (chemical)Tel.: 93 223 48 80; Fax: 93 223 45 19www.terquimsa.comdptocial@terquimsa.com

5. Decal (refined petroleum)Tel.: 93 223 87 40; Fax: 93 223 80 95www.decal.itbcn@decalesp.com

6. Koalagás, SA Tel.: 93 289 51 76 Fax: 93 289 51 73

7. MeroilTel.: 93 206 16 00; Fax: 93 204 61 16www.meroil.esinfo@meroil.es

8. CLH, SA (refined petroleum)Tel.: 93 289 54 00; Fax: 93 223 20 59

9. Sadesa (oils) Tel.: 93 442 78 15; Fax: 93 442 23 39

10. Loiret & Haëntjens España, SA (melassa)Tel.: 93 443 10 60; Fax: 93 442 27 77

Location: 32 INFLAMMABLES, 22 CONTRADICAND TRAM IV WharvesCharacteristics: Area: 61 haBerthing line: 2,390 m exclusiveDraught: 12 mNo. tanks: 497 (liquids); 8 (gases) Type: soft steel, stainless, isothermic, heated,coverings and food qualityTotal capacity: 2,001,977 m3 (liquids); 544,000 m3

(gases)Drum-filling facilitiesContainer-filling facilities CIGOwn rail terminals

74

B. 8

B. 9

Gui

de to

the

Port

of B

arce

lona

1. Passenger Terminal A (being rebuilt)

2. Passenger Terminal B Tel.: 93 221 83 67

3. Passenger Terminal C

4. Passenger Terminal DTel.: 93 487 40 45

5. North Passenger Terminal (World Trade Center) Tel.: 93 412 79 14

6. South Passenger Terminal (World Trade Center)Tel.: 93 412 79 14

7. TrasmediterráneaTel.: 93 295 91 00; Fax: 93 295 91 65

8. Barcelona-Genoa Passenger TerminalTel.: 93 443 98 96

9. Drassanes Passenger TerminalTel.: 93 441 58 00; Fax: 93 441 30 31

10. Maremagnum Passenger TerminalTel.: 93 225 81 46

Location: National traffic on 18 Barcelona and 19Sant Bertran wharves; international traffic on 01Adossat, 15B Espanya and 20 Ponent wharves

CEMENT1. PORTCEMEN, SA

Tel.: 93 443 05 14; Fax: 93 443 10 29portcemen@entorno.es

2. CEMEX ESPAÑA, S.A.

Tel.: 977 73 70 00Location: 01B Adossat, 22C Contradic wharves Characteristics: Silos with 104,800 t capacity

GRAIN 3. ERGRANSA

Tel.: 93 443 37 16; Fax: 93 443 44 39silo@ergransa.esLocation: 22B Contradic wharf, 1 terminalCharacteristics: Multicellular silos with 145,000 tcapacityPneumatic discharge operational capacity: 900 t/h

SOYBEAN4. Cargill España, SATel.: 93 223 04 54; Fax: 93 289 51 05

5. BUNGE IBÉRICA SA

Tel.: 93 230 24 00; Fax: 93 443 42 90

Location: 26B Álvarez de la Campa, 22B Contradicand 23A Oest wharves. 2 terminalsCharacteristics: Flour and raw oil productionindustry includedMilling plants with a capacity of 1,400,000t/year

POTASH6. TRAMER, SA

Tel.: 93 442 19 40; Fax: 93 443 20 73Location: 22A Contradic wharf. 1 terminalCharacteristics: maximum storage capacity80,000 tEquipment: one loading gantry crane with acapacity of 700 Tn/h

SPECIALISED TERMINALS. PASSENGER TERMINALS

SPECIALISED TERMINALS. SOLID BULK TERMINALS

75

C. 2

C. 1ZARAGOZA INLAND GOODS TERMINAL

TOULOUSE INLAND GOODS TERMINAL

Gui

de to

the

Port

of B

arce

lona

Goods terminal

Rail siding

Industrial premises from 4,500 m2

Industrial premises from 2,000 m2

PHASE 1

PHASE 2

PHASE 1

PHASE 2

1. Lorry parking area and cold stores

2. Logistics warehouses

3. Container moving area

4. Enlargement TM2

Dire

ctor

y of

the

Port

of B

arce

lona

5

78

Barcelona Port AuthorityEdificio Portal de la PauPortal de la Pau, 6 08039 BarcelonaTel: +34 93 306 88 00 Fax: +34 93 306 88 11web: www.apb.es

SAU (Unified Access Service)Tel: +34 93 298 60 00 e-mail: sau@apb.es

SAC (Customer Service) Tel.: 900 210 938e-mail: sac@apb.es

Representation of the Port of Barcelona in JapanMr. Takeshi SuzukiDE TOK LTD.1-34-1505, Toranomon 4-ChomeMinato Ku, Tokyo 105-0001 JapanTel: +81 3 3436 11 17Fax: +81 3 3436 11 19e-mail: Suzuki@detokltd.jp

Representation of the Port of Barcelona in ChinaSr. Joan Dedeu CHINA CONSULTANTSRoom 101 1/F., Chung Nam Bldg1, Lockhart Road, Wan ChaiHong KongTel: +852 2866 88 41Fax:+852 2866 75 54e-mail: jdedeu@netvigator.com

Representation of the Port of Barcelonain ArgentinaSr. Hugo Norberto LejtmanCharcas 2715 PB “B”1425 Buenos Aires, ArgentinaTelefax:+54 11 4824 36 01e-mail: h.l@abaconet.com.ar

Representation of the Port of Barcelona inMadridSr. Miguel Angel PalomeroC/ Jorge Juan, 19, 6º28001 Madrid – SpainTel.: +34 91 781 54 45Fax: +34 91 781 54 48e-mail: mapalomero@apb.es

Zaragoza Goods Terminal (tmZ)Sra. Silvia MartínezCamino de la Cogullada, s/nMercazaragoza50014 Zaragoza Tel.: +34 976 464 439Fax: +34 976 476 406e-mail: info@tmzaragoza.comwww.tmzaragoza.com

Toulouse Goods Terminal (tmT)Mme. Nathalie Thomas82, Chemin de la Plaine31790 Saint-Jory (France)Tel : +33 561 357 389 / +33 624 01 09 02Fax : +33 534 275 764e-mail : n.thomas@tmtoulouse.com /info@tmtoulouse.comwww.tmtoulouse.com

Port Vell Gerencia Urbanistica Port 2000Josep Anselm Clavé, 2708002 BarcelonaTel: +34 93 317 61 35Fax: +34 93 317 41 48e-mail: port.2000@bcn.servicom.esD

irect

ory

of th

e Po

rt o

f Bar

celo

naD

irect

ory

of th

e Po

rt o

f Bar

celo

na

79

Dire

ctor

y of

the

Port

of B

arce

lona

ZAL (Logistics Activities Area)CILSA (Centro Intermodal de Logística, SA)Av. Ports d’Europa, 100 4a pl.Service Center08040 BarcelonaTel: +34 93 552 58 00Fax: +34 93 552 58 01e-mail: info@zal.esweb: www.zal.es

PortIC Barcelona, SAWorld Trade Center, Moll de BarcelonaEdifici Est, 6a pl.08039 BarcelonaTel: +34 93 508 82 82Fax: +34 93 508 82 92e-mail: comercial@portic.netweb: www.portic.net

World Trade Center Barcelona, SAMoll de Barcelona, s/n.Edifici Est, 2a pl.08039 BarcelonaTel:+34 93 508 80 00Fax: +34 93 508 80 10e-mail: comercial@wtcbarcelona.esweb: www.wtcbarcelona.com

ESTIBARNA (State Stevedoring Company)Ctra. Circumval·lació, Tram V08039 BarcelonaTel:+34 93 223 18 22Fax:+34 93 223 17 33e-mail: estibarna@estibarna.es

Barcelona Harbourmaster's OfficeCtra. Circumval·lació, Tram VI08040 BarcelonaTel:+34 93 223 53 94Fax:+34 93 223 46 12

Regional Centre for Coordination of Sea Rescuein BarcelonaEdifici Torre de Salvament, Tram VI, 9a pl.Ctra. Circumval·lació, Tram VI 08040 BarcelonaTel:+34 93 223 47 33Fax:+34 93 223 46 13e-mail barcelon@sasemar.es

Customs in BarcelonaPg. Josep Carner, 2708004 BarcelonaTel:+34 93 443 30 08Fax:+34 93 443 19 83

Border Inspection PostEdificio PIFCtra. Circumval·lació, Tram IV08039 BarcelonaExternal HealthTel:+34 93 520 91 80 Fax:+34 93 443 16 32Quality Team (EQ) Tel:+34 93 306 88 18

CATICE (Centre for Technical Assistance and Inspection- Foreign Trade)Moll Príncep d’EspanyaEdifici Tersaco, 4a pl.Tel:+34 93 289 66 10Fax:+34 93 223 48 64e-mail: buzon.oficial@barcelona.catice.mcx.es

Barcelona Association of Shipping Agents Plaça Tetuán, 40-41, 2ª, Ofic. 3708010 BarcelonaTel:+34 93 265 07 32Fax:+34 93 246 29 76e-mail: acb@consignatarios.comweb: www.consignatarios.com

Barcelona Association of Port StevedoringCompanies Av. Drassanes, 23-25, 9è 1a08001 BarcelonaTel:+34 93 442 88 24Fax:+34 93 442 90 62e-mail:: aeepb@aeepb.comweb: www.aeepb.com

Barcelona Association of Freight forwarders,International Shippers and Similar (ATEIA)Via Laietana, 32-3408003 BarcelonaTel:+34 93 315 09 03Fax:+34 93 310 62 47e-mail: ateia@bcn.ateia.comweb: www.bcn.ateia.com

Barcelona Official Association of CustomsAgents and Commission Agents Diputació 295, baixos08009 BarcelonaTel: +34 93 329 27 58Fax:+34 93 441 24 82e-mail: coacab@coacab.comweb: www.coacab.com

Chamber of Commerce, Industry andNavigation of BarcelonaAv. Diagonal, 45208006 BarcelonaTel:+34 93 416 93 00Fax:+34 93 416 93 01e-mail: barcelona@cambrescat.esweb: www.cambrabcn.es

Council of Maritime Users of CataloniaAv. Diagonal 452-454, 4a pl.08006 BarcelonaTel:+34 93 416 94 84Fax:+34 93 416 93 01e-mail: shippers@cambrescat. es

Port Pilots' Corporation Final Pg. Gabriel Roca. Edifici Porta Coeli, 3r08039 BarcelonaTel:+34 93 221 95 67Fax:+34 93 221 38 95e-mail: pracbarn@accessnet.es

Azuqueca Dry PortAutovía A-2 (Madrid-Barcelona) Km. 42,500Avda. de Paris, s/n. Pol. Sena19200 Azuqueca de Henares (Guadalajara)Offices:Tel: +34 949 261 207 Fax+ 34 949 262 551Terminal: Tel: +34 949 263 770 Fax +34 949 263 848e-mail: puertoseco@terra.eswww.puertosecoazuqueca.com

Portal de la Pau, 608039 BarcelonaTel.: 93 306 88 00 / 93 298 21 00Fax: 93 306 88 11www.apb.es

© Autoritat Portuària de Barcelona

Layout and Printing

Novatesa Gràfiques, SL

Graphic Design

El taller interactivo, s.l.

Photography

Taller de Fotografía de Alta Definición, S.L.Lluís Castellà Bel (Tracte Comunicació Global)Juanjo Martínez

Translation

Mike Lucas, Simultrad, S.L.

D.L.: B-24565-2008