Discover the 2016 Annual Report of the Port Authority of Guadeloupe

1. Annual
Report

3. Foreword by the Chairman of the Management Board .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Five Specialist Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Awards Add to the Port’s Record of Achievements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
An Attentive and Committed Guadeloupe Port Caraïbes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
The Development of the WaterFront . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
"Cáyoli": Caring about Nature .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Guadeloupe Port Caraïbes: Competitiveness in 14 Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Record-Breaking Results: 3.7 Million Tonnes Handled in 2016 .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
1.1 Million Passengers in 2016: the Port Passes a New Milestone.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
The Financial Indicators Benefit from this Momentum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2016
Annual Report
Contents

4. Domestic traffic has started to move forwards again. The transhipment
business is taking it to another level, firstly with a new record for containers,
at 66 000 TEUs, and secondly, with a further, 33 % increase in the number
of new vehicles transhipped. This standard of performance consolidates
the position of the Guadeloupe Port Community as a Caribbean hub.
The developments noted in the other activities are more mixed, with a
downturn in hydrocarbon imports and a fall in sugar exports.
Those weak signals evidence the transformations that are occurring in
our economic environment. At the same time, 2016 is therefore a year in
which active preparations were made for the next stages of development.
Acting in advance of Parliament’s adoption on 8th August 2016 of the
Return of Biodiversity Bill, Guadeloupe Port Caraïbes developed, in an
innovative way and for the next 15 years, the "Cáyoli" initiative for the
active management and recovery of over 5 000 hectares of its marine
and terrestrial natural spaces. This action plan in support of biodiversity
primarily targets the three most iconic environments in the Port Authority’s
area of jurisdiction: corals, seagrasses and mangroves. The intention is
to develop their ecological value and to encourage sustainable economic
activities and uses linked to these environments. The initiative aims to
find the right balance between economic development and strengthening
ecological functions. The first achievements of the Cáyoli Programme can
already be seen on and around Îlet à Cochons Islet in Pointe à Pitre Bay.
True to its mission to serve the economic
development of the Guadeloupian
Archipelago, with its 12 000 direct,
indirect and spin-off jobs, and the
reinvestment at a local level of over
70 % of its sales turnover, Guadeloupe
Port Caraïbes continued to upgrade
its installations in 2016. More than
10 M€ were therefore invested
to further enhance the
reliability of its facilities
and to deliver a better
level of service for its
customers. From the
very start of 2016, the
reception of new, larger
container ships was
possible thanks to the "Next-Generation Port" offer. The security provisions
at the terminals have been improved. The resistance to natural hazards
has also been increased, with the seismic protection of the Darboussier
embankment and the safety work carried out on warehouse H14 at Jarry,
to protect it against technological risks.
Less directly visible and yet just as important is the "Focus on Maintenance"
initiative designed to heighten the professionalism of Guadeloupe Port
Caraïbes’ intervention teams. The significant investments made recently
and the obsolescence of some of the port installations mean that this
initiative is crucial to the successful consolidation of the Port Authority’s
competitive advantages: reliability, safety, efficiency. It is true to say that
the assets of the Guadeloupe Port Community are acknowledged nationally
and internationally. The Port Efficiency and Productivity Prize awarded
last October by the Caribbean Shipping Association is evidence of this
recognition of the regional port environment and of Guadeloupe’s visibility
across the Caribbean.
2016 is also remarkable for the Port’s societal integration initiatives.
The dialogue on the subject of the implementation of the "Port Center"
Charter has been engaged with our partners. The areas of coordination are
many: the management of Îlet à Cochons Islet, the development of sea bus
services, the pedagogical support offered to young people in collaboration
with the Regional Education Authority. On a still larger scale in keeping with
the success of the event, the cruise liner terminal played host to the Pool
Art Fair, a contemporary art fair that promotes artistic exchanges between
Guadeloupe, the Caribbean and places further afield. A group of artists
and an association promoting integration were invited to decorate the new
Basse-Terre harbour station with a fresco.
Finally, 2016 is the point of departure for our ambitious thinking as
regards the port of tomorrow, for a new, more resilient prosperity
serving the Guadeloupian Archipelago, going forward towards the new
economy. Developing Guadeloupe Port Caraïbes’ service offer and the
competitiveness of its core specialism of course remains the priority. At
the same time, we are committed to assisting new sectors of activity in a
position to expand the base of tomorrow’s port economy and − why not ?
− to stimulating the emergence of such activities.
I would like to give credit for these accomplishments and to offer my thanks
to each of the Members of the Supervisory Board and of the Development
Board, and to all the partners who have spurred us on, assisted us and
shown us their active support throughout a very busy year.
Yves SALAÜN
2
With a new record for the number of containers handled
(212 000 TEUs) and a new increase in the number of
passengers (1.1 million) received at Guadeloupe Port
Caraïbes facilities, the level of activity in 2016 confirms the
relevanceofthestrategythatwehavebeenimplementing.
Foreword
by the Chairman
oftheManagementBoard

6. 21
3
4
Five Specialist Facilities
The port service offer of Guadeloupe Port Caraïbes
encompassesfivespecialistfacilitiesthatcontributetothe
development and to the equilibrium of the Guadeloupian
Archipelago.
The Port of Pointe-à-Pitre accommodates passenger traffic and a yachting business.
Located close to an international airport, the Port of Pointe-à-Pitre handles home-base and transit cruise
shipping. It has two modern cruise liner terminals, a bar and a local arts and crafts village (Karuland). The
facility focuses first and foremost on providing safe, high quality in-port reception. As the accompaniment
to economic development, the work projects undertaken as part of the city/port interface operation
are aimed at strengthening this position in the tourism sector. The Bergevin International Harbour
Station accommodates the traffic with Marie-Galante, Les Saintes and the neighbouring Islands of
Dominica, Martinique and Saint Lucia. Handling more than 838 000 passengers per year, the
harbour station remains an installation of essential importance. The only facility of its kind
in the Caribbean, equipped with a floating dock that is able to receive 35-metre vessels,
the repair yard for large yachts contributes to the growth of nautical activities in
Guadeloupe. The implementation of the suspensive customs procedure known as
inward processing permits the importation of replacement parts under customs
control, in the interests of more competitively priced interventions and repairs
for yachts calling at Pointe-à-Pitre, which also benefit from a reduction
in tax on the fuel with which they are supplied. Complying with ISPS
Standards, the Port of Pointe-à-Pitre also has complete video
surveillance coverage.
In handling 97 % of Guadeloupe Port Caraïbes’ cargo volume, the Port of
Jarry at Baie-Mahault is the leading port facility in the Archipelago for freight traffic.
With natural protection against the swell, accessible with no wind or tide constraints to
over-Panamax-type vessels, offering a draught of 15 metres and thereby able to receive
4 500 TEU vessels, the Port of Jarry Baie-Mahault is located at the heart of the Island’s largest
industrial and logistics park. With 9 specialist quays, modern installations and leading-edge
plant and equipment, this facility forms Guadeloupe Port Caraïbes’ pole of logistics excellence,
wholly dedicated to freight traffic. It possesses 4 gantry cranes, a vast high-added-value
free-zone warehousing area (2 dry cargo warehouses and the biggest refrigerated warehouse in
the Caribbean), an industrial park, an industrial and commercial area that accommodates firms
working directly with the port facility, its
own World Trade Center complex and
an inert waste storage facility for the
sustainable utilization of waste
building and civil engineering
materials. Complying with
ISPS Standards, the
Port of Jarry Baie-
Mahault is also fully
covered by video
surveillance.
1 The Port of
Jarry Baie-Mahault
Exchanges of Goods
2 The Port of Pointe-à-Pitre
Reception of Passengers,
Maintenance of Large Yachts

7. 5
4
5
With its open roads and possessing a draught of over 9 metres, the Port of Basse-Terre is a multi-purpose facility.
The passenger business represents 4 % of Guadeloupe Port Caraïbes’ overall traffic volume. The development work carried out as part of the
city-port interface operation consolidates the position of the Port of Basse-Terre as a cruise liner destination. Going right to the heart of the
mountain, this port of call offers visitors the chance to discover the heritage of the administrative capital, a place of acknowledged artistic
and historical importance, as well as the area’s pre-Colombian sites and natural
spaces. Via its harbour station, which is photovoltaic energy self-sufficient, the
Port of Basse-Terre also offers regular links to Les Saintes and accommodates
services to Antigua. The freight business at the Port of Basse-Terre
accounts for more than 1.5 % of Guadeloupe Port Caraïbes’ overall
cargo traffic volume. At a local level, the port-related activities help to
create wealth and make this facility a major centre for economic
development and employment in the Region. Complying with
ISPS Standards, the Port of Basse-Terre is also fully covered
by video surveillance.
Situated at the heart of the Petit Cul de Sac Marin inlet and near an international airport,
the Bas-du-Fort Marina has operated under lease since 2006 and forms a perfect havenfor
yachts and boats. With over 1 000 berths spread over 23 quays, an additional 43 mooring
buoys and an area reserved specifically for yachts of over 23 metres in length, the Marina
accommodates a home-base fleet and rental boats. It is ranked among the biggest
marinas in the Caribbean, the leading destination for yachting. The Bas-du-Fort Marina
places at the disposal of yachtsmen and sailors a 6 000 m² professional technical
assistance zone, launching facilities, a 35-tonne travel lift, rental premises,
shops and services, a video surveillance system and an area reserved for
yachts. Well known in the world of yachting, the Marina plays host to some
internationally renowned sailing events, including the world-famous
Route du Rhum Yacht Race. Complying with ISPS Standards, the Bas-
du-Fort Marina is also fully covered by video surveillance.
3 The Port of Basse-Terre
Freight and Passengers
Equipped with a sugar cargo berth and two ro-ro berths and possessing a draught of 9 metres, the Port of Folle Anse
on Marie-Galante forms the strategic hub that opens up the best preserved island in the Guadeloupian Archipelago.
Handling nearly 100 000 tonnes of cargo a year, it is the key
transit point for export consignments of sugar from
Marie-Galante and for the imported goods required to
supply the Island. Complying with ISPS Standards,
the Port of Folle Anse also has complete video
surveillance coverage.
4 The Port of Folle Anse
on Marie-Galante
Domestic and Short-Sea Traffic
5 The Bas-du-Fort Marina
Nautical Activities

8. 6
The Major Seaport Authority of Guadeloupe – Guadeloupe Port
Caraïbes – is a public enterprise corporation which is charged with
managing the port installations and maritime accesses at the port
facilities in its area of jurisdiction. It is a multi-purpose port which
deals with a great diversity of traffic (cargo, passengers, yachts and
boats) and leads a competitive, diversified port community.
Within its area, the Port Authority is responsible for work to
extend, improve, upgrade and rebuild the port installations, for
port operations, upkeep and policing at the port facilities and for
managing and developing the land and property which it has been
assigned. In handling nearly 95 % of the exchanges of goods
between Guadeloupe and the outside world, Guadeloupe Port
Caraïbes forms the principal logistics platform on which the local
economy relies. It provides the means on the one hand to supply
energy and to import raw materials, semi-finished products and the
majority of consumer goods, and on the other hand to export local
Guadeloupian produce (primarily bananas, sugar and rum). Within
the past five years, export consignments of scrap metal have been
added to the types of traffic handled.
With over one million passengers using its facilities every year,
Guadeloupe Port Caraïbes is also a key player in the tourism sector.
Our Missions
Awards Add to
the Port’s Record
of Achievements
Recent Distinctions Awarded
by Associations in the Maritime and Ports Sector
Most Responsive Port Prize, awarded in 2007 by the Caribbean Shipping Association (CSA)
Best Multi-Purpose Terminal in the Caribbean Prize, awarded by the CSA in 2008 and 2013
Most Reliable Port in the Caribbean Prize, awarded by the CSA in 2009 and 2012
Dream World Cruise Destinations Best Port Welcome Award in 2009 and 2010
First Prize for Growth and Development, awarded by the CSA in 2010
Port Dependability and Flexibility Award (CSA, 2014 and 2015)
Special Mention awarded in 2015 by the European Sea Ports Organisation (ESPO),
for Guadeloupe Port Caraïbes’ societal integration policy aimed at young people
Port Efficiency and Productivity Prize, awarded by the CSA in 2016
Biodiversity and Businesses Prize, awarded by the French Ministry for the Environment,
Energy and Maritime Affairs, for the Port’s "Cáyoli" Programme

9. Lastly, Guadeloupe Port Caraïbes is attentive to and invested in leading-edge sectors of activity. We explore new activities, so as to
understand and to contribute to thinking about the new modes of production which will form the base of tomorrow’s port economy. The
technical and technological progress made also concerns the port and maritime sector, via the digitalization and automation of processes
for the management of vessels, terminals, port systems and supply chains. In light of this, we are involved in leading-edge sectors and are
building the "Smart Port" Project permitting the creation of added value and powering the port economy thanks to technological advances
along three lines: Optimizing the organization at the Jarry terminal, Delivering greater reliability and profitability in the passenger business
and Harnessing digital technology in the service of environmental innovation. The principal challenge consists in becoming a Smart Port, by
facilitating access to and exchange of information, by generating fluidity in all the interactions occurring between those involved in the life of
the Port, via processes that are suited to those using them, so as to become in the course of time the Benchmark Smart Port in the Caribbean.
At Caribbean level, Guadeloupe holds a competitive edge in terms of new technologies, thanks to the high rate of usage of mobile devices
in Guadeloupe, to the growing number of homes with broadband connection and to the presence of a community of start-ups possessing
significant potential. It is therefore vital for us to make the most of this context, in order to become more competitive and more attractive thanks
to the contribution of new information and communication technologies.
In an island context, handling nearly 95 % of the exchanges of goods between Guadeloupe and the outside world, in terms of imports and
exports Guadeloupe Port Caraïbes forms a logistics platform of vital importance to the local economy.
The Port directly employs 150 salaried employees, but when all the activities are taken together, the port-based economy represents 12 %
of local jobs, making Guadeloupe Port Caraïbes a significant employment generator. Furthermore, close to 70 % of the Port Authority’s sales
turnover is put back into the local economy each year. In a virtual monopoly situation, the Port Authority positions itself in its capacity as a
public enterprise corporation as an economic regulator of the Guadeloupian Archipelago.
On more than one occasion, the efficiency, productivity and quality of Guadeloupe Port Caraïbes’ infrastructures have been honoured
nationally and internationally by prestigious awards that attest to our commitment.
Moreover, as the administrator and developer of port and natural areas, Guadeloupe Port Caraïbes has instituted a 15-year-long initiative for
the active management of the marine and terrestrial natural spaces within its area of jurisdiction. Halfway between economic development and
strengthening ecological functions, the purpose of the "Cáyoli" Project is to protect the environments concerned, to permit their development
and to encourage sustainable economic activities and uses linked to those environments.
Keen to ensure the Port’s societal integration within its environment, in 2015 Guadeloupe Port Caraïbes ratified the Port Center Charter
instituted by the International Association Cities and Ports (AIVP) with the aim of optimizing relations between ports, cities and citizens.
Greater synergy within the port community and efforts to promote its specialisms, dialogue with institutional partners, the opening of the
Port towards the City or raising awareness of port-related activities and environmental protection issues among schoolchildren thereby lie at
the heart of its concerns. The desire to achieve integration also entails a strong commitment in artistic and cultural terms. That same year,
at the ESPO Awards honouring societal integration actions by European ports, the "Discovering My Port" project enabling schoolchildren to
immerse themselves in the port environment and its challenges received a Special Mention. Over 2 000 pupils have been able to visit the
port installations thanks to our partnerships with the Regional Education Authority and the University.
7
An Attentive
and Committed
Guadeloupe Port Caraï bes
A Player Serving the Region
Greater Societal Integration
An Active Management of Natural Spaces
A Quality of Service Acknowledged
Nationally and Internationally
An Involvement in Leading-Edge Sectors

10. At present, the volume of activity has levelled off and has even
decreased slightly over the past two seasons. Our Archipelago
occupies a position that is far below its actual potential in a market
that is characterized by its extreme volatility. Outstanding work has
already been done on marketing the destination, and yet, in terms of
products, financial return, expenditure and job creation, Guadeloupe
lags behind its competitors. The challenge is to develop the business
and to create the conditions that are conducive to generating and
securing value via the cruise shipping sector, both in terms of volume
and through the consumption opportunities proposed. Guadeloupe
certainly offers some beautiful excursions, but the surveys of cruise
passengers have shown that 60 % of passengers stay in Pointe-à-
Pitre and its surrounding area, while only 40 % leave on excursions.
Consequently, we must design a tourism offer that is better adapted
to the demand. The development of a waterfront facility will offer the
majority of cruise passengers, as they step off the ship, direct access
to a vast entertainment area (high-quality commercial zones, local
arts and crafts, cultural and recreational sites, restaurants and food
outlets, etc.) and will enable Guadeloupe to win new market share.
The Port Authority has therefore begun thinking about how best to
improve and to update the cruise tourism offer, so as to consolidate
Guadeloupe’s position in this market, to upgrade the onshore
tourism offer by bringing it in line with Caribbean-wide standards,
and to boost tourism activities in Guadeloupe.
It is crucial that on the one hand this process of deliberation matches
the expectations of cruise passengers and tourists, and that on the
other hand it meets the needs of the local population, which will
be able to fully feel the ongoing benefits of the dynamic generated
by a city-port interface development project (appeal of the Region,
structuring of sectors of activity, etc.).
The rapidly growing cruise shipping sector is part and parcel of a
full-scale, tourism-based economic project conducted on a collective
basis with all the Region’s economic and institutional stakeholders.
8
The Development
of the WaterFront
The Caribbean zone is the world’s leading business activity
area for cruise shipping. In Guadeloupe, the cruise shipping
business has seen significant growth over the past five
years (+ 300 %). A major creator of added value and
employment generator, this industry plays a driving role in
the development of tourism and, more broadly, of the island
economies.Itisthereforeimportantthatitismaintainedand
accommodated in the best possible conditions.

11. The "Cáyoli" Plan for the Management of Natural Spaces seeks to
strike an appropriate balance between economic development and
the development of ecological functions, in an approach integrating
planning and development concerns and the management of
port, logistical and natural spaces. It aims to put in place a more
sustainable and active mode of management of the three most
iconic environments within the Port Authority’s area of jurisdiction,
namely mangroves, coral reefs and islets.
The purpose of this short-, medium- and long-term action plan in
support of biodiversity is to protect the environments concerned, to
help to enhance their ecological value and to develop sustainable
economic activities and uses linked to these environments.
Guadeloupe Port Caraïbes has allocated 6 M€ to this innovative
approach, which is applied to three geographical sectors: Petit
Cul de Sac Marin Inlet, Folle Anse on Marie-Galante and Basse-
Terre. Since 2016, several environment restoration actions have
already begun, including a mangrove nursery, a coral nursery,
work on restoring marine turtle nesting sites, etc. Other actions to be
undertaken in the future relate to the improvement and equipping of
the sites concerned, and to the development of activities capable of
guaranteeing their sustainable management, such as the installation
of eco-mooring, the laying out of an underwater nature trail and the
provision of micro-habitats for marine fauna.
A broad consultation with the sector’s stakeholders has enabled us to
identify the environmental, social and economic issues involved, in
order to define the priority orientations of the management plan. Each
action will therefore be monitored on a technical and scientific level, so
as to assess its impact and to determine its ecological added value.
99
"Cáyoli" :
Caring about Nature
With a Port Authority area of jurisdiction covering 8 000
hectareswithinthePetitCuldeSacMarinInlet,Guadeloupe
Port Caraïbes bears a major responsibility in relation to this
natural space. At a time when ecology is a central issue,
the Port Authority has become the leading holder of data
concerning this environment, which henceforth it protects
within the framework of its sustainable development
strategy for the next 15 years.

12. 1 Safety and security of the installations.
video surveillance and security command post.
2 Cargo Community System AP, a single-window system
which permits the monitoring of administrative and customs procedures relating to the import, export and transhipment of goods.
3 Over-Panamax- type gantry cranes.
4 A location close to the Region’s largest industrial and business park. Availability of a
vast logistical activity zone and the biggest refrigerated warehouse in the Caribbean.
5 Direct, reliable access to the road network.
6 A qualified, flexible workforce of dockers,
the only dock workers in the Caribbean possessing Vocational Qualification Certification.
7 A successful industrial relations dialogue
that has resulted in the cargo handlers joining a single economic interest grouping (AREMA).
8 Large-scale preventive maintenance of plant and equipment.
9 Proximity to an international airport
which is ideal for yachting and home-base cruise shipping.
J Appeal of the Region and a focus on marketing "Destination Guadeloupe"
in partnership with the Airport Authority and the Tourist Board for the Guadeloupian Archipelago.
K A commitment to the quality initiative:
ISO 14001 Certification, ISO 18001 Certification.
L Transit time efficiency.
M A complete vessel-related service offer via:
The Harbour Master’s Office of the Guadeloupe Port Authority, which manages vessel reception and traffic, the surveillance of the port installations
and all safety, security and rescue operations. It also fulfils a vital role in the communication of information to all port users.
Piloting Services. The piloting station, which has held ISO 9001 Certification since 1998, provides a compulsory piloting service with a high degree
of efficiency. Under the terms of a five-year plan, the teams receive ongoing training in order to adapt to developments in navigation equipment and to
changes in shipboard procedures and practices, notably for cruise liners.
Tugging Services which are provided by a firm operating powerful tugboats capable of assisting all vessels entering or leaving port and coming
alongside quay. The fleet is fully FiFi (Fire Fighting) equipped and the teams are trained by the BOLUDA tugboat company.
Inshore Piloting Services: the inshore piloting firms intervene in order to make fast and to cast off vessel mooring lines and to warp vessels.
N A regular dialogue with Port Community Associations and a sharing of information through the expansion of the
professional network at international level: twinning arrangements with the Ports of Québec, New Orleans and Nantes – Saint Nazaire.
10
Guadeloupe
Port Caraïbes:
Competitiveness
in 14 Key Points
Guadeloupe Port Caraïbes leads an attractive port
community that offers shipping lines guarantees of
competitiveness and dependability for in-port vessel
reception and cargo handling and in welcoming the
passengers who transit its installations.

14. 12
Record-Breaking
Results:
3 . 7 Million Tonnes
Handled in 2016
The cargo traffic volume amounts to 3.7 million tonnes in
2016, which is the third best result in the Port’s history.
0
1 000 000
2 000 000
3 000 000
4 000 000
2011 2012 2013 2014 2015 2016
3 443 234
3 858 932
3 683 890
3 316 107
3 599 053
3 721 677
700 262
921 688 859 739 770 089
899 895 921 198
2 742 972
2 937244
2 824151
2 546 018
2 699 158
2 800 479
INBOUND
OUTBOUND
TOTAL
Supported by domestic traffic and by the
record-breaking volume of transhipment
business, the cargo traffic volume
increases over a twelve-month period.
Change in
Overall Cargo
Traffic Volume
(in gross tonnage)
16.82%
54.33%
6.32%
22.53%
General Cargo
60.65 % - 2 257 174 tonnes
Containerized Cargo
2 021 602 tonnes
Non-Containerized Cargo
235 572 tonnes
Solid Bulk
Cargo
Liquid Bulk
Cargo
626 049
tonnes
838 454
tonnes
(in gross tonnage)
Breakdown
by Type of
Traffic in 2016

15. (in gross tonnage)
(in TEUs)
13
The developments are mixed. With the
exception of liquid bulk cargo, all the
indicators show positive developments.
The downturn recorded notably in
hydrocarbon imports and in sugar
exports is offset by strong growth in
certain solid bulk cargo sectors, such
as coal. It may be noted that the sugar
marketing year falls well below the
volume for the previous year.
0
450 000
900 000
1 350 000
1 800 000
2011 2012 2013 2014 2015 2016
1 712 037
1 590 460 1 608 370
1 384 543 1 407 685 1 439 054
996 870
954 259 908 471
768 119
715 792
838 454
715 167
636 201
699 899
616 424
691 893
600 600
0
75 000
150 000
225 000
2011 2012 2013 2014 2015 2016
32 788
65 663
146 596
63 343
138 605
48 865
135 057
59 786
138 356
59 898
131973132 305
Total:165093
Total:211871
Total:198142
Total:183922
Total:201948
Total:212259
LIQUID BULK CARGO
SOLID BULK CARGO
TOTAL
DOMESTIC TRAFFIC
TRANSHIPMENT
Change in
Bulk Cargo Traffic
With 212 259 TEUs handled in 2016,
container traffic is in a positive dynamic
and sets a new record. The growth is
bolstered by the domestic traffic volume,
which continues to make good progress.
The transhipment volume also represents
a new record (66 000 TEUs).
Container
Traffic

16. (in number of passengers)
(in number of passengers)
Change in
Passenger
Traffic
0
240 000
480 000
720 000
960 000
1 200 000
2011 2012 2013 2014 2015 2016
803 774
865 128
892 000
980424
1 098 284 1114 886
102 281
123 219
158 356
234 304
309 872
276 293
108 303
123 219 111 483 110 365 112 164 98 871
593 190 618 690 622 161 635 755
676 248
739 722
0
80 000
160 000
240 000
320 000
2012-2013
Season
2013-2014
Season
2014-2015
Season
2015-2016
Season
154398
120187
164663
156648
89 390
116702
7994
151325
Total:159119
Total:206092
Total:321311
Total:274585
HOME-BASE & INTERPORTING
TRANSIT
INTER-ISLAND TRAFFIC
CRUISE LINER TRAFFIC
DOMESTIC TRAFFIC
TOTAL
14
1.1 Million
Passengers
in 2016:
The passenger traffic volume increases by 1%. Having gone close to the 1.1 million passenger mark in
2015, the Port Community achieved this level in 2016. The decrease in the number of cruise liner calls
impacts the number of passengers, but this negative development is offset by the growth in domestic
traffic. Inter-island traffic has to face stronger competition from airline services, in particular for Martinique.
the Port Passes
a New Milestone
Home-Base &
Interporting / Transit
Cruise Liner Traffic
Breakdown for
Guadeloupe
Port Caraïbes

17. (in M€)
Change in
Capital Expenditure
2016 / 2015 Variation : - 77. 76 %
(in M€)
Change in Sales
Turnover
14
28
42
56
70
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
13.33 13.94 11.78
21.37
17.57
14.56
7.87
13.94 12.25 9.83
62.83
13.97
2016 / 2015 Variation : + 4. 65 %
30
32
34
36
38
40
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
30.61
29
30.61 30.64
28.68
30.57
32.45
35.3
36.58
35.98
37.44
39.18
15
2016 sees a favourable development in business terms,
thereby producing much improved results compared to
the previous year.
The Financial
Indicators
BenefitfromthisMomentum
The overall sales turnover sees an increase of 4.65 %
compared to 2015, and therefore stands at 39.18 M€.
This change is mainly explained by a stronger level of
activity, with notably a 3.4 % increase in cargo traffic
and a 5.01 % rise in (full and empty) container traffic,
resulting in an 8.00 % progression in port dues. It should
be noted that the growth in the volume of transhipment
business also contributes to this development.
The investment programme in the total amount
of 13.97 M€ was completed as planned. The
level of capital expenditure is much reduced
compared to 2015, in view of the end of the
first phase of work on the Next-Generation Port
project. The proper completion of the investment
programme led to a 4 M€ decrease in operating
capital, which stands at 22.90 M€.

19. 2016 Annual Report
September 2017
Editorial Director: Directorate of Communication and Institutional Relations
Written by the Directorate of Communication and Institutional Relations
English Translation: Peter Wynne Griffiths
Photographic Credits: Eric Guyenon, Studio Flash, L. Berenger – écocéan, Photos©WEB2WEB et GPMG.
Graphic Design: proScime

20. Quai Ferdinand de Lesseps - BP 485
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Tel.: (+590) 590 68 61 70 - Fax: (+590) 590 68 61 71
www.guadeloupe-portcaraïbes.com
@PortGuadeloupe