Port Integration - Environment for the application of ICT technologies in European Ports - Jose Garcia de la Guia / Salvador Furió Pruñonosa

Environment for the application of ICT
technologies in European Ports
Best Practice Guide on Single Windows, e-Maritime and Port
Community System

Jose Garcia de la Guia
Innovation Director
Port Authority of Valencia
Salvador Furió Pruñonosa
Logistics & Intermodality Director
Valenciaport Foundation

Riga, October 20th 2011

Best Practice Guide on Single Windows,
e-Maritime and Port Community System

Volume I - Environment for the application of ICT technologies in Ports

Volume II - ICT solutions in maritime transport and port interfaces

Volume III - Action plan blueprint

2

technologies in Ports

Port environment for the application of ICT technologies
– Modernization, capacity and specialization level of ports
– The role of the port authority
– Influence of the port governance model
– ICT solutions as part of port modernization
– ICT implementation roadmap

EU and International Policies
– Transport policies
– Initiatives grouped by area

Future Trends for ICT in Port Environments
– Main guidelines established by the European transport white paper of
2011
– Next steps in electronic customs
– The e-maritime initiative
– A review of EU research projects dealing with the future of ICT in port
environments
3

X MTn >50 Mill. Tns
% cont

EC defines the Port Authority as the entity which has as its objective
X
under national law or regulation, the administration and management of
MTn 50-10 Mill. Tns
% cont
Hamina
the port infrastructures and the coordination and control4of the activities
X MTn 19%
of the different operators present in the port.
% cont <10 Mill. Tns
32
4%
28 Tallin
However we can find different types of port authorities depending on
LatinPorts 9%
Riga
their size, the kind of traffic they manage, their political,Klaipedia and
HansenPorts 26 social
11%
geographical environment, what is their main objective, the way they
New HasenPorts
Felixtowe 105
59%
approach their functions and the role and strategies they adopt, their
Anglo-Saxon Ports
23.4 154
Ipswich 54% Hamburg
governance model, etc. 2
0%
100%

Antwerp

All these factors will influence directly the way port authorities approach
ICT and will constitute the environment for the application of ICT
solutions Marseilles 34
80 31% 2.6
10% 55%
Genoa Ancona
Valencia
53
76%

4

X MTn >50 Mill. Tns
% cont

X
MTn 50-10 Mill. Tns
% cont
Hamina
4
X MTn 19%
32
4%
28 Tallin
LatinPorts 9% Riga
HansenPorts 26
11% Klaipedia
New HasenPorts 105
Felixtowe
59%
Anglo-Saxon Ports 154
23.4
Ipswich 2 100% 54% Hamburg
0%
Antwerp

Marseilles 34
80 31% 2.6
10% 55%
Genoa Ancona
Valencia
53
76%




2011
environments
6

Modernization, capacity and specialization level of ports

-specialization of operations
-focused on offering basic port
-seek for improvements in their
services to vessels
management capacities

-extend their
service scope to
become effective
logistics platforms
for trade
-introduce
integrated systems
for data collection
and processing
Source: UNCTAD

- Introduce new aspects in logistics management and connectivity
between transport modes
-information management is a differentiating element in their services 7




2011
environments
8

The role of the Port Authority - OBJECTIVES
X MTn >50 Mill. Tns
% cont

The differences of the port authority objectives will influence the
X
MTn 50-10 Mill. Tns
% cont
Hamina
environment for building ICT solutions 4
X MTn 19%
32
4%
28 Tallin
•Hanse LatinPorts
 Maximisation of added value 9% Riga
HansenPorts 26

•NewHasenPorts
New Hanse  Maximisation of handheld tonnage
105
11% Klaipedia
Felixtowe
59%
•Anglo-Saxon
Anglo-Saxon Ports
 Maximisation of profit of the port authority
Ipswich 2
23.4 154
54%
Hamburg
100%
0%
•Latin  Maximisation of added value
Antwerp

•New Latin  Maximisation of handheld tonnage
Marseilles 34
80 31% 2.6
10% 55%
Genoa Ancona
Valencia
53
76%

9

The role of the Port Authority - FUNCTIONS

Port authorities traditionally have assumed three functions: landlord,
regulator and operator, but nowadays this concept has evolved

ability of establishing contracts
LANLORD FUNCTIONS for port land use
-management, maintenance, provision
of infrastructures and facilities concession contracts
-conception and implementation of
policies and strategies clauses, conditions: throughput,
minimum volumes

pressure to invest in
financial Competition for land- Other aspect should be
port infrastructure use (environmental
and enlargement
pressure
and social pressure)
considered s.a.: efficiency,
automation use of advanced
ICT solutions

10

advanced and reliable
REGULATOR FUNCTIONS information is required
-controlling, surveillance and policing to
ensure safety and security of cargo cooperation, coordination,
operations integration

-responsibility shared with other
ICT are a critical asset
regulatory agencies (customs, maritime
the regulatory function creates a very suitable
authorities, veterinary, …) environment for the introduction and
application of ICT in EU Ports

privatization of this functions
OPERATOR FUNCTIONS
-physical transfer of goods and loss of information and ctrl –
passengers between sea and land increased number of operators
-technical-nautical services (pilotage, towage
and mooring) Coord, ctrl and supervision is
required. Ports turn into
-ancillary services (provision of water, electricity, community managers
waste disposal, warehousing and logistics services)
PCS, SW, ICT – strategic tools
11


The former operator function has given way to landlord and regulatory
functions which have gained a strong community focus leading ports to
a new community manager function

-Elimination of bottlenecks
THE COMMUNITY MANAGER
FUNCTION -Facilitation of administrative
procedures
-coordinating private and public port -Reengineering of processes
community members to solve problems
-New organization structures
and develop efficient operations inside
and outside the port with a global door- -Introduction of ICT
to-door corridor or supply chain -Marketing and promotion act.
perspective -Training and education activities
terminals, shipowners, shipping lines, NVOSCCs, -Other innovative activities
road hauliers, railway operators, railway
undertakings, logistics operators, freight forwarders,
customs’ brokers, shippers, consignees,…
maritime authorities, customs, regulatory agencies
(agricultural, sanitary, veterinary, etc.)
12

The role of the Port Authority – ROLE/STRATEGIES

Conservator Facilitator Entrepreneur

passive and mechanistic active mediator facilitator with a more
implementation of the between economic outspoken commercial
three traditional port and social interests attitude as investor,
authority functions at service provider and
look beyond the port
local level consultant on all three
perimeter and try to
geographical levels:
engage in strategic
local, regional, global
regional partnerships

Could play an active role leading the development and implementation of ICT

- Mediating in commercial B2B relations with port operators
- Investing in ICT solutions
- Applying actively rules and regulations and giving assistance to
port community in the implementation
- Motivating for ICT development and implementation
- Promoting ICT solutions 13




2011
environments
14

Influence of the port GOVERNANCE model

The GOVERNANCE MODEL will directly influence in the possibility of the
Port Authority to take an active and leading role in the adoption,
development and implementation of ICT in the port cluster
15




2011
environments
16

ICT solutions as part of port modernization - SW

Nowadays, the most extended concepts, based on ICT tools, to support the
modernization of the ports and trade facilitation are the “Single Window”
and the “Port Community System”

Both will be determinant to develop revised port functions, specially regulator
and new community manager functions

PORT REGULATOR FUNCTIONS

Shared responsibilities

Need for cooperation SW

Single entrance point – one-time submission

Traditional structures of government are
transformed into new arrangements that
best serve the needs of citizens and
businesses 17

ICT solutions as part of port modernization - SW

UN/CEFACT Recommendation Number 33 defines a SW as
“a facility that allows parties involved in trade and transport to lodge
standardized information and documents with a single entry point to fulfill
all import, export, and transit-related regulatory requirements. If
information is electronic, then individual data elements should only be
submitted once”

WCO
“Single Window Environment‟ as a cross border intelligent facility that
allows parties involved in trade and transport to lodge standardized
information, mainly electronic, with a single entry point to fulfill all import,
export and transit related regulatory requirements”

-Incremental submission of data
-Harmonized regulatory declarations
-Sharing information amongst authorities and agencies
-Harmonized authorities response
18

Different types of Single Windows
Single
Integrated -Single Authority
Automated Model
integrated
System
integrated SW
SW
SW

interfaced
integrated

Mixed -Single
Interfaced -Single Automated
Automated System
System integrated
interfaced
SW
SW
SW
SW

interfaced
interfaced

ICT solutions as part of port modernization - PCS

Supply chain management, logistics and transport generally involve
also a large number of different private stakeholders interacting
between them in business-to-business relations.

Chain alliances
information required  COOPERATION
Node alliances

CARGO COMMUNITY SYSTEMS / PORT COMMUNITY SYTEMS

•Unequal distribution of costs and benefits
•Lack of resources to invest
Barriers to cooperation •Reluctance to cooperate (strategies)
(De Langen,2008)
•Lack of a dominant company for leadership
•Short term view 20

ICT solutions as part of port modernization - PCS

The European Port
Community Systems
Association (EPCSA) defines
the PCS concept as a neutral
and open electronic platform
enabling intelligent and
secure exchange of
information between public
and private stakeholders in
order to improve the
competitive position of the these systems optimise, manage and automate
port and logistics efficient processes through a
sea and air port’s single submission of data and connecting
communities. transport and logistics chain.
21

The Port as a VIRTUAL ENTERPRISE

One-stop-shops

Logistics and Transport Management
and Collaboration Systems

Single Windows

Public Infrastructure
Management Systems

Cross Border Regulatory Customs Management
Agencies’ Systems System

22

ICT solutions as part of port modernization

SW and PCS are vehicles for providing
shared services to the users

With this service oriented approach the
environment for the application of ICT in
Services &
Ports shall be examined as a collection of
Interaction services that facilitates the proper planning,
Design
execution and control of the different
operations
Taxonomy of
Services For the process of moving goods
through ports, business and
government need to access a set
Service
Management
of trade, transport and regulatory
Oriented
Architecture of IT-Enabled services that can be classified.
Services
(SOA)

23

B2B Systems
<< Services

CCS / PCS
CBRSW

MPSW
SGRCF
Collaborative Systems in operation

SGA

LCS
>>

Trading Partner Discovery Services

B2B Systems
<< Services
Product Discovery Services

CCS / PCS
CBRSW

CBRMS
MPSW
Collaborative Systems in operation

CMS

LCS
Catalogue Services
>>
Quotation Services
Trading Services
Competitive Trade & Transport Services

Scheduling Services

Ordering Services
Conveyance Reporting Services
CBRSW Cross Border Regulations
Invoicing Services Advanced Regulatory Services Single Window
Goods Declarationfor export Services
CMS Customs Management
Dispatch Services
System
Remittance Services Goods Declarationfor import Services SGRCF Cross Border Regulation &
Control Systems

Government Monopoly
Payment and Collection Services Transit DeclarationServices MPSW Maritime & Port Single

Regulatory Services
Booking Services Window
Goods Release Authorisation Services
CCS Cargo Community System
Transport Contracting Services Cargo reporting for loading/exit Services PCS Port Community System
Cargo pick-up Services LCS Logistics Collaborative
Cargo Reporting for Systems
Transport Billing Services entry/discharge/storage Services B2B Business to Business
Cargo Tracking Services Regulatory product certificationServices
Systems

Carry-in & Carry-out Services Regulatory Inspection Services
(phytosanitary/veterinary/sanitary)
Vessel Tracing Services

Port Formalities Services Regulatory licensing Services
Service Responsible System
Nautical Services Security screening Services
Service Accountable System
Transport Services

Port Dues Services Electronic Messaging Services Service Consulted System

Service Informed System
Partial Monopoly in ports/airports

Pilot and Tugging Services Application to application Services
Technical Services

Ship InspectionServices Business computing Services
Competitive

Port Entry & Departure Services Webhosting Services
Stevedore Services
Identity management Services
Unloading and Loading Services
Certifying authorityServices
Transhipment Operations Services
Information Security Services
Fumigation Services

Tally Services

Cargo Delivery Workflow Services
24c
Warehouse & port handling Services

Billing for Port Handling Services




2011
environments
25

Steps towards the implementation of ICT Projects

Preliminary ICT projects are complex and
time-consuming, and require
extensive co-ordination and high
A.
Architecture level of investment
Vision
H.
Architecture B. Business
Change Architecture
Management

g. C.
Implementat Information
Requirements
ion System
Management
Governance Architecture

D.
F. Migration
Technology
Planning
architecture
E
Opportunitie
s and
Solutions

26


Inital
decision to Analysis of
Initial Feasibility
examine the feasibility
concept Study
Feasibility study
Study

Adapted from Recommendation and Guidelines on establishing a Single Window
Recommendation No. 33, (UN, 2005)

27


Initial concept

 Preparation of a concept or briefing paper, based on some initial research, usually is
undertaken by lead governmental authority or agency, or private organization

Such a paper would usually describe the overall objectives and potential benefits
It would present a general overview of what would be involved in its implementation.

The objective of the concept paper is to facilitate initial
discussion on the topic and obtain approval for a more in-depth
study into the need for, approach to and feasibility of this ICT
solution

 It is not intended at that stage to seek agreement for the
implementation of this ICT project

28


Initial decision to examine the feasibility of ICT project

 Meeting would typically be organized for high-level
representatives from all relevant trade related organizations
and governmental authorities and agencies to discuss the
ICT concept (on the basis of the concept paper).

The object of such a meeting is to get agreement on the project concept and to
launch a feasibility study
 The meeting should establish a Project Management Group made up of senior
representatives of the key agencies who will be directly involved in implementing and
utilizing this kind of ICT solutions
The meeting should also set up a Task Force composed of appropriate technical and
management representatives of key stakeholders, to take charge of the carrying out of the
organizational and implementation work required for the project.
29


Undertaking the Feasibility Study
The study should determine:

 Potential scope of the ICT solution
 Level and type of demand
 Possible scenarios for implementation,
 Potential for and nature of a pilot implementation
 Resources required (financial, human, technical, etc),
 Potential benefits and risks
 Time frame
 Implementation and management strategy

The objective of the feasibility study is to provide decision-makers with an insight into the options
available and their consequences for each governmental authority 30


Consideration of the Feasibility Study

The findings of the feasibility study will have to be considered and approved by the Task Force and
eventually submitted for consideration by the Project Management Group.

Sufficient time should be allowed for this process, as it is essential to have the maximum input and
agreement before the report is finalized.

After the study has been accepted by the Task Force and Project
Management Group, and a preferred Single Window option and
the accompanying implementation option chosen, these decisions
should be presented to the wider government and trade
community.

31


Implementation
A.
Architecture
Vision
H.
Architecture B. Business
Change Architecture
Management

g. C.
Implementat Information
ion Requirements System
Governance Management Architecture

D.
F. Migration
Technology
Planning
architecture
E
Opportunitie
s and
Solutions

Based on “Single Window Implementation Framework” (UN 2011)
32

A.
Architectu
H. re Vision B.
Architectur
Business
e Change
Architectu
Manageme
re
nt

Implementation of ICT Projects g.
Implement
C.
Informati
ation Requirements on System
Governanc Management Architectu
e re

D.
F. Technolog
Migration y
Planning architectu
E re
Opportuni
ties and
Solutions

 Create joint vision, strategy, objectives, and goals

 Establish necessary environment for stakeholders‟ coordination
A. and collaboration throughout ICT project lifecycle
Architec
Ensure that major stakeholders are committed to make the
ture project a success
Vision
 Develop a Master Plan

33

Steps towards the implementation of ICT A.
Architectu
H.

Projects Architectur
e Change
Manageme
re Vision B.
Business
Architectu
re
nt

Implement
C.
Informati

All participating stakeholders need to be analyzed and
e re

D.
the role they are going to play need to be decided F.
Migration
Technolog
y
Planning architectu
E re
Opportuni
ties and
Solutions

Change from Competency Profile &
Strategic Role current role Impact on HR
Functions Customs Transport Minintry Trade Associations Leader Actor Others (Custom) (Customs)
Support political oversihgt on ICT project Informed Accountable Informed None None
Establish the polical strategy Informed Accountable Consulted Minor New roles
Project Planning Responsible
Project monitoring, evaluation &
evaluation Responsible
Harmonization laws and procedures,
development of new laws
Data Harmonization
Functional Development
Managing Licences, permits, ect
Risk management
Human Resourser Management
Ownership of IT assets: data centre,
hardware, software
management of IT: operations,

 In order to assess its role, participants should perform a SWOT
analysis (based on its current responsibilities, strengths, weakness and
shortcomings, the opportunities presented by the ICT initiative should be
weighed against possible losses to its resource position. 34

Steps towards the implementation of ICT
Projects H.
Architectur
A.
Architectu
re Vision B.
Business
e Change
Architectu
Manageme
Implementation of ICT Projects nt
re

g. C.
Implement Informati
e re

Regarding the staff of each stakeholder, some human D.

resources considerations must be taken into account; F. Technolog
Migration y
Planning architectu
E re
Opportuni
ties and
Solutions

ICT initiatives usually entail organizational re-structures which will lead with new
employee’s competences. A key factor to implement these transformational changes is
training activities.

Training needs should be determined, scheduled and synchronized with the ICT
project development.

35

A.
Architectu
H. re Vision B.
Architectur
Business
e Change
Architectu
Manageme
re
nt

Implement
C.
Informati
e re

D.
F. Technolog
Migration y
Planning architectu
E re
Opportuni
ties and
Solutions

Analyse existing business processes
B. Business  Identify bottlenecks
Architecture
 Redesign and simplify business processes

36

A.
Architectu
H. re Vision B.
Architectur
Business
e Change
Architectu
Manageme
re
nt

Implement
C.
Informati
e re

D.
F. Technolog
Migration y
Planning architectu
E re
Opportuni
ties and
Solutions

Data Architecture
· Simplify, harmonize and standardize data used in the business processes
· Develop a data model
· Develop the structures for electronic messages

C. Application Architecture
Information · Define the major application system necessary to process the data and
System support business processes
Architecture · Formulate a basis for estimating resources needed for implementing,
deploying, and operating the ICT System

Legislative Architecture

· Create the required legal environment for the operation of the Sytem

37

A.
Architectu

Implementation of ICT Projects H.
Architectur
e Change
Manageme
re Vision B.
Business
Architectu
re
nt

g. C.
Implement Informati
e re

D.
F. Technolog
Migration y
Legal Issues Planning
E
Opportuni
architectu
re
ties and
Solutions

Establishment of the legal entity: formalising the relationship among the
ICT solution and the participants.
The operator or orchestrator of this ICT solution needs to maintain
“neutrality” between participants and their automated systems

The relation between the participants of a collaborative ICT solution
can be based mainly on:

Memorandum of Understanding (MoUs)
 Regulations in the public sector
 Interchange agreements in the private sector.

These agreements could include Service Level Agreements (SLAs)
and Interconnect Security Agreements (ISAs) 38

A.
Architectu

Implementation of ICT Projects H.
Architectur
e Change
Manageme
re Vision B.
Business
Architectu
re
nt

g. C.
Implement Informati
e re

D.
F. Technolog
Migration y
Planning architectu
E re
Opportuni
ties and
Solutions

To design a hardware and software architecture of the
d. Technology System which will be the basis for implementation
architecture

39

A.
Architectu

Implementation of ICT Projects G.
Architectur
e Change
Manageme
re Vision B.
Business
Architectu
re
nt

F. C.
Implement Informati
e re

D.
E. Technolog
Migration y
Planning architectu
D. re
Opportuni
ties and
Solutions

Resource plan for implementing, deploying, and operating
D.
Opportunities
the System
and Solutions

40

A.
Architectu

Architectur
e Change
Manageme
re Vision B.
Business
Architectu
re
nt

F. C.
Implement Informati
e re

D.
E. Technolog
Migration y
Planning architectu
D. re
Opportuni
ties and
Solutions

Prepare the implementation and ensure that the management
E. Migration and implementation of individual sub-systems will be coordinated
Planning with the high-level master plan

41

A.
Architectu

Architectur
e Change
Manageme
re Vision B.
Business
Architectu
re
nt

F. C.
Implement Informati
e re

D.
E. Technolog
Migration y
Planning architectu
D. re
Opportuni
ties and
F. Solutions

Implementati
on
Governance

Establish a framework for monitoring the
implementation, deployment, and
operation of the System sub-systems so that
their conformance with the defined
specifications, plan, policies, and
recommendations can be ensured

42

A.
Architectu

Architectur
e Change
Manageme
re Vision B.
Business
Architectu
re
nt

F. C.
Implement Informati
e re

D.
E. Technolog
Migration y
Planning architectu
D. re
Opportuni
ties and
Solutions

Identify areas where changes should be
introduced to ensure
G.
Architecture
Change a) the maximization of business value from
Management the System implementation

b) the alignment of implementation approach
with relevant emerging technologies and
business requirements

43

A.
Architectu

Architectur
e Change
Manageme
re Vision B.
Business
Architectu
re
nt

F. C.
Implement Informati
e re

D.
E. Technolog
Migration y
Planning architectu
D. re
Opportuni
ties and
Solutions

Requirements Ensure that
Management a) stakeholders’ requirements are addressed across
artefacts produced in different phases of the
implementation lifecycle and;
b) the incorporation of new requirements is facilitated
and controlled

44

A.
Architectu
G. re Vision B.
Architectur

Change Management e Change
Manageme
nt
Business
Architectu
re

The introduction of new ICT initiatives will F.
Implement
C.
Informati

lead with several changes. ation
Governanc
e
Requirements
Management
on System
Architectu
re

D.

Each stakeholder should answer some
E. Technolog
Migration y
Planning architectu
D. re

basic questions concerning the value
Opportuni
ties and
Solutions

position of change:
Change management

What new value is this ICT initiative giving to
my customers?

What kind of change is really necessary to
bring this new value?

How will the change benefit my organization?

Does my organization need to change to
accommodate these values?

45


Change Management 1. Focus on the
business
10. Continue 2.Development
process of process
improvement profile

9. Prepare the 3. Process
staff mapping

8. Manage 4. Measure the
process change process

7. Balance
5. Study other
process and
cases
technology
6. Process
redesign 46


Change Management
In line with this implementation will be required to develop a formal communication
plan with the next goals:

•Stakeholders buy-in & support
•Overcoming the resistance & mitigating fears
•Maintaining clarity & minimizing confusion

This plan will comprise :

Internal Communication: Internal
communication is important because employees
need to be formally informed, promptly and
correctly about changes. Messages should be
regular, uniform, with a clear purpose in order to
avoid rumours.
External communication: It will be addressed
to stakeholders and clients, creating targets
groups of communication and describing the
value proposition of the ICT project for each one.
Building an image and a slogan of ICT initiative
could benefit the diffusion.




2011
environments
48


INTERNATIONAL SCOPE

International Maritime Organisation (IMO)

World Trade Organisation (WTO)

World Customs Organisation (WCO)

49

International Maritime Organisation
The International Maritime
Organization (IMO) is a specialized
United Nations agency
responsible for the safety and
security of shipping and the
prevention of marine pollution by
ships

170 Member States and three
Associate Member

50 international conventions and
protocols and well over 1000
codes, recommendations and
guidelines

“safe, secure and efficient shipping on clean oceans”
www.imo.org 50

International Maritime Organisation
Committees:
• Maritime Safety
• Marine Environment Protection
• Legal
• Technical Co-operation
• Facilitation Committees

Subcommittees:
• Safety of Navigation (NAV)
• Radiocommunications and Search and Rescue (COMSAR)
• Standards of Training and Watchkeeping (STW)
• Dangerous Goods, Solid Cargoes and Containers (DSC)
• Ship Design and Equipment (DE)
• Fire Protection (FP)
• Stability and Load Lines and Fishing Vessels Safety (SLF)
• Flag State Implementation (FSI)
• Bulk Liquids and Gases (BLG)
51

World Trade Organisation

The World Trade Organization
(WTO) is the only global
international organization dealing
with the rules of trade between
nations.

WTO agreements are negotiated
and signed by the trading nations
and ratified in their parliaments.

The goal is to help producers of
goods and services, exporters, and
importers to conduct and grow their
businesses.
153 members
(over 97% of world trade)
www.wto.org 52

World Customs Organisation
The World Customs Organization (WCO) is an
independent intergovernmental body whose mission is to
enhance the effectiveness and efficiency of Customs
administrations.
- Development of global standards
- Simplification and harmonisation of Customs procedures
- Trade supply chain security
- Facilitation of international trade,
- Enhancement of Customs enforcement
and compliance activities
- Anti-counterfeiting and piracy initiatives,
- Public-private partnerships
- Integrity promotion
- Sustainable global Customs capacity
building programmes
www.wcoomd.org 177 Customs Administration (98% of world trade)
53


INTERNATIONAL SCOPE

International Maritime Organisation (IMO)

World Trade Organisation (WTO)

World Customs Organisation (WCO)

EUROPEAN SCOPE
Green
Paper Directive
EC
White Regulation
Consultation c
Paper

DG TAXUD EMSA Commu
nication
DG MOVE TEN-T EA
54


European Maritime Safety Agency
Regulation (EC) No 1406/2002 of the European Parliament and of the
Council of 27 June 2002 establishing a European Maritime Safety Agency

Objectives
• Assisting the Commission in monitoring the implementation of EU legislation
relating, among others, to ship construction, maintenance, inspection, security,…
• Operating maritime information capabilities at EU level
• SafeSeaNet
• EU LRIT Data Centre
• Providing a marine pollution preparedness, detection and response capability
• European network of stand-by oil spill response vessels
• European satellite oil spill monitoring service (CleanSeaNet)
• Giving technical and scientific advice to the Commission in the field of maritime
safety and prevention of pollution by ships

55


Trans European Transport Networks Executive Agency
Commission Decision 2007/60/EC of 26 October 2006 establishing the Trans-
European Transport Network Executive Agency

European Commission (DG-MOVE) TEN-T EA

• Makes political decisions regarding the TEN-T • Implements the TEN-T programme on
programme behalf of the EC

• Defines strategy, objectives and priority areas • Manages the entire project lifecycle

• Takes the final financing decisions • Prepares financing decisions

• Monitors and supervises the Agency • Provides feedback to the EC

Defines policy Turns the policy into action

56

Main EU Port Related Policies

Policy guides referring to ports
“Seaports and
“TEN-T A policy
maritime
review”,
infrastructure”
COM(2009) 44
COM(97) 678

“European “Roadmap to a
transport policy single European
for 2010”, Transport Area”,
COM(2001) 370 “Keep Europe COM(2011) 144
moving”
COM(2006) 314
“EU’s maritime
transport policy until
“An integrated Maritime 2018”, COM(2009) 8
Policy for the EU”
COM(2007) 575
“Action plan. European
maritime transport
space without barriers”,
COM(2009) 10

57

Port Integration - Environment for the application of ICT technologies in European Ports - Jose Garcia de la Guia / Salvador Furió Pruñonosa

Port Integration - Environment for the application of ICT technologies in European Ports - Jose Garcia de la Guia / Salvador Furió Pruñonosa

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