1. Charo Camacho International Project Manager IAT Brussels 4th March, 2015

2. current status Assessment on the current status of MED Ports on the bases of the SMART PORT trends “knowing where we are now it is essential to determine where we want to be” current status Assessment on the current status of MED Ports on the bases of the SMART PORT trends “knowing where we are now it is essential to determine where we want to be” 22 Map of Competitive Advantages and Disadvantages Map of Competitive Advantages and Disadvantages linked to the SP concept 33 Graphic Map of the SMART PORT key factors Graphic Map of the SMART PORT key factors: defining the real challenge 11 Strategic Action Plan towards the SP concept decision-making process Strategic Action Plan towards the SP concept, aimed at exploiting the existing potential and at the same time, contributing to the decision-making process 44

3. Valencia and Barcelona (Spain) Algeciras Bay (Spain) Piraeus (Greece) Genoa and Gioia Tauro (Italy) Maarsaxlokk (Malta) Genoa (Italy) Barcelona (Spain) La Spezia (Italy) Marseille (France) In addition 2 non-med ports were analysed due to their relevant influence in the Mediterrean area: Sines (Portugal) and Tanger Med (Morocco). In total 23 Criteria (and 68 KPIs) were defined for the assessment, 8 (16 KPIs) of them focussed on the energy performance of the selected ports: 1.Total consumption of energy 2.Energy consumption by containers 3.Energy consumption by internal fleets 4.Energy consumption by offices 5.Energy consumption by lighting 6.Energy consumption by terminals equipment for movement of containers 7.Use of renewables 8.Energy Management Use of renewables KPIs 1. % heating fuels from renewable resources managed by the port authority 2. % heating fuels from renewable resources managed by terminal operators 3. % energy from renewable resources managed by port authority 4. % energy from renewable resources managed by terminal operators.

4. Great difficulty in assessing Great difficulty in assessing the current energy performance in seaports mainly because: lack of a clear, exhaustive and updated ⇨Port Authorities lack of a clear, exhaustive and updated overview of SP KPIs (with the exception of the operational KPIs). different protocols ⇨Available data are often categorized according to different protocols, units of measure and different time-scales and frequencies. neither an exhaustive control about the energy consumptionthe costs ⇨In general terms, there is neither an exhaustive control about the energy consumption level in ports, nor about the costs that this consumption represents. do not know about the energy performance ⇨Port Authorities do not know about the energy performance of the terminal operators in their facilities thus their integration and coordination is not usual. energy consumption is key The performance of the port infrastructure and services in terms of energy consumption is key for the its competitiveness and sustainability. challenge of energy efficiency The challenge of energy efficiency has been taken up by port authorities, as many of them are increasingly concerned with their emission profiles, and regulation in port areas have become more restrictive. Energy consumption is highly important in port operations needed of innovative solutions Energy consumption is highly important in port operations. Bearing in mind the increase of energy costs, port authorities and terminals are needed of innovative solutions to reduce their fuel bills.

5. Ports are not only a link within the logistics chain but a NODE where the operators interact throughout many different processes High energy demand and supply. Better Energy Management + further development of BE Improvement of intermodality processes: - simplifies the logistics chain - reduces cargo handling - improves safety But despite its potential this sector is facing several challenges which need to be faced: ⇨Technology costs are high and access to finance is difficult; ⇨There are substantial infrastructure barriers, such as grid connection issues or access to adequate port facilities and specialized vessels; ⇨There are administrative barriers such as complex licensing and consenting procedures, which can delay projects and raise costs; ⇨There are environmental issues to be faced, including the need for more research and better information on environmental impacts.

6. Political incentives towards the use of renewable energies. Developing clusters and poles to push forward innovation and avoid fragmentation. Improving access to risk capital or loans for startup SMEs; and improving intellectual property management. Increasing investments in demonstration projects (commercial feasibility); and large public-private partnership initiatives to gather the necessary critical mass. Promoting large PPP initiatives to gather the necessary critical mass Addressing legal and administrative hurdles. Promoting the coordination and communication among the different actors and operators within the port area. Better and improved access to consumption and energy performance data and information (both, the Port and its operators). Definition of energy efficiency and performance indicators. Incentives towards the adoption of energy management standards (ISO 50000). Embracing the smart grid concept (EFFICIENCY & SUSTAINABILITY): promoting ports integration in the Smart Grid (generation and consumption). Encouraging ports as potential energy suppliers, allowing them to sell its energy surplus in the grid (price policy regulation required). Promoting the use of green vehicles inside the port area. Development of R&D and technology projects (RIS3, ESI, H2020…) Promoting (and supporting) the upgrading of ports facilities in order to facilitate the production, manufacturing and distribution of technology components and devices within the port area (thus encouraging the development and establishment of these companies in the port area). ESIF RIS3 H2020 NationalProgrammes Others

7. Tel. +34 95 446 80 10 Fax: +34 95 446 04 07 http://www.iat.es C/ Leonardo da Vinci, 2 Isla de La Cartuja E- 41092 Sevilla. Spain Charo Camacho International Project Manager rcamacho@iat.es