Strategic plan

In order to establish the direction of Ports de les Illes Balears for the next few years, taking advantage of the change from Directorate General to Public Body, certain strategic dilemmas had to be clarified and the principal objectives defined. Accordingly, in 2004, a process of participative and structured strategic reflection began. In 2005, this culminated in a viable and clear Strategic Plan.

To achieve this, the following steps were followed:

• We analysed the current situation

Strategic Plan  Ports

• PHASE 1: Strategic Analysis

Main results

Weaknesses

• Dependence on Government financing and budgets
• Insufficient docking berths
• Lack of information for the client, slowness in administrative processes
• No corporate image
• Limited human resources and volatile personnel
• Inflexibility of public administration
• Low level of knowledge management

Threats

• Increased seasonality
• Unsatisfied demand
• High standard of competitor service
• Price levels

Strengths

• Port locations
• Sheltered mooring service
• PRICE: client satisfaction
• Port installations

Opportunities

• A tendency for larger vessels
• High demand
• New Port Act
• Operation of new spaces / services

This involved an internal and external analysis of Ports de les Illes Balears’ capacity to face future challenges, identifying its strong and weak points, opportunities and threats.

The strategy will be largely determined by external factors.

1. Trends in port operation and management
2. The evolution of current clients and analysis of their needs
3. Analysis of the politico-legal and socio-economic climate.
4. Analysis of the competition (ports and other means of transport)

The main opportunities and threats for the port will be obtained from this external analysis.
With regard to the internal analysis:

1. Organisational analysis of persons and culture
2. Analysis of the financial situation
3. Analysis of installations and services
4. Analysis of infrastructure and technology

To enable us to define challenging but viable strategic objectives it is essential to understand, from the outset, the situation of the ports from both an internal perspective (resources and capabilities), and an external analysis (opportunities and threats).

The internal analysis will allow us to establish what our resources and capabilities are. The external analysis will reveal the opportunities and threats.

• We defined the desired situation

The second phase of the strategic plan involved the development of our mission and strategic vision (what is our business and how are we going to go about it?). Simultaneously, the cultural values that should be strengthened in order to ensure the success of the strategic objectives were defined.

General Strategy             Ports

• Ports de les Illes Balears General Long Term Strategy

Our MISSION:

Why do we exist? What is our ultimate aim?

To be AN EFFICIENT, HIGH QUALITY network of ports INTEGRATED INTO THE ENVIRONMENT

Our VISION

How are we going to fulfil our mission?

What aspects should characterise our way of fulfilling this mission?

• Cultural Change
• Integration into the environment
• The search for profitability
• Efficient, quality operation
• Develop and project an image
• Network of ports
• Balearic Government port policy

Our VALUES:

Which conduct patterns should guide    Team work        Professionalism   
the actions of Ports personnel?            Commitment      Service-minded attitude 

• We defined our core strategies

Once we had defined our mission, vision and the values on which our organisation is founded, we had to identify the main strategies for developing the initiatives that would allow us to achieve the previously defined objective, focussing on four aspects of the company:

The resources required to carry out the various activities.

The processes to prioritise in order to develop our strategy.

The clients at whom our initiatives are aimed.

The financial, social and corporate value we intend to obtain with these initiatives.

• Project definition

The core strategies indicate the organisation’s main areas of action. These actions should be specified for each of the strategies through projects that will develop specific initiatives for each strategy for a given period of time, and which will allow the implementation of the strategic plan throughout the entire organisation.