Masterplan For Consultation (June/July 2019) 1 Document 3.1 Dated June 2019 2 Foreword to Masterplan 2020 / 2044 Port of Waterford Company (Port of Waterford) is the commercial state company responsible for the operation and development of Waterford Port. The port is one of five ports of National Significance within the terms of National Ports Policy 2013 and is classified as a comprehensive port on the EU’s Ten-T network. Vision Our vision is to be the preferred cargo gateway for the South East Region Mission Our mission is to provide infrastructure and services to enable trade and economic development in the Region. Port Activity The Port is active in bulk handling, break bulk/project cargoes and container handling (Lo-Lo). Bulk and break-bulk volumes in 2018 exceeded 1.7 million tonnes with container handling standing at 44k TEU. The bulk side of the business is predominately import and focussed on agri-inputs. The container operation supports a wide range of imports and regional exporters from the food, pharmaceutical and other sectors. The annual value of goods through the Port was estimated at €1.7 billion in 2017 with just under 1,000 jobs in, or supported by businesses in, the port zone. Economic Context The Republic of Ireland is a trading nation and as an Island the movement of the vast majority of traded goods happens through our sea ports. The Irish economy has achieved impressive growth/recovery since 2013 with a concentration of this growth in and around the Greater Dublin Area. Brexit remains unresolved at time of drafting and the potential challenges arising here for the economy and for supply chains are significant. Dublin Port handles the majority of the Nations freight traffic. The impact of a number of years of record growth combined with a range of actions required to prepare for Brexit has meant that Dublin Port is experiencing some level of congestion and may not be as well positioned to deal with the full range of services as heretofore provided. In that context the Country’s other Ports may have to carry a greater share of the workload. Our economic analysis recommends a range of throughput projections due to the complexity and uncertainty of the economic situation. In particular we need to be mindful that changes in the National picture could dramatically change the demands faced by the Port. Environmental Context The Port operates within Waterford Harbour which includes the Lower River Suir SAC and River Barrow and River Nore SAC. The Harbour is ‘shared’ with a range of estuarial stakeholders and activities, including fishing, leisure, commercial and domestic activities. The Masterplan options and actions have been devised, designed and developed on an iterative basis that included an extensive formal process of environmental assessment and consultation. 3 Policy Context Project Ireland 2040 and the National Planning Framework sets out the vision for the development of the Country and there is a real focus on development of the Regions. Port of Waterford is identified as an important economic enabler. The forthcoming Regional Spatial and Economic Strategies is expected to build on that position and similarly the Marine Spatial Plan which is in development will recognise the role of our ports. Port of Waterford Strategy Strategy is formulated to position the Port within national, regional and local planning and economic policy. This positioning is supported by the long-term plan for the provision of infrastructure to deliver the future capacity required by the economy. The short to medium term delivery of strategy is communicated and monitored through the 5-year rolling corporate plan where the ports objectives and performance are set out. Ultimately ports provide infrastructure to deliver operational capacity. Port Capacity Port of Waterford is currently operating well within its operational capacity. The expected demand for port throughputs has been projected out for 25 years using a low, medium and high growth scenario. The low growth scenario sees the current berth infrastructure sufficing until 2037 when an additional 200m of quay is needed. There is no requirement for expansion of the container terminal under this scenario. In the medium growth scenario, we see bulk quay investments in 2029 (200m) and 2041 (200m) with again no container terminal investment required. In the high growth scenario, the bulk investments are similar to those under the medium picture but there is need for a container terminal investment in 2035. Under all scenarios we envisage a requirement for river management works to reduce maintenance dredging, facilitate larger ships and improve navigational safety and access. Furthermore, while there is no apparent and immediate pressure to provide enlarged quay/berth facilities it is necessary to remember that we are operating from a modest base and even moderate shifts in other parts of the economy could have a dramatic bearing on the Port of Waterford situation. This uncertainty combined with the timescales and challenges around consenting processes provides the motivation for a carefully constructed Masterplan to set out the plans for long term infrastructure provision. The size and timing of demand will evolve and the Port needs to be well positioned and flexible in order to deliver Masterplan projects if and as needed. The Masterplan This plan provides the framework to allow Port of Waterford bring forward essential projects for planning and consent purposes as required. It also clearly conveys the scope of the Port’s potential to deliver for the broad range of stakeholders and forms a solid basis for the future formulation of ports and logistical policy at National level. In developing our first formal Masterplan, Port of Waterford has: • Invested in and worked through a comprehensive hydrodynamic and sedimentation modelling process • Consulted with a wide range of stakeholders to understand the potential future commercial and economic challenges • Considered the environmental impacts of possible and potential actions using Strategic Environmental Assessment, Appropriate Assessment and Strategic Flood Risk Assessment • Looked at the geophysical attributes of the Masterplan area • Identified the planning and land use requirements • Assessed the engineering challenges and possible investment costs • Engaged in an economic analysis to understand future demand and its drivers 4 • Assessed market trends in the ports sector and forecast our future growth scenario’s • Prepared financial models for different growth scenarios The Masterplan seeks to set out a balanced and sustainable ‘menu’ of potential actions across the wide aspect of our activities. The plan is intended to be practical, achievable, modular in nature and respectful to the many stakeholders and interested parties that interact with us on so many levels. Port of Waterford is a significant economic facilitator with an important role to play in the economic development of the South East and further afield. To fulfil its role the Port needs to be positioned to deliver the infrastructure and capacity required of it in a timely manner. At a time of significant short- term uncertainty (e.g. Brexit) and when we are seeking to find responses to Climate Change and understand the future shape of our agriculture and transportation models, the onus is on us to have well considered plans in place. Chairman. Chief Executive. Date: 5 Contents Foreword to Masterplan 2020 / 2044 3 Contents 6 List of Figures 10 List of Tables 11 1 Introduction 12 1.1 Purpose of the Masterplan 12 1.2 General background 12 1.3 The Masterplan Objectives 13 1.4 Preparation and format of the Masterplan document 14 1.4.1 Main Contributors 14 1.4.2 Overview of contents of this document 14 1.5 Main Stakeholders and Consultation Process 14 1.5.1 Regulatory Bodies - Environmental issues 15 1.5.2 Other Bodies 15 1.5.3 Port operators and port users 15 1.6 Consultation Process 16 1.7 Scope boundaries of the Masterplan 16 2 Review of existing port infrastructure and operations 18 2.1 Overview 18 2.2 Port ownership and concession agreements 18 2.3 Port Management and stevedoring 18 2.4 Port Infrastructure 19 2.4.1 Marine access and operations 19 2.4.2 Port area and berths 22 2.4.3 Port equipment and landside storage areas 25 2.4.4 Port infrastructure services, power, water etc. 28 2.4.5 Hinterland connections and modal split (road, rail,) 28 2.4.6 Port infrastructure - general condition and useful life 29 2.5 Port Operations 29 2.5.1 Total port throughput 2008 - 2018 29 2.5.2 Dry bulk and general cargo vessel operations 30 2.5.3 Container operations 31 2.6 Establishing key performance indicators 33 3 Economic and financial review of the port 37 3.1 Economic importance of Port of Waterford 37 3.1.1 Introduction 37 3.1.2 The Belview Industrial Zone 37 3.1.3 Economic summary 37 3.2 Financial review of the port 38 4 Future Port Traffic Projections 40 4.1 Overview 40 4.2 Background 40 4.3 Economic profile of the South East Region 42 4.4 Profile of Irish merchandise trade 40 4.4.1 Background 40 4.4.2 Trends in Irish port performance 41 4.4.3 Profile of Port of Waterford 42 4.4.4 The growth outlook for trade though Port of Waterford 44 6 4.4.5 Scenario planning for Port of Waterford 44 4.4.6 Impact of competing ports 46 4.5 Other potential traffic and cargos 48 4.5.1 Overview 48 4.5.2 Opportunities for RoRo 48 4.5.3 Cruise vessels 49 4.5.4 Offshore supply/servicing vessels. 49 4.5.5 Livestock handling 50 5 Capacity analysis and future demand 51 5.1 Capacity analysis