489
1 JEDDAHISLAMICPORTPROFILE
1.1 Geographicaladvantage
Jeddah Islamic Port has an excellent location in the
middle of the international shipping route between
eastandwest. The port lies on theRedSea coast at
latitude28°21.JeddahIslamicPortServices
Strategic and Operational Plan Implementation of
Seaports (Utilization Jeddah Port)
A.Elentably
KingAbdul‐AzizUniversity,SaudiArabia
ABSTRACT: The Port of Jeddah (Port) released the initial version of this Strategic Plan in 2006. It was
developed by Port staff, along with input, as a five‐year rolling plan designed to guide the Port’s future
developmentwhilekeepinginmindtheneedsofourtenants,localcommunitymembersandstakeholders,and
thenation.ThisisthesecondupdatetotheStrategicPlansinceit
sinitialrelease.WhilethePort’soverarching
principles–commitmenttoenvironmentalstewardship,addressingtenantneeds,goodsmovement,economic
development,andsecurity– haveremainedlargelyunchanged,itisimportantforustoadap
tourstrategiesto
meetthechallengesofaneverchanginglocalandglobalenvironment.ThePortisamongtheworld’spremier
portsandisacriticalhubforglobaltrade.Thisprominencebringswithitresponsibilitiesandexpectationsfor
thehighestpossiblestandardsforefficiency,safetyandsecurity,andenvironmentalleadership.ThePortisthe
nation’sbusiestcontainerportandpa
rtoftheworld’sbusiestportcomplex,handling3.7milliontwenty‐foot
equivalentunitsin2013.GlobaltradeandgoodsmovementisWesternkingdomofSaudiArabia’sstrongest
industriesintermsofjobsandeconomicactivity.ThePortofJeddahpowerstheseindustries,handlingalm
ost
more than a quarter of the cargo that enters the kingdom of Saudi Arabia annually. Through the Port’s
activities, a lot of jobs are created in western kingdom of Saudi Arabia and over five hundred thousand
nationwide.Inordertomaintainourpositionam
ongtheworld’thekingdomofSaudiArabiapremierports,
thePortiscontinuallyaddressingthedemandsforprovidingmodernandefficientcargohandlingterminalsas
wellastransportationandinfrastructureprojects.Protectingoneofthenation’smostvitaleconomichubsis
alsoanongoingchallenge.Finally,promotingasustainable“growgreen”philosophyandensuringtha
tweare
theleaderamongportsinpromotingenvironmentalstewardshipisastrategicobjectiveofthePort.Astrategic
planisamanagementtoolusedtoimprovetheperformanceofanorganizationandoutlinestheorganization’s
directionandpriorities.ThisplanidentifiesthePort’stwelvestrategicobjectivesforthenextfiveyears.Eachof
theobjectivesidentifiesaseriesofanactorstrategyint
endedtoresolveadifficultyorimproveasituation;a
freshapproachtosomethingthatthePortwillundertaketoaccomplishthatobjective.Whiletheseobjectives
are organization‐focused and require the coordination of resources throughout the Port, each one will be
championedbyaburea
u,andthedivisionswithinthatbureau,asthispaperwillcontain.
http://www.transnav.eu
the International Journal
on Marine Navigation
and Safety of Sea Transportation
Volume 9
Number 4
December 2015
DOI:10.12716/1001.09.04.05
490
1.2 Cargoservices:
The Kingdom established the Seaport Authority, in
September 1976, whereupon it started developing
Jeddah Islamic Portand itsfacilities were expanded
frommodest 10 operational berthsin 1976to the58
berthsofinternationalstatusinservicetoday.
Jeddah Islamic Port which is a congestion free
harbor
occupies 10.5 square kilo meters, with 81
deep water quays having an overall length of 11.2
kilometerswithadraftreaching16meters.Whichcan
accommodatethelatestgeneration oflargecontainer
vessels (with a capacity of 6500 TEUs)? The port
provides handling services for all types of cargo by
means of highly specialized cargo terminals,
distributedasfollows:
containerterminals
bulkgrainterminals
bulkedibleoilterminal
ro‐rocargoterminals
generalcargoterminals
livestockterminals
chilledandfrozencargoterminals
passengerterminal
2 MARINESERVICES
The port has a large
fleet of marine craft such as
salvagetugboats, fire‐fightingboat,othermarinecraft
specialized in fighting pollution and a buoy laying
vessel.Alongwith othercraftsforpilotage,mooring
andcollectinggarbage.Inadditionafloatingcraneof
200tonescapacityisalsoavailable.Themarinetower
controlsthe
trafficofvessels.Itisprovidedwithmost
sophisticated wire/wireless communication
equipmentto serve navigation, to control and guide
vessels.Thesefacilitiesenabletheporttocarryoutits
marine function efficiently to meet the operational
demands.
2.1 Cargohandlingequipment
Theporthasavailablemodernspecializedequipment
such as quay
container gantry cranes, straddle
carriers,rubbertired gantry cranes, andyard cranes
mobile cranes for handling various types of cargo.
Significantnumbersofreeferpointstoprovidereefer
containerswith electricity. Various types of forklifts,
low and high trailer with different load capacities.
This is in addition to bulk grain
discharging
equipment. Complete range of cargo handling
equipment for all types of cargo with adequate
reserve of equipment to ensure smoothes an
expeditiouscargohandlingoperations.
2.2 Workshop/maintenancefacilities
The following purpose built workshops facilities are
locatedthroughouttheportarea.
Table1.
_______________________________________________
TypeofworkshopNumberofworkshops
_______________________________________________
Cargohandlingequipment7
Marineequipment1
Civilengineering1
Electricalengineering1
Electronicengineering1
_______________________________________________
2.2.1 Shiprepairyard
OneoftheimportantfacilitiesintheportisKing
FahadShipRepairYard.Itisequippedwiththemost
modern facilities for maintenance, repair of vessels,
buildingof small crafts. It comprises of two floating
docks,whichcanreceivevesselsupto45000tons.in
addition two berths (170) meters long to receive
vesselsupto60000tones.
2.2.2 Typesofberthandstoragefacilities:
JeddahIslamicPort consistsof(58)berths, which
have been distributed to handle specialized type of
cargo.Whichareasfollows:
Table2.
_______________________________________________
BerthbycargohandlingtypeNo.ofberths
_______________________________________________
ContainerTerminal(South)7
ContainerTerminal(North)4
Ro‐RoandPassengerTerminal10
BulkGrainTerminal7
BulkEdibleoil&BulkSugarTerminal2
GeneralCargoTerminal(South)12
GeneralCargoTerminal(North)10
ChilledandFrozenCargoTerminal4
LivestockTerminal2
RedSeaGatewayTerminal4
_______________________________________________
2.2.3 Storagearea:
The total area of the port is approximately 9 sq.
kilometersand2.5sq.kilometersofwhichisusedas
storageareaswhicharedividedinto:
Open storage area of 2.1 sq. kilometers and
covered storage area of 0.4 sq. kms consists of 59
warehouses and transit
sheds In addition the Grain
Silo & Grain Mills and Rice mill also have silos for
storinggrain.Tanksareavailabletostoreedibleoil.
3 PRIVATIZATION
Theporthasassignedthemanagement,operationand
maintenance of the berths in the port to the private
sectorinthefollowingareas:
KingFahadShipRepairYard
Ro‐Roandpassengerterminal
BulkGrainTerminal
NorthContainerTerminal
Southern Terminals for general cargo and live
stock
NorthTerminalforgeneralcargo
SouthContainerTerminal
Operation, administrationand maintenance of all
marine crafts and navigation channel including
marinecontrol.
491
Thesecontractshavebeenleasedon10years&20
years bases with the lessees having to invest
significantly in new equipment, modernization and
upgradingofthesefacilities.
Figure1.JeddahPortPicture
Figure2.JeddahPort
Figure3.JeddahPort
Figure4.JeddahPort
Table3.Summaryofcargothroughput(example)
Jan2013allseapaports
__________________________________________________________________________________________________
PORTTHROUGHPUTBYTYPEOFCARGO (DEADWEIGHTTONNES)
MONTHYEARTODATE
CARGOTYPEDISCHARGED LOADED DISCHARGED LOADED
__________________________________________________________________________________________________
BULKCARGO(SOLID)2,251,828 605,740 2,251,828 605,740
BULKCARGO(LIQUID)* 507,6915,196,181 507,6915,196,181
GENERALCARGO822,023121,809 822,023121,809
CONTAINERS3,049,143 2,285,702 3,049,143 2,285,702
RO‐RO&VEHICLES243,49422,103 243,49422,103
LIVESTOCK20,867‐20,867‐
TOTAL6,895,046 8,231,535 6,895,046 8,231,535
TOTALPORTTHROUGHPUT15,126,58115,126,581
__________________________________________________________________________________________________
(*BULKCARGOEXCLUDINGCRUDEOIL)
Table4.Portthroughput(numbers)
__________________________________________________________________________________________________
TYPEMONTHYEARTODATE
ARRIVED DEPARTED TOTAL ARRIVED DEPARTED TOTAL
__________________________________________________________________________________________________
PASSENGERS 39,554 27,256 66,81039,554 27,256 66,810
__________________________________________________________________________________________________
DISCHARGED LOADED TOTAL DISCHARGED LOADED TOTAL
VESSELS673239 912 673239912
CONTAINERS(TEU) 257,678 275,104 532,782 257,678 275,104532,782
VEHICLES89,366 9,556 98,922 89,366 9,55698,922
LIVESTOCK 608,807‐608,807 608,807‐608,807
__________________________________________________________________________________________________
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Figure5.JeddahPort
4 STRATEGICPLAN
4.1 DEFINITION
A strategic plan is a management tool used to
improve the performance of an organization and
outlinestheorganization’sdirectionandpriorities.
4.2 OBJECTIVES
This plan identifies the Port’s twelve strategic
objectives for the next five years. Each of the
objectives identifies a series of an act or strategy
int
endedtoresolveadifficultyorimproveasituation;
a fresh approach to something that the Port will
undertake to accomplish that objective. While these
objectives are organization‐focused and require the
coordination of resources throughout the Port, each
one will be championed by a bureau, and the
divisionswithintha
tbureau,asfollows:
5 STRATEGICPLAN
Thisplanincludingthefollowingobjectives:
1 StrategicObjective(LANDUSE):
Business Development Bureau (Planning &
EconomicDevelopmentandRealEstateDivisions)
2 StrategicObjective2(DEVELOPMENT):
Development Bureau (Engineering and
ConstructionDivisions)
3 StrategicObjective3(MOVEMENT):
Transportationandgoods
DevelopmentBureau(GoodsMovementDivision)
4 StrategicObjective4(FINANCIAL):
Finance and Administration Bureau (Risk
Management,Accounting, FinancialManagement,
Int
ernal/Management Audit, and Contracts &
PurchasingDivisions)
5 StrategicObjective5(ENVIRONMENTAL)
Development Bureau (Environmental
ManagementDivision)
6 Strategic Objective 6(TECHNOLOGY AND
GREENENERGY):
Development Bureau (Engineering and
EnvironmentalManagementDivisions)
7 StrategicObjective7(SAFETYANDSECURITY):
OperationsBureau(PortPolice)
8 StrategicObjective8(OPERATIONS):
Operations Bureau (Const
ruction & Maintenance
andquaysDivisions)
9 StrategicObjective9(EXTERNALRELATIONS):
External Relations Bureau (Government Affairs,
Communications, Community Relations,
Corporate Communications, andMedia Relations
Divisions)
10 Strategic Objective 10 (BUSINESS
DEVELOPMENT):
Business Development Bureau (Marketing, Trade
Services,and Planning & Economic Development
Divisions)
11 Strategic Objective 11(ORGANIZATIONAL
DEVELOPMENT):
Finance and Administration Bureau (Human
ResourcesandInformationTechnologyDivisions)
12 StrategicObjective12(EMPLOYEES):
Finance and Administration Bureau (Human
ResourcesDivision)
6 PORTOFJEDDAHMISSION
To become a leading pla
yer connecting the national
economy to the global market by providing
productive, secure, and environmentally sound
facilit
ies,developingamotivatedandskillednational
workforce held accountable for performance, and
achievingfinancialsustainability.
7 PORTOFJEDDAHVISION
A responsive, efficient, and competitive port system
that promotes the Kingdomʹs economic growth and
anticipatestrendinglobaldevelopment.
7.1 TheachievingStrategicobjectiv
es
1. StrategicObjective1(LandUse)
Implement development strategies to ensure the
Portmaintainsandefficientlymanagesadiversityof
cargo and land uses while maximizing land use
compatibilityandminimizinglanduseconflicts
Anactorstrategy intendedtoresolveadifficulty
orimproveasituation;afresha
pproachtoLandUse
Planning
1.1. LandUsePlanning
1.1.1. Develop acomprehensive plan for the Jeddah
Marina area. This effort includes a land‐use
study of the Cerritos Channel/East Basin
Marina, identifying uses for the 40‐acre
Anchorage Road StorageSite afterits closure,
determining the local boatyard capacity for
smallrecreationalcraftrepairandmaintenance,
andestablishingaJeddahMarinaareaFacilit
y.
1.1.2. Develop a Non Water‐Dependent Use Plan
which preserves land areas for the traditional
maritime uses that are water dependent and
protect them from encroachment by non‐
maritimeandoftennonwater‐dependentuses.
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1.1.3. Identify opportunities for the vacantland and
prepareanalysistodeterminebestlanduseand
stepstomoveforward.
1.1.4. Find a short‐term customer forBerths 206‐209
untilthelong‐termplaniscompleted.
2. StrategicObjective2(Development)
Deliver cost‐effective facilities and infrastructure
inati
melymannerconsistentwiththelanduseplan
Anactorstrategy intendedtoresolveadifficulty
orimproveasituation;afreshapproachtosomething
2.1. CustomerRequirements
2.1.1. Identify existing customers’ expansion plans
along with growth opportunities and pursue
developmentthatmeetstheirneeds.
2.2. FacilityDevelopmentandMaintenance
2.2.1. Develop and implement an affordable multi‐
year capital improvement progra
m to
modernize facilities and improve security and
safety.
2.2.2. Modernize recreational boating facilities in
Jeddah Marina area and in the coastal West
Channel.
2.3. Waterfront
2.3.1. Implement the western coastal and Jeddah
Marina area Waterfront infrastructure
elements.
2.4. work synthesizes and elab
orates upon this
eclecticmixofaesthetics
2.4.1. Create an attractive physical presence,
particularly at the Port/community interface,
that is distinctive, recognizable, and well
maintainedthroughoutthePort.
3. Strategic Objective 3 (Transportation & Goods
Movement)
Promote,develop,andprovideasafeandefficient
transportationsystemforthemovementofgoodsand
peopleinthePortvicinityandthroughouttheregion,
state, and nation in a cost‐effect
ive and
environmentallysensitiveandsustainablemanner
Anactorstrategy intendedtoresolveadifficulty
or improve a situation; a fresh approach to
Transportation&GoodsMovement
3.1. Transportation
3.1.1. Expand involvement in federal/
state/ regional
transportation planning activities to advocate
forgoodsmovementissuesandpublicfunding
forgoodsmovementprojects.
3.1.2. Continue to assess Port area transportation
needs through on‐going environmental
documentation, traffic studies, and terminal
masterplanningefforts.
3.1.3. Continue active participation in the Corridor
project.
3.1.4. Aggressivelyseekandaccommodatehigheron‐
dock rail usage via policy development,
comprehensivecoordinationwiththerailroads,
steamship lines, and termi
nal operators, and
the provision of the necessary rail
infrastructure.
3.1.5. Implementand continuetopursue technology
deployment to improve traffic operations and
reducetrucktrips(e.g.,PortsofkingAbdullah
Advanced Tra
nsportation Management,
Information, and Security System, and Zero
EmissionContainerMovementSystem).
3.1.6. Facilitate grant funding on Port and goods
movementprojects.
4. StrategicObjective4(FINANCIAL)
Maintain financial strength and flexibility to
implementstrategicandpolicypriorities
Anactorstrategy intendedtoresolveadifficulty
or improve a situation; a fresh a
pproach to
FINANCIAL
4.1. Insurance&RiskManagement
4.1.1. Partner with each division by providing
specialized safety training to enable them to
incorporatethesesaferworkingmethods.
4.1.2. Reduce injury‐on‐duty hours and workers’
compensationclaimsby5percenteveryyear.
4.1.3. Improvevehiclefleetsafetyprogra
m.
4.1.4. Assist contract administrators with their
insurancecompliancebyprovidingeasyto‐use
resources.
4.1.5. Expand and develop wellness program to
lower workers’ compensation costs, increase
morale, and reduce injuries and sick time
usage.
4.2. PursueOutsideSourcesofFunding
4.2.1. Pursue all sourcesof grant fundingfor which
thePortma
ybeeligible.
4.3. IncreaseFinancialTransparencyandMonitoring
4.3.1. Focusinternalauditstoincreaseadministrative
efficiency.
4.3.2. ModernizethePort’saccountingsystems.
4.4. ProtectPort’sFinancialAssets
4.4.1. Streamlinecontractsandpurchasingprocesses,
whilemaintainingsafeguards
5. StrategicObjective5(Environmental)
Bethegreenestportintheregion
Anactorstrategy int
endedtoresolveadifficulty
or improve a situation; a fresh approach to
Environmental
5.1. CleanAir/GreenhouseGases
5.1.1. Publish and implement an updated CleanAir
ActionPlan.
5.1.2. Publish the Port’s Climate Action Plan and
beginImplementation.
5.1.3. PromotetheWorldPortClimateInitiative.
5.2. Sust
ainabilityEthic
5.2.1. Incorporate a sustainability ethic into all Port
activities and communicate this ethic to
employees,customers,andthecommunity.
5.3. Adaptation
5.3.1. Implement the first reader‐friendly
EnvironmentalImpactReport.
5.3.2. Complete facility and terminal development,
rail, and remedial action EIRs (BNSF Railway
JeddahInternationalGatewayProposal,Union
Railroad Intermodal Container Transfer
Facilit
y.
5.3.3. Implement Mitigation Monitoring and
ReportingProgramtrackingsystem.
5.4. CleanWater/HabitatManagement
5.4.1. Implement Water Resources Action Plan
including Sediment Management Plan and
tenantstormwateroutreachprogram.
494
5.4.2. Proactively participate in and define
Dominguez Watershed Total Maximum Daily
Loaddevelopmentandimplementation.
5.4.3. Resolve bacteria problem at western coast
especiallyaroundJeddahport.
5.5. CleanSoil&Groundwater
5.5.1. Providetimelyandcost‐effectiveperilservices
insupportofcapitaldevelopmentconstruction
projects.
5.5.2. Create and implement
clean soil and
groundwateractionplan.
5.5.3. Implement an effective cost recovery process
fromresponsiblepartiesforcontaminatedsites
inthePort.
5.6. ComplianceMeasures
5.6.1. EnvironmentalCompliancePlansforcustomer
leases.
6. StrategicObjective6(Technology&GreenEnergy)
Be the leading port for new, emerging and
environmentally‐friendly
cargo movement
technologyandenergysources
Anactorstrategyintendedtoresolveadifficulty
or improve a situation; a fresh approach to
Technology&GreenEnergy
6.1. Alternative Cargo Handling and Transportation
Equipment
6.1.1. Work with technology providers to develop
and implement electrified cargo handling
equipment such as yard
tractors, rubber tire
gantrycranes,andsideandtoppicks.
6.1.2. Explore emerging alternative container
transport technology that can be used within
andbeyondPortboundaries.
6.1.3. Continue development of electric powered
heavy‐duty truck for short haul drayage and
terminaloperations.
6.1.4. Facilitate commercialization of new
technologies to reduce emissions
and increase
efficiencyatportterminals.
6.1.5. Advance technological programs that will
achievethelong‐termgoalofanemissions ‐free
port.
6.2. PortTechSaudiportsauthorities
6.2.1. SupportthePortTechSaudiportsauthoritiesin
assisting small and startup companies in
developingtechnologyapplicationstoassistthe
maritime
industry.
6.3. ElectrificationofthePort
6.3.1. Lead discussions in exploring feasible
conversion of processes and or equipment
utilizedwithinPortoperationswhichcurrently
use fossil fuels to operate using electrical
energyatattractiverates.
7. StrategicObjective7(Safety&Security)
MaintainthePortasaworld‐classmodel
forcrime
prevention, counter‐terrorism detection, maritime
security training, and emergency incident response
andmitigation
Anactorstrategyintendedtoresolveadifficulty
orimproveasituation; afresh approachtoSafety &
Security
7.1. PublicSafety
7.1.1. Develop Port‐wide and City‐wide emergency
operationscontingencies.
7.1.2. Complete the
Maritime Law Enforcement
TrainingCenterandbeginclasses.
7.1.3. Complete an audit of Safety and Security
staffing.
7.2. HomelandSecurity/EmergencyPreparedness
7.2.1. Install a Port‐wide emergency public
notificationsystem.
7.2.2. ContinuetoimprovethecapabilityofthePort
topreventordetectanevent,torespondtoan
incident,
mitigateitseffectsonthePortandthe
community,andresumecriticaloperations.
7.2.3. Continue security upgrades at all critical
locations.
8. StrategicObjective8(Operations)
Maintain the Port as a world‐class model for
efficientoperationsandoutstandingcustomerservice
Anactorstrategyintendedtoresolveadifficulty
orimproveasituation;afreshapproachtoOperations
8.1. PortOperationsandMaintenance
8.1.1. Continue the implementation of the
Construction&Maintenanceaudit.
8.1.2. Continue implementation of the Clean Truck
Programwhileminimizingfinancialimpact.
8.1.3. Improve existing processes to gain efficiency
andreducespending.
8.1.4. Continuetoenhanceoperational
efficiencyand
servicetoourcustomers.
Figure6.ContainerTerminal
9. StrategicObjective9(ExternalRelations)
Strengthenrelationswithallinternalandexternal
stakeholders through education, advocacy,
meaningfulinteractionandengagingevents/anactor
strategyintendedtoresolveadifficultyorimprovea
situation;a freshapproachto something that benefit
thecommunity
Anactorstrategyintendedtoresolve
adifficulty
or improve a situation; a fresh approach to External
Relations
9.1. MediaRelations&MarketingCommunications
9.1.1. Pursue/place news stories that underscore the
Port’sbusiness‐friendlyfocus.
9.1.2. Develop materials and advertisements that
underscore the Port’s business friendly focus
andsupportBusinessDevelopmentactivities.
9.2. CommunityOutreach
9.2.1.
Maintain the high level of interaction with a
broad array of community stakeholders that
495
was achieved during The western coastal
WaterfrontProjectoutreach.
9.2.2. Provide strong and sustaining stakeholder
outreach in support of Waterfront community
meetings, workshops, special events and
continuous project updates through Web,
newsletterandnewsstories.
9.2.3. Assess the Port Community Advisory
Committee’s role and mission and implement
adjustments that benefit the Port and the
community.
9.3. GovernmentAffairs&Advocacy
9.3.1. BuildastrongandefficientGovernmentAffairs
Divisionwithpeopleandprocesses tha
tdeliver
excellentinternalcustomerserviceandtangible
support for external Port business
development, environmental, security and
infrastructureobjectives.
9.3.2. Developandmaintainrelationshipswithlocal,
regional, state, federal and int
ernational
governmentofficials,especiallythoseinvolved
in transportation, environmental, and security
policyandfundingdecisions.
9.3.3. Consolidate grant sourcing, writing and
management Port‐wide into grants function
that will optimize the Port’s pursuit and
processing of government and non‐profit
foundationgrantfunding.
9.3.4. Overseeanddrivesupportforthelaunchofthe
tra
nsformativeCityDockNo. 1
9.3.5. Jointly work with the other West Coast Ports
and Railroads to develop legislative programs
that retain cargo business on the West Coast
with the Suez Canal expanded opens in end
2015.
10. StrategicObjective10(BusinessDevelopment)
Realize the potentia
l of the diversity of western
area’ population by expanding opportunity; retain
anddevelopmorehigh‐qualityjobswithanemphasis
ongreentechnology
Anactorstrategy intendedtoresolveadifficulty
orimproveasituation;a fresh approach toBusiness
Development
10.1. Marketing
10.1.1. Divide up the kingdom of Saudi Arabia and
gulfareaam
ongtheMarketingteammembers
and reach out to the top 100 Beneficial Cargo
Owners and promote the Port of Jeddah
gateway by sharing the Port’s advantages
including the extensive rail network and state
oftheartfacilities.
10.1.2. Retain and grow market share by developing
cargo incent
ives and customer an act or
strategy intended to resolve a difficulty or
improve a situation; a fresh Review current
programsandmakerecommendationsontheir
future need. Identify creative new
opportunities to remain competitive in the
marketplace.
10.1.3. Identify potential new shipping lines/ cruise
lines, meet with them and out
line the Port’s
advantages,introducethemtoMarineTerminal
Operators, and encourage their future
commitmenttothePort.
10.1.4. Promote the benefits of the Port of Jeddah by
personallymeetingwithShippingLines,Cruise
Lines,andMarine Terminal Operators and by
attending key trade conferences. Share the
Port’s accomplishments and fut
ure vision to
handlethevolumesofthefuture.
10.1.5. Connect customers with new equipment
technology which meets their environmental
and business an act or strategy intended to
resolveadifficultyorimproveasituation;
10.1.6. Identify new business (shipping and cruise)
opportunitiesforthePort.
10.1.7. Identify new business opport
unities in all
businesssectorsthatwilldriveadditionalcargo
volume via the Port of Jeddah and connect
themwiththeappropriateparties.
10.1.8. Ensure shippinglines andcruise lines connect
to shore power following infrastructure
completion.
10.2. TradeServicesProgram
10.2.1. Continue trade and business development
outreachprogramsinJeddahCouncilDistricts
throughtheTradeConnectProgram.
10.2.2. ExpandtheTradeConnectProgramtoinclude
cooperation with other Jeddah City agencies
and outreach for the Port’s Small Business
DevelopmentProgram in Jeddah CityCouncil
Districts.
10.3. Jobs/
EconomicImpacts
10.3.1. Promoteeconomicdevelopmentinthewestern
coastallandJeddahMarina areathrough local
hireprogra
msanddirectbusinesssupport.
10.3.2. Incorporate the Port into the adjacent
redevelopmentareas.
10.4. SmallBusinessEnterprise
10.4.1. WorkincooperationwithlocalChambers,and
the Small Business Exchange to develop a
written mentoring program for area Small
BusinessEnterprises.
10.4.2. Assist with the mentoring of minority and
womenownedbusinesses in cooperation with
the Jeddah Minority Business Opportunity
Center and Minority Business Enterprise
Center, the Alameda Corridor Jobs Coalit
ion,
andotherappropriateorganizations.
11. Strategic Objective 11 (Organizational
Development)
Ensure Port leadership, staff, and facilities are in
placetomeetcurrentandfutureworkforceneedsan
act or strategy int
ended to resolve a difficulty or
improveasituation;
11.1. LeadershipDevelopment
11.1.1. Developtheleadersoftheorganizationtomeet
currentandfutureneeds.
11.2. Training
11.2.1. Enhance and develop staff skills and
capabilitiesbyworkingwitheachBureauhead
toexploreandassessstaffneeds.
11.3. HumanResourcesManagement
11.3.1. Prioritize the work output so tha
t it can be
efficientlyhandledbyareducedPortstaff.
11.4. InformationTechnology
11.4.1. Execute Year 2 activities in the IT Strategic
Plan.
11.5. WorkplaceEnvironment
11.5.1. Createasafe,healthy,andcomfortableworking
environment for employees to encourage
collaborat
ionandteambuilding.
496
11.6. Efficiency/PortMandate
11.6.1. Cutadministrativebureaucracybyfocusingon
Port mandate and streamlining required City
process.
12. StrategicObjective12(Employees)
MakethePortaGreatPlacetoWork
Anactorstrategy intendedtoresolveadifficulty
orimproveasituation;afreshapproachtoEmployees
12.1. Morale
12.1.1. Review, assess, and implement act
ions that
improveemployeemorale.
12.2. OfficeSpace
12.2.1. Develop short‐term and long‐term plans to
provide adequate facilities for employees,
includingagatheringspacewithintheexisting
facilityforemployeeinformalcollaboration.
12.3. Empowerment
12.3.1. Createaculturethatsupportsstrategicthinking
at all levels and qualit
y internal customer
service.
12.3.2. Empower employees to make decisions in
ordertoimprovecustomerservice.
12.4. InternalCommunications
12.4.1. Work with Communications to implement a
program that re‐energizes our internal culture
and re‐ignites Port employees’ passion, pride
andunderstandingofwhatthePortrepresents
asanorganizat
iontothestakeholdersweserve.
12.4.2. Facilitate and support the Port’s need for
stronger internal communications as divisions
are re‐organized in the wake of Early
Retirement Incentive Program related
departures.
12.4.3. Improve communication and information
sharing with employees by emphasizing the
Port’s priorities frequently so that all
employees can use them as a guide in
prioritiz
ingtheirdailywork.
8 RECOMMENDATIONS
The following are the Port’s an act or strategy
intendedtoresolveadifficultyorimproveasituation;
a fresh approach to something that have been
accomplished since this Strategic Plan has been in
place. An act or strategy int
ended to resolve a
difficultyorimproveasituation;afreshapproachto
something are broken down by their corresponding
Strategic Objective and are listed according to the
yearinwhichtheywereaccomplished.Manyofthese
anactor strategy intended to resolve a difficulty or
improve a situation; a fresh a
pproach to something
haveresultedinongoingpolicychanges.
8.1 LandUse
Developed a conceptual facilities plan for a
maritimeresearchcomplexatCityDock
No. 1 that will accommodate academic and
governmentalmarineresearchlabs,aresearchand
development park and business incubator for
emerging ma
rine environmental companies and
educationalsupportfacilities.
Developed an Ancillary Uses planthat addresses
the land and water needs of a variety of harbor
support services (tugboats, barges, water taxis,
pilots, sport fishing, and harbor tour vessels) as
wellaspublicsafetyfacilities,consistentwiththe
comprehensiveportlandusepla
n.
Developedaspecificpla nforthelongtermusethe
relocationofthetemporaryusebyLittleLeague.
Developed a partnership with the City Planning
Department and the Community and
Redevelopment Agencyto effectively plan
physicalandeconomic linkages between the Port
andthecommunity.
Updatedcargoforecastexamining potentia
llong‐
rangeinfluence
Developed a comprehensive land use plan that
recognizestheneedsofcommerceandrecreation;
establish land areas that consolidate liquid bulk
storage facilities; retain economically viable
breakbulk operations; promote the expansion of
water‐dependent institutional/research facilities
anddevelopappropriaterecreationalfacilities.
8.2 Development
Implemented record‐setti
ng capital improvement
programwithoveronemilliondollarsperdayof
investment into Port infrastructure, creating jobs
and prosperity for the region, and providing
facilities needed to ensure the Port holds its #1
rankingthroughtheupcomingeconomicrecovery.
Analyzed Port rail needs, including on‐dock and
off‐dock.
Completed Project Report t
raffic studies needed
forenvironmentaldocumentation.
Secured Prop Trade Corridors Improvement
FundsandAirQualityfunds.
8.3 Financial
Increasedusefulnessoftheoperating budgetasa
managementplanningtoolfornear‐termresource
allocation.
Providedahealthfairforallemployees.
Est
ablished accountability of the budget process
withineachdivision.
Refined financial management reporting to
supportdecisionmaking.
Promoted wellness and a healthy workplace
throughawellnessprogram,activitiesandevents
toreduceillnesses,injuries,andabsenteeism.
Developedanequitablecompensationstrategyfor
Portleaseswhilepromotingbusinessobjectivesof
thecustomerandthePort.
Developed comprehensive capital pla
n to assist
managementwithlong‐termprioritysetting.
Implementednewbudgetsystem.
Completed audits of the Engineering and
Construction&Maintenancedivisions.
8.4 Environmental
Implementedmajorelements ofCleanAir Action
Plan.
Received joint boa
rd approval of the Water
ResourcesActionPlan.
497
Completed Governmental Accounting Standards
Board and remedial action documentation in
supportofPortwaterfrontandterminalprojects.
8.5 TechnologyAndGreenEnergy
Completed installation of first electric rubber tire
gantrycranein.
Fundeddevelopmentoffirstlithiumionbatteries
forelectrictrucks.
Funded several projects
under the Technology
AdvancementProgram.
Developed power rate structures with Jeddah
Department of Water and Power to enhance
customer receptivity to Alternative Maritime
Power.
Investedingreenpowerproductionwithtoensure
powerratestabilityforPortcustomers.
EncouragedPorttenantstoimplementsolarpower
projects.
8.6
SafetyandSecurity
UpdatedemergencyprocedureandPortrecovery
plans.
Conducted a real‐time evacuation exercise that
involvedthePortandthecommunity.
Worked with the Transportation Security
Administration to initiate implementation of the
Transportation Worker Identification Credential
program.
Promoted increased scanning of cargo prior to
loading
atoverseasports.
Developedasecurityawarenesstrainingprogram
forPort,terminal,anddockworkers.
Enhanced outreach to terminals, labor, and
educationalinstitutions.
ExpandedthePortPolicepersonnel,facilities,and
operations.
Established a police substation in Jeddah Marina
areaandincreasemarineandlandpatrol.
Established24‐hourwaterbornepatrol.
ExpandedPortPolicecommunicationcapabilities.
Enhanced vehicle and cargo inspection
capabilities.
8.7 Operations
Improved internal communications in the
Operations.
Automatedpilotanddockageinvoicing.
Streamlined access to truck gate, rail gate, and
Alameda Corridor Transportation Authority data
forimprovedrevenueverification.
Implementedinternet‐basedpilotordersystem.
Implemented an electronic customer feedback
system.
ImplementedtheoperationalaspectsoftheClean
TruckProgram.
Implemented the Construction & Maintenance
Divisionauditrecommendations.
Implementeda“ResponsibleMarina”program
REFERENCES
[1]The National Strategy for Maritime Security (NSMS)
definesthemaritimedomainasallareasandthingsof,
on,under,relatingto,adjacentto,orborderingonasea,
ocean, or other navigable waterway, including all
maritime‐relatedactivities,infrastructure,
[2]Organization for Economic Co‐operation and
Development, Security in Maritime Transport:
Risk
Factors and Economic Impact,Maritime Transport
Committee,July2003,
[3]National Chamber Foundation of the U.S. Chamber of
Commerce,TradeandTransportation,A StudyofNorth
American Port and Intermodal Systems, Washington,
D.C.,March2003,
[4]AlsoreferredtoastheMarineTransportationSystem.In
context of the Transportation Systems
Sector, the U.S.
Coast Guard is the Sector Specific Agency for the
maritime transportation mode, which may be also
referred to as the maritime transportation systems
mode.
[5]Committee on the Maritime Transportation System,
What is the MTS?,
http://www.cmts.gov//whatismts.htm, last accessed 2
Nov2006.
[6]Interagency task Force on Coast Guard
Roles and
Missions,ACoastGuardfortheTwenty‐FirstCentury:
Report of the Interagency task Force on U.S. Coast
GuardRolesandMissions,December1999.
