Barbados Port, Inc., having drafted a “blueprint” for future growth and development, is implementing its Master plan for infrastructural expansion in 2020 to 2030.
After decades of planning, transformative redevelopment, retooling and resilient management, the grand port of Barbados is now quite different as compared to the facility the country’s historically famous Prime Minister, Hugh Gordon Cummins, ceremonially opened in 1961.After decades of planning, transformative redevelopment, retooling and resilient management, the grand port of Barbados is now quite different as compared to the facility the country’s historically famous Prime Minister, Hugh Gordon Cummins, ceremonially opened in 1961.
As the 20th Century came to an end, it became clear to policymakers that the country’s main port had to be expanded and upgraded to meet the needs and expectations of a technology-driven 21st Century world. A reform and expansion project aimed at upgrading human resources; improving systems, technology, security and infrastructure; and, to expand the core businesses (cargo and cruise) was designed and implemented. Out of that exercise, in 1998, Master Plan 2000 was completed.
It proposed the construction of a new cruise pier so as to separate cruise and cargo operations; expansion of the passenger terminal facilities; building of Berth 5; and, expansion of the port’s storage capacity by way of land reclamation.
In 2020, Barbados Port, Inc. won the Port Management Association of the Caribbean (PMAC) top performance prize, the Novaport Cup. This year the port seized the occasion of its 60th anniversary in the modern era to reflect, review and reaffirm; and, to rebrand. It launched a new corporate symbol, which was presented in the context of a new master plan, and described as the “blueprint” for port infrastructural expansion over the period 2020-2030.
Completed
Barbados Port, Inc.’s CEO, David Jean-Marie listed some recent corporate milestones in the port’s continuing development. Within the last two years, plans were made to support future growth and development and a five-year Business Plan, in line with fiduciary requirements, was soon to be released by the port.
This plan will address how key elements of the Master Plan will be implemented, he stated. Jean-Marie listed among completed tasks and current projects:
1. revolutionizing of process efficiencies;
2. conclusion of all requirements for the ISO 9001 Quality Management Systems certification by September 2021;
3. adoption of a new Environmental Social and Management System, to guide future infrastructural projects and to minimize negative impacts on social and natural ecosystems;
4. investments in photovoltaics as an alternative power source;
5. a new waste-to-energy facility; and,
6. deployment of new hybrid electric-diesel cargo handling equipment
Strategic direction
“Our objective is to generate sustainable value for our stakeholders through a relentless focus on satisfying the needs of our customers, and a proactive, but disciplined approach to investing in the most profitable growth opportunities,” the BPI CEO stated.
“We will continue our efforts to embed a high-performance culture across the company. Refreshing our corporate brand is yet another tier in our strategy to support our future growth.
“The key objective of this rebranding was to create a corporate visual identity that differentiates us amongst other ports. We hold steadfastly to our name, but wanted to create an image that better aligns with our bold, new vision of being the most innovative, green maritime hub in the world by 2030. We felt the occasion of our 60th birthday could not be a more auspicious time to introduce our company’s new logo and new strategic direction.”