Our vision is clear and concise:

In realizing the strategy, sustainability and liveability are essential preconditions for the further development of the port.

Client management
Client management involves facilitating developments with existing clients and attracting new clients. The Port Authority aims to achieve satisfaction among its clients, par ticularly in relation to the service and value for money the Port Authority provides. The Port Authority is a business partner which supports cargo acquisition, contributes to setting up new hinterland connections, offers a port community system through its subsidiary Por t infolink, and in par tnership provides fiber optics
services and pipelines. In all these activities the Port Authority focuses on existing and potential clients of businesses already established here.

Traffic management
The Port Authority is responsible for the smooth, safe, clean and secure handling of shipping in the port. This task is laid down in the Harbour Master Covenant, which confers all the relevant powers on the Harbour Master of the Port Authority. In this role the Harbour Master is accountable to the Minister of Transport, Public Works and Water Management and the municipal executives of the seaport municipalities concerned. The Port Authority is increasingly active in the management of landside traffic flows. For example, the Port Authority participates in Keyrail (the operator of the Betuwe Route) and in 2007 the first steps were taken to work in partnership to create an accessibility organization which will be responsible for traffic management on the road network in the region: the roads in the port area and part of the A15 highway. By assuming this active role, the Port Authority contributes to the competitiveness of the port and industrial complex, because the scarce transport infrastructure between the port and the hinterland will be better utilized thanks to good traffic management.

Area management
All the land in the port is in the hands of the Port Authority, which lets available sites to businesses on a long-term basis. The Port Authority ensures that the port area is efficiently organized, with adequate transport infrastructure, a high standard of environmental quality and good amenities and facilities. Furthermore, the Port Authority aims to offer space for existing clients to expand and for new clients
to set up business in the area. This space is vital, in view of the fast-growing international flow of goods. The construction of Maasvlakte 2 is crucial for the further development of the port and industrial complex. Apart from Maasvlakte 2, the Port Authority is also investing in intensifying and restructuring the existing port area and will enter into cooperative ventures to develop and let out land outside the port of Rotterdam. An example of this is a joint venture with Zeeland Seaports.

EnvironmentaL management
Working in par tnership to invest in the best possible preconditions for the business community. This is the essence of environmental management. The Por t Authority is working on improving the quality of the labor market, encouraging collective transport facilities, improving the level of amenities and innovative climate in the port and increasing the sustainability of the port complex. The Port Authority is investing in gaining public support for commercial activity in the Rijnmond area (the license to operate). One way it does this is by pursuing an ambitious Corporate Social Responsibility policy.

Priorities 2008- 2010
The mid-term review of the 2006-2010 Business Plan took place in 2007. Progress has been good, and a number of objectives have consequently been adjusted upwards. In addition, six priorities for the period from 2008 to 2010 have been identified:

• Chain efficiency
  The Port Authority wishes to contribute more actively to the efficiency of transport and production chains. This can be done by expanding the port community system.
• Customized location
  The Por t Authority wants to offer businesses customized locations. This requires more than simply Maasvlakte 2: investment in a more intensive use of space in the existing port area and a quest to find extra space outside it.
• Landside transport 
  The quality of landside transport is under pressure, above all due to congestion along the hinterland corridors. The Port Authority wants to contribute to a better utilization of the hinterland infrastructure.
• Sustainability
  The Port Authority is committed to sustainable business practices and a sustainable development of the port.
• Scope for investment
  The forthcoming investments in Maasvlakte 2 will place a heavy burden on the Port Authority’s financial resources, while at the same time there will be a considerable need for investment in the coming years. Creating scope for investment is therefore essential.
• Organizational efficiency
  It is essential to improve the efficiency of the Port Authority itself so that it can fulfill its role properly as a professional business partner.