Національний авіаційний університет ОСОБЛИВОСТІ ПЕРЕХОДУ АДМІНІСТРАЦІЇ МОРСЬКИХ ПОРТІВ УКРАЇНИ ДО КОРПОРАТИВНОЇ ФОРМИ УПРАВЛІННЯ Анотація. Стаття присвячена проблемі підвищення ефективності функціонування вітчизняної портової влади (від англ. port authority) в особі державного підприємства «Адміністрація морських портів України» у формі державного підприємства, що розглядається через призму міжнародного досвіду та національних галузевих політик в інфраструктурній галузі, а також виробленню рекомендацій щодо здійснення переходу адміністрації морських портів України до корпоративної форми управління. У статті наводяться основні проблемні питання функціонування вітчизняної портової влади у формі державного унітарного підприємства, серед яких, зокрема, неможливість повноцінного переходу до моделі управління «порт-лендлорд» для управління землями в межах портів, відсутність самостійного права розпоряджатись нерухомим майном в контексті його оренди чи концесії, обмеженість в утворенні дочірніх підприємств та придбанні корпоративних прав тощо. В той же час дослідження Європейської організації морських портів вказує, що близько 51 відсотка портових адміністрацій країн Європейського союзу функціонують як незалежні комерційні компанії. Це забезпечує в тій чи іншій мірі функціональну автономію портової влади, їх фінансову автономію, професійне та прозоре корпоративне управління, а також пропорційний регуляторний нагляд. Для трансформації адміністрації морських портів України в акціонерне товариство у статті пропонується т.зв. «дорожня карта», що має включати два основних етапи: підготовка нормативного під-ґрунтя та здійснення операційних перетворень. Ключові слова: корпоративне управління, державне підприємство, акціонерне товариство, морські порти, адміністрація порту.
With the beginning of port reform in Ukraine, the model of port sector gover-nance was changed. Established in 2013, the Ukrainian Sea Ports Authority was endowed with administrative, maritime safety and security functions. Purely commercial activities remained with public and private stevedoring companies and marine terminals. This distribution of functionality in seaports has brought the domestic governance model closer to the well-known in North America and North-Western Europe – landlord-port model. The aspects identified as a result of the study,namely control over land plots, legal status of the Ukrainian Sa Ports Authority, the presence of state stevedores, and unsettled relations with local authorities, do not allow to classify the domestic port governance model in the classical sense of landlord-port. The latter points rather to a hybrid model in Ukraine with some elements of landlord-port model, such as concessions, private participation in services etc. The most vulnerable element in the context of the port-landlord model at the Ukrainian Sea Ports Authority is the lack of a mechanism for managing port areas due to the presence of several types of landowners in a seaport including public, local and private entities. The article proposes a number of measures, including corporatization of the Ukrainian Sea Ports Authority, amendments to the legislation, innovations in the distribution of concession fees, support of the state's exit from the stevedoring activity segment in ports, as wellas an inventory of port territories, the implementation of which can qualitatively bring the Ukrainian model closer to the port management practices of North-Western Europe. In addition, involvement of local authorities into activities of seaport councils as permanent members, and -after corporatization of Ukrainian Sea Ports Authority- to participate in pilot projects of joint ownership of autonomous port authorities (for example in the ports of Odessa and Mykolayiv) could facilitate a sustainable cooperation between a port and local governance
Introduction. Recently, the role of ports in Ukraine has been transformed from a physically strategic gateway to a participant in integrated global supply chains, accompanied by competition in the quality of services. This requires a comprehensive improvement in the performance of the organizational system of ports, in particular, to assess the effectiveness of its activities.Problem Statement. Key performance indicators (KPIs) in the port industry of Ukraine have been developed with changes in the paradigm of ports. The last transformation began with a fundamental transition of the cargo processing process from labor-intensive to capital-intensive, and the growth of world trade and increased inter-port competition have led to a reduction in port monopolies. Increased investment needs and competitive behavior have led to increased private sector participation in the provision of cargo handling services and the subsequent transition from purely state ports to lessor ports (landlord model). For landlord ports, the quality of services determines their competitive position vis-à-vis other ports and intermodal alternatives. Such ports contribute to the quality of services directly through land and water access infrastructure, as well as by providing land suitable for modern loading and unloading operations, regulating the movement of ships and land transport within the port; as well as due to charged port fees and tariffs, including private service providers. This necessitates the expansion of the system of key indicators for measuring port performance (KPI).Purpose. Scientific and methodological substantiation of KPIs system of seaports and development of proposals for their monitoring and reporting (on the example of the Ukrainian Sea Ports Authority (hereinafter — SE «USPA»), taking into account international experience in this field.Materials and methods. The theoretical and methodological basis of the work is a set of methods and techniques of scientific research: logical generalization—determining the content of the assessment of the effectiveness of ports; analysis and synthesis - to study the peculiarities of these enterprises, to identify trends in their development in the context of determining the criteria for forming a system of indicators for evaluation; system approach — in determining the elements of the KPI system; statistical methods – to analyze the financial and economic condition of economic entities.Results. The study proposes scientific and methodological principles of forming a system of key indicators for measuring the efficiency of ports of Ukraine, which include: substantiation of criteria, definition of the list of KPIs; determining the stages of the process of their monitoring and reporting (on the example of the activities of USPA, taking into account international experience in this field.Conclusions. The proposed scientific and methodological recommendations for assessing the efficiency of ports with the help of the developed KPI system and the procedure for their application at the enterprise can be applied at state enterprises of the transport and infrastructure sector. The development of communication tools between system developers and those responsible for their implementation in order to increase the efficiency of ports is the subject of further research.Keywords: key perfomance indicators, KPI, criteria, seaport, transport infrastructure
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