HAROPA PORT is one of the four fellow ports involved in transferring and adapting MAGPIE solutions developed within the project. Cédric Virciglio, Strategic Planning and Forecasting Director, discusses how these developments relate to the port’s planning approach.
• Could you share your own story of the MAGPIE project, from HAROPA’s point of view? How it started, the successes or challenges you’ve encountered on the way?
In HAROPA PORT’s view, participation in the MAGPIE project has been a valuable experience, providing both technical insights and enhanced visibility within the European port ecosystem.
From the outset, what stood out for us was precisely the “collaborative research” dimension. MAGPIE was not designed as a collection of isolated pilots, but as a shared platform where multiple innovation sources across the maritime value chain could be connected, compared, and collectively explored.
MAGPIE has provided us with a unique opportunity to translate complex innovation topics into a broader narrative; this approach was successfully displayed with the exhibition at LHPC, which opened in March 2026, and allowed us to showcase the project’s ambitions and results in a concrete and “ludic” way, reinforcing the link between port innovation and the public.
At the same time, MAGPIE has played a crucial role in strengthening HAROPA PORT’s European visibility and credibility. Being part of such a flagship project has positioned us within a network of leading ports and innovation actors and has enabled us to actively contribute to discussions on key topics such as decarbonisation and energy transition.
Looking ahead to the final conference in September 2026, we see MAGPIE as having demonstrated the value of bringing together diverse actors in a common space for experimentation and exchange. In that sense, for HAROPA PORT, MAGPIE has been much more than a project. It has been a platform for collaboration and strategic partnership, as well as a concrete illustration of how collective intelligence can support the transformation of ports in a complex and rapidly evolving “fit-for-the-future” environment.
• The fellow ports were expected to provide operational data and feedback throughout the project. Could you elaborate on a few concrete examples of your support during the project and its results for HAROPA?
Our contribution as a fellow port was more about supporting the project through operational feedback and transferability assessment.
A first example is the provision of selected datasets and operational information, particularly on the digital side. We did share relevant input on port processes and digital frameworks, and that helped frame discussions around the development of certain tools and solutions.
We have also provided detailed feedback on implementability. Throughout the project, we reviewed a number of demos and tools from the perspective of a large river-sea port authority such as HAROPA PORT. This feedback was useful because it helped identify which solutions or which segments of such solutions could hypothetically be adapted in another port context.
We also contributed to the work on non-technical solutions, including through input to the related report. This was an important part of the project, because the success of innovation in ports does not depend only on technology. From HAROPA PORT’s perspective, this aspect was particularly valuable, as it broadened the discussion beyond purely technical demonstrations.
• From your point of view, what are the key challenges in the implementation of the innovations developed in MAGPIE?
While many of the demos have successfully shown what is technically possible, their implementation often depends on local factors – whether in terms of infrastructure, regulatory frameworks, or data availability. This means that solutions that perform well in one port environment cannot necessarily be replicated elsewhere without significant adaptation.
One example is the Smart Energy Systems demo. The concept is clearly relevant and promising in principle. However, in our case, its practical deployment is constrained by limited ownership and access to the necessary data. Without direct control or access to the underlying data environment, the system cannot be effectively implemented. This highlights a broader issue: many digital solutions rely on data ecosystems that are not always accessible or governed by port authorities.
Another major challenge is ensuring that these transitions are understood and supported by society. The deployment of new technologies in port environments can raise questions among local communities. Achieving acceptance requires continuous dialogue, which is not always fully integrated into innovative processes.
In that sense, the key challenge is not innovation itself, but rather the ability to translate tested concepts into context-specific, economically viable, and socially accepted solutions. This is where further work is needed beyond the demonstration phase.
• How do you think the outcomes of MAGPIE could activate sustainable development in your port? In other French ports?
We are currently drafting our new strategic plan 2026-20230. The outcomes of the MAGPIE project will be considered to address the challenges that we are facing regarding both energy and ecological transitions.
• As the MAGPIE project is entering its final year, what are your reflections on the evolving role of port authorities in the energy transition? How can they ensure that the lessons and tools developed by MAGPIE are implemented and scaled?
As MAGPIE enters its final year, one key observation is that port authorities are becoming system integrators of energy, logistics, and digital tools. In that context, ports are the actors capable of aligning energy transition solutions, logistics optimization, and hinterland connections into a coherent vision.
Ensuring that MAGPIE’s results are implemented and scaled may require a shift in focus. First, the outcomes should be consolidated into a shared operational roadmap, rather than remaining a collection of pilots. The proposed MAGPIE Masterplan to be presented to the European Commission is a crucial step in that direction.
Second, scaling will depend as well on governance. Many of the remaining barriers relate to data access or coordination across stakeholders. In this respect, MAGPIE’s collaborative research approach – bringing together ports and their ecosystems – may be one of its most valuable legacies.
Finally, port authorities should use MAGPIE to strengthen their policy dialogue at the European level. The final event in Rotterdam, including engagement with Commissioner Apostolos Tzitzikostas, offers an opportunity to translate project insights into concrete policy recommendations.
Overall, MAGPIE’s real value lies in making the transition more concrete, more collaborative, and more actionable. For port authorities, the key takeaway is clear: their role is not only to host innovation, but to create the conditions for its implementation on a large scale.
