Realising the potential of the Outermost Regions for sustainable blue growth : annex 3 to the final report : the blue economy in Saint-Martin.
Date: 2017-09-29
Institutions: Executive Agency for Small and Medium-sized Enterprises
Subjects: San Marino, exploitation of the seas, maritime area, peripheral region, reflation, resources of the sea, shipping policy, sustainable development

Realising the potential of the 
Outermost Regions for 
sustainable blue growth 

ANNEX 3 TO THE FINAL REPORT  

THE BLUE ECONOMY IN SAINT-MARTIN 

Written by COGEA srl,  
in partnership with AND International, Fundación AZTI and 
Poseidon Aquatic Resources Management Ltd  
September – 2017 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
EUROPEAN COMMISSION 

Executive Agency for Small and Medium-sized Enterprises (EASME) 

Department A – COSME, H2020 SME and EMFF 

Unit A3 - EMFF 

E-mail:  EASME-EMFF@ec.europa.eu 

European Commission 
B-1049 Brussels 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Realising the potential of the 
Outermost Regions for 
sustainable blue growth 

ANNEX 3 TO THE FINAL REPORT  

THE BLUE ECONOMY IN SAINT-MARTIN 

Executive Agency for Small and Medium-sized Enterprises (EASME) 

European Maritime and Fisheries Fund (EMFF)   

2017 

EUR [number] EN 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Realising the potential of the Outermost Regions for sustainable blue growth 
ANNEX 3 TO THE FINAL REPORT — THE BLUE ECONOMY IN SAINT-MARTIN 

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Luxembourg: Publications Office of the European Union, 2017 

ISBN 978-92-9202-294-5 

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Contents 

Mapping economic activities ....................................................................................... 4 

1. 
Identification and mapping of economic activities .................................................. 4 
2.  Synergies and tensions between maritime activities ............................................ 12 
3.  Best practices and flagship projects ................................................................... 15 
4.  Gap analysis ................................................................................................... 16 

Mapping actors and maritime strategies................................................................... 20 

5.  Mapping public authorities ................................................................................ 20 
6.  Summary of existing maritime strategies ........................................................... 21 
7.  Mapping main stakeholders .............................................................................. 24 

Mapping Blue Growth and assessing the potential.................................................... 25 

8.  Growth drivers and barriers .............................................................................. 25 
9.  Future potential for mature and pre-developing activities ..................................... 30 
10.  Investments opportunities ................................................................................ 35 

Identifying public and private intervention .............................................................. 36 

11.  Potential financial, legislative and non-legislative measures for stimulating 
growth ................................................................................................................. 36 
12.  ORs potential contribution to IMP and BG initiatives ............................................. 41 
13.  Conclusions on concrete measures by type and timeframe ................................... 46 
14.  Potential projects for the Atlantic Assistance Mechanism ...................................... 58 

Roles and contributions to external initiatives ......................................................... 59 

List of interviewees .................................................................................................. 59 

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List of acronyms 

ADEME 

Agence de l’Environnement et de la Maîtrise de l’Energie - French 
Environnement and Energy Agency 

CAGR 

Compound annual growth rate 

CARICOM  

Caribbean Community 

COM  

DDM  

DEAL  

EMFF  

ERDF  

ESF  

GVA  

Collectivité d’Outre-Mer - Overseas collectivity 

Direction de la Mer – Direction of the Sea 

Direction de l’environnement, de l’Aménagement et du Logement - 
Directorate for Environment, Development and Housing 

European Maritime and Fisheries Fund 

European Regional Development Fund 

European Social Fund 

Gross Value Added 

IEDOM  

IFREMER  

Institut d’Émission des Départements d’Outre-mer - French overseas 
departments note-issuing bank  

Institut Français de Recherche pour l'Exploitation de la Mer - French 
Research Institute for Exploitation of the Sea  

INSEE  

IUUF  

MSP  

NACE  

POSEI  

Institut national de la statistique et des études économiques - 
National Institute of Statistics and Economic Studies 

Illegal, Unreported and Unregulated Fishing 

Marine Spatial Planning 

Nomenclature statistique des activités économiques dans la 
Communauté européenne - Statistical classification of economic 
activities in the European Community 

programme of options specific to the remote and insular nature of the 
outermost regions 

SIH  

Système d’Informations Halieutiques - Fisheries Information System 

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Mapping economic activities 

1.  Identification and mapping of economic activities  

Table 1 — Socio-economic data on marine and maritime activities 

Group 

Sectors 

Mature (m) 
vs pre-
develop. (P) 
activity 

Living 
resources 

Fisheries and 
aquaculture (1) 

Non-living 
resources 

Shipping 

Tourism 

Desalination 

Maritime 
transport and 
ports (2) 
Ship repair (2) 
Coastal tourism 
(3) 

m 

m 

m 

m 

m 

Employment 

Turnover (M€) 

2014 

2014 

12 (declared) 
≈ 80 active 
fishermen 

2 (incl. 
Undeclared) 

ss 

ss 

100 to 150 

10 to 15 

50 to 100 

5 to 10 

1 622 

na 

GVA 
(M€) 

2014 

na 

ss 

na 

na 

na 

Note: Institut national de la statistique et des études économiques (INSEE) no more 
produces statistical data on Saint-Martin (at the exception of population data) since 
Saint-Martin’s status change to Collectivité d’Outre-Mer (COM). The main source of 
economic information are the Institut d’Émission des Départements d’Outre-mer (IEDOM) 
annual reports. Nevertheless, detailed information such as required for the present 
project are not available (at the exception of the number of jobs for tourism).  

(1) Development program for the fisheries industry in Saint-Martin, 2015 (CCISM). 
(2) Estimates based on field interviews. 
(3) Source IEDOM, based on Union de Recouvrement des Cotisations de Sécurité Sociale 
et d'Allocations Familiales (URSAFF). 

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1.1  Fisheries 

1.1.1  Overview 

The fisheries sector in Saint-Martin corresponds to small scale fishing and mainly relies 
on coastal resources. It is characterised by a low number of declared fishermen and a 
significant non-declared activity. 12 fishermen were registered by the authorities in 
2014. 10 vessels (saintoise type) are reported, with a medium length of 8.4 meters. It is 
estimated that around 40 vessels and 80 fishermen are actually active (some of them 
being registered on the Dutch side, but staying on the French side of Saint-Martin).  

Catches are not monitored. Still, estimates were provided by the CCISM (Chamber of 
Retail and Industry). ‘Official catches’ are equal to 53 tons for a value of 533 k€. ‘Real 
catches’ would be equal to 200 tons and 2 million euros. Fish is usually sold directly or in 
the fish market in Marigot. 

The sector is not structured. The Regional Committee for Fisheries in Guadeloupe is no 
more responsible for Saint-Martin since few years, following St-Martin’s administrative 
status change to COM (Until 2007, Saint-Martin was administratively linked to 
Guadeloupe, and formed with Saint-Barthélémy the arrondissement of ‘les Iles du Nord’). 
3 professional organisations exist in Saint-Martin, of which two are active. There are no 
fishing ports or organised landing sites. The fish is currently landed in various points and 
infrastructures are inexistent (with the exception of Grand Etang, where a dock and a 
piece of land are dedicated to fisheries but with very limited technical means). The 
establishment of two organised landing sites is planned, supported from ERDF and EMFF. 

The high share of illegal fishing is a clear limitation for the organisation of the sector. One 
challenge for the administration is to encourage fishermen to declare their activity and to 
reinforce controls, with a focus on the national reserve area. The establishment of a 
committee for fisheries is a priority for local authorities.  

Accessing to the resource is also a problem for fishermen. There is no scientific 
assessment of fish stock states but according to scientists and professionals, the coastal 
area is probably over exploited. Concomitantly, the fishing area is quite restricted 
because of the proximity of Anguilla, Antigua and Barbuda, Saba, Sint Eustatius and Sint-
Maarten. St Martin’s authorities and professional are asking for the establishment of a 
specific matriculation for Saint-Martin (the bigram is currently the same as in 
Guadeloupe) which would be necessary to open negotiations with close neighbours and in 
particular Anguilla. The enlargement of the fishing area also raises the issue of security 
on board, as boats are not well equipped to go further from the coast. Moreover, the 
fleet is ageing and there will be a strong need for modernisation in the coming years. 

The fisheries sector is also impacted by the presence of a toxin (ciguatera) that makes 
some fish species prohibited for fishing. 

There is no aquaculture production in Saint-Martin. Nevertheless, the collectivity aims at 
developing this activity with support from EMFF. 

1.1.2  Geographical distribution 

Fishermen are mainly located in Quartier d’Orléans and in Grand Case, but also in 
Marigot, Cul de Sac and Oyster Pond. 

1.1.3  Main socio-economic trends 

Till 2012, the Système d’information halieutique (SIH) carried out by Institut Français de 
Recherche pour l'Exploitation de la Mer (IFREMER), was also covering Saint-Martin. It 
shows that the number of vessels has continuously increased from 2002, from 4 vessels 
registered in 2002 to 19 registered in 2012. Official data reports 12 registered vessels for 
2014. Nevertheless, these statistics only gives a partial picture of the sector. 

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Figure 1 — Evolution of the number of vessels by size 

1.1.4  Preliminary findings on growth potential 

Source: IFREMER, SIH 

There is a development potential for fishing. The main driver is a very high level of 
consumption per inhabitant (and only 20 % of local consumption is covered by local 
fishing). The structuring of the local offer is nevertheless a necessary condition to create 
a sufficient and regular supply for retailers.  

1.2  Desalination 

1.2.1  Overview 

Natural water resources are very scarce in Saint-Martin and the island faces regular 
deficit. All potable water comes from desalination (reverse osmosis filtration). One plant 
(Union Caraïbe de Dessalement d'Eau de Mer UCDEM, subsidiary of Veolia) supplies all 
the French side of the island since 2006. Générale des Eaux Guadeloupe is the water 
supplier (a subsidiary of Veolia too) which purchases water to UCDEM and sell it to their 
clients. In 2015, 1 095 million m3 have been consumed. 6 reservoirs have a total capacity 
of 15 000 m3. Water price is proportional to consumption: 2.49 €/m3 between 0 and 30 
m3, 4.55 €/m3 between 31 and 67 m3 and 5.77 €/m3 form more than 67 m3. One issue 
with regards to water supply in the island is the reliability of the distribution network, 
which needs to be modernized. 

1.2.2  Geographical distribution 

The plant is located in Marigot. 

1.2.3  Main socio-economic trends 

Water consumption has increased over years. The 14 % increase registered in 2015 is 
explained by the replacement of meters and a better invoicing. 

Table 2 — Water consumption and number of customers  

Water consumption (m3) 

873 448 

991 310 

993 994 

957 401  1 095 370 

Number of customers 

13 259 

13 230 

13 746 

15 476 

14 073 

2011 

2012 

2013 

2014 

2015 

1.2.4  Preliminary findings on growth potential 

Source: IEDOM from Générale des Eaux Guadeloupe 

Desalination is currently the only source of freshwater available to cover Saint-Martin’s 
needs. The challenge for local authorities is improving the efficiency of the distribution 
network (i.e. increasing the volume of water consumed with a constant production) 

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rather than increasing production. Desalination remains a costly way to produce 
freshwater and research projects are currently being carried out to analyse the potential 
of alternative sources, notably groundwater resources. The development potential is 
therefore considered as limited. 

1.3  Shipping 

1.3.1  Overview 

Freight transport 

The port of Galisbay is dedicated to commodity transport and concentrates 30 % of 
commodities trade in the island. Main importers land in the Dutch side, which is better 
equipped thanks to its deeper draught in particular. Direct international lines operate 
from the commercial port of Sint Maarten, with the United States or with France 
mainland. In particular, containers to Saint –Barthélémy arrive in Sint-Marteen and are 
transhipped in Galisbay. Nevertheless, the port of Galisbay is the only entrance point in 
the island for petroleum products. 

The main commodities traded are petroleum products (36 % of total trade — coming 
from St Croix and Puerto Rico) and construction material (25 %, mainly from Martinique 
and Dominique). 3/4 of the port activity corresponds to imports. Total traffic equals 
244 302 tonnes in 2015. It has significantly increased in 2015 (+25 %), thanks to an 
increase in exports (with the recovery of the return to activity of Grand Case querry) and 
in the containers traffic. 

The port of Galisbay reports a 2.4 M€ turnover and employs 30 people, mainly on 
administrative positions. Moreover, it is estimated that around 100 people are employed 
in the maritime sector, of which cargo handling covers a significant share. 

Figure 2 — Imports evolution (total entrances in blue, tonnes) 

Source: IEDOM from Port of Galisbay 

Figure 3 — Exports evolution (total exits in blue, tonnes) 

Source: IEDOM from Port of Galisbay 

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Passenger transport (ferry) 

Two daily lines leave from the maritime station in Marigot: St Martin to Anguilla and 
Saint-Martin to Saint-Barthélémy. 12 ferries leave every day from Marigot to Anguilla, for 
an annual traffic of 131 698 passengers in 2015. Only one company, le Voyager, is 
operating to Saint-Barthélémy, from Oyster Pond (Atlantic coast) or Marigot. 13 150 
passengers have travelled to Saint-Barthélémy in 2015 (+3 406 passengers with respect 
to 2014). 

1.3.2  Geographical distribution 

The commercial port is situated in Galisbay, close to Marigot. The passenger port is in the 
city center of Marigot. 

1.3.3  Main socio-economic trends 

Given the limited size of the island, there is a strong variability in quantitative indicators, 
and trends have to be carefully considered. For example, 2015 has been marked by a 
43 % increase which is directly linked to the arrival of a new vessel in the port. Exports 
figure are moreover directly linked to the activity of the quay. General trend is an 
increase of the containers traffic (domestic and transhipment) on which the port aims at 
specialising. 

1.3.4  Preliminary findings on growth potential 

The port growth depends on its capacity to increase its market share on the commodity 
traffic in the island (as there will not be major development of the total traffic, which is 
linked to economic conditions, construction activities…). For this, the port has launched 
feasibility studies for its expansion and in particular for the increase of its draught (to 12 
meters) which would permit the landing of larger boats which currently land in the Dutch 
side. 

1.4  Ship building and repair 

1.4.1  Overview 

There are four shipyards on the French side of the island. It is estimated that around 100 
people are working in them. There are also 6 shipyards on the Dutch side. Shipyards 
activity mainly focuses on boats repair and maintenance. They can punctually build 
boats, but the demand is very low. 

1.4.2  Geographical distribution 

The activity is mainly located close to Marigot. 

1.4.3  Main socio-economic trends 

The first shipyard has been established in the 90’s. Since then, the activity has developed 
and there is a strong demand. Actual capacities are widely insufficient. The main 
constraint for actual shipyards is access to land for further extending their surfaces. 

1.4.4  Preliminary findings on growth potential 

There is a significant potential development as regards ship repair.  

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1.5  Coastal and cruise tourism 

1.5.1  Overview 

Tourism is a major economic sector in the island of Saint-Martin. In 2015, one employees 
out of four is working is this sector in the French side (4). More than 100 000 tourists 
have arrived in the French part, which is less than 5 % of the total number of tourists 
registered in the island (2.5 million). Three tourists out of four coming to the island are 
cruise passengers. Cruise tourism is concentrated in the Dutch side (99.6 % of the total 
number of cruise passengers), Philipsburg (capital city of Sint-Maarten) being the only 
deep-water port of the island. The port of Marigot receives smaller vessels (100 to 360 
passengers) and is more high-end targeted. 4 527 cruise passengers have arrived in 
Saint-Martin in 2015 (5). 

Yachting is a significant component of the touristic activity. Yachting encompasses a 
large range of activities and their economic importance is not known. A project has been 
launched by the CCISM for the definition of a development program for yachting, based 
on a diagnosis of the industry. 

Saint-Martin is an attractive destination for boat owners, due to its position between 
Anguilla and Saint-Barthélémy, a good level of services and good mooring conditions. 
Saint-Martin’s marinas benefit from lower taxes and are more attractive than the Dutch 
side. Saint-Martin’s marinas have a capacity of 750 places (400 on the Dutch side) (6).  

Hotels gather 60 % to 70 % of tourists’ arrival in the French part of Saint-Martin. Other 
accommodation forms exist and are progressively structuring (guesthouses, furnished 
apartments..etc.). There is now a capacity of 1600 rooms, which has been stable from 
2006, with an occupancy rate of 56.8 % in 2015. The strong seasonality of the touristic 
activity is a major issue for professionals (7). 

1.5.2  Geographical distribution 

The main marinas are Port la Royale and Fort Louis in Marigot and Anse Marcel. Main 
touristic areas are coastal areas. 

1.5.3  Main socio-economic trends 

The number of passengers arriving by air has increased in the French part (+7 % per 
year on from 1996 to 2001 to reach 99 702 passengers in 2013). It is nevertheless far 
less important than the number of arrivals on the Dutch part (467 259 passengers in 
2013). 

(4) Data from URSSAF (« Union de Recouvrement des Cotisations de Sécurité Sociale et 
d'Allocations Familiales ») in IEDOM (Institut d’émission des départements d’outre-mer) 
report « Saint Martin, 2015 » — http://www.iedom.fr/IMG/pdf/ra2015_saint-martin.pdf. 
(5) Data from Office du Tourisme de Saint-Martin, Grand-case airport, Port de marigot. 
(6) Report « Filière Nautisme et Plaisance de l’Ile de Saint-Martin — Assistance technique 
pour la construction du cahier des charges de l’étude — Enquête auprès des 
professionnels », Chambre de Commerce Interprofessionnelle de Saint-Martin. Report not 
available online. 
(7) Data from Office du Tourisme de Saint-Martin. 

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Figure 4 — Evolution of the number of arrivals by air transport (Yellow: data for Saint-

Martin. Purple: data for Sint Maarten). 

Source : IEDOM from Office du tourisme de Siant-Martin, St Maarten Tourist Bureau 
and Aéroport de Grand Case 

The number of cruise passengers arriving in Saint-Martin has been relatively stable since 
2012, but reduced with respect to the previous years. The cruise activity in the French 
side is uncertain due to difficult climatic conditions (swell) and the absence of a dock. In 
2014 notably, many stopovers have been cancelled.  

Figure 5 — Evolution of the number of cruise passengers 

Source: IEDOM from Office du Tourisme de Saint-Martin 

The number of visitors in the marinas has increased and capacities could be further 
enlarged. The COM of Saint-Martin is currently working on the extension of the capacity 
of the marinas, the rehabilitation of the waterfront in Marigot and the improvement of 
security on board and on land. This project would include the creation of a dock for mega 
yachts (which would imply important dredging works) which can currently only be 
received in the commercial port of Galisbay. 

Hotel offers have rapidly increased in the 90s due to a tax exemption regime. 
Nevertheless, in the early 2000 years, tourists’ arrivals have plunged following two 
hurricanes and 9/11/2011 events. The hotels have progressively closed or be 
transformed into apartments. Overall, the number of nights sold has progressively 
declined since 2001. The number of nights has then been relatively stable from 2011 to 
2014 and has increased by 6 % in 2015. 

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 French part Dutch part  
 
 
 
 
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Figure 6 — Number of nights (yellow) and occupancy rate (black line) from  

1.5.4  Preliminary findings on growth potential 

Source: AHSM, Office du  tourisme de Saint-Martin 

There is a development potential for tourism activities. The island gathers a lot of assets 
(image of authenticity, good conditions for yachting, French gastronomy and preserved 
natural sites). It nevertheless suffers from the competition with the Dutch side, which 
has massively invested for the development of cruise tourism and related activities 
(hotels, shops, casinos, etc.) in order to become an attractive destination for Northern 
American customers. Saint-Martin’s perspectives rely on the success of the positioning of 
the island as a high end destination. Local actors’ actions are focused on the 
improvement of the security and on the quality upgrading of the hotel offer, 
rehabilitation of the port for the reception of medium-size cruise and rehabilitation of the 
waterfront in the marina’s area with modern touristic infrastructures. 

1.6  Possible impacts of climate change in Saint-Martin (8)  

Limited information on climate change impact in St Martin is available. Therefore, some 
information can be inferred from climate impacts in the region and hence the assessment 
of climate impacts for Guadeloupe and Martinique is taken as indicative of the likely 
climate change impacts in St Martin.  

Main impacts include:  

  The exposure to hurricanes and the vulnerability of the coastline to sea level rise 
(due to its geographical situation): these impacts appear to be the most impacts 
of climate change in St Martin, but are poorly documented. 

  The coastal flooding: in fact, the sea level rise concerns about 6 % of the land 
area of St Martin. These areas are considered to be vulnerable to temporary 
flooding (or permanent inundation for the lowest lands). Furthermore, St Martin 
has the highest ratio of buildings exposed to flooding as a result of sea level rise 
(expressed as built area exposed to flooding over total built area). 

  A chronic deficit in water resources due to low rainfall and scarcity of groundwater 

resources; Temperature increases could worsen the water deficit. 

  The erosion: For instance, the Conservatoire du Littoral (9) believes that climate 
change will increase the vulnerability of coastlines to erosion and that the land 

(8) European Commission, 2014, The economic impact of climate change and adaptation 
in the Outermost Regions, 
http://ec.europa.eu/regional_policy/sources/activity/outermost/doc/impact_climate_chan
ge_en.pdf. 

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they protect will be impacted. For this reason, the Conservatoire is working to 
assess the vulnerability of protected land areas to erosion and to integrate 
consideration of climate change into projects. In this context, the protected 
‘Réserve Naturelle St Martin’ acts as a ‘climate change sentinel’ and can be used 
to understand the vulnerability of the island’s biodiversity. Adaptation actions that 
are being implemented include: Improving scientific knowledge and adopting 
strategy to control anthropogenic pressure on protected areas; to restore 
damaged populations and habitats; and to develop adaptation tools to climate 
change. 

Regarding biodiversity, no studies have dealt with the future impacts of climate change, 
even though coral reefs and mangrove are present.  

2.  Synergies and tensions between maritime activities 

The table below reports synergies and tensions of each activity with other maritime 
activities and which are the contribution to sustainable Blue growth 

Synergies 
with other maritime 
activities 

Conflicts 
with other 
maritime 
activities 

Group 

Sector 

Living 
resources 

Fisheries 
and 
aquaculture 

Non-living 
resources 

Desalination 

Shipping 

Maritime 
transport 

Ports 
(including 
dredging) 

Synergy with tourism 
through the development 
of ‘Pesca-tourism’ and the 
supply of restaurants with 
local products. 

Synergy  with  tourism  by 
the  increasing  demand  of 
fresh  water.    Desalination 
is  the  solution  to  satisfy 
this 
increasing  demand 
and  to  supply  the  tourism 
sector with fresh water.  
Synergies are identified 
with:  

  port activity as the ¾ 
of the activity of the 
port of Galisbay 
consists on imports; 
and  

 tourism as regards 

passengers transport 
Synergies are identified 
with:  
  maritime transport as 
the port of Galisbay is 
a key service for 
commodities trading 
(30 % of commodities 
trade in the island);  
  tourism (cruise tourism 

and passenger 
transport). 

Contribution to 
sustainable growth 

There is a clear 
contribution of these 
activities to 
sustainable growth, 
through the 
development of 
sustainable fishery. 

Contribution to 
sustainable growth 
through job 
opportunities. 

No conflict 
identified. 

No conflict 
identified. 

No conflict 
identified. 

Contribution to 
sustainable growth 
through job 
opportunities. 

No conflict 
identified. 

Contribution to 
sustainable growth 
through job 
opportunities. 

Shipbuilding  Ship repair 

Synergies with tourism 
(yachting) and passengers 
transport by providing 

No conflict 
identified. 

Contribution to 
sustainable growth 
through job 

9 The Conservatoire du Littoral is a public organisation whose role is to protect natural 
sites and coastlines in France. In Saint Martin, the conservatoire is responsible of 355 
hectares. 

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Group 

Sector 

Tourism 

Coastal 
tourism 

Cruise 
tourism 

Synergies 
with other maritime 
activities 

repair services.  
Synergies are identified 
with:  
  Fisheries, through 

pesca-tourism and the 
consumption of fish; 

  cruise tourism by 

 

taking advantage from 
tourism services in 
place; 
 maritime transport 
(passengers 
transport); 
  ports (marinas). 
 Synergies are identified 
with: 
 

coastal tourism by 
providing new and 
more adapted activities 
for cruise tourists; 

  ports by the 

reinforcement of 
Pointe-à-Pitre 
attractiveness. 

Conflicts 
with other 
maritime 
activities 

Contribution to 
sustainable growth 

opportunities. 

No conflict 
identified. 

Contribution of 
coastal tourism to 
sustainable growth 
through job 
opportunities. 

No conflict 
identified. 

Contribution to 
sustainable growth 
through job 
opportunities. 

2.1.1  Synoptic view of legislative, non-legislative and financial synergies and 

tensions among maritime activities 

The following table reports a synoptic view of main synergies and tensions grouping them 
under legislative, non-legislative and financial frames 

Synergies with other maritime activities 

ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

Fisheries and 
aquaculture 

No synergy identified 

Desalination 

No synergy identified 

Maritime transport 

No synergy identified 

The development of 
the pesca-tourism 
would contribute to 
the development of 
tourism and to attract 
new profile of tourists.  

Synergy with tourism 
by the increasing 
demand of fresh 
water.  Desalination is 
the solution to satisfy 
this increasing demand 
and to supply the 
tourism sector with 
fresh water.  
Contribution to the 
development of 

The development of 
‘Pesca-tourism’ could 
represent an 
alternative revenue for 
fishermen.  

The consumption of 
fisheries products 
would contribute to the 
development of a short 
chain of 
commercialisation of 
products with 
significant prices.  

No synergy identified 

No synergy identified 

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Synergies with other maritime activities 

ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

tourism through the 
development of 
passenger transport.  
The development of 
maritime transport is 
mutually linked to the 
development of port 
activities. 
Synergies with 
maritime transport: 
The port of Galisbay 
provides services of 
commodities transport 
and trade (30 % of 
commodities trade in 
the island);  
Synergies with tourism 
(cruise tourism and 
passenger transport). 
This sector provides 
services to maritime 
transport and 
yachting. 
Synergies with cruise 
tourism that takes 
advantage from 
tourism services in 
place.  
Synergies with 
maritime transport.  
The cruise activity is 
very linked to ports: 
the port’s 
infrastructures are a 
real issue to attract 
medium size cruise 
boats.  
Synergies with coastal 
tourism that provides 
services to cruise 
tourists. 

No synergy identified 

No synergy identified 

No synergy identified 

The rehabilitation of 
the port and the 
waterfront of the 
marina will contribute 
to attract cruise lines. 

Ports (including 
dredging) 

No synergy identified 

Ship repair 

No synergy identified 

Coastal tourism 

No synergy identified 

Cruise tourism 

No synergy identified 

Conflicts with other maritime activities 

ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

Fisheries and 
aquaculture 
Desalination 
Maritime transport 
Ports (including 
dredging) 
Ship repair 
Coastal tourism 
Cruise tourism 

No conflict identified.  

No conflict identified.  

No conflict identified.  

No conflict identified.  
No conflict identified.  
No conflict identified.  

No conflict identified.  
No conflict identified.  
No conflict identified.  

No conflict identified.  
No conflict identified.  
No conflict identified.  

No conflict identified.  
No conflict identified.  
No conflict identified.  

No conflict identified.  
No conflict identified.  
No conflict identified.  

No conflict identified.  
No conflict identified.  
No conflict identified.  

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3.  Best practices and flagship projects 

1.  Name of the project/practice: Action plan for the development of the fishery sector 

Objectives: Diagnosis of the sector and establishment of a development program for the sector 
Results achieved: Improving knowledge on the yachting sector is a necessary step for the identification of new opportunities. 
Reasons for considering it as best practice/flagship project:  
  The involvement of fishermen and stakeholders in the diagnostic of the sector:  identifying needs and gathering observations.  
  The analysis phase was based on a benchmark with other situations. 
  The result of the project was the development of a 10-years development programme with a specific operational and strategic 
roadmap with important specificities: elaborated based on a concerted approach, pragmatic and it is an evolving document.  

2.  Name of the project/practice: Development program for the yachting industry 

Objectives: Diagnosis of the sector and establishment of a development program for the sector 
Results achieved: Improving knowledge on the yachting sector is a necessary step for the identification of new opportunities. 
Reasons for considering it as best practice/flagship project:  
  The programme was elaborated based on an exhaustive survey of needs.  
  Recommendations were made based on the stakeholder’s suggestions.  
  The project’s specificity is that the needs as well as the recommendations for the development of the sector were based on the 

experiences of the stakeholders and the actors.  

3.  ORs concerned: Saint-Martin 

Name of the project/practice Forum des Métiers de la Mer 
Objectives: Promotion of careers in maritime activities  
Maritime activities concerned: All 
Results achieved: These actions aim at developing the attractiveness of sea activities and careers for young people. 
Reasons for considering it as best practice/flagship project: The particularity of this forum is that it targeted young people. 
The objective was to inform them about the employment opportunities that the sea offers, enabling a reflection for their future 
direction. This approach is essential to complete other approaches that seek to develop employment related to the sea.  

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3.1  Best practices and flagship projects details 

Name of the 
project/ practice 

Leading actor(s) 

CCISM 

Action plan for the 
development of the 
fishery sector (Saint-
Martin) 
Development 
program for the 
yachting industry 
(Saint-Martin) 
Forum des métiers de 
la mer (Saint-Martin)  Metimer,  

CCISM, Metimer 

Other subjects/ 
stakeholders 
involved 

Direction de la 
Mer 

Timing 

Maritime 
sectors involved 

Budget 

Programming 
document 

Website 

Fisheries 

2017 

Yachting 

All 

4.  Gap analysis 

In this section, each maritime activity has been analysed in order to identify ‘what is missing for a sustainable Blue Growth’ in terms of 
‘Human resources skills’, ‘Infrastructures’, ‘Research’ and ‘Data’.  

 

Fisheries 

Human resources skills 

Education and training would improve the resilience of the sector. Limited number of applicants (not enough to open classes) 
who then have to go to Guadeloupe or Metropole. High share of undeclared fishermen, which is a limitation for access to 
training. Training would also favour diversification to other activities (pesca-tourism). 

Infrastructures 

There are no organised landing sites.  
The fleet needs to be modernised (with respect to security, reduction of fuel consumption). 

Research 

Data 

Resources are not well known. 
There is a need for technical support to build up an observatory with continuous data of catches (from formal and unformal 
fishing activities) to enhance knowledge on marine resources and to effectively manage the resource. Research is needed to 
monitor the state of stocks.  

Catches are not regularly monitored. Official data are largely underestimated (due to undeclared fishing) 
No data on fish stocks. 

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  Maritime transport and port 

Human resources skills 

Some activities are not covered locally (specialised machines). Applicants go to Jamaica (degree equivalence problem) or in 
France mainland. 
Specific training will need to be established to support the development of mega-yachts activities. 

Infrastructures 

Restructuring of the cruise port for security reasons (in bad water conditions) with the creation of a dock and increase of the 
draught (subject to the analysis of environmental impacts) for the reception of mega-yachts. Rehabilitation of the water front, 
modernisation and improvement of the security in the marinas. 
Increase of the draught (subject to the analysis of environmental impacts) and extensions (docks, hinterland...) for the 
commercial port.  

Research 

Data 

No information available 

Economic data are insufficient.  

Ship repair 

 
Human resources skills  No information available 

Infrastructures 

Access to land (and regularisation of land property) is an issue for extending the capacity of shipyards. 

Research 

Data 

No information available 

No information available 

Tourism 

 
Human resources skills  No information available 

Infrastructures 

Quality upgrading of the hotel offer. 
Restructuring of the cruise terminal (in the perspective of the development of the activity linked to yachts): creation of a dock 
+ increase of the draught (subject to the analysis of environmental impacts). 
Improvement of the security in the marinas. 
Rehabilitation of the waterfront in Marigot, modernisation and creation of touristic infrastructures, services (restaurant, 
souvenir shops, etc) and activities (touring, excursions, etc..) 

Research 

No information available 

Data 

No data on the economic weight of the activities linked to yachting (project in progress). 

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4.1  Synoptic view on the gaps identified 

The following table reports a synoptic view of main gaps identified grouping them by ‘legislative’, ‘non-legislative’ and ‘financial’ gaps.  

ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

Gaps are related to:  
Human resources skills: Education and training are needed to 
improve the resilience of the sector. Limited number of 
applicants (not enough to open classes) who then have to go 
to Guadeloupe or Metropole. High share of undeclared 
fishermen, which is a limitation for access to training. 
Training would also favour diversification to other activities 
(pesca-tourism). 

Fisheries 

No gap identified.  

Infrastructure: There are no organised landing sites.  
The fleet needs to be modernised (with respect to security, 
reduction of fuel consumption) 

No gap identified. 

Maritime transport and 
port 

No gap identified. 

Research: Resources are not well known. There is a need for 
technical support to build up an observatory with continuous 
data of catches (from formal and unformal fishing activities) 
to enhance knowledge on marine resources and to effectively 
manage the resource. 

Data: Catches are not regularly monitored. Official data are 
largely underestimated (due to undeclared fishing) 
No data on fish stocks. 
Main gaps are related to:  
Human resources skills: Some activities are not covered 
locally (specialised machines). Applicants go to Jamaica 
(degree equivalence problem) or in France mainland. 
Specific training will need to be established to support the 
development of mega-yachts activities. 

Infrastructure: which needs to be improved. The cruise port 
need to be restricted for security reasons. A dock should be 
created and the draught should be increased to permit the 
reception of mega-yachts.  
The rehabilitation of the waterfront, the modernisation and 
the improvement of the security in the marinas are needed.  
Increase of the draught (subject to the analysis of 
environmental impacts) and extensions (docks, hinterland...) 

No gap identified. 

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ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

Ship repair 

No gap identified.  

Tourism 

No gap identified.  

for the commercial port.  

Data: data collection system gathering main economic data 
is necessary. 
Gaps are mainly related to infrastructure where access to 
land (and regularisation of land property) is an issue for 
extending the capacity of shipyards. 
Gaps are related to:  
Infrastructure: Quality upgrading of the hotel offer is 
needed. 
Restructuring of the cruise terminal (in the perspective of the 
development of the activity linked to yachts): creation of a 
dock and increasing the draught (subject to the analysis of 
environmental impacts). 
Improvement of the security in the marinas is also essential.  
Rehabilitation of the waterfront in Marigot, modernisation 
and creation of touristic infrastructures and services 
(restaurant, souvenir shops…) and activities (touring, 
excursions….).  

Data: the economic weight of the activities linked to yachting 
(project in progress) is not available.  

No gap identified.  

No gap identified.  

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Mapping actors and maritime strategies 

5.  Mapping public authorities 

OR/sea basin 

Maritime sector(s) 

Saint-Martin 

All maritime sectors 

Saint-Martin 

All maritime sectors 

Saint-Martin 

All maritime sectors 

Saint-Martin 

Fisheries 

Saint-Martin 

All maritime sectors 

Saint-Martin 

All maritime sectors 

Saint-Martin 

Port 
Maritime transport 
Cruise tourism 
Ship repair 

Table 3 — Public authorities surveyed in Saint-Martin 

Name of the 
authority 

Main roles and 
responsibilities 

Collectivité de Saint-
Martin 

Regional administration 

Direction de la Mer 
de Guadeloupe 
(DDM) 

Service Territoire, 
Mer, Développement 
Durable 

Direction des 
Services Vétérinaires 

Administration in charge 
of the implementation of 
State policies related to 
the sustainable 
development of maritime 
space  
Administration in charge 
of the implementation of 
State policies related to 
sustainable development  
Administration in charge 
of sanitary control in the 
food chain 

Chambre Consulaire 
Interprofessionnelle 
de Saint-Martin 

Support and 
representation of 
economic actors. 

National marine 
reserve of Saint-
Martin 

Support and 
representation of 
economic actors. 

Port of Galisbay 

Commercial port 

Address 

website 

Rue de l’hôtel de Ville — BP 
374  
97150 Saint-Martin 

Rue de Galisbay — Marigot 
97 150 Saint-Martin 

http://www.com-saint-
martin.fr/Pages/Bienven
ue.aspx 
http://www.guadeloupe.
pref.gouv.fr/Services-de-
l-Etat/Presentation-des-
directions/Mer-et-
littoral/La-Direction-de-
la-Mer-DM 

Maison des entreprises, 10 
rue Jean Jacques Fayel, 
Concordia 97150 Saint-
Martin 
Maison des entreprises, 10 
rue Jean Jacques Fayel, 
Concordia 97150 Saint-
Martin 

Galisbay, Marigot 
97150 Saint-Martin 

http://www.ccism.com/ 

http://reservenaturelle-
saint-martin.com/photos 

Saint-Martin 

Tourism 

Office du tourisme de 
Saint-Martin 

Tourism promotion and 
development 

Route de Sandy Ground 
97150 Saint-Martin 

http://www.iledesaintma
rtin.org/ 

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6.  Summary of existing maritime strategies 

6.1  Plan d’action de la Région Ultra Périphérique Saint-Martin 2014-2020 

(Action plan for the Outermost Region Saint-Martin) 

  –Geographical level (local/national/sea basin) 

Local 

  Maritime sectors involved 

Sectors involved: 

—  Desalination 
—  Shipping 
—  Costal tourism 
—  Energy. 

  Objectives 

The action plan identifies 4 intervention axes: 

—  Strengthening human capital 
—  Strengthening institutional development and governance 
—  Identifying new drivers to reach better results 
—  Identifying new dynamics for the economy. 

  Implementing tools 

A set of actions related to each axis and the possible supports through the ERDF and the 
ESF are identified. 

Strengthening human capital: 

—  Developing structures on the territory that will enable to reduce dropping out 

from education and offering new perspectives for qualification and integration. 

—  Developing university training to raise the qualification level. 
—  Developing after school activities in association with national education, 

associations and parents. 

—  Developing actions favouring the access to training and developing qualifying 

training actions targeted to young and unemployed people. 

—  Developing apprenticeship for professional integration. 
—  Favour the establishment of research laboratories. 

Strengthening institutional development and governance 

—  Promoting the production and delivery of renewable energy sources. 
—  Promoting energy efficiency and renewable energies development. 
—  Support investments related to climate change adaptation and natural risks 

awareness. 

—  Improving the resilience of population on disaster situations. 
—  Developing investments in the waste management sector. 
—  Developing investments in the water sector. 
—  Protect, promote and develop the cultural heritage. 

Identifying new drivers to reach better results 

—  Developing quality touristic products to increase the attractiveness of the 

territory. 

—  Promoting the adaptation capacity of companies and workers. 
—  Stimulating and facilitating the creation and company takeover. 

Identifying new dynamics for the economy. 

—  Implementing a project on digital. 
—  Developing distance learning and e-learning. 
—  Supporting the setting-up of businesses. 

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—  Developing structures linked with the public service for employment. 
—  Developing individual supports to training and mobility. 
—  Socializing and mobilizing young people to increase their employability. 
—  Building medico social establishments for autonomy and educative action. 
—  Developing the offer on sanitary and social training to compensate the 
shortage of personal or favour the adaptation of human resources. 

—  Promotion active inclusion and awareness raising actions to the social and 

solidary economy. 

—  Creation and renewal of leisure equipments. 
—  Coopération. 

  Actors involved and beneficiaries 

—  Collectivity of Saint-Martin and other local authorities 
—  Economic operators 

  Website address 

http://www.sxminfo.fr/wp-
content/uploads/2014/07/plan_action_strategique_eu2020_stmartin_fr.pdf. 

6.2  Operational Programme for European Maritime and Fisheries Fund (EMFF) 

  Geographical level (local/national/sea basin) 

National/regional. 

  Maritime sectors involved 
—  Fisheries and aquaculture 
—  Port (fishing ports). 

  Objectives 

Promoting an economy sectors of fisheries and aquaculture more competitive, based on 
knowledge and innovation; and promoting a more efficient economic development with 
the use of resources and low carbon emissions. 

  Implementing tools 

Operational programme. 

  Actors involved and beneficiaries 

National and regional authorities, stakeholders involved in fishery and aquaculture. 

  Possible contribution to the fulfilment of BG objectives 

Development of port and fishery and aquaculture activities.  

  Website address 

https://ec.europa.eu/fisheries/sites/fisheries/files/docs/body/op-france_fr.pdf  

6.3  Stratégie nationale portuaire en outre-mer — 2016 (National strategy for 

ports in outermost regions) 

  –Geographical level (local/national/sea basin) 

National. 

  Maritime sectors involved 

Sectors involved:  

—  maritime transport 
—  port 
—  cruise tourism. 

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  Objectives 

Development of the port activities through 5 axes: 

—  Port competitiveness 
—  Adaptation of ports to the evolution of maritime transport 
—  Preservation of environment of sea and coast 
—  Support regional economic development 
—  Promote social dialogue. 

  Implementing tools 

NA. 

  Actors involved and beneficiaries 

Main actors involved:  

—  Ministère de l’Environnement, de l’Énergie et de la Mer 
—  Ministère des outre-mer 
—  port authorities 
—  local stakeholders. 

  Possible contribution to the fulfilment of BG objectives 

Ports are key infrastructures for the development of blue economy in ORs and they are related to 
several activities: 

—  maritime transport 
—  cruise tourism 
—  coastal tourism 
—  ship repair. 

  Website address 

http://www.developpement-durable.gouv.fr/La-Strategie-nationale-portuaire.html. 

6.4  Loi sur l’économie bleue — 2016 (Regulation on Blue Economy) 

  Geographical level (local/national/sea basin) 

National 

  Maritime sectors involved 

All sectors. 

  Objectives 

General objective: Foster new perspectives of development and attractiveness for all 
maritime actors. 

  Implementing tools 

—  Simplify the regulation on maritime activities. 
—  Reinforce the competitiveness of the French flag. 
—  Reinforce the maritime and in ports security. 
—  Foster the evolution of port activities. 
—  Modernization of the fisheries and aquaculture sector. 
—  Development of the yachting sector. 
—  Better integration of the maritime responsibility. 

  Actors involved and beneficiaries 

All maritime actors. 

  Possible contribution to the fulfilment of BG objectives 

Fostering blue growth. 

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7.  Mapping main stakeholders 

OR/sea basin 

Maritime sector(s) 

Name of the 
stakeholders 

Main roles and 
responsibilities 

Address 

website 

Table 4 — Main stakeholders surveyed in Saint-Martin 

Saint-Martin 

Yachting 

METIMER 

Professional organisation 

Saint-Martin 

Ship repair 

GEMINGA 

Private operator 

Saint-Martin 

Yachting 

MOORINGS 

Private operator 

Saint-Martin 

Passenger transport 

VOYAGER 

Passage du Louisana Lot 
32, Rue Kennedy, Marigot 
97150 Saint-Martin 
Route de Sandy Ground, 
Marigot 
97150 Saint-Martin 

http://www.metimer.fr/ 

Gare Maritime, Marigot, 
97150 Saint-Martin FWI 

http://www.voy12.com/ 

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Mapping Blue Growth and assessing the potential 

8.  Growth drivers and barriers  

The following table reports growth drivers and barriers to growth of each maritime 
activities identified, analysing them in terms of R&D, Access to finance, Infrastructure, 
Education, training and skills, Public engagement and Local cooperation (10).  

Drivers to growth 

Barriers for growth 

Fisheries  

R&D 

Access to finance 

Sector supported by the EMFF. 

Infrastructure 

Education, training and 
skills 

Training opportunities to enable 
fishermen to diversify their activities 
(pesca-tourism). 

Public engagement 

Realisation of a diagnosis of the 
sector and the identification of 
development actions. 
Structuring the fisheries sector is an 
objective for local authorities which 
notably promote the creation of a 
regional committee for fisheries. 
Engagement of local authorities for 
the establishment of cooperation with 
Anguilla and Sint Maarten.  
Public engagement on the 
development of local production and 
the reduction of imports. 

Local cooperation 

Synergy with tourism. 

Limited research capability. 
Lack of knowledge on the resource. 
Lack of statistics on the sector 
(catches in particular). 
Strong need for technical support. 
Difficulty for operators to access to 
finance, in particular for young 
people. 
Strong need for technical support 
to access to public funding. 
Support to fleet new vessels 
building is not covered by the 
EMFF.  
Strong illegal activity. 
Strong need for the renewal of the 
fleet. 
Infrastructure needs for improving 
the sector structure and the 
product quality (landing ports, 
selling points, processing…) 
Fishermen have generally a low 
education level. 
Difficulty to reach a critical 
threshold for opening training 
sessions in Saint-Martin. 
Important illegal activity.  

Limited financial resources.  
Delay in the implementation of the 
EMFF. 
Support to fleet modernisation 
(new vessels building) is not 
covered by the EMFF.  

Competition with illegal fishermen. 
Competition with fishermen from 
Anguilla and Sint-Maarten. 

(10) i.e. synergies and conflicts at local level with other activities, be they maritime or 
non-maritime. 

25 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                           
High level of investments for the 
restructuring of port 
infrastructures (draught increase) 
— estimated to 100 million euros. 
Limited public financial capacity. 
The implication of private 
operators is pursued by local 
authorities. 
Investments (draught increase, 
increase of quay length…) are 
needed to increase the port traffic 
and foster a better positioning of 
the port. 
Lack of qualified human resources 
on some specific positions. 

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R&D 

No driver identified. 

  No barrier identified 

Drivers to growth 

Barriers for growth 

Desalination 

Access to finance 

No driver identified. 

Infrastructure 

No driver identified. 

Education, training and 
skills 
Public engagement 
Local cooperation 

No driver identified. 

No driver identified. 
No driver identified. 

High level of investments for the 
renewal of water distribution 
infrastructures (25 million euros). 
Obsolescence of the water 
distribution system. 

  No barrier identified. 

  No barrier identified. 
  No barrier identified. 

R&D 

No driver identified. 

  No barrier identified. 

Drivers to growth 

Barriers for growth 

Shipping 

Access to finance 

Possible public support through ERDF 
for port infrastructures. 

Infrastructure 

Education, training and 
skills 
Public engagement 

Local cooperation 

Regulatory studies are in progress for 
the development of new port 
infrastructures.  

No driver identified. 

No driver identified. 
Synergies between maritime transport 
and port activities. 

  No barrier identified 

  Competition with Sint-Maarten. 

Drivers to growth 

Barriers for growth 

Ship repair 

R&D 
Access to finance 

No driver identified. 
No driver identified. 

Infrastructure 

No driver identified. 

Education, training and 
skills 

No driver identified. 

Public engagement 

No driver identified. 

  No barrier identified. 
  No barrier identified. 

The actual capacity of shipyard is 
much lower than the demand. 
Lack of qualified local human 
resources. Need for further 
professionalisation in the sector. 
Access to land is difficult for the 
development of new sites. 

Local cooperation (11) 

Synergies between ship repair and 
tourism. 

  Competition with Sint-Maarten. 

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Drivers to growth 

Barriers for growth 

Tourism 

R&D 

Access to finance 

No driver identified. 
Sector supported by the ERDF and the 
ESF. 

  No barrier identified. 

  No barrier identified. 

Infrastructure 

A restructuring project for the cruise 
port is being examined. It aims at 
creating the condition to receive mega 
yachts (increase of the draught, 
development of onshore 
infrastructures). 

Education, training and 
skills 

Important employer throughout the 
region. 

Cruise tourism: Strong needs in 
terms of infrastructures. 

Costal tourism: Hotel offer has 
declined due to the 
disengagement of hotel groups.  
The average hotel offer quality 
level does not reach international 
standards. 
Services in the marinas are 
insufficient. Insecurity in the 
marinas.  
Limited public financial capacity.  
The implication of private 
operators is pursued by local 
authorities as regard the project 
of modernisation of the cruise 
terminal. 
Low level of employee’s 
qualification.  
Need for further 
professionalisation in the sector. 

Public engagement 

Local cooperation 

A regional scheme for the development 
and planning of touristic activities has 
been established for 2013-2020 by 
local authority. 
A diagnosis of the yachting sector has 
been launched by local 
administrations. 
Synergies with fishing (through pesca-
tourism), cruise tourism, maritime 
transport (passengers) and ports 
(marinas). 

  No barrier identified. 

  No barrier identified. 

8.1.1  Synoptic view of legislative, non-legislative and financial growth drivers 

and barriers  

The following table reports a synoptic view of main growth drivers and barriers grouping 
them under legislative, non-legislative and financial frames. 

Growth drivers 

ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

Fisheries  

Good public engagement:  
Realisation of a diagnosis 
of the sector and the 
identification of 
development actions. 
Structuring the fisheries 
sector is an objective for 
local authorities which 
notably promote the 
creation of a regional 
committee for fisheries. 
Engagement of local 
authorities for the 
establishment of 

Training opportunities to 
enable fishermen to 
diversify their activities 
(pesca-tourism). 

Synergy with the tourism 
sector may provide an 
opportunity of a 
valorisation of local 
fisheries product. Good 
prices can be perceived 
from restaurants coveted 
by tourists. 

Sector supported by the 
EMFF. 

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ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

Growth drivers 

cooperation with Anguilla 
and Sint Maarten.  
Public engagement on the 
development of local 
production and the 
reduction of imports. 
No driver identified. 

Desalination 

Shipping 

No driver identified. 

Ship repair 

No driver identified. 

Tourism 

A regional scheme for the 
development and planning 
of touristic activities has 
been established for 2013-
2020.  

No driver identified. 

Possible public support 
through ERDF for port 
infrastructures. 

No driver identified. 

Sector supported by 
European funds: the 
ERDF for the 
development of 
infrastructure and the 
ESF for training and 
social issues. 

No driver identified. 
Driver to growth is related 
to research as regulatory 
studies are in progress for 
the development of new 
port infrastructures. 
Synergies between 
maritime transport and 
port activities. The 
development of an activity 
may boost the 
development of the other.  
Synergies between ship 
repair and tourism: the 
development of cruise 
tourism would imply the 
development of ship repair 
that provides maintenance 
services for cruise boats.  
A restructuring project for 
the cruise port is being 
examined. It aims at 
creating the condition to 
receive mega yachts 
(increase of the draught, 
development of onshore 
infrastructures). 
Synergies with other 
maritime activities: 
Synergies with fishing 
(through pesca-tourism), 
cruise tourism, maritime 
transport (passengers) and 
ports (marinas). 
A diagnosis of the yachting 
sector has been launched 
by local administrations. 

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ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

Barriers to growth 

Fisheries  

No barrier identified. 

Limited R&D: Limited 
research capability. 
Lack of knowledge on the 
resource. 
Lack of statistics on the 
sector (catches in 
particular). 
Strong need for technical 
support. 

Strong need for 
infrastructure: for the 
renewal of the fleet and for 
improving the sector 
structure and the product 
quality (landing ports, 
selling points, processing…) 

Low human resources skills: 
Fishermen have generally a 
low education level. 
Difficulty to reach a critical 
threshold for opening 
training sessions in Saint-
Martin. 

Important illegal activity.  

Competition with illegal 
fishermen. Competition with 
fishermen from Anguilla and 
Sint-Maarten. 

Desalination 

No barrier identified. 

Obsolescence of the water 
distribution system. 

Shipping 

Lack of qualified human 
resources on some specific 
positions. 

Competition with Sint 
Maarten. 

Ship repair 

No barrier identified. 

The actual capacity of 
shipyard is much lower than 

R&D: Limited research 
capability. 

Difficulty for operators 
to access to finance, in 
particular for young 
people. 

Strong need for 
technical support to 
access to public 
funding. 
Support to fleet new 
vessels building is not 
covered by the EMFF.  

Limited financial 
resources.  

Delay in the 
implementation of the 
EMFF. 

High level of 
investments for the 
renewal of water 
distribution 
infrastructures (25 
million euros). 
High level of 
investments for the 
restructuring of port 
infrastructures 
(draught increase) — 
estimated to 100 
million euros. 

Limited public financial 
capacity. The 
implication of private 
operators is pursued by 
local authorities. 

Investments (draught 
increase, increase of 
quay length…) are 
needed to increase the 
port traffic and foster a 
better positioning of 
the port. 

No barrier identified. 

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ACTIVITY 

LEGISLATIVE 

NON-LEGISLATIVE 

FINANCIAL 

Barriers to growth 

Tourism 

No barrier identified. 

the demand. 
Cruise tourism: Strong 
needs in terms of 
infrastructures. 
Services in the marinas are 
insufficient.  
Insecurity in the marinas.  

Limited public financial 
capacity to support all 
the emerging needs 
(regarding 
infrastructure 
particularly).  

Costal tourism: Hotel offer 
has declined due to the 
disengagement of hotel 
groups.  
The average hotel offer 
quality level does not reach 
international standards. 

The implication of 
private operators is 
pursued by local 
authorities as regard 
the project of 
modernisation of the 
cruise terminal. 

9.  Future potential for mature and pre-developing activities 

9.1  Fisheries  

  Potential for employment 

There is a potential for development of the fisheries sector in Saint-Martin, and thus a 
potential for employment. Nevertheless, many barriers have to be removed in order to 
realise this potential. There are some specific challenges regarding employment in the 
sector, which are the regularisation of the illegal activity and the generation renewal. 

  Potential for value added 

Low value added of both sectors. 

  Potential for competitiveness 

Availability of human resources 
adequately skilled. 

Fisheries rely mostly on low qualified positions. The 
regularisation of the unformal activity and the 
generation renewal are the main issues. Training 
programmes targeted to young people are 
necessary.  

Potential for attracting FDI. 

Limited. 

Availability of public funds. 

Availability of support sectors / 
facilities (e.g. research, 
infrastructures, etc.). 

Difficulty for accessing to funding (credit). 
Delay in the implementation of the EMFF which is 
the main support instrument. 

Research capacities are insufficient. 

Potential in terms of positioning in 
the international market. 

The first objective is to cover regional needs (with a 
high level of fish consumption per inhabitant) and to 
reduce the dependence on imports. 

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9.2  Maritime transport 

  Potential for employment 

There is a significant potential for growth and then for employment as regards maritime 
transport as for freight. The development will be linked to the capacity of the port to 
improve its positioning on the regional market (for example, improve connections with 
France mainland or with Saint-Barthélémy) with respect to Sint Maarten in particular. 

The potential in terms of employment relies on different types of profiles: high and low 
education/skills. 

The development for passenger ferry services seems more limited. 

  Potential for value added 

Maritime transport is a key activity for Saint-Martin where the whole economy deeply 
relies on imports. Most of imports/exports are shipped through maritime transport. 

  Potential for competitiveness 
Availability of human resources 
adequately skilled. 

High and low qualified jobs. 
Skilled resources may be hired in mainland France. 

Potential for attracting FDI. 

The increase of the port capacity should reinforce its 
attractiveness in the area. 

Availability of public funds. 

EU, national and local supports for infrastructures, 
interconnexion, etc. 

Availability of support sectors / 
facilities (e.g. research, 
infrastructures, etc.). 

Feasibility and regulatory studies are in progress for 
the extension of the port. 

Potential in terms of positioning in 
the international market. 

The first objective is to improve the positioning of the 
port on the regional market. 

9.3  Ports 

  Potential for employment  

There is a significant potential for growth and then for employment related to port 
activities which is directly linked to the development of maritime transport for both 
passengers and freight. For passenger transport, the main potential is related to cruise 
and the capacity of the port to receive larger boats. For freight, the development is 
linked to the increase of flows to Saint-Martin.  

There is also a strong potential for the development of yachting. Investments in the 
marinas are required to realise this potential: modernisation of the marinas, development 
of services, and improvement of the security. 

The potential in terms of employment refers to a large range of jobs, some with low skills 
and other requiring a higher education level. 

  Potential for value added 

Ports are support activities for other maritime activities and then, the development of 
port activities is a necessary condition for the development of other sectors, such us: 

  maritime transport 
 
 
 
  yachting. 

ship repairs 
cruise tourism 
coastal tourism 

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  Potential for competitiveness 

Availability of human resources 
adequately skilled. 

Potential for attracting FDI. 

Availability of public funds. 

Availability of support sectors / 
facilities (e.g. research, 
infrastructures, etc.). 

High and low qualified jobs. 
Skilled resources may be hired in mainland 
France. 

Attracting private investments is being sought by 
local authorities to support port infrastructure 
development (cruise and freight). 

Support from public authorities (EU, national, 
local). 

Need for the development of new infrastructures. 

Potential in terms of positioning in 
the international market. 

The first objective is to improve the positioning of 
the port on the regional market. 

9.4  Ship building and ship repair 

  Potential for employment  

There is a potential of development for ship repair as current capacities are not sufficient. 
Jobs needed refer to specific skills: metal working, careening, etc. 

  Potential for value added 

Ship repair is related to other activities: ports, maritime transport and yachting. It plays 
an important role in the attractiveness of Saint-Martin for welcoming leisure boats. 

  Potential for competitiveness 
Availability of human resources 
adequately skilled. 

Skilled resources may be hired in mainland 
France. 

Potential for attracting FDI. 

Availability of public funds. 

/ 

/ 

Availability of support sectors / 
facilities (e.g. research, 
infrastructures, etc.). 

Difficulties for access to land limit the 
development of current capacities. 

Potential in terms of positioning in 
the international market. 

Good positioning. 

9.5  Tourism 

  Potential for employment  

Coastal tourism is a major activity in Saint-Martin. There is a potential for further growth 
with new investments in accommodations and the development of activities related to 
yachting. 

Cruise tourism is a very irregular activity in Saint-Martin due to the lack of infrastructures 
(dock), a low draught and difficult sailing conditions. Nevertheless, there is a potential for 
attracting mega-yachts and medium-size cruise boats, as these targets are currently not 
covered in the island.  

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  Potential for value added  

There is a high value added for the territory as it concerns a wide range of local SMEs: 
hotel, restaurant, touristic excursions and services, transport… This covers different types 
of jobs. 

  Potential for competitiveness  
Availability of human resources 
adequately skilled. 

Need for lifelong training and professionalisation. 

Potential for attracting FDI. 

/ 

Availability of public funds. 

Availability of support sectors / 
facilities (e.g. research, 
infrastructures, etc.). 

Different sources of funding (EU, national and 
local). 

Cruise tourism: Need for developing new 
infrastructures (docks). 
Costal tourism: Need for improving the hotel 
offer quality and services. Need for modernising 
the marinas, developing new services and 
improving security.  
Need for modernisation of roads. 

Potential in terms of positioning in 
the international market. 

Saint-Martin gathers a lot of assets: image of 
authenticity, good conditions for yachting, French 
gastronomy and preserved natural sites. 

9.6  Synoptic view of the future potential by activity 

The following table reports a synoptic view of main future potential for each activity 
grouping them by potential for ‘employment’, ‘value added’ and ‘competitiveness’.  

ACTIVITY 

Potential for employment 

Potential for value 
added 

Fisheries 

Maritime 
transport 

There is a potential for 
development of the fisheries 
sector in Saint-Martin, and 
thus a potential for 
employment. Nevertheless, 
challenges regarding the 
regularisation of the illegal 
activity and the generation 
renewal have to be tackle.  

Low value added of 
both sectors. 

There is a significant 
potential for growth and then 
for employment as regards 
maritime transport and 
freight. 

The development relay 
mainly on the capacity of the 
port to improve its 

Maritime transport 
is a key activity for 
Saint-Martin where 
the whole economy 
deeply relies on 
imports. Most of 
imports/exports 
are shipped 

Potential for competitiveness 

Potential for competitiveness is 
based on:  
  Tackle challenges related to 
the informal activity and 
generation renewable.  
  Training of young people.  
  Tackle challenges related to 

the delay of the ELFF’s 
implementation.  

Difficulty for accessing to 
funding, the insufficient 
research capacities and limited 
attractiveness of the sector to 
foreign investments still 
challenging.  
The sector has to cover local 
consumption and contribute to 
the reduction of dependency on 
imports.  
Potential for competitiveness is 
related to:  

 Human resources skills that 

concerns high and low 
qualified jobs. Skilled 
resources may be hired in 
mainland France. 

 The reinforcement of the 

port’s attractiveness through 

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ACTIVITY 

Potential for employment 

positioning on the regional 
market, particularly with 
respect to Sint Maarten.  

Employment opportunities 
will cover different types of 
profiles: high and low 
education/skills. 

The development for 
passenger ferry services 
seems more limited. 

There is a significant potential 
for growth and then for 
employment related to port 
activities linked to the 
development of: 

1- maritime transport for 
both: 

 Passenger transport: the 

main potential is related to 
cruise and the capacity of 
the port to receive larger 
boats 

 Freight transport, the 

development is linked to 
the increase of flows to 
Saint-Martin.  

Ports 

Potential for value 
added 
through maritime 
transport. 

Ports are 
considered as 
support activities 
for other maritime 
activities and then, 
the development of 
port activities is a 
necessary 
condition for the 
development of 
other sectors, such 
us: 

2- Yachting: Investments in 
the marinas are required to 
realise this potential: 
modernisation of the marinas, 
development of services, and 
improvement of the security. 

 maritime 

transport; 
 ship repairs. 
 cruise tourism. 
 coastal tourism. 
 yachting. 

The potential in terms of 
employment refers to a large 
range of jobs, some with low 
skills and other requiring a 
higher education level. 

Ship building 
and ship repair 

There is a potential of 
development for ship repair 
as current capacities are not 
sufficient. Jobs needed refer 
to specific skills: metal 
working, careening… 

Tourism 

Potential for employment 
exists for both sectors:  

  Coastal tourism: new 

investments in 
accommodations and the 
development of activities 
related to yachting are 
needed for further 

Ship repair is 
related to other 
activities: ports, 
maritime transport 
and yachting. It 
plays an important 
role in the 
attractiveness of 
Saint-Martin for 
welcoming leisure 
boats. 
There is a high 
value added for 
the territory as it 
concerns a wide 
range of local 
SMEs: hotel, 
restaurant, 
touristic 
excursions and 

Potential for competitiveness 

increasing its capacity.  
 The EU, national and local 

supports for infrastructures, 
interconnection… 

 The feasibility and regulatory 
studies that are in progress 
for the extension of the port. 
Improving the positioning of the 
port on the regional market is a 
key factor to the development of 
this sector.  

Potential for competitiveness is 
related to:  

 Human resources skills that 

concerns high and low 
qualified jobs. Skilled 
resources may be hired in 
mainland France. 

 The attractiveness of the 

sector for private investment: 
local authorities seeks to 
attract private investments to 
support port infrastructure 
development for both cruise 
and freight needs.  

 The support from public 

authorities (EU, national, 
local). 

Needs for the development of 
new infrastructure and to 
improve the positioning of the 
port in the regional market is 
needed.  

Potential for competitiveness is 
related to:  
 

skilled resources that may 
be hired in mainland; 
good positioning in the 
regional market. 

 

The potential will only be 
released if the following 
challenges are tackled:  
 Lifelong training and 
professionalization 

 Infrastructure needs (docks).  
 Improving the quality of hotel 
offer quality and services.  

 Modernisation of the 

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Potential for value 
added 

services, 
transport, etc. 

Potential for competitiveness 

marinas: developing news 
services  

 Transport infrastructure: 

needs for modernisation of 
roads.  

Saint-Martin gathers a lot of 
assets: image of authenticity, 
good conditions for yachting, 
French gastronomy and 
preserved natural sites that 
contribute on its good 
positioning in the international 
market.  
Different sources of funding are 
available to support investments 
needs (EU, national and local).  

ACTIVITY 

Potential for employment 

development. 

  Cruise tourism which is a 

very irregular activity in 
Saint-Martin due to the 
lack of infrastructures 
(dock), a low draught and 
difficult sailing conditions. 
Nevertheless, there is a 
potential for attracting 
mega-yachts and 
medium-size cruise boats, 
as these targets are 
currently not covered in 
the island. 

The development of tourism 
will offer an opportunity for 
different types of jobs.  

10. Investments opportunities 

The investment opportunities identified are: 

  Fishery 

—  modernisation of the fleet 
—  development of infrastructures (landing sites and ports) 
—  education and training 
—  research (resource) 
—  technical support. 

  Shipping (transport and port) 

—  support port infrastructures and modernisation to increase the 

attractiveness 

—  education and training. 

  Ship repair 

—  development of infrastructure to increase the current capacity 
—  education and training. 

  Coastal tourism & cruise tourism: develop attractiveness of Saint-Martin through 
infrastructure (accommodation upgrade, attractiveness of seafronts, etc.) 

— 
—  development of new activities 
—  promotion and marketing 
—  organisation of the sector 
—  education and training. 

  Yachting sector 

—  structuring of the sector, fostering knowledge on the sector 
—  promotion and marketing 
—  development of services in marinas, reinforce their attractiveness. 

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Identifying public and private intervention 

11. Potential financial, legislative and non-legislative measures for stimulating growth 

Below, Logical diagrams used for the analysis have been reported. The related analyses have been reported in the Final Report. 

Figure 7 — Logical diagram for fishery 

Emerging needs for fishery have been identified as regards infrastructures, research, education and training, access to finance, 
cooperation with neighbours and the establishment of data collection systems.  

The fishery sectors are mainly supported by the EMFF. The EMFF operational program covers a wide range of measures aiming at 
reinforcing competitiveness, innovation and sustainability in both sectors. Regional priorities for the EMFF are focused on the 
modernisation of the fleet through improved fuel efficiency and security on board, and the development/modernisation of landing sites, 
the structuring of the sector (creation of a regional committee for fisheries) and the development of aquaculture. 

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Investment support for new vessels is locally identified as a strong need for the fishery sector, still, it is not covered by the EMFF. The 
EMFF operational program also covers research, education and training issues with the development of professional training, knowledge 
acquisition and life-long training. 

The EMFF also includes a specific program to compensate for additional costs in outermost regions, aiming at reinforcing the 
competitiveness of local sectors by compensating higher production costs linked to insularity. 

Infrastructures development in fishing ports and landing sites will also be supported through ERDF. ERDF can also been used to support 
research and innovation in the fishery and aquaculture sector. 

Cooperation with neighbours is not explicitly addressed by regional strategies. 

Figure 8 — Logical diagram for coastal tourism 

Emerging needs for coastal tourism have been identified as regards infrastructures, research, education and training, access to finance, 
cooperation with neighbours and the establishment of data collection systems. 

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The improvement of infrastructures (upgrade and modernisation of hotel offer) is an important issue for tourism in Saint-Martin. The issue 
is identified in the action plan for Saint-Martin and can be supported through the ERDF. 

Research as well as data is needed to increase the knowledge on the sector, improve its structuring and developing innovative projects. It 
could also be covered by the ERDF. 

Education and training are mainly covered by ESF. There is a strong need for professionalisation and long-life training programmes in the 
sector. New activities (yachting) can require specific skills that are not locally available. Education and training could be reinforced 
through increasing cooperation. The Caribbean Sustainable Tourism Policy deals with this issue at sea basin level. 

The establishment of a data collection system on tourism gathering main economic data is necessary. It is not explicitly addressed by the 
different regional strategies. 
Cooperation with other territories could be implemented on marketing and promotion issues, only to a certain extent, as these territories 
are also competitors. 

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Figure 9 — Logical diagram for cruise tourism 

Emerging needs for cruise tourism have been identified as regards infrastructures, research, education and training, cooperation with 
neighbours and the establishment of data collection systems.  

Further growth could be expected through: 

• 

the development of port infrastructures for receiving medium-size boats and mega-yachts; 

•  a better organisation of the sector (development of services and activities when cruise tourists land); 

•  a reinforcement of the attractiveness of waterfronts; 

•  a reinforcement of the image of Saint-Martin to attract new clients. 

39 

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The development of infrastructures, as well as education and training, are identified in the action plan for Saint-Martin and mainly 
addressed by ESF and ERDF. 

As for coastal tourism, the establishment of a data collection system gathering main economic data is necessary. It is not explicitly 
addressed by the different regional strategies. Cooperation with other territories could be implemented on marketing and promotion 
issues, only to a certain extent, as these territories are also competitors. 

Figure 10 — Logical diagram for maritime transport, port and ship repair 

Main needs for the shipping sector refer to the development of new port infrastructures and education and training. European funds 
(ERDF and ESF), as well as the action plan for Saint-Martin, cover these two aspects.  

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12. ORs potential contribution to IMP and BG initiatives  

Blue Growth 

There is a strong contribution of maritime activities in Saint-Martin to Blue Growth and notably tourism (cruise, coastal) given its 
importance in the local economy. Four focus areas are not covered in the OR: blue energy, aquaculture, marine mineral resources and 
blue biotechnology. 

Figure 11 — Logical diagram between maritime activities and Blue Growth objectives 

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Marine knowledge 

Most of maritime activities in Saint-Martin contribute to marine knowledge. They notably support the industry in the global competition. 
Indeed, most of the activities are on international market: tourism (coastal, cruise), maritime transport (competition with other ports in 
the Caribbean area) and fishery (competition with imported products). 

Fishery is related to marine scientific researches, through the assessment of fish resources and the knowledge on marine biodiversity. 

Figure 12 — Logical diagram between maritime activities and marine knowledge objectives 

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Maritime spatial planning 

The contribution of maritime activities in Saint-Martin regarding maritime spatial planning are related to both: 

 

 

the increased coordination between administrations, related to cross-cutting issues of maritime activities (maritime, environmental 
and economic development); 
increase cross-border cooperation: management of fish resources, international transport and cruise tourism (operated by 
international companies, with stops in several territories of Caribbean area). 

Figure 13 — Logical diagram between maritime activities and maritime spatial planning objectives 

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Integrated maritime surveillance 

Three activities in Saint-Martin contribute to integrated maritime surveillance: fishery, maritime transport and port. 

Figure 14 — Logical diagram between maritime activities and integrated maritime surveillance objectives 

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Maritime security strategy 

No contribution to maritime security strategy is identified. 

Figure 15 — Logical diagram between maritime activities and maritime security strategy objectives 

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13. Conclusions on concrete measures by type and timeframe 

By analysing the Logical diagrams above, and considering all findings reported in the previous sections of the report, the following 
‘legislative’, ‘non-legislative’ and ‘financial’ conclusions emerged. For each of them, the following details are provided: 

stakeholders that should activate the measure; 

  possible time frame for fulfilling the potential (short/medium term or long term); 
 
  possible best practices experimented in other territories (i.e. cross-fertilisation possibilities); 
  measures for achieving/implementing them. 

 

Fishery  

Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

E
V
I
T
A
L
S
I
G
E
L

Reinforcing the legal framework 
to combat Illegal, Unreported and 
Unregulated (IUU) fishing  

The illegal activity in the fishery 
sector is significant. It reinforces the 
over exploitation of the continental 
shelf and generates conflicts on use, 
as well as disloyal competition on the 
market. 

Long term  

Central administrations and 
authorities. 

 Saint Kitts and Nevis is the 
first country to install port 
inspection measures of 
international best-practice 
standards. National agencies 
received an effective support 
from the FAO through 
training and technical 
support to develop new 
Fisheries, aquaculture and 
marine resources Bill and 
related regulations. 
 Technical Cooperation 
Programme project: 
involving the government of 
Suriname and FAO, the 
objective is the preparation 
of new fisheries legislation 
and the capacity building for 
the ratification and the 
implementation of the Port 
State Measures Agreement. 

 Adopt new fisheries legal 
framework to tackle this 
issue (new fisheries 
legislation). 

 Political commitment by the 
ratification of international 
fisheries agreements (Port 
State Measures Agreement, 
United Nations Fish Stock 
Agreement…) that offer a 
legal framework for 
countries to combat IUUF in 
their seas and within their 
Exclusive Economic Zones in 
a cost-effective manner. 
 Collaboration with regional 

and international 
organizations (CRFM at 
Caribbean level and FAO). 

 Strengthen capacities for 

control. 

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Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

Reinforcing regional cooperation  

There is no active cooperation with 
other Caribbean islands as regards 
fisheries and aquaculture. Thus, 
cooperation is needed for improving 
the management of shared resources 
and for organising regional markets. 
Strengthen knowledge on marine 
resources  

There is a strong need to reinforce 
knowledge on fish resources and to 
improve monitoring on catches, to be 
able to promote a sustainable 
management of the resource.  

E
V
I
T
A
L
S
I
G
E
L
-
N
O
N

Support new opportunities of 
diversification, particularly 
regarding tourism  

The diversification of fisheries 
activities could offer an alternative 
revenue for fishermen. 

All public actors and 
professional organisations. 

Not available 

Short and medium 
term 

Central and local 
administrations in 
collaboration with research 
institutes. 

Not available 

Short and medium 
term  

Local administrations  
Professional organisations  
Training organisations 

Not available 

Political commitment: 
further cooperation within the 
Caribbean region. Already in 
place, the CRFM offers an 
opportunity for capacity 
building, research and other 
issues of a common concern 
within the region.  
Reinforcing research 
capacities.  
Developing a continuous 
monitoring of stocks and 
catches.  
Developing technical support 
and knowledge transfer to 
fishermen. 
 Building capacities regarding 

security on board and 
communication tools to 
communicate with tourists. 

 Investments on boats to 
make them suitable to 
welcome tourists. 
Cooperation between 
Fisheries professional 
organizations and the tourism 
agencies (public and private) 
to set up collaborative 
activities. This step is 
essential to move away from 
individual initiatives and build 
up long term collaboration 
and strategy.   

47 

 
 
 
 
 
 
 
 
 
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Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

Strengthen structuring the sector  

Improving market conditions to 
better meet the local demand.  

Short and medium 
term  

Central and local 
administrations  
Professional organisations  
Private sector (restaurants, 
supermarkets, etc.). 

Not available 

Establish landings points 
with sanitary standards. 
Consolidate supply in terms of 
quality and diversity 
(number of species). 
Establishment of contracts 
with local supermarkets or 
restaurants. 

Public-private consultation should 
be launched for exploring the 
possibility of tackling fleet 
renewal 

As emerged in the study, the fleets 
operating in each of the EU ORs is 
aged and need to be renewed. Since 
the fleet renewal is not encompassed 
by the CFP regulation, a public-
private consultation should be 
launched for identifying possible 
actions and sources of funds for 
renewing the fleet. Possible actions to 
be undertaken are: 
 Inventorying of the fleet currently 

needing renewal, in order to 
‘quantify’ the type of investment 
needed, 

 Launch of the consultation for 

exploring possible synergies for 
funding/sustaining the renewal. 
The consultation is a short/medium 
term action and should be activated 
by local administration, envisaging 
the involvement of EU and national 
administration, as well as all related 
stakeholders.  

Short to medium 
term action 

European Commission 
National Authority 
Regional Authority 
Professional organisations 
Private stakeholders 

/ 

Public-private consultation 

48 

 
 
 
 
 
 
Realising the potential of the Outermost Regions for sustainable blue growth 
ANNEX 3 TO THE FINAL REPORT — THE BLUE ECONOMY IN SAINT-MARTIN 

Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

Modernisation of the fleet  

The fleet needs to be modernised in 
order to improve its efficiency and 
reach higher security standards. 

Short to medium 
term action 

National Authority 
Regional Authority 
Professional organisations 
Private stakeholders 

/ 

L
A
I
C
N
A
N
I
F

Improve access to credit for 
project holders for both fisheries 
and aquaculture  

Short to medium 
term  

Public funding agencies 

Not available 

 Set up priorities for the 

modernisation by identifying 
substantiated indicators for 
security and technology to 
modernise.  

 Identifying sources of 

funding. 

Guarantees systems should 
be developed to enable 
project holders to invest. 

 

Coastal tourism 

Conclusion 

Time frame 

Stakeholders that 
should activate the 
measure 

Possible best 
practice/flagship 
project 

Measures for achieving them 

E
V
I
T
A
L
S
I
G
E
L

No legislative measure identified 

49 

 
 
 
 
 
 
 
 
 
Realising the potential of the Outermost Regions for sustainable blue growth 
ANNEX 3 TO THE FINAL REPORT — THE BLUE ECONOMY IN SAINT-MARTIN 

Conclusion 

Time frame 

Stakeholders that 
should activate the 
measure 

Possible best 
practice/flagship 
project 

Measures for achieving them 

E
V
I
T
A
L
S
I
G
E
L
-
N
O
N

Implement a working group to implement 
recommendations made by experts from National 
Authorities on the attractiveness of marinas in 
Outermost Regions.  

These recommendations notably include 
 creation of committee for nautical tourism and 
marinas in each OR basin for the coherence of 
projects and to propose, to the Maritime Council, a 
strategic plan for the development of nautical 
tourism; 

 implement VAT exemption for yachts rented; 
 promote the inward-processing regime for companies 

involved in maintenance and ship repairs; 
 implementation of action to ease the de-tax 

procedures for retailers and consumers; 

 implementation of duty free zones for cruise tourists; 
 implementation of a strategy for maritime public 

domain management; 

 evolution of the rules for leisure boats which get 

passengers on board; 

 evolution of the rules on visas for tourists; 
 harmonisation of the dock dues rates among ORs; 
 implementation of factsheets for visitors; 
 elaboration of a websites with information and 

services. 

Report : « Le renforcement de l’attractivité et de la 
compétitivité des ports de plaisance des régions et 
départements d’Outre-mer », Antoine Pichon, CGEDD ; 
Yves Duruflé, IGA ; Jacques Paultre de Lamotte, Guy 
Corréa, CGEFi — October 2016 
http://www.cgedd.developpement-
durable.gouv.fr/IMG/pdf/010675-
01_rapport_cle281d15.pdf 

Medium to 
long term 

National authorities 

Local authorities 
Professional 
organisations  

Implementation of 
an action plan 

Implementation of a steering 
group in charge of:  
 the definition of an action plan 

based on the recommendations; 

 the follow up of the 
recommendation’s 
implementation. 

50 

 
 
 
 
 
Realising the potential of the Outermost Regions for sustainable blue growth 
ANNEX 3 TO THE FINAL REPORT — THE BLUE ECONOMY IN SAINT-MARTIN 

Conclusion 

Time frame 

Stakeholders that 
should activate the 
measure 

Possible best 
practice/flagship 
project 

Reinforce knowledge of the sector, in particular 
of the nautical sector (economic importance, 
stakeholders, employment, emerging activities, 
needs)  
Improvement cooperation with other territories 

Short to 
medium 
term 

Central and local 
administrations 

Not available 

Measures for achieving them 

Set up a tourism observatory, 
including a nautical component. 
Develop a 10-year action plan 
for this strategic sector for the 
island. 

cooperation on specific topics may be positive for all 
stakeholders: 
 improvement of the image/notoriety of the sea-basin; 
 best practices exchange. 
Cooperation is needed but to a certain extent as 
territories in the region are competitors on the tourism 
market.  

Medium to 
long term 

Central and local 
administrations 
Stakeholders and 
relevant actors oh 
the tourism sector 

Cooperation 
projects 
CARICOM 

 Identification of territories with 

similar issues/projects 
 Setting-up of network for 
collaboration, share of 
experience, etc. 

51 

 
 
 
 
 
 
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Conclusion 

Time frame 

Stakeholders that 
should activate the 
measure 

Possible best 
practice/flagship 
project 

Measures for achieving them 

Creation of training courses and long-term 
training in coastal tourism 

The lack of skilled workers in the industry at all levels 
is a weakness. Human resources with low qualification 
are often employed in the tourism sector, especially in 
restaurants and accommodation activities. Considering 
that coastal tourism is a large employer in the OR 
economy, adequate training of personnel is needed for 
achieving the growth potential of this activity.  

Different levels of training seem necessary: 
 specific training sessions for public and private 

stakeholders to exchange best practices.  

 training / educational programmes for stakeholders 

and staffs involved in the industry on communication, 
language, use of technology, management, etc. 

On a longer term, these educational programmes 
would contribute to:  
 spread tourism understanding among local 

communities; 

 mitigate the negative effects of tourism; 
 create frameworks contributing to the development of 

small management enterprises. 

While developing this activity, it is also important to 
collaborate with neighbours to exchange best practices 
in this specific field. 

Develop marinas capacities and strengthen their 
attractiveness 

Saint-Martin has very favourable conditions for 
yachting. The capacities of the marinas could be 
developed. The rehabilitation of existing marinas and 
the development of new services could also contribute 
to this development. 

Medium to 
long terms 

Regional authorities 
Professional 
organisations 
Private stakeholders 

/ 

Short to 
medium 
term  

Central and local 
administrations. 
Private stakeholders. 

Not available 

 As a first step, needs for training 
should be identified. This issue 
should be treated in collaboration 
with the industry, for instance 
through a survey to all the 
tourism stakeholders. 
 Based on results of this 

consultation, a strategy for 
training should be elaborated, 
adapting it to the sector needs 
(long-term training or punctual 
sessions). 

 In addition, awareness campaign 
should be developed to promote 
careers in the tourism sector. 

 Rehabilitation of the port for the 

reception of medium-size cruise.  

 Rehabilitation of the waterfront 

in the marina’s area with modern 
touristic infrastructures. 

 Establish new services 

(restaurants, refuelling, etc.). 

 Reinforce the security in the 

marinas.  

52 

 
 
 
 
 
 
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Conclusion 

Time frame 

Stakeholders that 
should activate the 
measure 

Possible best 
practice/flagship 
project 

L
A
I
C
N
A
N
I
F

Improve access to funding  

Lack of financial engineering limiting access to finance, 
especially European.  

Short to 
medium 
term  

Central and local 
administrations  

Not available 

Support improvement of the accommodation 
sector 

The hotel offer in Saint-Martin doesn’t match the 
international standards.  

Short to 
medium 
term  

Central and local 
administrations. 
Private stakeholders. 

Not available 

Measures for achieving them 

Develop new skills in financial 
engineering for organizations 
dealing with tourism development, 
‘la Chambre de Commerce et de 
l’Industrie’ or the tourism 
Committee of Saint-Martin for 
instance.  
Investments are needed to 
support the sector. 
Foreign investment could offer an 
opportunity for the development of 
the sector.  

 

Cruise tourism 

Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

E
V
I
T
A
L
S
I
G
E
L

No legislative conclusion identified.  

53 

 
 
 
 
 
 
 
 
 
 
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ANNEX 3 TO THE FINAL REPORT — THE BLUE ECONOMY IN SAINT-MARTIN 

Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

Carry out a deep economic 
and environmental impact 
study of the cruise sector in 
order to assess the potential 
of the island to receive mega 
yachts and cruise vessels. The 
study will enable to define the 
development needs and the 
required investments, while 
limiting the environmental 
impacts.  
Investments on 
infrastructure are needed 
for security reasons (in bad 
water conditions) with the 
creation of a dock and 
increase of the draught.  

Improve port’s infrastructure to 
ensure the security of the arrivals 
of cruise ships 

Medium term  

Central and local 
administrations  

Not available 

E
V
I
T
A
L
S
I
G
E
L
-
N
O
N

Improvement cooperation with 
other territories to attract new 
cruise lines and to better connect 
tourism and coastal tourism 

Cooperation on specific topics may be 
positive for all stakeholders: 
attract new cruise lines; 
 
 
best practices exchange.  
Cooperation is needed but to a 
certain extent as territories in the 
region are competitors on the cruise 
market in the Caribbean region.  

Medium to long 
term 

Central and local 
administrations 
Stakeholders and relevant 
actors oh the tourism 
sector 

Cooperation projects 
CARICOM 

 Identification of territories 

with similar issues/projects. 

 Setting-up of network for 
collaboration, share of 
experience, etc. 

Strengthen the structuring of the 
services associated to cruise 
tourism 

Short to medium 
term  

The port administration 
Tourism public agencies, in 
collaboration with the 
private sector. 

Not available 

Develop and structure 
services offer and activities 
for cruise lines in order to 
attract new customers. The 
passenger time in ports 
should be highly structured 
(activities and services near 
the port should be provided).  

54 

 
 
 
 
 
 
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Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

L
A
I
C
N
A
N
I
F

No financial conclusion identified 

  Maritime transport/port/ship repair 

E
V
I
T
A
L
S
I
G
E
L

E
V
I
T
A
L
S
I
G
E
L
-
N
O
N

Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

 No legislative conclusion identified 

Improve port’s infrastructure to 
increase Saint-Martin’s market 
share on the island trade flows 

Medium term  

Central and local 
administrations 
Port authorities 

Not available 

Carry out a deep economic 
and environmental impact 
study of the maritime sector 
in order to assess the 
potential of Saint-Martin to 
attract new trade flows (from 
France mainland in 
particular). 
The study will enable to 
define the development needs 
and the required investments, 
while limiting the 
environmental impacts (as 
regards dredging in 
particular). 

55 

 
 
 
 
 
 
 
 
 
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Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

Promote the synergies between 
the sectors 

There is a high level of synergies 
between port infrastructure, maritime 
transport, ship repairs. These 
synergies play a role in the 
attractiveness of Saint-Martin at sea-
basin level.  

These synergies should be further 
developed in order to maintain / 
develop this attractiveness. 

Medium / long 
term 

Local authorities  
Ports authorities  
Stakeholders involved in 
the sectors 

Development of clusters 

Develop human resources skills 
on ship repair  

Current capacities on ship repair are 
not sufficient to satisfy demand. 

Medium term  

Central and local 
administrations. Private 
stakeholders. 

Not available 

 Detailed identification of the 

synergies: skills, 
infrastructure, research. 

 Promote an adapted 

governance covering all 
sectors. 

 Develop actions to foster the 

synergies. 

 Priorities for trainings to 

develop specific skills: metal 
working, careening… could 
be discussed between 
relevant stakeholders 
(private and public sector) in 
the framework of a 
roundtable.  

 A strategy for training 

should be established based 
on the identified needs. 

 An attention should be made 
to environmental issues and 
to possible conflicts with 
coastal tourism activities. 
 Development of awareness 

campaigns on the Blue 
Growth careers. 

56 

 
 
 
 
 
 
 
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Conclusion 

Time frame 

Stakeholders that should 
activate the measure 

Possible best practice/flagship 
project 

Measures for achieving them 

Increase cooperation between 
the territories to face similar 
issues 

Saint-Martin face common challenge 
with other Caribbean territories and 
ORs: international competition, 
specific positions… 

Medium / long 
term 

The objective is the dissemination of 
best practices for port governance, 
efficiency standards, operational 
improvement based on modern 
management of logistic port chains.   

No financial conclusion identified 

L
A
I
C
N
A
N
I
F

Local authorities  
Ports authorities 
Stakeholders involved in 
the sectors 

Cross-border / cross territories 
planning 

 Identification of territories 

with similar issues/projects. 

 Setting-up of network for 
collaboration, share of 
experience, implement 
common projects, etc. 

57 

 
 
 
 
 
 
 
 
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14. Potential projects for the Atlantic Assistance Mechanism 

Atlantic assistance Mechanism 
priorities 

Maritime activities  

Possible project 

All sectors 

All sectors 

Promote entrepreneurship and 
innovation 

All sectors 

Tourism 

Fishery 

Protect, secure and develop the 
potential of the Atlantic marine 
and coastal environment 

All sectors 

Improve accessibility and 
connectivity 

Coastal tourism 
Maritime transport 
Port 

Fishery and aquaculture 
Coastal tourism 

Create a socially inclusive and 
sustainable model of regional 
development 

All sectors 

Training on entrepreneurship. 
Promote projects with different 
types of stakeholders 
(academics, companies, public 
bodies), sharing, cross-
fertilisation as implemented 
through European Innovation 
Partnerships. 
Promote trans-regional training 
scheme: collective 
implementation in different 
territories. 
Share good practices on:  
  development of sustainable 

 

tourism; 
relation between cruise 
tourism, coastal tourism and 
yachting. 

Develop pilot projects (in 
collaboration with other 
territories) to identify new 
production methods. 
Share good practices concerning 
environment management. 
Networking and data sharing on 
marine resource. 
Promote cooperation and 
interconnectivity air / sea 
between territories. 
Support the application to EU 
funds for small-scale fishermen 
and SMEs (technical assistance 
and reduction of administrative 
burdens). 
Re-enforcement of training & 
education for specific skills is 
needed for maritime activities in 
order to hire local population: 
 

identification of specific skills 
required in maritime 
activities; 
cooperation between 
Caribbean territories to 
implement educational 
scheme and reach critical size 
(number of trainees); 
  promote mobility between 
territories for educational 
issues. 

 

58 

 
 
 
 
 
 
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Roles and contributions to external initiatives 

Transatlantic Ocean Research Alliance 

 
The priorities for research cooperation between the EU and the Caribbean States are bio-
economy, renewable energy, biodiversity and climate change. Research on marine 
resources, blue biotechnology and renewable energy in the Caribbean area contribute to 
Ocean Research Alliance through a better knowledge on resources and ecosystems. 

  Ocean governance 
The potential contribution of Saint-Martin to ocean governance is related to: 

 

cooperation in fisheries management (regional and international conventions and 
agreements); 
cooperation on maritime transport (share of information); 

 
  other cross-cutting issues regarding environment protection, MSP, etc. 

EU neighbourhood actions 

 
Several activities may play a role in EU neighbourhood cooperation: 

cooperation on tourism to develop Caribbean image; 

  education & training on specific skills in maritime activities; 
 
  exchanges of best practices; 
  networking between stakeholders. 

List of interviewees 

Organisation 

Maritime activities concerned 

Direction de la Mer de Guadeloupe (DDM) 

Direction des Services Vétérinaires 

Chambre de Commerce et d’Industrie 

Port of Galisbay 

Office du tourisme de Saint-Martin 

METIMER 

GEMINGA 

Institut de formation nautique 

Fishery and aquaculture 

Fishery and aquaculture 

All activities 
Port, shipping, ship repair, cruise 
tourism 
Coastal tourism, cruise tourism 

Coastal tourism 

Ship building, fishery 

Nautism 

Number of 
interviewees 
1 

1 

1 

1 

1 

1 

1 

1 

59 

 
 
 
 
 
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doi: 10.2826/468585