More than 17.2 billion euros contributed to Catalan GDP and 109 million visitors. This is the balance of 30 years of PortAventura, which goes further: each year it generates an average equivalent to 10,439 full-time jobs, according to a PwC report that quantifies for the first time the socioeconomic impact of the complex, and which concludes that 92% of the wealth generated stays in the Tarragona territory. Furthermore, with a calendar of 307 opening days a year, it contributes to deseasonalizing tourism on the Costa Daurada and to positioning Catalonia as a whole on the international map, also for leisure.
The impact of the complex also extends to the social and environmental spheres. Through the PortAventura Foundation, more than 118,000 children and young people in vulnerable situations have been able to access inclusive programs, and more than 1,000 families with children suffering from serious illnesses have stayed at Dreams Village. This was explained by the partner of Strategy & Economics at PwC, Anna Merino, at the presentation of the conclusions, in an event at Foment del Treball accompanied by the Minister of Business of the Generalitat, Miquel Sàmper. To address this impact and trajectory, we interviewed the general director of PortAventura World, Fernando Aldecoa.
— What does generating this impact mean for PortAventura?
— PortAventura was born 30 years ago, in 1995, almost as the first theme park in Spain, a fact that in itself already represented an impact; there was no other. But from the beginning, it had the ambition to become what it is, one of the most important theme park destinations in Europe, along with Disneyland and Europa Park, in Germany.
— How has this step been taken from being a theme park to also being a tourist destination?
— It has been a 30-year journey, but very well designed, in the sense that it is not easy to convert a theme park into a destination by itself, and we have done it. It has been achieved with a strategic plan, which has gone from a first park to also having a second ---the water park---, then the hotels and the incorporation of Ferrari Land. All of this has a strategy behind it that has made the average stay of the people who visit us go from one day to two. Why? Because we generate enough experiences with the three theme parks and the hotels for people to want to stay more days with us.
— And furthermore, in a deseasonalized way.
— The fact that we offer different experiences in summer, for Halloween, at Christmas and, for the past three years, at Carnival, allows people to want to come at different times of the year. We are already open more than 300 days a year, creating different products and specific themes.
— Is this strategic vision original, or has it been modulated over the decades?
— From the beginning there was an intention to grow. The project's land from the beginning is 200 hectares, 60 of which are for growth: a large plot was already prepared to grow over time. The idea was to have more than one park and develop hotels.
— Inside and outside the complex.
— We have developed hotels outside the complex to target that public that wants to spend a few days on the Costa Daurada, and include a visit to PortAventura. That's why three years ago we created a brand of hotels outside the resort, to also focus on this target, especially families.
"It's not easy to turn a theme park into a destination in itself, and we have done it"— Also international?
— We focus on fundamentally European markets. Number 1 is France, for obvious reasons of proximity; the French come several times a year. England is also a very common market, and also Ireland, which has direct flights to Reus. Other important markets for us are, for example, Belgium and Holland and, on a smaller scale, Germany and Italy.
— And beyond Europe?
— A relevant aspect for the complex is that cruise tourism to Tarragona is growing and, from there, we receive Asian and also American visitors. Sometimes they also reach us indirectly from Barcelona.
"A project with more than 5 million visits every year, either it is sustainable or it cannot be successful"— Where do the future challenges for PortAventura lie?
— Until now, PortAventura's great success has been knowing how to create this tourist destination as a theme park. Now we have two transversal pillars within our strategy. One of them is sustainability, because a project with more than 5 million visits every year, with such significant water and electricity consumption, either it is sustainable or it cannot be successful.
--- How is this sustainability worked on?
--- The energy we consume is 100% green, and 30% is already self-consumed from our photovoltaic panels. In addition, we are committed to reusing regenerated water, and we valorize more than 90% of waste.
— And the other pillar?
— Innovation. And when we talk about innovation, we mean looking towards the future, also with technology.
— Are you already moving towards this technology of the future?
— We have already created several mixed reality experiences, which are having great success. In addition, a couple of years ago we created the PortAventura Venture Labs project. We have structured it precisely as an idea laboratory to understand what entertainment will be like in the world of future theme parks, and to be in this future.