The Port of Milford Haven in Wales, UK, reported higher cargo volumes, increased turnover and continued infrastructure investment in its 2025 annual report. The trust port has also strengthened its marine operations and diversification strategy.
Shipping gross tonnage increased by 11% to 53.4m during 2025. Total cargo volumes rose by 17% to 38.3m tonnes. Turnover increased to GB£45.2m from £43.2m in 2024. The profit before interest and tax improved to £6.9m. The port also maintained more than 98% service availability for pilotage customers, supported by ongoing investment in marine infrastructure and personnel.
Marine operations and infrastructure
The annual report said Milford Haven reclaimed its position as the UK’s third largest port by cargo tonnage during the year, based on the UK government’s Department for Transport provisional figures. The marine services workforce has increased by 35 per cent over the past five years, growing from 48 employees to 65. The port said it invested £16.5m during 2025, following £27.4m invested the previous year, with expenditure focused on operational resilience, marine capability and waterfront regeneration. Projects included a new pilot jetty, refurbishment of the Vessel Traffic Services command centre and sea trials for the 22-metre pilot boat Llanion, which entered service this year.
“I would describe 2025 as another year of solid performance; one where our service delivery and business resilience continued to improve. We saw our fourth consecutive year of revenue growth and another year of strong profits,” said Tom Sawyer, chief executive at the port. “Together, these indicators confirm that our programme of investment to expand and strengthen our pilotage capability is delivering tangible benefits and helping us progress towards our ambition of world-class port status.”
Energy transition and diversification
The port continued to position itself as a future-energy hub during 2025. Milford Haven demonstrated this by advancing projects linked to floating offshore wind and the Celtic Freeport initiative. Planning permission was secured for a floating offshore wind supply chain hub at Criterion Quay, adjacent to Pembroke Port.
For today’s energy needs, the annual report described the port as the UK’s leading energy port. It handles around a fifth of Britain’s seaborne oil and gas trade. It also highlighted diversification across tourism, property and waterfront operations, including continued development at Milford Waterfront and Pembroke Port.
Project cargo and storm damage
Several factors contributed to strong quay occupancy at Pembroke Port. These included project cargo linked to engineering works at energy terminals. The temporary closure of Holyhead Port after storm damage also led to additional ferry traffic through Pembroke Dock during part of the year.
Jonathan Chitty, chief financial officer, said the port’s diversified business model was helping to strengthen resilience. “Having strong profitable revenue sources to complement our core business is crucially important to us given the uncertainties we face in the global economy, which can impact shipping volumes from year to year,” he said.
Sustainability and workforce development
The port said it invested close to £500,000 in community and environmental initiatives during the year, while also publishing its first sustainability strategy built around the themes of “People, Planet and Prosperity”. Renewable energy generation across the organisation reached almost 5GWh during 2025, avoiding an estimated 878 tonnes of CO2 equivalent emissions. The port has also set a target of reducing greenhouse gas emissions by 63 per cent by 2035, against a 2023 baseline, and reaching net zero by or before 2050.
“Our continued growth has been achieved not by chance, but through deliberate choices, and reflects our long-term perspective – one that prioritises our customers and our many stakeholders,” said Dr Siân George, chair of the Port of Milford Haven. “As a trust port, we are committed to our mandate to ensure we hand on the Port in a better condition to future generations. We do this by placing responsible growth, environmental stewardship and prosperity for the communities who depend on the Waterway, at the forefront of our decision-making process.”