Breakbulk Magazine-I3 2025-Europe Anniversary-ISSUU by Breakbulk Events & Media

CELEBRATING TWO DECADES OF BREAKBULK EUROPE

The world’s biggest event for the project cargo industry

FROM VILLAGE ROADS TO GLOBAL ROUTES

DHL’s Amadou Diallo on a Life Well Traveled

THE EUROPE ISSUE

Carriers Special

Green Steel Stalls as Uncertainty Dents Hydrogen Plans

Rethinking Rail: A Green Alternative for Heavy Moves

Plus: GEODIS and Ecopetrol – A Logistics Powerhouse

The Story of Breakbulk Europe

Two Decades of Connection and Collaboration

40 Carriers Special Carriers Tackle Tariffs, Tensions and New Opportunities

Breakbulk Europe May 13-15 Rotterdam Ahoy Rotterdam, Netherlands

Breakbulk Americas Sept. 30 - Oct. 2

George R. Brown Convention Center Houston, US

Breakbulk Middle East Feb. 11-12

Dubai World Trade Centre Dubai, UAE

Q&A with executives from BBC Chartering, AAL Shipping, and Chipolbrok

46 Carriers Special The Art of Reinvention

Super B-Class Vessels Open a New Chapter for AAL Shipping

52 Carriers Special Letting Clients Steer the Course

Staying Close to Customers Key to Success for SAL’s Dominik Stehle

59 Anniversary Special The Story of Breakbulk Europe

Two Decades of Connection and Collaboration

64 Anniversary Special 20 Years of Breakbulk Europe

From Ports and Projects to Pandemics and Pivots - This is Our Industry, Year by Year

72 Europe

Green Steel Stalls as Uncertainty Dents Hydrogen Plans

European Steelmakers Forced to Adapt to Soaring Costs and Shifting Trade Dynamics

76 Europe

Rethinking Rail: A Green Alternative for Heavy Moves

With Sustainability Benefits and Growing Infrastructure, Rail Is a Serious Contender for Project Cargo in Europe

82 Europe

Hareket Dock Launch Sets

Turkish Record

Structure Weighing 11,350 Tonnes Billed as Largest Single Item Transported in Türkiye

Steel Stalls as Uncertainty Dents Hydrogen Plans

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86 Asia

Singapore: Southeast Asia’s Financial Hub

Why The Lion City Remains a Critical Player in Global Trade and Logistics

91 Asia

Bridging The Gap With China

Chinese Companies Offer Tips for European Collaboration

93 Asia Trade Talk: Andy Zhuang

Varamar’s China MD on What’s Ahead for Breakbulk

97 Americas GEODIS and Ecopetrol: A Logistics Powerhouse A Breakbulk Exclusive

Americas US Uranium Mining Poised for Resurgence Demand Driven by Geopolitics and

Energy Goals

107 Americas

Carbon Capture at a Crossroads

Trade Tensions Threaten Canada’s Multi-Billion-Dollar CCS Pipeline

112 Africa

From Village Roads to Global Routes

DHL’s Amadou Diallo on a Life Well Traveled

116 Middle East

Building a New Maritime Hub in the Middle East

$1bn Saqr 2.0 Project Will Boost Capacity and Open New Markets for RAK Ports

120 Thought Leader

Oman Leads Green

Hydrogen Revolution

Mega Projects and Fast-Track Reforms Fuel Clean Energy Future

Credit: Omega Morgan

20 YEARS STRONG

This issue marks a milestone20 years of Breakbulk Europe - and what a delight it’s been to revisit the story of how it all began. A big thank you to my dad, John Amos, for sharing those early memories, including the nowlegendary moment when a fire marshal nearly shut down the first show. We’ve come a long way since that packed hotel ballroom in Antwerp.

From our beginnings in Belgium, to Bremen, and now Rotterdam, Breakbulk Europe has grown with the industry. Every year, more project cargo professionals join the event, making it the largest of its kind in the world. Together, we’ve weathered the 2008 financial crash, Fukushima, war, sanctions, and a global pandemic. Today, we face a new wave of volatility with President Donald Trump’s return to the political spotlight and his unpredictable approach to tariffs. Financial markets are reacting - but in our world, it’s the potential impact on project development that really matters. From shippers to EPCs, carriers to ports and heavy haulers, the work being done across this community is about forecasting risk and opportunity - where, when, why and how much. That’s the foundation of new project business. And that’s why Breakbulk exists: to help the industry prepare, respond and connect.

You’ll see this throughout the issue, starting with our in-depth Carrier Special. Don’t miss the Q&A with Ulrich Ulrichs of BBC Chartering, Kyriacos Panayides of AAL Shipping and Janusz Kuzmicki of Chipolbrok. These leaders talk openly about market conditions,

newbuild strategies and the possible effects of U.S. port fees on Chinesebuilt ships and those in fleets with Chinese-built vessels if Trump’s plan to boost domestic shipbuilding becomes reality. Ports, take note. In fact, this will be a situation that will once again require flexibility and resourcefulness.

As you all know, change is the only constant, something we experienced firsthand when we commissioned a piece on green hydrogen as a promising sector - only to pivot midstream when key projects were cancelled. The story still delivers. It cuts through the hype and offers a realistic view of where things stand. For more on the energy front, don’t miss our new contributor’s feature on rail developments with a green focus. We’d love your feedback.

As always, we highlight industry voices, and this issue includes three must-read profiles: Dominik Stehle, now leading SAL Heavy Lift; Christophe Grammare, managing director of AAL Shipping; and Amadou Diallo, CEO of DHL Global Forwarding Middle East and Africa. These conversations provide a window into leadership, strategy and personal insight from three familiar Breakbulk faces.

And onsite in Rotterdam, be sure to walk the main plaza - those flags tell the story of Breakbulk Europe’s two-decade timeline, which you can explore in full on page 64. Check out the “Fleet of the Future” display near the Main Stage and plan to attend the Green World Awards ceremony and reception Tuesday night (shortlist on page 33).

We’ll continue the celebrations in Houston, September 30–October 2, for the 35th anniversary of Breakbulk Americas. But for now, enjoy the magazine - and the week ahead in Rotterdam.

Best,

Leslie Meredith Editorial & Product Director

Editorial & Product Director

Leslie Meredith Leslie.Meredith@breakbulk.com

Managing Editor

Luke King luke.king@breakbulk.com

Senior Reporter

Simon West simon.west@breakbulk.com

Designer Mark Clubb

Reporters

Dennis Daniel James Graham Felicity Landon

Amy McLellan

Malcolm Ramsay Liesl Venter

Breakbulk Magazine Editorial Board

John Amos Amos Logistics

Tina Benjamin-Lea Air Products

Dea Chincuanco dship Carriers

Elisabeth Cosmatos Cosmatos Group of Companies

Dennis Devlin Maersk Project Logistics

Dharmendra Gangrade Larsen & Toubro

Margaret Kidd University of Houston

Jake Swanson DHL Global Forwarding

Edward Talbot Roll Group

Grant Wattman Combi Lift Americas

Andrew Young Bechtel Corporation

Portfolio Director Jessica Dawnay Jessica.Dawnay@breakbulk.com

To advertise in Breakbulk Media products, visit: http://breakbulk.com/page/advertise

Subscriptions

To subscribe, go to https://breakbulk.com/page/ breakbulk-magazine

A publication of Hyve Group plc. The Studios, 2 Kingdom Street Paddington, London W2 6JG, UK

Leslie Meredith

Exhibitors and Breakbulk Global Shipper Network members in this issue:

Movers & Shakers, (pp. 12-13)

Aertssen Group, Trans Global Projects, Ports of Indiana, North Sea Port, deugro, Karl Gross International, Barnhart Cranes & Rigging, Larsen & Toubro, Bechtel

DP World Sets the Pace for Breakbulk in Europe, (pp. 14-15)

DP World

Ready to Roll: deugro Delivers Cable Drums for Germany’s Green Grid (pp. 20-21)

deugro

Carriers Tackle Tariffs, Tensions and New Opportunities (pp. 40-45)

BBC Chartering, AAL Shipping, Chipolbrok

The Art of Reinvention (pp. 46-50)

AAL Shipping, Airbus

Letting Clients Steer the Course (pp. 52-57)

JSI Alliance, deugro, dship Carriers, United Heavy Lift, BBC Chartering, Fluor, JGC, McDermott, Chiyoda, GE, Vestas, Siemens Gamesa Renewable Energy

Green Steel Stalls as Uncertainty Dents

Hydrogen Plans (pp. 72-74)

ArcelorMittal, thyssenkrupp, Shell, NEOM, BP

Rethinking Rail: A Green Alternative for Heavy Moves (pp. 76-80)

Fagioli, RTSB, Vestas

Hareket Dock Launch Sets Turkish Record (pp. 82-84)

Hareket, Scheuerle, Goldhofer

Bridging the Gap With China (pp. 91-92)

TPL Project Stock Company, Protranser International Logistics, Headseaway International Logistics

Trade Talk: Andy Zhuang (pp. 93-95)

Varamar

GEODIS and Ecopetrol: A Logistics Powerhouse (pp. 97-99)

GEODIS

US Uranium Mining Poised for Resurgence (pp. 101-105)

DHL Global Forwarding, Blue Water Shipping

Carbon Capture at a Crossroads (pp. 107-110)

Sarens, Mammoet, Shell, Technip Energies

From Village Roads to Global Ports (pp. 112-115)

DHL Global Forwarding

Building a New Maritime Hub in the Middle East (pp. 116-119)

RAK Ports

Oman Leads Green Hydrogen Revolution (pp. 120-121)

Asyad Group

Buss Terminal Eemshaven Receives First Monopiles for Nordseecluster A (p. 123)

Buss Terminal Eemshaven

Mammoet Moves Crusher Parts for Chile Mining Giant (p. 124)

Mammoet

Key: Exhibitor

Breakbulk Global Shipper Network Member

Always looking for better ways to deliver complex projects

The Project Logistics experts of GEODIS provide innovative, sustainable and ethical solutions, ensuring your complex, oversized and extra-heavy cargo successfully reaches its destination.

Find out more about our Project Logistics solutions

Movers & Shakers

DP World Q&A with Mark Rosenberg

Map: Ports & Terminals of Europe

Waves of Cargo Featuring deugro

Women in Breakbulk Breakfast Preview: Thought Leaders From YAS

Coaching and Logifem

News Bites

New Exhibitors at Breakbulk Europe

Green World Awards Shortlists

MOVERS AND SHAKERS

Highlighting Recent Industry Hires, Promotions and Departures

Aertssen Group

Yves Aertssen has stepped up to the role of CEO at Aertssen Group, taking over from his father, Greg Aertssen, who has become executive chairman of the board. After six years as co-CEO, the younger Aertssen now officially leads the Antwerp-based family business, which operates in sectors including construction, logistics and exceptional transport and crane rental – marking the third generation of family leadership.

“Leading a company is never a solo effort,” said Yves Aertssen, who joined the company 20 years ago. “Especially in a family business, it is essential to make decisions together and build on a strong foundation. As the third generation, we have great respect for the work of those who came before us, and we are committed to passing on Aertssen Group in an even stronger position for the future.”

Trans Global Projects

Trans Global Projects has named Renata Malina Pfeffer as the new commercial director of TGP Brasil. Pfeffer joins TGP from Blue Water Shipping, where she served just over a year as South America business development manager for energy infrastructure. Her career also includes roles at Hansa Meyer, C.H. Robinson, Panalpina and Agility.

“I am eager to join TGP and contribute my expertise in renewable energy to drive innovation and sustainability across global logistics,” Pfeffer told Breakbulk. “My goal is to leverage strategic vision and operational excellence to help TGP expand its impact in Europe and Latin America.”

Larsen & Toubro

Larsen & Toubro has promoted Subramanian Sarma from wholetime director and president of energy to the group’s deputy managing director and president. A graduate in chemical engineering, Sarma’s career spans more than 40 years, with 30 years stationed in the Middle East. He joined L&T’s board in mid-2015 and previously served as managing director at Petrofac. L&T has extended his term to February 2028 subject to shareholder approval.

“Mr. Sarma has been instrumental in transforming our hydrocarbon and energy businesses, driving innovation, operational excellence, and global competitiveness,” said S.N. Subrahmanyan, chairman and managing director of L&T.

Ports of Indiana

Ports of Indiana has hired David Parrott to serve as the statewide port authority’s chief operating officer (COO). The maritime logistics executive boasts three decades of experience in the U.S. marine industry, serving as former CEO of Liberty Terminals, vice president of operations for Metro Ports, and international logistics manager for Schneider Logistics and Wallenius Wilhelmsen.

“Dave brings decades of maritime operations and logistics leadership to our team and will play a key role in Ports of Indiana’s future growth strategies,” said Jody Peacock, CEO of Ports of Indiana. “As COO, Dave will oversee operations of our three ports (located on the Ohio River and Lake Michigan) and help lead initiatives to increase cargo shipments, expand property development, and launch new container operations.”

North Sea Port

Cas König has been selected as the new CEO of North Sea Port in the Netherlands and Belgium, succeeding Daan Schalck. König, who takes up his role at the cross-border facility on June 2, has been CEO of Groningen Seaports for more than seven years. At North Sea Port the executive will focus on greening industry, innovation, infrastructure, international competition and collaboration with businesses and governments.

Yves Aertssen

Subramanian Sarma

Renata Malina Pfeffer

GEODIS AND ECOPETROL:

David Parrott

Cas König

“As CEO of Groningen Seaports, I have got to know the DutchFlemish port up close,” König said. “It is a great port with very diverse businesses – a thriving and exciting port with tremendous opportunities, but also enormous challenges. It is a great honor to be able to take this next step in my career. I look forward to quickly getting up to speed with customers, shareholders and everyone who is part of the port community. That includes those who live and work around the port.”

Bechtel

Bechtel has turned to a trusted insider, naming Dena Volovar as president of its Nuclear, Security & Environmental (NS&E) business, succeeding John Howanitz, who is retiring after 42 years at the company. Volovar began her career at Bechtel more than 26 years ago as an engineer supporting nuclear power plant operations, since when she has held a series of key managerial and executive roles. Most recently, she served as vice president of NS&E’s Environmental & Security (E&S) business line, where she led Bechtel’s relationship with the U.S. Department of Energy.

Craig Albert, president and COO of Bechtel, said Volovar’s experience and expertise made her the “ideal choice” to lead NS&E. “During her career at Bechtel, she has built a profound understanding of our operations, fostered strong relationships with customers, and earned the trust of colleagues across the organization. I am confident that under her leadership, NS&E will continue to drive excellence and deliver outstanding results. I also extend my gratitude to John for his many years of service and invaluable contributions to Bechtel.”

Karl Gross International B.V.

In a move that favors familiarity, Jeroen van der Ploeg has been appointed director of Karl Gross International B.V. – the Rotterdam unit of Karl Gross group. Van der Ploeg joined the company more than 18 years ago, working in a variety of sectors and gaining experience in the import-export business and project cargo sector.

“It is, of course, a challenge for me, even though I have been John’s (John Touw, former company director who passed away last year) ‘right hand’ all these years,” van der Ploeg said. “But I am honored that the management and the team in Rotterdam have placed their trust in me. I hope I can make John proud and continue what he has built together with us as a whole team.”

Barnhart Cranes & Rigging

David Webster has been selected as Barnhart Crane & Rigging’s new president, succeeding Alan Barnhart, who has led the U.S. heavy transport specialist as president and CEO for more than 38 years. Barnhart will remain CEO through most of 2025, thereafter continuing to serve as chairman of the board. Webster joined Barnhart in late 2014 as a branch manager and has since served in a variety of roles, including most recently as its COO.

“For nearly four decades, it has been my privilege to lead the company my parents launched from a spare bedroom in their home more than 55 years ago,” said Alan Barnhart. “In that time, Barnhart has grown from what literally was a ‘mom and pop’ start-up to become an international industry leader with more than 70 locations across North America. We often refer to ourselves as ‘a hundredyear company,’ and with David at the reins, I have every confidence that we will achieve that vision and more.”

deugro

deugro has appointed Steffen Behrens as its new chief commercial officer (CCO). Behrens, a project logistics expert with more than 20 years of experience, joined the global logistics provider in 2017. He was appointed president of deugro Middle East three years ago, leading the region from his base in Dubai.

During a transition period, Behrens will continue in his current role while taking on CCO responsibilities, with his full transition expected by 1 September. “We are pleased to announce that we have recruited this position from within,” said Thomas C. Press, chairman and co-CEO of deugro. Behrens said he was “thrilled” to take on the role and looks forward to driving the company’s growth.

Jeroen van der Ploeg

David Webster Steffen Behrens

Dena Volovar

DP WORLD SETS THE PACE FOR BREAKBULK IN EUROPE

Mark Rosenberg, CCO (ports and terminals) and EVP (Northern Europe) at DP World, discusses how the global port operator is tackling Europe’s infrastructure constraints and supply chain disruptions with major investments in port automation, facility upgrades, and multimodal connectivity to keep cargo moving seamlessly across the region.

Q: Can you provide an overview of DP World’s terminal operations in Europe, particularly in relation to breakbulk?

MR: DP World operates one of Europe’s most connected logistics networks. Across our 14 inland terminals, strategically located in key economic centres in the UK, Belgium, France, Germany, Serbia, Switzerland and Romania, we offer our breakbulk customers robust and flexible solutions tailored to their cargo needs.

From precision-engineered motorsport components to oversized energy equipment, we move complex cargo of all shapes and sizes with speed, safety and efficiency – without the need for disassembly. In the UK, for example, our highly trained “load and lash” and “discharge” teams tailor breakbulk services for each customer, with maximum lifting capacities of 95 tonnes at London Gateway and 76 tonnes at Southampton. In Romania and Türkiye, we have specialized expertise in handling sensitive cargo with bespoke equipment, advanced storage and smooth multimodal onward transport, along the entire Danube River. Wherever we operate, our focus remains on moving breakbulk cargo faster, further and with less friction

Q: What are some of the main challenges faced by breakbulk cargo customers transporting cargo to and from European ports?

MR: Moving breakbulk across Europe isn’t always simple. Overdimensional cargo – whether that’s wind turbine blades, oil rigs or gigantic equipment – requires specialized infrastructure, safety procedures and transport routes. Weather can also have an impact where high winds and heavy seas can delay vessel arrivals, complicate lifting operations and halt port activities altogether. Port congestion and infrastructure constraints add further pressure. For example, the closure of Holyhead Port in Wales at the tail end of 2024 due to the damage from Storm Darragh resulted in significant delays, compounded by cost and capacity pressures at nearby ports in the busy Christmas period.

These disruptions can have a huge impact on industries, like automotive, that operate on a just-in-time model. Any disruption and disconnection between centers of production and assembly points can ripple across an entire supply chain. By providing deep expertise, agile multimodal connections and seamless terminal handling, we are helping our customers navigate this complexity with confidence – keeping cargo and business moving.

Q: Can you share examples of recent or upcoming infrastructure upgrades at DP World facilities in Europe that are designed to support breakbulk handling?

MR: As breakbulk demand grows, we are taking a proactive, customer-first approach to breakbulk handling. That’s why we are investing in infrastructure across our European network to enhance operations today and futureproof them for tomorrow.

In the UK, our £1 billion expansion at London Gateway includes two new all-electric berths, designed to boost capacity and sustainability. New equipment, including Mafi (roll) trailers, will support safer and more efficient handling of large and heavy cargo. In Romania, our Constanta terminal is set to receive two new Liebherr LHM 600 cranes by the end of this year, which will significantly enhance our lift capacity there. Meanwhile in Türkiye, we’ve developed specialized frames for complex cargo lifting, tailored to the demands of different shapes, sizes and sensitivities. These upgrades are part of our broader commitment to smarter logistics and a more resilient and sustainable supply chain

Breakbulk handling at the Port of Rotterdam. Credit: DP World

Q: What role does automation play in improving safety and speed in breakbulk cargo handling, and how is DP World investing in this area?

MR: While breakbulk remains a people-led process due to its complexity, smart technology is helping us raise the bar on safety and speed. DP World is at the forefront of this evolution, offering platforms like SeaRates.com and CARGOES Flow to optimize planning, routing and scheduling. Our Digital Surveyor app enables real-time remote cargo assessments, boosting visibility, reducing manual inspection risks and accelerating clearance. Together, these tools drive transparency and efficiency, ensuring that every step of the breakbulk process is safe, agile and precisely executed. It’s how we deliver peace of mind for customers around the globe.

Safety for frontline workers is a key priority, and we’ve introduced a range of innovations – from systems that enhance safety at height to tools that reduce risk for truck drivers. Our seamless coordination with shipping lines also enables the fast processing of documentation relating to worker safety, such as lifting certificates. These measures are making a real difference – across our European terminals, we have achieved a 40% reduction in injuries. This progress reflects our ‘Safe Together’ approach, which strives for zero harm to our employees, contractors and the wider communities in which we operate.

Q: How is DP World enhancing multimodal connectivity such as road, rail, and inland waterways to shorten transit times across Europe?

MR: End-to-end connectivity is key to help supply chains flow. That’s why we offer a fully integrated multimodal network across Europe, linking ports with road, rail and river transport to move cargo faster and reduce carbon emissions.

We give customers flexible options to move breakbulk cargo quickly and cost-effectively. In Romania, our Constanta terminal connects directly to highways and the Danube, where our Rubiships fleet moved 122,000 tonnes of project cargo in 2024. Also in the country, our Aiud terminal extends DP World’s reach into Europe’s rail network, while combined barge-truck options add agility.

In March this year, we were excited to launch our European Control Tower in Bucharest. This marks a major step forward in delivering end-to-end efficiency. By coordinating multimodal operations, reducing hand-off delays and enabling predictive planning, the Control Tower helps us streamline lead times from factory floor to final destination across Romania, Moldova, Serbia, Türkiye and beyond. The result: faster, more sustainable, and more transparent cargo movement across the continent.

DP World is exhibiting at Breakbulk Europe. Meet the team at Stand 2A50-B51.

Port of Rotterdam. Credit: DP World

Cranes are readied for operations at the Rotterdam terminal. Credit: DP World

DP World is investing in infrastructure across its European network to enhance operations. Credit: DP World

PORTS & TERMINALS OF BREAKBULK EUROPE

Exhibiting ports and terminals Located in Europe Countries represented

Credit: Port Atlantique La Rochelle

Get ready to explore the ports and terminals that keep the project cargo and breakbulk industry moving throughout this active region! Stop by their stands to learn more about what they do and how they can help your business grow.

1J21-K20 APP - Portugal Ports

Portugal www.portosdeportugal.pt/ 1M15 Associated British Ports

United Kingdom www.abports.co.uk 1K21-L20 Assoporti Associazione Porti Italiani

Germany www.assoporti.it/ 2K14-L15 Autorità di Sistema Portuale del Mar Ligure Orientale (Port La Spezia) Italy www.adspmarligureorientale.it

1F21-G20 BLG AutoTerminal Bremerhaven GmbH & Co. KG

Germany www.blg-logistics.com/ 1B11-C11 Brunsbüttel Ports GmbH

Germany www.brunsbuettel-ports.de/ 1D51 Buss Terminal Eemshaven

Netherlands www.buss-group.com/ 2A50-B51 DP World

United Arab Emirates www.dpworld.com/ 1A43 ENHILS Mozambique Mozambique www.enhils.co.mz/ 1F21-G20 EUROGATE GmbH & Co. KGaA, KG

Germany www1.eurogate.de/en 2D31 Euroports Group BV

Belgium www.euroports.com 1B11-C11 Hamburger Hafen und Logistik AG

Germany www.hhla.de 1K34-J35 Haropa Port France www. haropaport.com 1A43 IRV Venice Italy

Italy www.interportorivers.com/it/ 1A31 Katoen Natie

Belgium www.katoennatie.com/ 2B20-C21 Koninklijke Van der Wees Groep

Netherlands www.vanderwees.nl/en/ 1B11-C11 Lübecker Hafen-Gesellschaft mbH

Germany www.lhg.com/en/ 2B20-C21 Maple Group & Matrans Rotterdam Terminal

Netherlands www.maplegroup.nl/en/ www.matransrotterdamterminal.com/ 1L41 MAWANI Saudi Port Authority

Saudi Arabia www.mawani.gov.sa 1D02 Montrose Port Authority

United Kingdom www.montroseport.co.uk/ 1J21-K20 NOGARPORT

2D51 North Adriatic Sea Port Authority

Portugal www.gruponogar.com

Italy www.port.venice.it/ 2K30-L31 North Sea Port

Netherlands en.northseaport.com/ 2J14-K15 PD Ports

United Kingdom www.pdports.co.uk/ Sponsor Peel Ports Group

United Kingdom www.peelports.com/ 2F81 Port Atlantique La Rochelle

France www.larochelle.port.fr/ 2GF108 Port Authority of Kribi

Cameroon www.pak.cm/ 1J40-H41 Port de Sète

France www.sete.port.fr/en/ 1C40 Port Esbjerg

1A21-B20, 1B25 Port of A Coruña

1A21-B20 Port of Algeciras

1A21-B20, 1B25 Port of Almería

2E10-F11 Port of Amsterdam

Denmark www.portesbjerg.dk/en

Spain www.puertos.es

Spain www.apba.es

Spain www.puertos.es

Netherlands www.portofamsterdam.com/nl 1A31 Port of Antwerp-Bruges

Belgium www.portofantwerpbruges.com/en CONTINUES ON NEXT PAGE

Ports & Terminals Exhibitors

1A21-B20, 1B25 Port of Avilés

Spain www.puertos.es 2C50 Port of Barcelona Spain www.portdebarcelona.cat

1A21-B20, 1B25 Port of Bilbao Spain www.puertos.es

1E25-F24 Port Of Bilbao – Uniport

Spain www.uniportbilbao.es

1A21-B20, 1B25 Port of Cádiz Bay Spain www.puertos.es

1A21-B20, 1B25 Port of Cartagena

1A21-B20, 1B25 Port of Castellón

Spain www.puertos.es

1A21-B20, 1B25 Port of Ceuta Spain www.puertos.es

1A21-B20, 1B25 Port of Ferrol

1A21-B20, 1B25 Port of Gijón

Spain www.puertos.es

Spain www.puertos.es 2G55 Port of Gothenburg

Sweden www.portofgothenburg.com

1B11-C11 Port of Hamburg Germany www.hafen-hamburg.de/ 1G25-H24 Port of HaminaKotka Finland www.haminakotka.com/ 1H21-J20 Port of Hanko Finland www.portofhanko.fi

1H21-J20 Port of Helsinki Finland www.portofhelsinki.fi/en/ 1A21-B20, 1B25 Port of Huelva Spain www.puertos.es

1H21-J20 Port of Kokkola Finland www.portofkokkola.fi/en/port-of-kokkola/ 2M01 Port of Koper Slovenia www.luka-kp.si/ 1J21-K20 Port of Leixões Portugal www.leixoes.apdl.pt 1J21-K20 Port of Lisbon Portugal www.portodelisboa.pt 1H21-J20 Port of Loviisa Finland www.portofloviisa.fi/en/home/ 2E85 Port of Middlesbrough United Kingdom www.portofmiddlesbrough.com/ 2B41 Port Of Nantes Saint Nazaire - Oportunity France www.nantes.port.fr 1G04 Port of Oulu Finland www.ouluport.com/en/home/ 1G04 Port of Pori Finland www.portofpori.fi/ 1K41 Port of Raahe Finland www.portofraahe.fi

1G25-H24 Port of Rauma Finland www.portofrauma.com/en/ 2B10, 2B20-C21, 2C20 Port of Rotterdam Netherlands www.portofrotterdam.com/en

2M13 Port of San Diego

United States www.portofsandiego.org/

1A21-B20, 1B25 Port of Santander Spain www.puertos.es

1J21-K20 Port of Setúbal Portugal www.portodesetubal.pt

1A21-B20, 1B25 Port of Seville

1J21-K20 Port of Sines

2M15 Port of Stockton

Spain www.puertos.es

Portugal www.apsinesalgarve.pt

United States www.portofstockton.com/ 1G45 Port of Sunderland

United Kingdom

1A21-B20, 1B25 Port of Tarragona Spain www.puertos.es

2C87 Port of Tyne Authority

United Kingdom www.portoftyne.com

1A21-B20, 1B25 Port of Valencia Spain www.puertos.es

1J21-K20 Port of Viana Portugal www.viana.apdl.pt

1A21-B20, 1B25 Port of Vigo Spain www.puertos.es

2A57 Portico Shipping United Kingdom www.porticoshipping.com

1F21-G20 Ports of Bremen and Bremerhaven Germany www.bremenports.de/ 1K41, 1G25-H24, 1H21-J20 Ports of Finland Finland

See individual listings

1A21-B20, 1B25 Ports of Las Palmas Spain www.puertos.es

1A21-B20, 1B25 Ports of Spain Spain www.puertos.es

1A21-B20, 1B25 Ports of Tenerife Spain www.puertos.es

2J64-K65 PSA Breakbulk Belgium www.psa-breakbulk.com 2D17 PTP Group Netherlands www.ptpgroup.com.ar/ 2K20 QTerminals Qatar www.qterminals.com/ 1H21-J20 Rauanheimo Finland www.rauanheimo.com/ 1J11 Seaports of Niedersachsen Gmbh Germany www.seaports.de/ 2A55 South Jersey Ports United States www.southjerseyport.com/ 2J21 The Bristol Port Company United Kingdom www.bristolport.co.uk

1H11 The St. Lawrence Seaway Management Corporation Canada www.hwyh2o.com/ 2A41 Verbrugge International Netherlands www.verbrugge.nl

2L50 Western Ligurian Sea Port Authority – Ports Of Genoa Italy www.portsofgenoa.com/ 1J21-K20 Yilport Iberia S.a Portugal www.yilport.com

1J21-K20 Zaldesa - Zona de Actividades Logisticas de Salamanca S.A.U. Spain www.zaldesa.com 1A31 Zuidnatie Belgium www.zuidnatie.be/

READY TO ROLL: DEUGRO DELIVERS CABLE DRUMS FOR GERMANY’S GREEN GRID

deugro has launched the first cable drum deliveries for SuedOstLink, one of Germany’s central energy transition projects. Over the next three and a half years, more than 800 drums each the size of a single-decker bus will make their way from deugro-operated yards to 120 sites across Bavaria. We caught up with Simon Junker, head of cable projects – renewable energy at deugro Germany, to discover more about the scope and logistics behind the project.

Q: This project required over two years of planning – what were the biggest logistical challenges you had to anticipate and solve before the first cable drum delivery?

SJ: The biggest challenge was the research and development of the required technical equipment, including, and with a focus on, the unspooling device. Additionally, extensive route surveys had to be performed in order to identify the most suitable routes, and for the evaluation of potential and required trailer re-loading areas. This included obtaining permits, as many of these areas were located on private land and had to be rented for this purpose.

Furthermore, to ensure smooth processes in the planning approval procedure, we had to apply for dummy permits –permits that are applied for and checked by the authorities but are not issued. In this way, it is checked and ensured that all critical permits can be issued timely in accordance with the project implementation based on the information submitted.

Q: The cable drums are transported and unspooled directly from the transport configuration – how did you develop and test the customized unspooling solution?

SJ: For the optimized unspooling solution, we carefully evaluated and selected trucking partners who developed the most suitable solution in collaboration with specialized vehicle technicians. Each cable drum is positioned on four rollers on which it can rotate evenly during unspooling. This purposebuilt unspooling device is flexible and can be used for different transport configurations for this project.

Q: Bavaria’s hilly terrain and infrastructure constraints add complexity to deliveries. What routing or transport strategies are being used to navigate these challenges?

SJ: To navigate these constraints, we arranged for comprehensive route surveys. These served as a basis for developing tailored transport solutions, such as using

Waves of Cargo

Simon Junker

The cargo is transported at night from the Port of Kelheim. Credit deugro

specialized equipment like a variety of selfpropelled modular trailers, etc. In close cooperation with dteq Transport Engineering Solutions and our partners, we arranged for detailed and engineered calculations and simulations of how to overcome certain inclinations, among others. These were supplemented by driving tests simulating the equipment’s maneuverability with different inclinations and on different surfaces.

Q: How did deugro plan and coordinate the complex transloading process required for the cable drums?

SJ: The biggest challenge in preparing the transloading processes was the identification of the most suited transloading areas in regard to predefined parameters such as inclination and ground pressure. This required a variety of transport engineering studies encompassing many different calculations, simulations and swept path analyses.

Q: This project involves numerous stakeholders, some of whom were unfamiliar with special transport. How did deugro facilitate coordination and awareness training?

SJ: Through a large number of training sessions at our partners’ offices as well as with our partners on site, we were able to demonstrate the complexity of the individual operational steps, including all aspects relevant to quality, health, safety, environment and security. We were also able to create awareness of the subsequent project processes. These trainings were and are paramount for the project’s execution.

Q: As deliveries continue over the next three-anda-half years, what lessons from the early phases are shaping your approach moving forward?

SJ: In such extensive projects, which bring together specialists from a wide variety of fields, it is crucial to create close communication channels that ensure all relevant information is being passed on to all those involved in a complete and timely manner. At the same time, this creates a considerable exchange of knowledge and experience, which offers many advantages for all partners involved when it comes to similar projects in the future.

The project team reload a cable drum from a long to a short vehicle at one of the reloading locations. Credit: deugro

Unspooling operations at the destination. Credit: deugro

Cable-laying operations, with the cable drum in the background. Credit: deugro

BREAKING BARRIERS: LEADERSHIP ADVICE FOR WOMEN

By Yasmina Rauber, YAS Coaching

Women face significant challenges when advancing into leadership roles. Hard work alone isn’t enough — networking, self-advocacy, and stepping outside comfort zones are essential for success. Here’s how women can break barriers and thrive as leaders.

The Power of Networking

One of the biggest obstacles to leadership is visibility. Many women assume their work will speak for itself, but in reality, relationships matter just as much as results. While men often engage in informal networking — chatting before and after meetings, setting agendas in casual conversations—women tend to focus solely on their tasks and may miss these critical moments.

To advance, make networking a habit. It doesn’t have to be forced — whether it’s a quick coffee, a lunch meeting or attending industry events, find natural ways to build relationships.

Own Your Achievements and Speak Up

Many women hesitate to promote their accomplishments, fearing they’ll come across as arrogant. The truth? If you don’t highlight your contributions, they may go unnoticed.

Keep track of your achievements and find ways to mention them in conversations: “I’m really pleased with this project — I was able to accomplish X, Y, and Z.” Don’t wait for annual reviews — it’s too late by then. Consistently making your work visible ensures it gets recognized.

Create Your Own Opportunities

Leadership isn’t just about excelling in your current role—it’s about expanding it. Instead of sticking strictly to your job description, look for ways to add value. If you’re interested in an area beyond your core responsibilities, start learning about it. Identify gaps, propose solutions and bring new ideas to the table. Leadership comes from initiative, not just execution.

Step Outside Your Comfort Zone

Many women wait until they feel 100% ready before applying for promotions or taking on challenges, while men often go for it despite uncertainties. The reality? Growth happens outside your comfort zone.

Take risks — whether it’s speaking up in meetings, suggesting bold ideas or pursuing leadership roles. If you feel nervous, do it anyway. Fear isn’t a stop sign—it’s a sign of growth.

Authenticity in Leadership

In male-dominated industries, women may feel pressured to adopt traditional leadership styles. But true leadership comes from authenticity. Being approachable and supportive doesn’t diminish authority — it strengthens it. The best leaders mentor, advocate and build strong teams. Leadership isn’t about acting tough; it’s about earning trust through genuine engagement.

Women Supporting Women

One of the biggest barriers to female leadership is a lack of support from other women. Without strong mentorship and advocacy, breaking into executive roles becomes much harder. Women in leadership should help others rise — by mentoring, advocating and creating opportunities for the next generation. Success is far less meaningful when experienced alone.

Final Thoughts: Lead With Confidence

Breaking barriers in commodities—or any industry—requires strategic networking, self-advocacy and bold action. Women must speak up, create opportunities and support one another. At the end of the day, success isn’t just about what you do—it’s about who knows what you do. Visibility, confidence, and proactive leadership will open the door for more women in executive roles.

Meet the Author at Breakbulk Europe

Women in Breakbulk Breakfast

Tuesday, 13 May from 9:00 - 11:00 at Rotterdam Ahoy

Tickets available through registration

Yasmina Rauber, leadership coach and corporate trainer, will headline the Women in Breakbulk Breakfast at Breakbulk Europe. With more than 25 years of experience in maledominated industries, including board-level roles, she now leads a coaching organization for women and serves as secretary general of the Zug Commodity Association. Yasmina is also a former president of WISTA Switzerland. www.yascoaching.com

LEADING THE WAY: HOW LOGIFEM CAN INSPIRE CHANGE

By Tuna Hazar Avcı and Meryem Gurel, Logifem Society Network

The Power of Influence

Thought leadership is the cornerstone of influence and innovation within any society or network. For the Logifem Society Network, it can serve as a transformative force to drive meaningful change. Thought leadership is not just about sharing knowledge; it’s about inspiring action, supporting growth, and building communities around values and ideas that matter. For Logifem — a society network dedicated to advancing collective progress — embracing thought leadership can create waves of positive impact across all its endeavors.

Authenticity and Expertise at the Core

Thought leadership thrives on expertise and authenticity. For Logifem, identifying and amplifying the voices within its community who are passionate, informed, and articulate about key topics can position the network as a hub of innovation and insight. These voices might include experienced professionals advocating for gender equity or emerging leaders addressing sustainability and mental health challenges. When the network collectively supports and elevates such leaders, it builds credibility and trust — qualities essential for a vibrant and engaged community.

Embracing Change and Shaping the Future

The Role of Storytelling

Storytelling is a powerful tool for thought leadership. Stories resonate, inspire, and connect people on a deeply human level. Logifem can harness storytelling to share members’ journeys, celebrate successes, and highlight the impact of its initiatives. Whether through social media campaigns, blogs, or video content, storytelling can help weave a narrative that captivates audiences and draws them into the network’s vision for a better, more equitable society.

The Strength of Collaboration

Another vital aspect of thought leadership for Logifem is the ability to adapt to shifting paradigms. In a world that is constantly evolving — with technological advancements, environmental challenges, and societal shifts — the Logifem Society Network has an opportunity to lead the way in embracing and navigating new ideas. Thought leadership in this context means not only keeping pace with trends but also anticipating and shaping them. Through webinars, panel discussions, and collaborative think-tank sessions, Logifem can offer members a platform to share and develop groundbreaking solutions to today’s most pressing issues.

Collaboration is equally crucial for Logifem’s thought leadership journey. Building alliances with other networks, institutions, and organizations can expand the reach and influence of Logifem’s ideas. Collaborative efforts often lead to innovation and enable a diverse exchange of perspectives — amplifying the network’s ability to address complex societal issues and act as a force for positive change.

Creating a Culture of Inclusion

To establish itself as a beacon of thought leadership, Logifem must remain committed to fostering an inclusive and empowering environment. Thought leadership is not a oneperson show — it’s a collective effort that thrives on diversity. Encouraging every member of the network to contribute their ideas and perspectives ensures that Logifem benefits from a rich tapestry of thought and experience.

A Movement for Change

In conclusion, thought leadership for the Logifem Society Network is about creating a movement. It’s about influencing minds, leading conversations, and taking actions that echo the network’s values and goals. By embracing expertise, adaptability, storytelling, collaboration, and inclusivity, Logifem can establish itself as a trusted leader in its community and beyond — setting the stage for innovation, progress, and lasting societal transformation.

About the Authors

Tuna Hazar Avcı is the founder of Logifem Society Network, the world’s first and largest network for female professionals in logistics. She is also the CEO of Cargoland Türkiye, a branch of forwarder Cargoland International headquartered in Brazil. Meryem Gurel is the network manager of Logifem Society Network and an independent adviser in the energy sector, focusing on data analytics and sustainability reporting. She is also a scholar of China studies and sustainable development.

Tuna Hazar Avcı Meryem Gurel

NEWS BITES FROM AROUND THE WORLD: QUICK HITS, BIG IMPACT!

including the delivery of a 390-ton CO2 absorber measuring 65.4 meters long.

BARNHART BOOSTS FOOTPRINT IN AMERICAN SOUTHWEST

Barnhart Crane & Rigging has acquired the assets and operations of two Crane Service branches in El Paso, Texas and Albuquerque, New Mexico, expanding the heavy-lift firm’s footprint in the U.S. Southwest.

The assets were purchased from Crane Service’s Denver-based parent company, ML Holdings. Around 45 employees will transition to Barnhart as part of the deal, which covers crane services, industrial machine moving, transportation and rigging capabilities. Crane Service, founded in 1960, will continue to operate offices in Amarillo and Sweetwater, Texas, as well as in Denver. TGP TO DRIVE LOGISTICS FOR

Trans Global Projects has been awarded a contract to provide endto-end logistics services for a major hydrogen project in the Netherlands. The contract calls for the transport of some 89,000 cubic meters of cargo, with operations slated to run through to April 2026. The project will involve 77 heavy-lift and out-of-gauge shipments

CMA CGM TO INVEST

US$20 BILLION IN US MARITIME ECONOMY

CMA CGM Group has announced a US$20 billion investment aimed at bolstering the U.S. maritime

TGP has already completed the first shipment under the contract, delivering 2,513 cubic meters of cargo from Vietnam to the Netherlands. The shipment of 111 items included skids, modules, boiler components and construction materials weighing a combined 546 tons. A second consignment, currently en route from China, includes 6,690 cubic meters of cargo weighing 1,704 tons and comprising 235 items.

economy and helping transform the nation’s domestic supply chain over the next four years. The Francebased carrier said the investment will support the U.S. economy, boost American exports, and create 10,000 new jobs. The move reinforces CMA CGM’s 35-year presence in the U.S., where it operates in 40 states and employs 15,000 people.

As part of the plans, CMA CGM will invest in expanding U.S. port infrastructure, strengthening shipbuilding capabilities, growing logistics networks and developing air cargo services. The company, which transports more than 5 million shipping containers to and from the U.S. every year, said this strategic commitment underscores its longstanding maritime and logistics partnership with the U.S. and its role as a key player in the nation’s trade.

EXIM APPROVES

US$4.7 BILLION LOAN TO MOZAMBIQUE LNG

The U.S. Export-Import Bank has authorized a direct loan of up to US$4.7 billion for TotalEnergies’ Mozambique LNG project in northern Cabo Delgado province. EXIM had initially sanctioned the loan during President Donald Trump’s first term, but the financing required re-approval after construction was halted in 2021 due to atrocities allegedly carried out by Islamist militants in the province.

Mozambique LNG holds an estimated 65 trillion cubic feet of recoverable natural gas and includes plans for a two-train liquefaction facility, with potential to expand capacity to up to 43 million tons per year. EXIM said it expected the transaction to support more than 16,000 American jobs and 68 U.S. suppliers through the export of good and services for the project’s development and construction phases.

ANTONOV, FAGIOLI DELIVER LUNAR SPACE STATION MODULE TO US

Antonov Airlines has successfully completed the transatlantic transportation of the HALO (Habitation and Logistics Outpost) module – the first component of the future lunar space station Gateway. The delivery was carried out in collaboration with Fagioli. The module was transported aboard

PORT OF LIVERPOOL SETS STEEL IMPORT RECORD

The Port of Liverpool last year handled a record 702,000 tonnes of bulk steel, beating a previous high by more than 50,000 tonnes as the UK facility welcomed a spike in imports from South Korea, Vietnam, Taiwan, Türkiye and Europe.

Port operator Peel Ports Group said it aimed to leverage this growth to position the facility as a global steel hub, backed by significant infrastructure investments that have included a £2 million spend on a new deepwater bulk berth at the port’s Alexandra Complex to boost cargo-handling capacity.

Antonov’s AN-124-100 aircraft from the Thales Alenia Space facility in Turin, Italy, to Phoenix-Mesa Gateway Airport in Arizona, U.S. The module will now undergo testing at Northrop Grumman’s facility in Gilbert, Arizona, before final integration with the Power and Propulsion Element (PPE) at NASA’s Kennedy Space Center in Florida.

SOHAR FREEZONE ANNOUNCES US$23 MILLION EXPANSION AMID RISING DEMAND

Oman’s SOHAR Port and Freezone has unveiled plans for a US$23 million expansion to accommodate increasing interest from prospective tenants. The development will add 500 hectares of leasable land and feature a 15 km road network, flood protection systems, and enhanced drainage and security infrastructure.

Over 85% of project components will be sourced from local contractors

and suppliers, reinforcing incountry value and supporting the local supply chain. The project will commence with the general design services package, followed by construction to deliver new leasable land for businesses and tenants. Strategically located between Asian and European trade routes, SOHAR Freezone has already drawn over US$30 billion in investments.

Fracht has successfully transported a 76-ton cement mill shell along with 1,024 tons of accessories to a cement plant currently being built in Burkina Faso. The complex operation, carried out by Fracht Burkina Faso, involved careful handling and secure fastening to protect the massive equipment from shocks and road vibrations. The company also

managed port formalities, customs, and delivery, ensuring the shipment arrived intact and on schedule.

The newly delivered cement mill will play a central role in boosting the country’s industrial capacity, supporting ongoing efforts to enhance economic growth and improve living standards through expanded infrastructure.

FRACHT DELIVERS PROJECT CARGO TO BURKINA FASO

NEW FACES AT BREAKBULK EUROPE 2025

Add these exhibitors to your meeting schedule at Breakbulk Europe 2025!

Buss Terminal Eemshaven

Haaye-Paul Ravensbergen, operations manager Ports & Terminals

Netherlands www.buss-group.com

Stand 1D51

1. What makes your company different from others in your sector?

Buss Terminal Eemshaven is a relatively new port terminal (commissioned in 2011) and was built as a state-of-the-art terminal with its facilities and quay-bearing capacities. The same year the terminal was commissioned, the first (offshore wind) project was launched. Since then, Buss Terminal Eemshaven, alongside parent company Buss Ports in Hamburg, has developed and grown around this challenging business. With a primary focus on serving as a marshalling port for offshore wind farms in the North Sea, the team has great experience in heavy cargo lifting, transport and storage to evolve into a highly professional unit with hands-on expertise in managing heavy and high-value components. The terminal is equipped with its own hydraulic adjustable RoRo bridge with a 300-ton capacity, enabling us to handle requests for all kinds of RoRo shipments. An in-house team of experienced stevedores and operators, engineers and project managers make it possible to act competently and swiftly, even on the most challenging requests with high quality and a priority for safety.

2. What made you decide to exhibit at Breakbulk Europe 2025? The latest extension of 158.000m² of area and access to 260 meters of heavy load quayside (30t per m²) in January opens new opportunities for handling different types of cargo. With the equipment fleet of two mobile harbor cranes (LHM600 and LHM320), multiple heavy-lift reach stackers and various forklifts, cherry pickers, terminal tractors and other equipment, Buss has the possibility to react to a request quickly! Small or large, long- or short-term storage, we are interested in meeting new clients at Breakbulk Europe to assist in future projects.

3. What is your outlook for project opportunities this year? What types of projects are you pursuing and what regions look most promising?

Offshore wind is continuing, but we also target projects that keep our equipment and staff running. Our main focus is on onshore wind, containers, RoRo, out of gauge cargo and project cargo.

2K Shipping Company

C. Kerem Erkan, chartering and projects

Freight Forwarding

Türkiye

www.2k.com.tr

Stand 2A70

1. What makes your company different from others in your sector?

2K Shipping Company stands out in our sector because of our specialized focus and unique breakbulk and project cargo capabilities. We operate a dedicated fleet of five Handy-size (30,000 DWT) multipurpose vessels equipped with heavy-lift cranes up to 500 metric tons, enabling us to handle complex, oversized cargoes that many others cannot. Our team’s deep expertise in breakbulk logistics and careful planning translates into exceptional operational flexibility for our clients. This combination of specialized assets, experienced personnel, and a customer-centric approach differentiates us.

2. What made you decide to exhibit at Breakbulk Europe 2025? We decided to exhibit at Breakbulk Europe 2025 because it is the preeminent gathering of the breakbulk and project cargo community. As a carrier specializing in breakbulk shipping, we value the chance to showcase our capabilities – like our heavy-lift fleet and Asia-Europe trade expertise – to a focused audience of industry professionals. Breakbulk Europe offers unparalleled networking opportunities with potential clients, partners, and peers, and provides a platform to stay informed about industry trends. Our participation also underscores our commitment to serving the European and global breakbulk market and remaining at the sector’s forefront.

3. What is your outlook for project opportunities this year? What types of projects are you pursuing and what regions look most promising?

We have an optimistic outlook for project cargo opportunities, as demand for breakbulk and heavy-lift shipping remains strong. We actively pursue shipments for renewable energy, oil and gas, and industrial development projects – cargoes that leverage our 500ton lift capacity and flexible multipurpose fleet. Geographically, our core routes are robust: exports from China to Europe and the Mediterranean are steady, with growing opportunities on return legs to the Persian Gulf and the Far East. With our operational flexibility and dependable service, 2K Shipping is well-positioned to capitalize on these opportunities across our key markets.

Elebia Autohooks

Oscar Fillol, CEO & founder Equipment Spain

www.elebia.com

Stand 2B71

1. What makes your company different from others in your sector?

Elebia is the only company in the world that specializes exclusively in remote-controlled automatic hooks. In fact, we pioneered this technology and have continuously developed it to improve safety and efficiency in lifting operations. Our entire range of products is designed with innovation, userfriendliness and reliability in mind. Being leaders in the sector, we are constantly evolving to meet the demands of the most complex industries and applications worldwide.

2. What made you decide to exhibit at Breakbulk Europe 2025? Elebia has been a regular exhibitor at Breakbulk Europe for many years. For us, it’s a must-attend event in the industry. It’s the perfect platform to connect with both existing and new partners, showcase our latest innovations, and stay updated with market trends. We strongly believe in the importance of visibility and interaction, and Breakbulk Europe offers exactly that – an opportunity to see and be seen.

3. What is your outlook for project opportunities this year? What types of projects are you pursuing and what regions look most promising?

This year, we’re especially proud to present the R2 at our stand – our newest innovation designed to replace pneumatic hooks. The R2 is a more reliable, low-maintenance and installationfree alternative. Like all Elebia products, it operates via remote control and features a removable and rechargeable battery. With a lifting capacity of up to 2,000 kg per hook, the R2 simplifies operations, improves safety and reduces downtime. It’s an ideal solution for companies looking to modernize their lifting systems without the complexity of pneumatic installations.

Elebia operates globally, and our solutions are adaptable across a wide range of industries – from logistics and construction to steel, ports, and heavy manufacturing. We’re currently involved in projects on every continent, and we see growing opportunities in regions where safety regulations are becoming stricter, and efficiency is a key concern. Our versatile product range allows us to tailor solutions to the specific needs of each market and industry.

South Jersey Ports

Andrew Saporito, executive director & CEO

Ports & Terminals

U.S.

www.southjerseyport.com

Stand 2A55

1. What makes your company different from others in your sector?

South Jersey Ports operates terminals in the cities of Camden, Paulsboro, and Salem, New Jersey, offering premier access to the eastern United States via major highways and a robust rail network. Renowned for expert handling of breakbulk cargo, especially wood and steel, SJP features deep-water berths, vast warehousing and seamless intermodal connections. With year-round operations, skilled labor, and a customer-focused approach, SJP efficiently connects global cargo to over 100 million consumers.

2. What made you decide to exhibit at Breakbulk Europe 2025?

SJPC has attended Breakbulk Europe for the past few years, and we have decided to exhibit this year due to the large number of attendees interested in shipping via our breakbulk terminals in New Jersey. We believe an exhibit booth offers a point of fixed contact where we can meet and discuss shipping opportunities with existing and potential customers.

3. What is your outlook for project opportunities this year? What types of projects are you pursuing and what regions look most promising?

Our traditional steel, plywood and lumber opportunities continue to look strong this year. Western Europe remains our biggest origin market for steel, with Turkey also showing growth opportunity. South America is a growth market for plywood and lumber, as is Southeast Asia for plywood.

New Exhibitors at Breakbulk Europe 2025

Company name Stand number Country Sector

2K Global Denizcilik ve Tic. A.Ş

AAW Project Logistics

2A70 Türkiye Freight Forwarder

2E50-F51 Australia Freight Forwarder

Aertssen Group 1E41 Belgium Freight Forwarder

Ahlers Logistics 1A31 Belgium Freight Forwarder

Ahola Special Oy Ab

1H31-J30 Finland Road and Rail Transport

Air Cargo by Le Bas 2M11 United Kingdom Air Transport

ALE Kazakhstan 2F101 Kazakhstan Freight Forwarder

Alfons Köster & Co. Gmbh

1B11-C11 Germany Freight Forwarder

Aquaroad Logistics 2B10 Netherlands Freight Forwarder

Associated British Ports 1M15 United Kingdom Ports & Terminals

Atiz Logistics 2H90 Türkiye Freight Forwarder

Axxum Cargopack

B2L Cargocare B.V.

Backmann-Trummer

1B11-C11 Germany Industry Related Services

2E110 Netherlands Freight Forwarder

1H21-J20 Finland Freight Forwarder

Baltnautic Holding BV 2J81 Lithuania Marine Transport

Bargelink GmbH 2B10 Germany Marine Transport

Beequip 2B10 Netherlands Industry Related Services

Black Rock Project Cargo 2E50-F51 Peru Freight Forwarder

Blomberg

1H21-J20 Finland Ports & Terminals

Bode Hardinxveld B.V. 2B10 Netherlands Industry Related Services

Bonn & Mees Drijvende Bokken B.V.

2C20 Netherlands Marine Transport

Borusan Port 2B73 Türkiye

Bring 2G01 Norway

Broekman Logistics

Brunsbüttel Ports GmbH

2B10 Netherlands

1B11-C11 Germany

Ports & Terminals

Freight Forwarder

Ports & Terminals

Business Oulu 1G04 Finland Industry Related Services

Buss Terminal Eemshaven 1D51 Netherlands Ports & Terminals

C Teleport 1L45 Netherlands Industry Related Services

CargoW International Private Limited 2F121 India Freight Forwarder

Caru Containers B.V. 2C20 Netherlands Equipment

Centrimex 1K52 France Freight Forwarder

Ceta Logistics & Projects

2H90 Türkiye

City Union Logistics Co., Ltd. 2J24 China

CNC Freight Services SDN BHD

Conical GmbH

2E50-F51 Malaysia

Freight Forwarder

2E50-F21 Germany Equipment

CORPORACIÓN MULTIMODAL 2K84 Mexico

Ports & Terminals

CrossTrades Logistics Network 2K10 Hong Kong Association and Networks

Customs Support

1H21-J20 Netherlands Industry Related Services

Danser Group 2B10 Netherlands Marine Transport

De Bock Ship Management 2L30 Netherlands Marine Transport

De Jong Shipping Group 2B10 Netherlands Marine Transport

Del Corona & Scardigli

2E50-F51 Spain

Freight Forwarder

Denholm Good Logistics 2F02 United Kingdom Freight Forwarder

DERDA Logistik GmbH Sponsorship Germany

Destechship Ltd. Co. 1F44

Freight Forwarder

Türkiye Industry Related Services

Dome Technology 2D110 United States Equipment

E-Crane 1D44 Netherlands Equipment

E. Helaakoski Oy 1K41 Finland Equipment

Eastern Drayage 2K81 United States Industry Related Services

EFE Project Cargo Transportation 2G74

Eksen Chartering & Transport Ltd. Co. 1F44

Türkiye Road and Rail Transport

Türkiye Marine Transport

Company name

Elebia Autohooks

New Exhibitors at Breakbulk Europe 2025

Stand number

Country Sector

2B71 Spain Equipment

Enhils Mozambique 1A43 Mozambique Ports & Terminals

Envision Enterprise 2D120 United Arab Emirates Technology

Epe Tasdir Spa

2G110-H111 Algeria

Erkport Port Services Inc. 2H90 Türkiye Ports & Terminals

EST - Europea Servizi Terminalistici S.r.l.

2F30 Italy Ports & Terminals

Euro-Rijn Global Logistics B.V. 2B10 Netherlands Freight Forwarder

Eurogate GmbH & Co. KGAA, KG

1F21-G20 Germany Ports & Terminals

Eurome CSRL 1J43 Italy Freight Forwarder

European Cargo Logistics GmbH

1B11-C11 Germany Freight Forwarder

EWA Group 2E21 Egypt Freight Forwarder

Exen Global BV 1F44 Netherlands Marine Transport

Express Global Logistics Private Limited 2K100

Freight Forwarder

Fairway Shipping Agencies 2D61 Netherlands Marine Transport

Fioravanti (Italy) 2F02 Italy Freight Forwarder

FreightweekPCG 1F53

Fujian Highton Development Co., Ltd. 2A72 China Marine Transport

Galea Shipping 1H21-J20 Finland Marine Transport

Gebruder Weiss, Inc. Transport and Logistics 2B74 United States Freight Forwarder

Genel Transport Forwarding & Trade Co. Ltd 2C64 Türkiye Freight Forwarder

Global One International Logistics Co., Ltd. 1B50 China Freight Forwarder

GLOBE Group

2C90-D91 Saudi Arabia Freight Forwarder

Glory Ship Management 1F44 Türkiye Marine Transport

Haeger & Schmidt Logistics GmbH

2J64-K65 Germany Freight Forwarder

Hainan Huashen International Logistics Co., Ltd 2G101 China

Hamburger Hafen und Logistik AG

1B11-C11

Freight Forwarder

Germany Ports & Terminals

Hämeenaho Oy 1K41 Finland Industry Related Services

Headseaway International Logistics Co., Ltd 2M02 China Freight Forwarder

Hebo Maritiemservice B.V.

2C20 Netherlands

Marine Transport

Hegvita 2F50 Lithuania Road and Rail Transport

Herman Andersson Oy 1G04 Finland Ports & Terminals

heyport GmbH 2J86 Germany Technology

Holmatro 2M54 Netherlands Equipment

Hooli Stevedoring 1K41 Finland Ports & Terminals

IMC SHIPPING CO PTE LTD

Inkoo Shipping Oy Ab

Insite LMS

1C20 Singapore Marine Transport

1G25-H24 Finland Ports & Terminals

2J80 Austria Technology

Intels Nigeria Limited 1A43 Nigeria Freight Forwarder

Intercem Group 1E50 Germany Ports & Terminals

Interrijn B.V. 2B10 Netherlands Ports & Terminals

IRV Venice Italy 1A43 Italy Ports & Terminals

JAS Forwarding GmbH Sponsorship Germany Freight Forwarder

JSC Rikon

Kaiser Projects

2E100 Latvia

Equipment

2B10 Netherlands Ports & Terminals

Kerry Project Logistics (Italia) S.p.A. 2K02 Italy

Kita Logistics

KML - Khedivial Marine Logistics

Kocaman Transport

Koninklijke Van der Wees Groep

Korsu OY

Kraanbedrijf Nederhoff

2E50-F51 Türkiye

1H50 Egypt

2J83 Türkiye

Freight Forwarder

2B20-C21 Netherlands Ports & Terminals

1K41 Finland

Road and Rail Transport

2B10 Netherlands Ports & Terminals

New Exhibitors at Breakbulk Europe 2025

Company name

KS SHIPPING LOJİSTİK A.S.

KWH Logistics

Lubbers Benelux

Lübecker Hafen-Gesellschaft mbH

LV Logistics

M.J. van Riel B.V.

Stand number

Country Sector

2K88 Türkiye

1H21-J20 Finland

2B10 Netherlands

1B11-C11 Germany

2B10 Netherlands

2B20-C21 Netherlands

Maple Group & Matrans Rotterdam Terminal 2B10 Netherlands

Freight Forwarder

Ports & Terminals

Maritime Solutions Company LLC 2E111 Saudi Arabia Marine Transport

Marsh B.V.

2B10 Netherlands Industry-related Services

Martrade Group 1B44 Türkiye Freight Forwarder

MGS Logistics 2C64 Tunisia Freight Forwarder

Miss Project & Miss Transport 2H90 Türkiye

Muller Dordrecht

Multimodal Projects

2B10 Netherlands

1H44 Romania

Road and Rail Transport

Ports & Terminals

Freight Forwarder

NATCO Logistics Services Company 2D112 Saudi Arabia Freight Forwarder

Newtide Chartering BV 2E60-F61 Netherlands

NTG Air & Ocean Oy 1G04 Finland

Nurminen Logistics 1H21-J20 Finland

Origin FGL Logistics 2H90 Türkiye

Marine Transport

Freight Forwarder

Road and Rail Transport

Freight Forwarder

OVL Container 1H21-J20 Finland Equipment

Oy Mattson Stevedoring Ab 1G04 Finland

Ports & Terminals

PMS Industrie 1K30 France Equipment

Polaris Autoliners

Port of Constanza

Port of HaminaKotka

Port of Hanko

Port of Helsinki Ltd.

Port of Kokkola

Port of Loviisa Ltd.

2E81 United Kingdom

2E121 Romania

1G25-H24 Finland

1H21-J20 Finland

Port of Middlesbrough 2E85 United Kingdom

Port of Oulu 1G04 Finland

Port of Pori 1G04 Finland

Port of Raahe 1K41 Finland

Port of Rauma

1G25-H24 Finland

Practomar Inc. 2F53 Greece

Procam Group

Profesyonel Taşımacılık ve Ticaret Ltd. Şti

PSA Breakbulk

2E50-F51 India

2H90 Türkiye

2J64-K65 Belgium

Marine Transport

Ports & Terminals

Marine Transport

Freight Forwarder

Road and Rail Transport

Ports & Terminals

PTP Group 2D17 Netherlands Ports & Terminals

Qingdao D-Win Logistics Co., Ltd. 2E113 China

Freight Forwarder

Qingdao Mutrade Co., Ltd. 2C01 China Equipment

Qingdao Utopia SCM Co., Ltd. 2G121 China

Raahen Seudun Kehitys 1K41 Finland

Freight Forwarder

Industry Related Services

RailSync GmbH 2K87 Germany Technology

Rauanheimo

1H21-J20 Finland

Rollit Cargo NV 1A31 Belgium

Rotobec 1J50 Canada

Rotra Air & Ocean BV

Rotterdam Ship Repair B.V.

RPPC

S.M Nakliyat Ticaret Ltd. Şti

2B20-C21 Netherlands

2B10 Netherlands

2B20-C21 Netherlands

2H90 Türkiye

Ports & Terminals

Equipment

Ports & Terminals

Road and Rail Transport

Company name

SA-TU Logistics Oy

SACO Shipping GmbH

New Exhibitors at Breakbulk Europe 2025

Stand number

1H21-J20

1B11-C11

SARC 1C52

Schultz Shipping Group 2C03

Services Exporters’ Association

Country Sector

Finland Ports & Terminals

Germany Ports & Terminals

Netherlands Technology

Denmark Freight Forwarder

2H90 Türkiye Association and Networks

Seyit Usta Treyler San ve Tic. Ltd. Şti 1F51 Türkiye Equipment

Shandong Sling and Strap Co.,Ltd. 1L23

Shanghai Ming Wah Shipping Co., Ltd.

China Equipment

2K70-L71 Singapore Marine Transport

Shanghai Zhongqian Qiangshent International Logistics Co., Ltd. 2M62

China Freight Forwarder

Share Logistics Ltda. 2C64 Brazil Freight Forwarder

Shipex nv 1G51

Soloplan GmbH Software 2F100

Sommer - Group

2H50-J51

Belgium Freight Forwarder

Germany Technology

Germany Equipment

Soreidom & Carribean Line UK 1G50 France Marine Transport

South Jersey Ports 2A55 United States Ports & Terminals

Spider Lines Logistics 2E112 Saudi Arabia Freight Forwarder

Staze Ltd 2K86

United Kingdom Industry Related Services

Stevena 1H21-J20 Finland Ports & Terminals

STL Logistik AG Sponsorship Germany Freight Forwarder

SUARDIAZ Group 1J41 Spain Freight Forwarder

Sven Jinert AB 1H31-J30 Finland Road and Rail Transport

System Loco 1L51

United Kingdom Technology

Thecla Bodewes Shipyards 2K51 Netherlands Marine Transport

think 360 Limited

1F02

United Kingdom Technology

ThPA S.A - Port of Thessaloniki 2E31 Greece Ports & Terminals

Tianjin Translink International Logistics Co., Inc.

Tiel Logistics B.V.

2E120 China Freight Forwarder

2B10 Netherlands Ports & Terminals

TMA Bulk 2K50 Germany Marine Transport

Toqua Sponsorship Belgium Technology

TOS Port & Logistics BV. 2B10 Netherlands Ports & Terminals

Total Movements

Trade Link & Associates GmbH

Tradelossa

2E50-F51 India Freight Forwarder

2E60-F61 Germany Freight Forwarder

2E50-F51

Trailer Bridge 1M24

Mexico Road and Rail Transport

United States Equipment

Trans Fast Logistics Pvt Ltd 2K80 Pakistan Freight Forwarder

Translog Spain 2C64 Spain Freight Forwarder

Transport Kinnunen 1G04

Transport Logistica GmbH

Triple R Transportation

Finland Freight Forwarder

1M30 Austria Freight Forwarder

2K73 United States Road and Rail Transport

Triton 2E75 Belgium Equipment

Tuvtrans Logistics Trade Limited Company 2H90 Türkiye Road and Rail Transport

UAB Tomegris

Unique Lights Nederland BV

Vesselity Maritime Analytics

Wallenius Wilhelmsen Ocean AS

WalleniusSOL

Westland Logistiek B.V.

World Insurance Services, Inc.

WR Logistics

YST Logistics B.V.

Zhejiang Brilliant Logistics Co., Ltd.

2E108 Lithuania Freight Forwarder

2B10 Netherlands Ports & Terminals

2K104 Germany Industry Related Services

1E35-F34 Norway Marine Transport

1G21-H20 Finland Marine Transport

2B10 Netherlands Freight Forwarder

2C64 United States Industry Related Services

1K45-L44 Germany Freight Forwarder

2B10 Netherlands Freight Forwarder

2F111 China Freight Forwarder

CELEBRATING SUSTAINABILITY IN PROJECT CARGO

Breakbulk is proud to launch its first-ever awards program here at Breakbulk Europe.The Green World Awards recognize innovation and progress toward a greener future across the supply chain, from ship design and port operations to overland transport and digital tools.

Because Europe is the center of global sustainability efforts, and Breakbulk Europe brings together the largest group of project cargo professionals, there’s no better place or time to introduce this new program. It’s time to celebrate the companies and their breakthroughs.

Eight categories make up the awards, covering individual sectors plus two overall awards. A panel of industry judges reviewed entries using a rigorous set of criteria to create this shortlist and select the winners in the six sector categories.

For the two headline honors – Renewable Energy Project of the Year and 2025 Sustainability Champion – we turned the decision over to you. These are the People’s Choice Awards, recognizing an outstanding project and an individual who has made the greatest impact on our industry.

Congratulations to all shortlisted companies and individuals. Your work is helping shape a more sustainable industry – one move at a time.

Thank you to our judges for their time and expertise, and to the sponsors supporting this launch. Winners will be announced on the main stage during the Breakbulk Europe Welcome Reception.

This is just the start. New awards programs are on the way for Breakbulk Americas this fall and Breakbulk Middle East next February, each with a theme that reflects the priorities of the region.

SUSTAINABLE SHIP DESIGN

GREEN PORT AWARD

BEST MARITIME TRANSPORT

OVERLAND TRANSPORT

AAL Shipping Stand 2A10-B11

AtoB@C Shipping AB

Comark D.O.O. Stand 1A30

Prism Logistics

Sea.O.G Offshore

Suvari Shipping and Trading Co., Inc. Stand 2H25

Comark D.O.O. Stand 1A30 DENZAI Stand 2J10-K11

Egyptian Global Logistics S.E.A. (EGL) Stand 2E50-F51

Prism Logistics

Transeast Limited

ECO-FRIENDLY

EQUIPMENT INNOVATOR BEST DIGITAL SOLUTION FOR SUSTAINABILITY

RENEWABLE ENERGY

PROJECT OF THE YEAR

(PEOPLE’S CHOICE AWARD)

Sponsored by

Herberg Systems GmbH

EWA Group Stand 2E21

Fracht Group Stand 2G34-H35

SENNEBOGEN Maschinenfabrik GmbH Stand 2D80

UTC Overseas Stand 2E91

2025 SUSTAINABILITY CHAMPION

(PEOPLE’S

CHOICE AWARD)

EDAMA – Energy, Water, and Environment

PortXchange

SSA Marine Stand 1C24

Wallenius Wilhelmsen Stand 1E35-F34

MEET THE JUDGES

Thank you to our judges, who brought their expertise across shipping, ports, energy, logistics and technology. Their input shaped the inaugural Green World Awards and helped identify companies making real progress in sustainability.

Tina Benjamin-Lea Senior Logistics Manager - Construction & Project Logistics Northvolt Drei Project GmbH Germany

Dr. Sven Hermann Founder and Managing Director ProLog Germany

Stuart Broadley CEO Energy Industries Council (EIC) Scotland

Margaret A. Kidd Program Director and Instructional Associate Professor University of Houston USA

Christel Pullens Director a.i. PortXL Netherlands

Head International Air Charter Solutions Ascent USA

Hans Laurberg Owner, Consultant Lektinut Denmark

Thomas Sender Mehl Owner, Consultant T Sender Denmark

Łukasz

ESTA Europe Board Member Polish Heavy Transport Association / ESTA Europe Poland

Claudia Ohlmeier Head of Section Class Systematics Data and Operation Center DNV Germany

Thomas Skellingsted President 4D Supply Chain Consulting USA

Fayçal Boumerkhoufa

Chwalczuk

“AS INDUSTRIES CONTINUE TO EVOLVE, WE ARE SEEING POSITIVE INDICATORS ACROSS A BROAD RANGE OF SECTORS, INCLUDING OIL AND GAS, MINING, RENEWABLE ENERGY, AND INFRASTRUCTURE.”

- KYRIACOS PANAYIDES, AAL SHIPPING

CARRIERS TACKLE TARIFFS, TENSIONS AND

NEW OPPORTUNITIES

Kicking off our special carrier section, this timely Q&A features executives from BBC Chartering, AAL Shipping, and Chipolbrok answering questions on the sector’s biggest challenges and emerging opportunities – from geopolitical tensions and U.S. tariffs to project cargo prospects and fleet dynamics.

By Simon West

BBC PEARL arriving in Cape Town. Credit BBC Chartering

How would you describe the current state of the shipping market, and what strategies is your company implementing to maintain and grow its market share in this competitive environment?

Ulrich Ulrichs, CEO, BBC Chartering: The market remains generally strong, but political and economic uncertainties make it increasingly unpredictable for the rest of the year. Despite the arrival of new tonnage, BBC Chartering’s fleet will remain very stable in the coming years due to the newbuildings ordered: 15 LakerMax vessels and a total of 10 F500 vessels to be delivered by the end of 2026. Older tonnage will be phased out in the coming years. Therefore, we expect to at least maintain, if not expand, our market position.

Kyriacos Panayides, managing director, AAL Shipping: We could describe the multipurpose, heavylift shipping market as a sturdy ship navigating stormy seas. Unpredictable – external – events are creating choppy waters and certainly contributing to the uncertainty, yet the market fundamentals remain strong. It is somewhat paradoxical that despite the geopolitical landscape we operate in, we are enjoying a period of relative stability in rates – for the first time in a long time – buoyed by the healthy supply and demand balance, something we need to protect to avoid mistakes of the past. In situations such as these, it is important to remain agile, adaptable and focused

on our core competencies: serving our customers with regular and trustworthy services and highly capable tonnage. We laid the foundations of maintaining our position and growing in the market several years ago when we expanded our trade route coverage, operating regular and dependable sailings across them, and designed and ordered our Super B-Class fleet. The latter has not only expanded our tonnage offering overall but also bolstered our cargo intake capability to serve existing industry sectors and exciting new ones.

Janusz Kuzmicki, shipping director, Chipolbrok: The market is in fairly good condition with big projects, especially related to the energy sector with cargo being shipped from the Far East to the Middle East, Europe, South America or Australia. Chipolbrok focuses on two main aspects for growth: vessels (in 2025-2027, six newbuildings will be delivered) and local presence (opening offices in key hubs/markets such as Dubai). Some of these ships are ordered to replace part of aging tonnage – four Orkan class vessels built in 2003/2004. Other big vessels like the 62,000-deadweight tonnage (DWT) series geared with heavy cranes 2x150 ton (Gemini 300 ton) and substantial deadweight cargo capacity (DWCC) are used not only for big projects generated out of the Far East but also as a competitive possibility of bringing Supramax size of bulk shipments out of the regions. With our fleet number and long-haul intercontinental

trades we need a wider choice of available tonnage size that also grants flexibility in line with shipment volume and required destinations.

Which industries do you expect to drive the most project cargo demand over the next decade?

UU: The primary demand drivers remain oil and gas-related industry projects, as well as renewables. Additionally, mining and infrastructure are expected to exhibit healthy and steady demand.

KP: As industries continue to evolve, we are seeing positive indicators across a broad range of sectors, including oil and gas, mining, renewable energy, and infrastructure. Of course, renewable energy – particularly offshore wind energy – is a significant area of growth, but many regions are opting for a diversified approach

Remarks Wednesday, May 14 10:55am - 11:00am

Ulrich Ulrichs, BBC Chartering

Janusz Kuzmicki, Chipolbrok

Kyriacos Panayides, AAL Shipping

Sponsored by

to their energy mix, with continued investments in the oil and gas sector. Under both segments we see the construction of new projects as well as the refurbishment of existing assets. The latter forms part of a concerted effort in the oil and gas sector to upgrade existing plants as sustainability becomes an increasing priority. Over the next decade, we will continue to encourage partners to engage us earlier in the project lifecycle. This strategy of early planning and complete transparency is paying dividends for everyone in the supply chain.

JK: Wind farms and the energy sector as a whole will definitely remain a key part of shipments in the multipurpose segment over the next decade. This green revolution and new approach to cheaper sources of energy is a long-term process that has created big industry, and this industry needs specialized tonnage able to carry long blades, heavy nacelles and hubs. Chipolbrok is also constantly involved in shipments for other energy sectors

such as liquified natural gas (LNG) plants, modern gas-fired power plants and more traditional energy generating units. The world definitely needs a mix of energy sources, especially now in this transition period from older carbon emissions technology to modern and environmentally friendly energy sources.

With wind energy components increasing in size and weight, what challenges does this pose for project cargo logistics? Are current wind blades too big for ships – or will they soon be?

UU: We at BBC Chartering will focus on onshore wind energy components. Offshore equipment is, or will become, too heavy and large for our vessels. We will not enter the offshore wind market and will, for the time being, not invest in super heavy-lift vessels.

KP: Wind energy cargoes of all types are increasing in size, but the components of offshore wind farms are posing the greater challenges

for operators. While not the heaviest components handled on our vessels, the challenge with the increasing dimensions lies within the ability to transport multiple sets of wind turbines on one sailing to achieve economies of scale. However, this trend has been ongoing for many years now and is something we have prepared for with our adaptive fleet profile and our newbuild Super B-Class vessels. These vessels have been designed to address the energy needs of the future and are therefore able to accommodate large quantities of wind energy cargoes on one sailing, while the 150 m-long deck space is well-suited for turbine blades for offshore wind projects.

JK: The longest blade shipped by Chipolbrok was 91m long and for sure this will increase in the foreseeable future. The main issue with the increasing size of windmill components is related to vessel’s intake capacity – if less blades can be taken then higher transport prices will be paid and more vessels will be needed on the market

Chipolbrok’s 61,700 dwt multi-purpose vessel, Herbert Credit Chipolbrok

to fulfill demand. Building new vessels now is not an easy task, therefore this could lead further to a bigger gap between demand for vessel space and supply thus increasing transport prices again. We are adjusting our fleet size and deck carrying capacity in order to meet these new developments and demand. Our new ships will be offering big and unobstructed deck space for long blades exceeding 100 meters in length, which we can also load in more layers without limiting navigation visibility. Our operations are now more often constrained by the consignees’ ability to promptly receive the cargo for direct delivery, or by the limited availability of sufficiently large storage areas at ports when delivery to the final installation site is delayed.

How are geopolitical tensions, such as the Red Sea crisis and the war in Ukraine, affecting the logistics and planning of transporting project cargo? If Europe builds up its military and related infrastructure, does that present opportunities for the industry?

UU: Transportation planning is primarily influenced by “sudden” changes. Unfortunately, the industry

has become accustomed to the Red Sea crisis and the war in Ukraine, so the effects are now limited. Only the trades between the Mediterranean and the Persian Gulf, and vice versa, are still affected due to some carriers continuing to transit the Red Sea. The proposals and decisions made by the Trump administration are also a concern, especially if implemented on short notice. We expect the buildup of military and infrastructure in Europe to have only a limited impact on the project industry, particularly for MPP and heavy-lift carriers. A more positive economic development in Europe would be more beneficial for our industry.

KP: Geopolitical issues, such as the Red Sea crisis and the war in Ukraine, have undoubtedly created market uncertainty and posed significant threats to commercial shipping and the safety of our seafarers. However, three years into the war in Ukraine and nearly a year and a half since the onset of issues in the Red Sea, we have adapted. After the initial shockwaves, robust safety strategies have been put in place and the market has adjusted as we always do. While these challenges have led to heightened

costs and logistical complexities, the shipping sector is resilient. Despite these residual effects, cargo continues to move, demonstrating the industry’s ability to navigate turbulent conditions and maintain operations.

JK: The Red Sea crisis has significantly affected our shipping routes, leading us to schedule more ships via the Cape of Good Hope. This decision was driven not only by the need to ensure the safety of our vessels and crew but also by the requirements of shippers and charterers who are either unable to arrange sufficient insurance or unwilling to accept unpredictable risks when delivering cargoes worth millions. This routing extends voyage times and involves extra costs for us, but on the other side we are not paying expensive Suez Canal charges.

As a majority of multipurpose carriers decided to choose this longer way via the Cape of Good Hope, it has resulted in a reduced number of available ships and increased freight rates. The war in Ukraine has had a less direct impact on our operations, aside from a significant drop in bulk cargoes and fertilizers of Russian origin. However, this has been replaced by other bulk commodities,

The 32,000 dwt Super B-Class vessel, AAL Hamburg on its maiden voyage. Credit AAL Shipping

which we use to reposition our large vessels to Asia when largescale projects are not available. The expansion of the military industry is unlikely to generate significant additional shipments for multipurpose vessels, as most of the new production facilities in Europe will likely be supplied by local industries and manufacturers.

The U.S. plans to impose milliondollar fees on Chinese-built or operated vessels at its ports. How could this impact global shipping and supply chains? Do you foresee carriers adjusting fleet composition or rerouting cargo in response?

UU: The impact would be significant across all shipping segments, including MPP, tankers, containers, bulk and roll-on, roll-off (RoRo). Adjusting the fleet composition would take at least a decade, and yes, cargoes would be rerouted, or certain trades might come to a halt. This would affect carriers globally, as well as service providers, terminals,

stevedores, and, not to forget, customers in the U.S. and beyond.

KP: It is difficult to comment on any tariffs that have not come into force and on a playing field where goalposts seem to move with frequency. However, if it does move ahead, this policy will disturb ocean trade with the U.S. and some shipping segments will be harder hit than others. For multipurpose and project carriers, it is estimated that more than 80% of the global fleet has been built in China and almost the entirety of the current orderbook is with Chinese yards. It is likely that this policy, if it comes into effect, will also reduce traffic at smaller U.S. ports around the major gateways, as operators will have to minimize the number of U.S. calls and will be forced to consolidate trade with the bigger ports. This in turn could create chaos at the larger ports, with congestion, limited terminal or shore space to store big volumes of cargo and other incidental costs, shifting the freight levels of shippers and consignees to record high levels. Considering all the

repercussions, one would predict that inflation will also rise to record levels.

JK: 73% of the global project carrier fleet is built in China – 89% if you consider only vessels that are 15 years old or newer. In the case that fees are implemented, costs for any project shipped to China will significantly increase as all owners will want to simply shift 100% of these fees to customers. However, it is not possible to adjust fleet composition in the short term, and even rerouting vessels to other geographical areas will leave a minimal number of ships running the U.S. service. This will again increase freights for customers due to the lack of competition. If we factor in the new import tariffs just declared by U.S., then I’m afraid it does not look good for the country’s future business development. I believe the world in some way will adapt to this new situation, but it is hard to predict how the expected domino effect in rising trade barriers will change the worldwide economy.

BBC XINGANG departs Pikkala, Finland in April 2023. Credit BBC Chartering

Do you expect to see any immediate shifts in trade routes or cargo volumes in response to the tariffs imposed by the Trump administration? What challenges do these tariffs pose for ocean carriers?

UU: The project industry will only feel the impact of the tariffs with some delay, despite tariffs certainly also being valid for projects already progressing. Projects typically span longer timeframes, and the procurement and production of components for projects often have lead times of several years. Will there be rerouting of cargo? Probably in the medium to long term. But initially the biggest impact will be on the price tag for those behind a project.

KP: We have already seen the negative impact on the global economy from the recent tariffs announced in early April, with stock markets falling.

While there has been little impact thus far to our immediate operations, as fixtures are booked many months in advance, this new protectionist approach certainly does pose a threat to shipping and global trade in general. For AAL, we have had our own office and network in the USA for over a decade and a community of customers that rely on our regular and reliable services. We may only hope that at some stage – and hopefully soon – the consequences of such policy to the U.S. consumers and U.S. economy will convince the new administration to reconsider this approach.

JK: It is hard to measure the impact of these new tariffs on trade, but it is certain that U.S. business partners will need to calculate whether the new costs justify moving forward with certain projects, whether additional budget can be secured to complete ongoing contracts, or if

it would make more sense to pause or cancel altogether. Chipolbrok has been running a service to the U.S. for a long time, and it has always been an important route for our project cargo activity. We are therefore concerned about the future, but if needed, our vessels will be redirected to other areas. All in all, we can expect stronger competition and new scheduling initiatives. I fear we are entering difficult times as the fundamental rules of global trade have been deeply changed. Trade restrictions and new barriers consistently have a negative impact on the shipping industry, as our vessels are intended to bridge distances and facilitate global business relations.

Colombia-based Simon West is senior reporter for Breakbulk

The A-Class vessel AAL Newcastle transports wind blades. Credit AAL Shipping

*Breakbulk Exhibitor

Super B-Class Vessels

Open a New Chapter for AAL Shipping

By Felicity Landon

THE A OF REINVENTION

Sometimes the best lifeline in tricky times is a strategy of reinvention – backed, of course, by a steely determination to see things through. It’s an approach that has worked for AAL Shipping past; the multipurpose shipping operator has upended challenges to create and exploit opportunities across cargo types, client types and geographical locations.

AT BREAKBULK EUROPE…

Main Stage: Future-Proofing

Heavy-Lift & MPV Fleet Capacity

Wednesday, May 14 11:00am - 11:45am

Sponsored by

“WHAT

I LOVE ABOUT BREAKBULK AND PROJECT CARGO IS THAT EVERY PIECE OF CARGO YOU LIFT IS GOING TO BE DIFFERENT FROM THE OTHERS. IT’S THE DIVERSITY AND THE NEW CHALLENGES DAILY. IT’S CRAZY THE NUMBER OF DECISIONS YOU MAKE IN A DAY WHICH HAVE REAL CONSEQUENCES IN THE REAL

WORLD.”

CHRISTOPHE GRAMMARE

In 2025, as Austral Asia Line Pte Ltd celebrates its 30th anniversary, its new fleet of eight Super B-Class 32,000 dwt heavy-lift vessels looks set to reinvent AAL’s operations once again, thanks to a unique retractable weather deck extension system and other innovative features.

After taking delivery of the fifth and sixth Super B-Class vessels in the first half of this year, AAL will receive the final two of the series in 2026. As they arrive, shipping is urgently seeking new fuels for decarbonization, while also coping with geopolitical upheavals and uncertainties.

The dual-fuel Super B-Class vessels are e-methanol ready, ticking the sustainability box. But they are being built at the CSSC Huangpu-Wenchong Shipyard in Guangzhou, China and President Trump has threatened

massive port fees on Chinese-built vessels – more of which later.

The Super B-Class fleet marks a new phase for AAL Shipping, says managing director Christophe Grammare. He joined AAL 20 years ago and is keen to discuss the transformation he has witnessed – and driven – since then.

Like so many, he says he fell into shipping by accident. In 2000, having completed his engineering studies in France, he worked briefly for Airbus before moving to Durban to become container logistics manager for Delmas’s MIDAS Line, covering India, the Middle East and West Africa.

After three years, he became one of the youngest line managers for Delmas, taking responsibility for the new DIORS service connecting India and East Africa via Mauritius, Seychelles and Reunion, operating two

15,000 dwt multipurpose vessels.

“When I joined Delmas, there was a massive age gap; all the managers were in their 50s and 60s and the middle generation just wasn’t there, so there was a big demand for young people and talent, and we were pushed forward quickly. That was attractive for me because if I had stayed at Airbus, it would have taken me 20 years to get into management,” he says.

In 2005, he was invited to join AAL as general manager, running the Asia-Australia East Coast services, based in Brisbane. He was appointed managing director of liner services in 2012, then moved to Shanghai as commercial director in 2016. In 2017, he relocated to Singapore, where he became managing director in 2022, before returning to Brisbane.

Milestone Deliveries

“Head office was in Brisbane when AAL was established – 30 years ago it was basically a container service between Brisbane, Darwin, Singapore and Indonesia which gradually expanded all the way to China and then split into two offices, for Australia and Southeast Asia,” recalls Grammare.

When I joined, it was 50-50 containers. The service was driven a lot by northbound – exporting commodities from Australia and handling inbound steel and containers. Since then, we have seen massive changes at AAL – we are now carrying up to 80% project cargo into Australia and most of the time we ballast it because bulk doesn’t pay enough to hold it back.

“When I joined AAL, I didn’t have much of an idea of breakbulk to start with. I had to learn on the spot and as the company grew, so did our capability.”

A milestone was the delivery of 14 newbuildings between 2010 and 2012 – ten A-Class and four S-Class.

“Our previous generation vessels were not geared for heavy-lift. The arrival of these vessels was a different ballpark altogether. Suddenly what we could do completely changed.

AAL Limassol on its maiden voyage transporting barges and wind turbine blades. Credit: AAL Shipping

“That was what I call phase three of AAL. Until that time, we were still mainly focused on Australia but once we took delivery of these 14 newbuilds, we really had to expand.”

Initially the company was running two brands – the Australasia line and a service called Project Asia Service (PAS). As project cargo grew, the decision was made to rebrand everything under the AAL flag.

However, AAL was taking delivery of a lot of vessels in a very difficult market after the global financial crisis. “These were tough years as we were trying to expand. The Australian market really shrank. We started tramping – wherever there was a cargo, we would send a ship. But these ships were large and needed employment. We had to adapt, and we built the Europe-Asia trading line.”

A Game of Survival

People often forget that this was a long period of struggle for the whole shipping industry, says Grammare. “2010-2020 was a survival game, with minimum teams working crazy hours. We lost a lot of people in the industry. When Covid hit and rates went through the roof, it was a bit of a lifeline for carriers. After ten years of struggling, we all needed a cash injection to invest into newbuildings, start afresh, invest in HR, really get business underway.”

Was he ever tempted to leave the industry himself? “I love the industry. What I love about breakbulk and project cargo is that every piece of cargo you lift is going to be different from the others. It’s the diversity, and the new challenges daily. It’s crazy the number of decisions you make in a day which have real consequences in the real world. We have carried bridge sections which were bigger than our ship, cutting part of the vessel to fit them on. We have moved a giraffe for a zoo.”

The eight 32,000 dwt Super B-Class vessels represent the same degree of change as the 14 vessels of 2010-12. The crane capacity is similar but what

Christophe Grammare speaks at Breakbulk Middle East 2025 in Dubai.

Credit: Spaceplum

the vessels can do is “quite beyond” those of the earlier generation, he says.

The configuration of three heavy-lift cranes along the port side provides for a maximum lifting capacity of 800 tonnes and the ability to spread project cargo across the ship, no longer mixing with steel or other breakbulk to fill the gaps. There is a fully open, uninterrupted deck and two large holds capable of loading much larger units. Having two holds where there were five on the A-Class, the absence of a center line bulkhead means the full width and length of each hold can be used.

Headline Innovation

But the headline innovation is the AAL ECO-DECK retractable weather deck. Based on twin deck pontoons extending out either side, the ECO-DECK increases the width of the deck from 25.5 meters to 34.8 meters. The combined area of the hatch cover deck and the ECO-DECK is more than 5,000 square meters, compared to 2,690 square meters on the A-Class vessels with a similar deadweight – an increase of about 85%.

The accommodation is built forward so there is no limitation

to the cargo height that can be loaded. “Having the accommodation forward and the enormous open deck is a huge change. We can really load some interesting cargoes.”

Grammare compares the ECO-DECK to an aircraft carrier design with deck overhangs, and the concept came from AAL’s own engineering team. “Other yards are now copying the concept, but this was our design. It takes only a couple of hours’ preparation to extend the width of the deck.”

The expanse of deck means that AAL is competitive in new areas and the larger project market – offshore wind being a real standout, says Grammare. “Not so many vessels can transport a large quantity of offshore wind components. The towers are very heavy, very long, very voluminous.

“To be cost-effective, a ship needs to carry more than two or three sets. On the Super B-Class, we can carry six or seven sets. And that is for a vessel which is essentially the same dimensions as the previous generation.”

The designers kept the vessel length at the “sweet spot” of under 180 meters: “As soon as you do

project cargo, you often go to berths that are not fully developed and length or draft can be an issue.”

The excitement of the Super B-Class vessels is clear. “As much as I was there when we designed the A-Class, I was a lot more junior then and didn’t have so much input,” he says. “These ships were designed in 2020 and then we had to wait for the money to come in to place the order. When the first Super B-Class vessel was delivered, it was fantastic.

“Essentially it was a proof of concept and it was really exciting to see the ship in real life. I still remember that feeling of “wow” when we first climbed on the vessel, actually sitting on the deck and seeing one huge open surface out in front of you.”

The rest of the fleet remains in operation and the Super B-Class delivery schedule gives time for each vessel to be absorbed into the fleet before the next one arrives.

“Because we have started to market for the offshore wind cargoes which we didn’t before, the new vessels are not consuming the cargoes we would otherwise be carrying,” says Grammare.

E-Methanol Ready

The new vessels are e-methanol ready. “Realistically, for e-methanol to become financially viable, we still need to see a lot of technological innovation around carbon capture and there needs to be a lot more production,” says Grammare.

“If everything goes well, we think that for a tonne of e-methanol to be the same price as [traditional] fuel today will be something in the range of ten

to 15 years. Paying marginally more is acceptable, but double or triple the price is not. At the moment it’s ten times – nowhere near comparable. But the big issue is that it isn’t being produced in a quantity that is sustainable.”

However, he points out, these ships are being built for the next 20 to 30 years and only minor modifications will be needed to burn e-methanol during a likely ten-year transition period.

As FuelEU regulations kick in, AAL is looking at biofuels, probably as a 20-30% mix with existing fuel. The Super B-Class vessels are not only designed to carry double the volume of cargo but also have optimized hull design and engine to deliver far less fuel consumption than previous generation vessels.

Grammare is not concerned about suggestions that the U.S. under President Trump is turning away from energy transition. “Ultimately, the transition has not been led by the U.S. but by Europe – and that hasn’t changed. FuelEU will push everyone to buy biofuels and there is huge investment in research for hydrogen and other technologies. Decarbonization is the right thing to do, and I don’t see that trajectory changing any time soon.

“ESG reporting requires companies to report what they are doing every year to improve their environmental impact. The EPCs designing major projects are very motivated that their cargoes are being carried on vessels that are as environmentally friendly as possible. Otherwise they can’t get finance.”

Port Charge Threat

Geopolitical upheavals have their impact and create uncertainty. One of these is Trump’s threat to charge a US$1m fee for every Chinese-built ship calling at an American port. If implemented, this could turn the market “upside down,” warns Grammare.

“We believe from our own research that 60-70% of MPVs are being built in China and up to 85% of the orderbook is there. Yards in Korea and Japan are not interested in building complicated MPVs, preferring to focus on standard container and bulk vessels. So even if you want to, it’s almost impossible to buy an MPV at an economic price except in China.

“A lot of what we carry to the U.S. goes to support its energy demands. A lot of components are needed for power generation and come from overseas. While this suggested charge would possibly add $300 per teu for the container fleet, for us, with one shipment from A to B for one project, it could add $1m to the freight costs. This would eventually impact the U.S. power grid.”

Meanwhile, AAL ships continue to avoid the Red Sea due to the Houthi attacks on shipping.

Tariffs and protectionism, he says, are “nothing new.”

“We have always prided ourselves on being resilient, flexible and adaptive to market changes,” says Grammare.

“That’s how we got through the global financial crisis with 14 new ships on our hands, moving from a regional to global carrier while everyone else was going backwards.

“We have navigated Covid, the change of fuel and a steep expansion. We now operate 30 vessels – when I started, it was five. For us, it is still full steam ahead – expanding and looking at new sectors where we haven’t necessarily been active before.”

Felicity Landon is an award-winning freelance journalist specializing in the ports, shipping, transport and logistics sectors.

*Breakbulk Exhibitor

The A-Class vessel AAL Newcastle transporting yachts

Credit: AAL Shipping

LETTING CLIENTS STEER THE COURSE

Staying Close to Customers Key to Success for SAL’s Dominik Stehle

“When the sun is out, Hamburg is a beautiful place,” Domnik Stehle tells me from SAL Heavy Lift’s head office in the northern German city. On a cold day in mid-March, there was no sign of sunshine, but SAL’s newlyappointed managing director was in good spirits, nevertheless.

Stehle’s voyage from his hometown in southern Germany to Hamburg in the far north was rather indirect – via Texas, Florida and Japan – he explains. “I grew up close to the border with Switzerland on Lake Constance, which is very scenic, with the Alps in the background.

“It was a beautiful place to grow up as a kid but a friend of mine went to sail on a military ship for the German Navy and, when he came back from these trips, he always told stories and so I wanted to enter the Navy as well.

“I completed my military service in the Germany Navy and went to a place located at the far opposite of where I grew up, to the island of Sylt, which is the northernmost island in Germany. After that, I decided to study shipping and logistics in Bremen, because I wanted to see the world. I wanted to branch out and basically do something different compared to what my friends did at the time.”

His first overseas posting came in 2005 when he accepted a job at

Dockwise (later Boskalis) in their yacht transportation division, based in Fort Lauderdale, Florida.

“They told me to take a flight down to Genoa, Italy, board a ship and sail over – so that’s what I did. I arrived in Fort Lauderdale and my responsibility was basically to look after the markets in the Caribbean, Europe, and in the South Pacific, but that’s a very seasonal business. I signed booking notes in marinas, that’s how I entered the shipping industry.”

In 2009, a move to deugro followed. Besides a one-year stint in Japan, he spent most of his time with the project forwarder in Houston, Texas. “My task was to build up that company to become the leader in the U.S. market,” he says.

“In a place like Houston, you learn a lot about clients. You learn a lot about the industry due to the complexity of the work you see by talking to these clients, by spending time with them. So I’ve always been a very client-focused person.”

Procurement Shift

Keeping his clients close, Stehle soon noticed a shift in the way customers wanted to do business.

“The way these large-scale projects were awarded was changing in terms of the complexity of the scope of

By Luke King

services and what was awarded to the forwarder, versus what was awarded to the carrier and the heavy-lift, heavy-haul companies.” In particular, the shift was related to how projects were awarded to the EPC companies by the project owners, he said.

“In the past, it was all based on cost-reversible contracts, so the EPC made their money by putting as many people as possible on these jobs, charging the project owner a fee per day, per person and the procurement was done with a very thin margin.

“Then, the Asian EPCs moved in and targeted the traditional markets where the western EPCs were already active. They asked the project owners: Why do you do this? Why can’t you award this contract on a lump-sum basis? We’ll build you that refinery for US$5 billion, for example, and if we exceed that price we lose money – but if we end up below, it’s our profit.”

Western EPCs were rapidly forced to adapt to that model, Stehle recalls, but they didn’t have the experience in executing lump-sum contracts –prompting a number of them to partner with their peers in Japan. “There were these famous connections between Fluor and JGC, or McDermott and Chiyoda, for example; companies would team up to learn from each other in order to get the

pricing right and try to make money in this lump sum environment.

“That kind of transformed the market in the U.S. and, all of a sudden, large-scale contracts and high revenue services were now awarded directly to carriers and heavy-haul companies, often bypassing a freight forwarder. Every dollar saved in procurement went straight down to the bottom line. That’s the point when we sat down and worked on the idea of dship Carriers – we were looking for another vehicle that could be put in front of the customers in order to still retain the business.”

Stehle was a founding member of dship in 2014, and moved to Hamburg two years later to progress the ship-owning arm of the German freight forwarder.

New Global Norm

“I decided to leave the deugro Group in 2019 when lump sum quoting had become the global norm, as had the new way of directly awarding business to the asset-owning transportation providers,” Stehle says.

Wednesday, May 14 11:00am - 11:45am

MV Anne-Sofie in Hamburg.

Credit: SAL Heavy-Lift

“IN THE PAST, A LOT OF SHIPS WERE BUILT BASED ON DECISIONS MADE BY BANKS, DECISIONS DRIVEN BY FINANCE, BUT ACTUALLY VERY DETACHED FROM THE MARKET.”

“That was not only the case in the U.S. – it also applies to more traditional markets like Japan and Korea. When you looked at the carrier industry, I would say it was rather reactive in the sense that they responded to the inquiries and tenders they received. But if you want to be successful with large-scale projects, you need to be a lot more proactive and start your engagement process much earlier.

“That process begins months, if not years, before a tender is even issued. It’s crucial to engage with these clients much earlier. And that’s something that the forwarders were much better at, as they stayed closer to their customers. They knew a lot of things that the carriers didn’t necessarily know.

“Carriers tend to focus on their assets, while the world of project forwarding revolves around clients. I always felt that if you bring the commercial approach of a project forwarder to a carrier, that’s the ideal scenario – not only for the client, but also for the carrier itself. I feel the companies best positioned for these logistics challenges in the future will be those that really have control over assets.”

After leaving deugro, Stehle spent 18 months as chief commercial officer at Zeamarine, the ill-fated shipping line formed in 2018 through the merger of Zeaborn Chartering, Intermarine and Rickmers-Linie. At its peak, the company operated a fleet of over 85 vessels, but expanded too quickly and declared insolvency in 2020, with the majority of its assets and personnel absorbed by other heavy-lift shipping companies, including United Heavy Lift, dship Carriers and BBC Chartering

Remaining in Hamburg, Stehle would serve as chief commercial officer at United Heavy Lift for more than four years.

A New Start at SAL

He took up his new role as managing director of SAL Heavy Lift – part of the 70-vessel-strong JSI Alliance that comprises Jumbo, SAL and

Intermarine – in February 2025 and had only been in post for less than a month when we met in March.

“It’s been an intense couple of weeks,” he said. “I’d say I’m listening a lot. I’ve spoken with a lot of people, and though my initial work is still ongoing, I’m very impressed. SAL is a very solid company.”

Founded in 1980, SAL is now owned by Harren Group, a Bremen-based shipping and logistics group that acquired the shipping line in 2017. Its portfolio also includes Combi Lift, a project freight forwarder. Additionally, the Harren Group owns Intermarine, the Americas liner service specialist.

“When I accepted the position here, what impressed me very much is how financially independent this company is, which is not necessarily the standard of the industry,” says Stehle. “Our balance sheet is very healthy and we are prepared for something that will become necessary in the future – namely fleet renewal.

“Shipping is a very capital-intensive business so in order to participate you need to have a lot of money to even be part of the market. When it comes to fleet renewal, my philosophy is not to make decisions based on what worked well in the past, but rather to make decisions based on what will work, or what may work best in the future.

“Market conditions change very quickly in this industry so before we even come to future fuels and the environmental aspect, I think what we have in mind is to design vessels and build our own market – a market that maybe doesn’t exist yet. And if you have the right ships, clients start designing their equipment, what they want to transport, based on your specifications.”

For Stehle, this goes back to the importance of knowing your client. “Designing a new ship, there are so many things you have to consider. And you can only do that if you talk to the customers, know your customers, know what they have in mind, know how they see the future.

“In the past, a lot of ships were built

based on decisions made by banks, decisions driven by finance, but actually very detached from the market.”

Ultra-Efficient Vessels

When it comes to new vessels, Stehle says SAL has “other designs in the drawer,” beyond what has been publicly announced.

What is known is that SAL will receive at least five new generation heavy-lift ships built at Wuhu Shipyard, China, and described as “ultra-efficient vessels that set the benchmark in terms of emissions and technical capabilities.” A launch ceremony was held to inaugurate SAL’s first delivery, MV Elise, at Wuhu late last year.

“First of all, they’re equipped with two very strong cranes of 800 tonnes each,” says Stehle, “allowing us to lift pieces up to 1,600 tonnes. We don’t want to replace ships that we have –we want to build something new.

“When you compete in that 500-tonne segment, you compete with everybody. It’s my philosophy to build vessels that capture most of the market, which is a very difficult thing to do.

But if you have a ship that can pretty much handle 95% of the market, then that’s a perfect ship, in my opinion.”

While flexibility is a priority, SAL’s Orca class vessels have clearly been designed to carry wind cargoes that are ever-increasing in size, as well as other voluminous components such as modules. In fact, the first two Orca deliveries are exclusively used for the transportation of offshore wind turbine components in a longterm partnership with Siemens Gamesa Renewable Energy

In terms of alternative fuel adoption, there’s no certainty – at least for now. “There are alternatives to heavy fuel oil but the infrastructure remains the issue,” says Stehle. “We tramp around, we go to places that some people have never heard of before and we have to be able to take bunkers there.

“If the infrastructure is not there, it leaves us with very few options. We are not like a container carrier that goes from A to B and can always plan ahead, so that doesn’t work that well in our business.

“The engines we have on the Orcas are ready for alternative fuels, but for

the time being it will have to be the traditional fuel that most carriers in our segment are using. That being said, these vessels are super-efficient: they burn around only a third of what comparable older ships of that size do.”

Competitive Advantage

It’s well documented that the project shipping sector is doing brisk business at present, but it’s not all smooth sailing. In the U.S., President Trump is contemplating imposing steep fees on Chinese-built ships calling American ports – to say nothing of the reciprocal tariff regime he introduced in April.

“Looking ahead, geopolitical events could change everything overnight,” says Stehle. “The fees on Chinese-built vessels could have a huge impact and, in my opinion, freight rates to the U.S. could skyrocket if nobody wants to go there anymore and they can’t compete.

“And, as a result, these vessels will then compete in other markets, and there will be an oversupply elsewhere.”

Stehle may, however, have spotted a silver lining in any U.S. action targeting Chinese-built ships. “We are lucky in

Launch of SAL’s first Orca Class vessel MV Elise at Wuhu Shipyard in China. Credit: SAL Heavy-Lift

the respect that a large portion of our fleet was not built in China. Depending on what is decided, that could give us a competitive edge. Our older fleet could, all of a sudden, start to become an advantage, at least for trading to the U.S.”

Stehle also has an eye on the promising offshore installation sector. “This is where we want to take this company – expanding our service offering by installing offshore wind transition pieces and other similar cargo.

“Some of our ships are fitted with the dynamic positioning systems that allow us to compete for these installations and, for us, it’s not a very competitive sector because the alternatives that these clients have cost many times more.”

Notwithstanding, Stehle says there is “nothing that could compensate for wind.”

“The entire industry, not only us, but all MPV carriers, are dependent on transporting wind and renewable cargoes. Whether it’s blades, towers, nacelles, monopods, transition pieces – we all depend on wind.”

Stehle admits to feeling “a little bit concerned” about developments in the sector. “There will be demand going forward. Wind farms will be built for many years to come, but historically it has been the Western companies such as Siemens, Vestas, GE, that have been successful in that market.

“But now the Chinese are moving in and progressing in the same way they are in the car industry. They can move fast and I do wonder about the competitiveness of the Western wind manufacturers.

“The Chinese have now received permission to deliver offshore wind farms in Europe, which is something they were very far away from, until recently. It’s not clear if Europeanbased shipping lines are going to get this business from China.”

Planning for the Future

All of the uncertainty around geopolitics, trade restrictions and customer demand is making planning for the future difficult for project cargo carriers. “We have

to make decisions based on what we know now,” says a pragmatic Stehle.

“We cannot base our decisions on assumptions around how policy will be changed in the future and what kind of fuels will be available in 15 years from now. I mean, if you try and plan for every scenario, you will never build a ship.

“At some point, you have to make a decision based on what you know, what you expect and what you can foresee in the future. And it’s not only the ship, the infrastructure around it plays a big role and that can only be changed by the politicians and administrations around the world.

“I do feel like there’s one regulation after the other being introduced. We’re not even done explaining one regulation to a customer and then there’s the other one. Europe’s producing industry is suffering and needs stimulating measures. Germany has now decided to invest one trillion euros in all kinds of projects, also with the goal to boost the military and producing industries.

“Imbalanced trade lanes have always been there, but there were markets that were more balanced than they are now. You always had good voyages from Asia to Europe, and okay voyages back from Europe to Asia. Now, we have only good voyages from Asia to Europe.”

Looking ahead, Stehle says

Intermarine is likely to become an Americas-only brand, while the SAL name has increasingly more visibility in the rest of the world. On the prospect of growing the JSI Alliance, he says: “This industry works like a roller coaster. Either you make a lot of money or you lose everything you have, right? There’s not much in between.

“I would not rule out expanding the alliance, I would not rule out the acquisition of other companies, maybe in lieu of building ships on our own. You can’t rule out anything in this industry.”

Before our interview wraps up, I ask Stehle what he likes to do when he’s not working. Free time is scarce, he says, since he and his wife have two young children – and another on the way. “I like to fish, whenever time allows it. I like to be in the mountains, I like to hike and cycle, and I’m a very social person,” he adds.

“We’ve been living in Hamburg for a couple of years and I love the city. It’s got everything I want, maybe apart from the weather! But I like it here, I’ve made my home here, and this is where I would like to stay.”

Involved in the project cargo industry since 2007, Luke King is managing editor of Breakbulk

*Breakbulk Exhibitor

*BGSN Member

Dominik Stehle with his wife Svenja and their children Emil and Eloise

THE STORY OF BREAKBULK EUROPE

Two Decades of Connection and Collaboration

DBreakbulk had grown into the industry’s largest exhibition. Based in New Orleans, it was a place where deals were made over coffee by day and cocktails by night. The charm of the city—jazz clubs, garden courtyards— only added to the appeal. But European attendees wanted something closer to home. As Breakbulk co-founder John Amos put it, “They wanted their own Breakbulk event, so we got busy.”

The location choice wasn’t difficult. The Port of Antwerp had been a longtime exhibitor at Breakbulk

as host port. Working closely with shippers, carriers and forwarders, the team shaped an event modeled on the U.S. version, with a European identity. The aim was simple: connect more companies across more regions, with Europe as a central hub.

The effort was led by Edouard “Eddy” Dekkers, Albert Pegg and the late Jean-Jacques Westerlund. Their pitch? Antwerp was already Europe’s biggest breakbulk port — why not make it the place for global industry leaders to gather?

The first Breakbulk Europe opened its doors in May 2006 at the Hilton Antwerp Old Town. Just behind the hotel sits a quiet square, a step off from the cobbled warren of Old Town. This is where many attendees first experienced the charm of Antwerp: its café terraces, winding alleys and the towering spire of the Cathedral of Our Lady, which has stood since the 14th century and still isn’t officially finished. That mix of history and business set the tone. Organizers hoped for 400 people. Over 700 showed up, pushing

By Leslie Meredith

Edouard “Eddy” Dekkers

Jean-Jacques Westerlund

Albert Pegg

the venue to its limits. “It exceeded everyone’s expectations,” Amos said. “The fire marshal almost shut us down!”

From there, the momentum grew. Breakbulk Europe moved to the Antwerp Expo in 2007 and continued to expand. “Ten years ago, it was a small-scale affair with just 30 exhibitors, but even then, it was clear – a star had been born,” said Luc Arnouts, chief commercial officer of Antwerp Port Authority.

Exhibitors brought their own flair. MACS had its famous rhino. The Port of Antwerp suspended rolls of steel from the ceiling. Ports of Spain carved jamón ibérico in their stand. Magdenli’s prankster ice cream man became a fixture. The expo floor was full of energy and personality.

Off the show floor, the action continued. Den Engel pub near Antwerp’s City Hall turned into Breakbulk’s unofficial after-hours HQ,

thanks to Ports America. For anyone who needed a reset the next morning, Flensborg Associates’ Breakbulk BUSINESSrun delivered what Arnouts once called “a gentle reminder that there is no gain without pain.”

As the event marked its 10th anniversary in 2015, it had become the must-attend show in the region, drawing more than 300 exhibitors and 6,500 delegates. But Antwerp Expo was at capacity. Organizers went looking for a new home.

That led to Bremen. The twin ports of Bremen and Bremerhaven offered the scale needed for growth. The venue, Messe Bremen, was modern and spacious, located just a few blocks from Bürgerpark—a vast, wooded greenspace that provided the perfect setting for the BUSINESSrun.

The city brought its own charm, with a historic Town Hall where the Minister of Transport welcomed attendees at a special reception. Just beyond, you could take a photo next to the famous Musicians of Bremen statue and wind through the narrow streets of the Schnoor, the city’s oldest district, dating back to the 1400s. In 2018, attendance jumped by 26%, and the numbers kept rising.

Then came the pandemic. Breakbulk Europe was first postponed, then canceled. For the first time, there were no crowds, no stands, no hugs and handshakes. But the Breakbulk team didn’t sit idle. A remote communications program was launched, including webinars and the BreakbulkONE newsletter to keep the community connected.

The first Breakbulk Europe opened its doors in May 2006 at the Hilton Antwerp Old Town. Credit: Shutterstock

Messe Bremen.

Luc Arnouts.

“The funny thing is, even after we returned to live events, our subscribers kept growing,” said Leslie Meredith, product director for the Breakbulk portfolio. “So, we kept it going.”

The live event returned in 2022 with a new host city: Rotterdam. Known for its forward-looking approach to logistics and design, the city offered striking contrasts—ultramodern buildings like the cube houses and Markthal paired with old port infrastructure reimagined for today’s use. Many attendees took to the water to get around, using the city’s water taxi network. The welcome was citywide. The Breakbulk Boulevard street party lined Schiedamse Vest, Spido boat tours offered views from the Maas and a VIP cruise aboard the Nieuwe Maze, complements of the Port of Rotterdam, gave attendees a chance to see the port in action.

That year also marked the debut of Women in Breakbulk in Europe, giving women in the industry a dedicated space to network, share experiences and build connections. What started as a small meetup has since become an essential part of the event.

Port of Antwerp stand had suspended rolls of steel hanging from the ceiling back in 2007.

Exhibitors continue to see real business value on the show floor.

“Breakbulk is the leading exhibition that’s not just for suppliers but customers too,” said Graham Witton, managing director of Antonov Airlines. “We’ve been exhibiting since 2007, and we’ve captured so much business and so many new leads from participating, plus putting the brand around the world – Breakbulk is not an event we can ignore.”

That mix of longtime presence and new opportunity is part of the event’s draw. “What makes this event unique is its ability to bring together a diverse group of global

professionals under one roof, providing an unmatched platform to discuss challenges and opportunities in the breakbulk and project cargo industry,” said Luz Marina Espiau Moreno, chief commercial and marketing officer at the Port of Tenerife. “This year [2024], our focus was on highlighting the recent development of the Port of Granadilla as a key logistical hub for renewable energies and offshore operations, which generated significant interest and opened several doors for future initiatives.”

Even after nearly two decades, the show remains the place to do business. “Our customers are here. Our competitors are here. We have to be here,” said Mikolaj Magielka, sales executive at Chipolbrok, an original Breakbulk Europe exhibitor.

“It’s a fantastic opportunity to meet all the people we work with in one place. Nothing beats the down to earth business we do at our booth.”

In 2010, the event took another step forward with the introduction of the VIP Shippers Club, now known as the Global Shippers Network. Different name, same purpose: to bring the project decision-makers into the event in a meaningful way. By involving energy companies, EPCs and other industrial shippers, Breakbulk Europe created a platform where service

Antonov Airlines

First ever Women in Breakbulk event

providers can hear directly from their customers and better understand the drivers behind major projects.

And while the networking is legendary, the conference sessions have become just as important—especially now. Faced with economic uncertainty, regional conflicts, shifting energy strategies and trade disruptions, the industry is navigating more complexity than ever. Developed with input from the Breakbulk Europe Advisory Board, the agenda is designed to tackle the issues that matter most.

As John Amos, original program director for Breakbulk Europe and former head of global logistics at Bechtel, said: “While it’s always great to come together, it’s in times of trouble that the Breakbulk events become even more important. Only together can we find the best way forward.”

Chipolbrok

20 YEARS OF BREAKBULK EUROPE

From Ports and Projects to Pandemics and Pivots — This is Our Industry, Year by Year

1st Annual Breakbulk Europe

Transportation Conference and Exhibition 16-18 May 2006

Location: Hilton Antwerp, Belgium

Theme:

Negotiating a Robust Market

2nd Annual Breakbulk Europe

Transportation Conference and Exhibition 22-24 May 2007

Location:

Antwerp Expo, Belgium Theme:

Maintaining the Momentum

Project of the Year:

Olkiluoto Nuclear Power Plant – Finland

Finland becomes the first Western European country in 15 years to build a new nuclear reactor.

Credit: TVO

Project of the Year:

Panama Canal Expansion – Panama

Consortium led by Spain’s Sacyr and Italy’s Salini Impregilo began the US$5.3 billion project to accommodate larger vessels.

Credit: ACP

3rd Annual Breakbulk Europe

Transportation Conference and Exhibition 27-29 May 2008

Location: Antwerp Expo, Belgium Theme:

Meeting Market Challenges

Project of the Year:

SeaGen Tidal Turbine – UK

Siemens subsidiary Marine Current Technologies provides the world’s first commercial-scale tidal generator.

Credit: MCT-Siemens

Credit: Shutterstock

Global Financial Crisis - Europe Slips Into Recession

Location: Antwerp Expo, Belgium Theme: Working Toward Recovery

Project of the Year: EU Launches the Baltic–Adriatic Corridor – Italy

TEN-T’s €26 billion project to link Gdańsk to Ravenna in Central Europe via modernized road and rail.

Credit: Adriatic LNG

Location: Antwerp Expo, Belgium Theme: Looking for Opportunities

Arab Spring Begins - Geopolitical Turmoil Closes Ports, Escalates

Project Risk Credit: Shutterstock

Project of the Year: ITER Construction Starts – France

35 nations collaborate to build the world’s largest tokamak fusion device–the ultimate in renewable energy.

Credit: ITER

Location: Antwerp Expo, Belgium Theme: Thinking Globally for the Long Haul

Fukushima Disaster - Nuclear Power Falls Into Disfavor Credit: TEPCO

Project of the Year: Gotthard Base Tunnel Complete –Switzerland

High in the Swiss Alps, tunneling is completed on the world’s longest rail tunnel.

Credit:Alp Transit Gotthard Ltd.

7th Annual Breakbulk Europe

Transportation Conference and Exhibition 22-24 May 2012

Location: Antwerp Expo, Belgium

Theme: Cautious Optimism

Project of the Year: Crossrail Construction Begins – UK

Europe’s largest construction project, London’s €14.8 billion Crossrail, is underway using eight tunnel boring machines.

Credit: Crossrail

2013

8th Annual Breakbulk Europe

Transportation Conference and Exhibition 13-16 May 2013

Location: Antwerp Expo, Belgium

Theme: Tapping Emerging Markets

Project of the Year: London Array Inaugurated – UK

2014

9th Annual Breakbulk Europe

Transportation Conference and Exhibition 12-15 May 2014

Location: Antwerp Expo, Belgium

World’s largest offshore wind project at 630MW proves feasibility of large-scale offshore wind developments.

Credit: London Array

Theme: Moving the Gears of the World’s Big Business

Project of the Year: Liefkenshoek Rail Link Opens – Belgium

16.2-km freight railway connects the left and right banks of the Port of Antwerp to improve cargo flows.

Credit: VINCI Construction Grand Projets

Oil Price Crash - Projects Stalled as Prices Plummet Credit: Shutterstock

2015

Breakbulk Europe 2015 18-21 May

Location: Antwerp Expo, Belgium Theme: 10th Anniversary

Project of the Year: Main Fractionator Installed at Total Refinery – Belgium

In Antwerp, Aertssen Kranen and ALE install the main fractionator at Europe’s third-largest refinery.

Credit: Aertssen

2016

Breakbulk Europe 2016 23-26 May

Location: Antwerp Expo, Belgium

Oil and Commodities CrashExploration Budgets Slashed, Mining Investment Collapses Credit: Shutterstock

Project of the Year: MeyGen Tidal Array Connects to Grid –Scotland

The world’s first commercial-scale tidal array begins operations using four 1.5MW turbines from Andritz Hydro.

Credit: Apollo

2017

Breakbulk Europe 2017 24-26 April

Location: Antwerp Expo, Belgium

Project of the Year: Construction Begins on Akkuyu Nuclear Power Plant – Türkiye Hareket manages the transport of components for Türkiye’s first nuclear power plant.

Credit: Hareket Heavy Lifting and Project Transportation

2018

Breakbulk Europe 2018 29-31 May

Location: Messe Bremen, Germany

Project of the Year:

F-35A Airframe Ships from UK – UK

BAE airframe travels from Hull and Immingham to Texas, spotlighting the UK’s key role in the Joint Strike Fighter program.

Credit: BAE

2019

Breakbulk Europe 2019 21-23 May

Location: Messe Bremen, Germany

Project of the Year:

Hamburg’s Hyperloop Leap – Germany Port of Hamburg agrees to develop hyperloop tech with HyperloopTT for ultra-speed cargo transport through vacuum tubes.

Credit: Hardt

2020

Breakbulk Europe 2020 27-28 May

Location: Online

Theme:

Bridging the Gap Until We Can Meet Again: Breakbulk 365 Webinar Series, launch of BreakbulkONE newsletter

Global Pandemic Forces Industry Lockdown

Project of the Year: Projects Delayed, Workarounds Found – Around the World Industry navigates shutdowns, shifting schedules and drop in new project starts, while tech adoption accelerates.

Credit: AAL Shipping

2021

Breakbulk Connect - Europe Edition 17-21 May

Location: Online Theme: Meeting Unprecedented Challenges

2022

Breakbulk Europe 2022 17-19 May

Location: Rotterdam Ahoy, Netherlands Theme: Welcome to Rotterdam

Russia Invades Ukraine: Crisis drives Europe’s new investment in LNG, renewables and non-Russian suppliers

Credit: Shutterstock

Project of the Year: Construction Underway at Sasa PTP Complex – Türkiye

Heaviest project cargo ever carried on Türkiye’s public roads.

Credit: Sasa

The Antonov An-225 Mriya, the world’s largest cargo plane, was destroyed by Russian forces during the early stages of the 2022 invasion at the Hostomel Airport. Credit: Antonov

Project of the Year: Baltic Eagle Comes Online – Germany

The 476MW project is the second of three large-scale offshore wind farms, forming the largest offshore wind complex in the Baltic Sea.

Credit: Iberdrola

2023

Breakbulk Europe 2023 6-8 June

Location: Rotterdam Ahoy, Netherlands

Project of the Year: First Nuclear Reactors Arrive at Hinkley Point C – UK

EDF took delivery of one of its PWRs –the first civil nuclear reactor to arrive in the UK in more than 30 years.

Credit: Osprey Group

Location: Rotterdam Ahoy, Netherlands

Project of the Year: INEOS Project ONE Takes Deliveries –Belgium

One of Europe’s largest-ever chemical sector investments at €3 billion, marks milestone with arrival of 10 storage bullets from China.

Credit: deugro

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GREEN STEEL STALLS AS UNCERTAINTY DENTS

HYDROGEN

PLANS

By Amy McLellan

European Steelmakers Forced to Adapt to Soaring Costs and Shifting Trade Dynamics

The month of April 2025 is likely to be one of those months that, for years to come, marks a spot on a graph where something monumental happened. Following President Trump’s “Liberation Day” announcement, which imposed a suite of tariffs on countries ranging from China and Vietnam to Lesotho and Vanuatu, trillions of dollars were wiped off the value of stock markets, the price of oil dropped sharply and factories began to lay off workers.

Whether this is a watershed for a new economic order or a short-lived shock remains to be seen, but it has underscored how interconnected the global economy is – and how little scope there is to absorb such shocks.

Steelmakers find themselves on the frontline. This is not unusual for a key strategic industry, but the trade row could not have come at a worse time for European steelmakers, with some plants already teetering on the edge.

At the end of March, for example, British Steel’s Scunthorpe steelworks was in emergency talks to find some way to stave off closure this summer. Since 2020, the plant has been owned by Chinese group Jingye, which says it has invested more than £1.2 billion into the plant and claims the financial losses are running at around £700,000 a day.

The backdrop to this crisis includes intense pressure from global overcapacity, rising exports from China and increasing trade barriers in key markets like the U.S. Global excess capacity was estimated at 602Mt in 2024 and is forecasted to reach 721Mt by 2027 – this is more than 100 times the UK’s production.

Capacity expansions in Southeast Asia and the Middle East are mostly state-funded and involve high-emission blast furnaces. And as steel demand weakens in key markets, such as China, there’s more steel available for export to other markets, further depressing prices at a time sustainability targets are piling on costs. As the UK’s newly-

formed Steel Council points out, over two-thirds of steelmaking capacity is in countries that have net-zero targets later than 2060 - or none at all.

Producers in the UK and continental Europe, facing looming decarbonization targets over the coming decades, have been struggling to transition their largely coal-based blast furnaces to cleaner technology. A key sticking point in talks to save British Steel’s Scunthorpe steelworks is Jingye’s claim that the government’s financial support for a transition to a 100% electric arc furnace (EAF) has fallen short of expectations.

The Hydrogen Hype

Steel-making is one of the most emissions-intensive sectors, and also one of the hardest to abate.

Green hydrogen, made using renewable energy, has been tipped as a solution but it’s both expensive and challenging to scale. Indeed, the hype around green hydrogen has proved slow to convert into viable commercial-scale projects.

Recent announcements from ArcelorMittal and thyssenkrupp, made before Liberation Day, raise more doubts about some of the promising green steel projects in Europe.

German steelmaker thyssenkrupp Steel, for example, has suspended a tender for the purchase of green hydrogen for its direct reduction plant in Duisburg, citing high costs. The plant will still go ahead, but will run on natural gas instead. Natural gas still offers a 50% reduction in carbon emissions compared to conventional blast furnaces but it’s a long way from the emissionsfree promise of a hydrogen plant.

Meanwhile, ArcelorMittal has put the brakes on its plans to invest in “hydrogen ready” DRI-EAF facilities, pending government funding support.

“Green hydrogen is evolving very slowly towards being a viable fuel source,” the company said in a statement, also citing concerns

about the regulatory regime and trade protection measures. “Before taking final investment decisions it is necessary to have full visibility on the policy environment that will ensure higher cost steelmaking can be competitive in Europe without a global carbon price.”

The Luxembourg-based group continues to invest in electric arc furnaces, which can also be fed with scrap steel to significantly reduce emissions and contribute to the circular economy. It is also investing in carbon capture utilization and storage (CCUS) to help meet its decarbonization goals, although like green hydrogen, this technology is likely to only make a meaningful difference after 2030.

Announcing the delays, chief executive Aditya Mittal said the regulatory environment required to support the business case for investments is not yet in place. Nor it seems is the customer appetite – certainly not at current prices.

Main Stage: Ask the Experts: Tariffs, Trade, and What Comes Next

Wednesday, May 14 3:30pm - 4:15pm

Alistair Ramsay, Rystad Energy

thyssenkrupp Steel’s huge construction site in Duisburg-Bruckhausen, Germany. The company has suspended a tender for the purchase of green hydrogen for its direct reduction plant in Duisburg, citing high costs. Credit: Mainka Company

“While we do have customers that want low-carbon steel, those that do and are willing to pay a premium are still very much in the minority,” said Mittal.

Long Term Outlook

Even so, many analysts remain optimistic that green hydrogen and green steel are a winning combination in a net-zero world. Indeed, Alistair Ramsay, vice president of metals and materials at Rystad Energy, says the outlook for green hydrogen as a technology to decarbonize steelmaking remains strong.

“It is the optimal way to reduce unit emissions significantly (>90%) in this hard-to-abate sector and as demand for steel is on course to increase in the future with a rising population, more modest decarbonization technologies may struggle even to reduce, never mind solve the problem,” says Ramsay. “This value, however, comes at a premium, which potential steelmakers struggle to justify to their potential clients as it does not improve the capabilities of the steel in real applications.”

He doesn’t believe the technology is over-hyped, however, and that longer term it will make an impact - as long as decarbonization remains a long-term priority.

“We feel the new U.S. tariffs, which are far broader and deeper than during President Trump’s first term, will add to the negative but largely short-term impacts on steel decarbonization by restricting the profits and investment potential of the steel supply chain,” he adds.

“Even in the event that such tariffs were to endure into next year and beyond, however, their effects would be increasingly inconsequential. As exporters to U.S. markets divert supplies elsewhere, such as the EU, they are likely to find carbon taxes rather than import tariffs and will be encouraged to decarbonize.”

Safety and Regulation

It’s not just that green hydrogen is expensive; it’s still a technology that needs to climb a maturity curve, says Magnus Killingland, global segment lead for hydrogen, ammonia and sustainable fuels at DNV.

He notes that even the most experienced hydrogen producers and users, such as oil and gas refiners and ammonia/fertilizer producers, are still testing medium to large electrolyzers, before planning to scale further.

pays close attention,” says Killingland.

DNV doesn’t expect hydrogen to take off until some key pilot projects have gained real operational experience, such as Shell’s 200 MW Holland 1, the first phase of NEOM in Saudi Arabia, which will produce green ammonia for shipping and industrial applications, and BP’s 100MW Lingen refinery in Germany.

The stop-start progression has dented hopes among the project cargo sector that a boom in the build-out of green hydrogen hubs and green steel facilities might open up a new market. Hydrogen reduction reactors, electrolysis units, EAF transformers, hydrogen storage tanks and carbon capture systems are all oversized industrial components that demand specialized transport, heavy-lift capabilities and precise logistics coordination.

Given recent volatility, however, it’s likely some anticipated FIDs for 2025 may be held back, pending more certain times.

Award-winning freelance journalist Amy McLellan has been reporting on the highs and lows of the upstream oil and gas and maritime industries for 20 years.

“When they are careful and want to update standards and establish new best practices, the rest of the industry *BGSN Member

Europe

Rotterdam / Netherlands

May 13-15, 2025

GPLN Booth No: 1A20

RETHINKING RAIL: A GREEN ALTERNATIVE FOR HEAVY MOVES

With Sustainability Benefits and Growing Infrastructure, Rail Is a Serious Contender for Project Cargo in Europe

Fagioli has carried out many European rail shipments and operates a private fleet of heavy wagons comprising more than 150 axles.

By James Graham

Credit: Fagioli

For logistics professionals used to moving heavy-lifts by other means, rail might not be the first mode they think of. In fact, big stuff - some very big stuff - can actually be handled on Europe’s rail network with relative ease.

Wind turbine blades, reactors weighing over 200 tonnes, heavy machinery and mining equipment can all go by rail with the right combination of loading planning, specialized rolling stock, route planning and the right locomotives.

There’s now an additional advantage to consider: Most freight railway operators in Europe are embracing sustainability as a key market activity, in a boost to shippers and logistics providers seeking to maximize their green credentials. Industry observers also point out that Europe is suffering a major shortage of truck drivers, and rail requires far fewer driving personnel. It goes without saying that all oversized cargo must observe the

physical limits of weight and size on railroads, outlined in a railroad’s loading gauge. This serves to ensure safe transport without damage to the load, the freight wagons and the infrastructure, such as overhead powerlines, signals, overhead utility lines, tunnel walls and platform edges.

According to André van Dam, DB Cargo Exceptional Transports and Projects by Rail executive, while there is little chance of the creation of wider and higher limits (owing to tunnel, bridges, electrification and signaling on existing lines), it’s quite possible that new lines will be constructed to offer better clearances.

Greater Precision

Various limit lines must be observed when transporting freight by rail, notes van Dam. The loading gauge defines the maximum external dimensions of a loaded freight wagon for safe rail transport. Traditionally, wooden or iron profiles were used to check compliance, but modern methods like optical measuring systems, video surveillance and electronic data transmission ensure greater precision.

Loading gauges vary across European rail networks due to infrastructure differences. For example, France’s loading gauge is 330 mm lower than Germany’s, preventing certain loaded wagons from crossing borders. The loading gauge ensures freight can travel safely without collisions or clearance issues.

Consignments that exceed the loading gauge, such as heavy goods loads, are classified as exceptional consignments, which require a special check of their roadworthiness and the co-ordination of internal authorizations. In Germany, this authorization is known as BZA and must be applied for in each country involved in the transport route.

André van Dam, DB Cargo Exceptional Transports and Projects by Rail

distance to these. All lines and gauges are documented by the infrastructure management in each country. The smallest gauge of the intended stretch is key, of course. However one can run a shipment needing both a permit on a part of the intended stretch whilst being ‘in gauge’ at another stretch.”

As well as differing load gauges, van Dam is conscious that the differing rail gauges across the continent present a separate set of issues for project cargo and OOG shipments. Track gauge is measured as the distance between the inner faces of the two parallel rails on a railroad track. In most of Western Europe, it is 4 ft 8½ in (1,435 mm), the ‘standard gauge’.

In Spain and Portugal, the gauge is 5 ft 5 in (1,668 mm) and known as a ‘broad gauge.’ Ireland has a similar broad gauge. Historically, in Russia and Finland the gauge was exactly 5 feet (1,524 mm). Modern Russian standards typically list 4 ft 11.84 in (1,520 mm) as the gauge, though some regions still use the 5 ft gauge -

Van Dam says: “All oversized shipments must fit within the area between the poles along the lines and the powerlines above, keeping a safe AT BREAKBULK

EUROPE…

Main Stage: Modernizing Cargo Infrastructure

Tuesday, May 13 2:25pm - 3:10pm

functionally, they’re interoperable in most cases. This gauge is in use in Russia, Belarus, Ukraine, Moldova, Lithuania, Latvia, Estonia and Finland.

Track gauge has a direct impact on the loading gauges of each line - with larger loading gauges on broad gauge lines. It also means that wagons are not interoperable between systems. Rail cargo must take paths scheduled between timetabled passenger and maintenance of way trains, and special cargoes passing several countries can take months to move.

Private Fleet

Italian heavy-lift specialist Fagioli has carried out many European rail shipments and operates one of the most capable private fleets of heavy rail wagons in Europe with a total of more than 150 axles. Its smallest wagon has 12 axles, which

Choosing rail over road may help mitigate Europe’s shortage of truck drivers, says Fagioli.

Credit: Fagioli

offers 170 tonnes of capacity, while its largest boasts 32 axles, which can carry up to 500 tonnes.

Moreno Massetti, Fagioli’s chief operating officer for Europe puts into perspective what a rail professional can offer a would-be customer by indicating the scale of rail movements. For Massetti, a theoretical consignment unloaded at Genoa and consisting of four 40ft containers and six items of machinery, weighing a total of 150 tonnes, would be considered a “small load” for rail. By comparison, such a consignment would likely require a convoy of road vehicles.

Massetti is only too aware of the crisis involving the shortage of truck drivers in Europe, which plays to rail’s advantage. He says: “Indeed in Europe there is a large shortage of truck drivers. Rail transport could surely give an advantage. You still may need ‘last

mile’ transports which involve trucks and drivers, but surely less in terms of quantity and skills,” says Massetti.

According to Massetti, Fagioli has performed “a lot of out-of-gauge, meaning super heavy” rail transports in Europe. These have taken place in

Moreno Massetti, Fagioli

Greece, Poland, Croatia and Italy and often necessitated several months to study the paths and obtain permits. The longest train organized by Fagioli was a 64-axle train split into two convoy sections of 32 axles to move transport girder beams and a balancer.

In terms of the differing track gauges in European regions, Massetti is not overly concerned. He points out that the overhead electric cables are normally connected with a flexible hook that allows the wire to be raised, so there is no “real problem” within Europe.

He said the company has recently undertaken several significant heavy cargo transport operations within Italy, one example being Fagioli’s successful transportation last year of a 230-tonne rotor from Terni, Italy, to Shanghai, China. The operation utilized a 32-axle rail wagon, followed by transshipment onto a 16-axle SPMT with gantry cranes. The rotor was then loaded onto a dedicated heavy-lift vessel at Civitavecchia for shipment to China.

A Solid Option

According to Dmitrij Hasenkampf, general manager sales and business development at RTSB, speaking with Leslie Meredith at Breakbulk Middle East in February, rail has a significant advantage over road. He said: “First of all, rail is pretty solid regarding weather, so it’s very rare that we cannot provide service due to some weather conditions.

“You have many accidents at the ports, but we barely have them at the rail terminals, so I say the rail product is pretty sustainable and is also good for the environment.”

Van Dam agrees, noting that rail can be considered a “rather easy, cost-effective and reliable solution, because permits are not needed or hard to get. In this segment a shift is noticeable already - road-permits are increasingly difficult to get, detours occur, guidance-vehicles are more frequently needed.

“Due to more restrictions on the road, political reasons, weakened

bridges or more sustainability with green electricity, it will be possible for rail to increase traffic.”

Axle Loads Matter

Some years ago, Vestas and SNCF Geodis developed Europe’s first rail transport system for 55-meter wind turbine blades. This innovative approach significantly reduced costs, transit times, and carbon emissions, while helping to ease road congestion. A single 700-meter train carried nine blades in just 20 hours, lowering transport costs by 15% and cutting CO2 emissions by two-thirds.

The foundation for railroad cars that move project cargo and OOG shipments is the “axle load,” as in road transport. Typically, maximum axle loads for a “category C” shipment is 20 tonnes/ axle, a category D is 22.5 tonnes/axle, while a category E is 25 tonnes/axle. Heavier loads are possible by using wagons having more than two axles.

The project cargo industry makes use of specific wagon types, such

At DB Cargo, rail is considered an “easy, cost-effective and reliable solution” for some types of project cargo.

Credit: DB Cargo Exceptional Transports and Projects by Rail

as a Schnabel car, a specialized railroad freight car designed to carry extremely heavy and oversized loads, including transformers, nuclear reactors or large industrial equipment.

It works by making the load itself part of the railcar. Instead of resting on a flatbed, the cargo is suspended between two halves of the car, each with its own set of trucks or bogies. The car’s arms or beams - “Schnabel” comes from the German word for “beak”clamp onto the load, allowing it to be precisely balanced and adjusted in height and sideto-side movement to navigate curves, tunnels, and bridges. They are often used to move power plant components, large transformers and industrial machinery that can’t be disassembled for shipping.

Schnabel cars come in platform, well, coupling, and articulated types, varying by axles, capacity and design. Platform Schnabel

cars transport oversized cargo with a lower loading platform, reducing costs, and range from 55 to 225 tonnes, with modern versions reaching 250 tonnes. However, their limitation lies in handling long loads.

Van Dam concludes that it is “important” to note that, on the road, heavier shipments are considered “exceptional” sooner in comparison to rail, due to axle-load. For example, shipments of steel coils weighing 30-60 tonnes by rail can often be done without permits, as more or less a “standard transport.”

James Graham is an award-winning freelance writer and journalist based in London. With 30 years’ experience, James specializes in air freight and rail freight topics.

*Breakbulk Exhibitor

*BGSN Member

Dmitrij Hasenkampf, RTSB

2 / H90

CETA LOGISTICS & PROJECTS

ATIZ LOGISTICS SM TRANSPORT

ORIGIN FGL LOGISTICS MISS TRANSPORT

PROFESYONEL LOGISTICS

HALL

HAREKET DOCK LAUNCH SETS TURKISH RECORD

Structure Weighing 11,350 Tonnes Billed as Largest Single Item Transported in Türkiye

Modern floating docks represent a remarkable feat of engineering. Often weighing over 10,000 tonnes, moving one of these mega units poses vast challenges - from ensuring structural integrity during transit,

AT BREAKBULK EUROPE…

Main Stage: Energy Opportunities for Project Cargo

Wednesday, May 14

1:30pm - 2:10pm

Sponsored by

By Malcolm Ramsay

to navigating complex routes and coordinating with various stakeholders.

Yet the challenges also present opportunities for the project cargo industry to showcase its capabilities, and push the boundaries of what is possible.

Turkish heavy-lift specialist Hareket rose to the challenge for one such project, carrying out a highly complex transportation and engineering operation to launch the country’s largest floating dock into the water. This was not just a simple launch from the quay; rather, it involved detailed planning and specialized equipment.

Headquartered in Istanbul, Türkiye, Hareket has operated in the breakbulk sector for over 60 years and today specializes in engineered heavy-lifting

and transportation. The company’s services include project planning, route surveys, lift engineering and installation works, tailored to meet the unique demands of project cargo operations.

This project required meticulous planning and expertise in land and marine logistics to transport a dock weighing a staggering 11,350 tonnes and measuring 222 meters in length, 48 meters in width, and 23 meters in height.

“The project came to us one year before it was executed, so we were well prepared to plan this complex move,” Samet Gürsu, general manager at Hareket, tells Breakbulk “The first step was to conduct a range of field studies and feasibility assessments for the project.”

Hareket maneuvers the colossal 11,350-ton, 220-meter-long floating dock. Credit: Hareket

Handling a unit of these dimensions required precision engineering and coordination and the team at Hareket applied a meticulous approach to the planning process. This ensured that all potential challenges were anticipated and addressed before mobilization and there were adequate opportunities to discuss every aspect of the move with relevant stakeholders.

International Reputation

For the transit, the team from Hareket worked closely with prominent Turkish shipyard Kuzey Star, known for its expertise in constructing floating docks. Through this close collaboration, the team at Hareket were able to define the key constraints for the move and structural limits of the floating dock.

Established in 2010, Kuzey Star operates two shipyards in Türkiye, with the floating dock built at its Tuzla site, located on the outskirts of Istanbul. Over the last decade and a half, the firm has developed an international reputation for repair, maintenance and new build services.

In this time, the firm has become the second largest shipyard in Tuzla, with an area of 108,000 m². Featuring a total pier length of 2,000 meters, two berths of 150 meters and 125 meters respectively and a sea width of 280 meters, the shipyard also comprises 30,000 square meters of covered working areas, three slipways and 28 cranes with capacities up to 250 tonnes.

Engineering considerations were paramount from the outset, with the team focusing on load distribution and structural integrity. The selection of equipment, including self propelled modular transporters (SPMT) and hydraulic modular trailers, was crucial. As Gürsu notes, “the manoeuvering area in the transportation zones” was a key parameter, with careful consideration also given to “the load tonnage, turning angles, manoeuverability, and the trailers’ load-carrying capacities.”

To meet this challenge, the team selected 384 axle lines of Scheuerle SPMTs and Goldhofer powered modular trailers (PSTs) to deliver a total carrying capacity of 17,500 tons. This not only ensured stability and safety during transportation, but allowed the move to progress at a steady pace without any disruptions.

All the modular transporters selected for the project were designed to handle extreme loads with precision and flexibility. The Scheuerle SPMT allows for a load capacity of up to 60 tons per axle line, enabling it to support immense weights when multiple axle lines are combined. Its hydraulic suspension and electronic steering systems provide precise control and manoeuvrability, essential for navigating complex routes and tight spaces.

Complementing this, the Goldhofer PST offers a load capacity of up to 45 tons per axle line, with advanced steering capabilities that ensure optimal load distribution and stability.

The dock itself was destined for Russia, on behalf of nuclear power firm Rosatom, which required the giant structure for repair of

icebreaker vessels. The type NB 110 dock was designed to serve Rosatom’s fleet of Project 22220 icebreakers and will be based in Murmansk, at the Atomflot base for nuclear icebreakers. While the weight of the floating dock is impressive enough, at more than 11,000 tonnes, its lifting capacity of 30,000 tonnes is even more remarkable. It also features a slipway deck of over 200 meters and can accommodate up to 30 people for seven days at sea.

“Serious Engineering”

With all the pieces in place, the execution phase began with the careful loading of the dock onto the transport system.

“The loading was carried out using various mobile cranes,” Gürsu explains, noting the use of 100, 160, and 200 tonne-capacity units. With these units strategically positioned to lift the dock, the SPMTs and hydraulic modular trailers were rolled into place, and the giant floating dock was carefully hoisted.

“It is not easy to carry such a load in one piece,” said Abdullah Altunkum, CEO of the Hareket Group. “There

Utilizing 384 axle lines of Scheuerle SPMTs and Goldhofer PSTs, Hareket moves Türkiye’s largest cargo, setting a new national record. Credit: Hareket

are 440 axles and 3,520 tires under the load - and serious engineering and teamwork behind this transport. The work done is a source of pride both for the shipyard and for us.”

Once securely loaded, the transportation phase commenced. The dock was moved using the 8-axle lowbed trailers, which offered the necessary stability to navigate the route. Each trailer was also equipped with advanced hydraulic systems to distribute the load evenly and maintain balance throughout the journey.

“The main partner for the project was the shipyard itself, which arranged the necessary clearances and scheduling for the move,” Gürsu said. ”The transported load then needed to be shifted to align with the center of the dock, with a 7-meter adjustment at the front and a 23-meter adjustment at the rear.”

Communication also played a critical role during the move, with

all team members utilizing radios to coordinate the synchronized movement of the SPMTs. This ensured that each section of the transport system moved in unison and any changes in the dock’s ballast status could be reported directly to the dock captain.

“We had one person on both the port and starboard sides of the dock continuously monitoring the dock’s ballast status,” Gürsu notes. “After receiving the dock captain’s approval, communication was established with the SPMT operators, and the load was moved. The entire team maintained constant communication throughout the process.”

Landmark Project

obstacles had been accounted for.

Despite the testing conditions, the team’s expertise and adaptability ensured a successful operation with the dock transported to its final location without incident, setting a new benchmark for heavy transportation in the industry.

Altunkum of Hareket hailed the landmark project, noting that the firm “broke its own record once again,” setting a new milestone for the largest single-piece load successfully transported in Türkiye. “Our heavy transport team lowered a floating dock, measuring the size of two football fields and weighing 11,350 tons, into the sea in Tuzla for our client.”

The successful completion of the project not only demonstrates the scale of the logistics challenges in moving modern floating docks, but also Türkiye’s growing importance as a hub for heavy-lift and breakbulk operations. As the demand for transporting oversized and heavy cargo in Asia Minor grows, Türkiye is well-positioned to play a pivotal role.

“As load engineers in heavy-lifting, transportation and assembly works, we represent our country,” Altunkum states, noting that records such as this strengthen both the firm’s and the nation’s position as an “important player in the world league.”

By pushing the boundaries of what is possible, companies like Hareket are setting new standards for the industry and paving the way for even more ambitious projects in the future. Atomflot is already looking to the future and the potential need for another floating dock as the upcoming vessel Rossiya, the first Project 10510 (Lider) icebreaker, will be too large for repairs and service using current floating docks.

As well as the stability concerns, the route itself also presented challenges, as the dock had to move through tight industrial areas. However, thanks to the meticulous planning by the Hareket team, all turning angles and *Breakbulk Exhibitor

Based in the UK, Malcolm Ramsay has a background in business analysis and technology writing, with an emphasis on transportation and ports.

Credit: Hareket

After 30 days of meticulous planning and a two-day operation, Hareket successfully launches the massive floating dock in Tuzla. Credit: Hareket

SINGAPOR E

SOUTHEAST ASIA’S FINANCIAL H UB

Ben Carrozzi, an energy transition and low carbon infrastructure specialist, explains why the Lion City remains a critical player in global trade and logistics. From investing in a new mega port to establishing an offshore wind hub without installing a single turbine in its waters, Singapore is pushing boundaries and becoming an increasingly important hub for the project cargo community.

Thanks to its strategic location and world-class infrastructure, Singapore acts as a vital conduit between the developed West and the aggressively expanding economies of the East. Over the past 50 years, the city-state has grown from a humble trading port to a pivotal hub for the maritime, logistics and energy sectors.

Today, Singapore boasts some of the most sophisticated port facilities globally, a dynamic energy landscape and a thriving tech industry. As nations adapt to the evolving geopolitical landscape, Singapore’s influence in shaping the future of both regional and global supply chains is poised to grow.

Singapore’s rise to prominence can be traced back to the British colonial era of the 19th century when the country - despite producing no oil of its own - became a vital port for oil trading due to its strategic location at the southern tip of the Strait of Malacca. After gaining independence in 1965, Singapore compensated for its limited natural resources by investing heavily in infrastructure and technology to gain legitimacy as a global oil refining and trading center, providing highquality bunkering, oil pricing and associated value-added services.

It was a strategy that reaped significant rewards. Today, Jurong Island holds the title as the world’s largest bunkering port and Singapore serves as a vital transshipment point for energy commodities such as crude oil, liquefied natural gas (LNG), and refined products.

As the world moves towards renewable sources, Singapore is deploying this same strategy to reposition itself as a regional hub for Southeast Asia’s (SEA) growing renewables industry. The city-state’s lack of indigenous resources and small land mass have led to it being deemed a “renewable-disadvantaged nation”, presenting an obvious challenge to the government as it strives to meet its Paris Agreement commitments and achieve net-zero emissions by 2050.

However, the old ethos of focusing on what the country has to offer and developing that to its fullest potential remains. By providing a home for capital and professional services alike, acting as a trusted broker in annual COP negotiations, initiating several innovative projects and operating as a reliable middleman in the regional distribution of renewables, Singapore is going beyond decarbonization at home to reconfigure itself as a critical renewable energy hub.

Growing Energy Needs

Driven by continued economic expansion, significant population growth and its status as a global center for cross-industry innovation, Singapore’s energy needs have grown significantly in recent decades. In particular, the rapid growth of data centers in Singapore has added significant strain to the nation’s energy grid.

As of this year, Singapore’s data centers consume nearly 7% of the nation’s power usage, a figure projected to reach 12% by 2030. The government is therefore facing pressing challenges as it attempts to balance the increasing digitalization of its economy with its ambitious environmental commitments.

Traditionally, Singapore’s energy mix has been heavily reliant on natural gas. In order to continue supporting rapid economic expansion and

realize its transition to renewable power, the government recognizes the need to invest heavily in energy diversification projects.

Given Singapore’s limited domestic assets, its reliance on renewable energy imports to meet emission targets and ever-increasing energy demands is accelerating SEA’s energy transition. While countries in the region have historically lagged Europe in terms of transition progress and clean energy investment, by forging essential cross-border partnerships, Singapore is providing the necessary incentives and critical financial support to its neighbors to expedite the development of renewables projects across the region.

Singapore’s Energy Market Authority (EMA) is looking to import approximately 6 gigawatts (GW) of low-carbon power by 2035 via investment in a range of projects. One of the key Singapore-led initiatives is the Lao PDR-ThailandMalaysia-Singapore Power Integration Project (LTMS-PIP). Launched in 2022, LTMS-PIP marked the first multinational cross-border trade of renewable electricity in SEA. By leveraging existing infrastructure in Thailand and Malaysia, the project currently enables Laos to export up to 100 megawatts (MW) of hydropower to Singapore, with a second phase planned to expand capacity further by incorporating additional supply from Malaysia.

Looking east, the EMA has also granted conditional licenses to five Indonesia-based projects for the importation of 2 GW of low-carbon electricity, with a further two projects granted conditional approvals to import an additional 1.4 GW.

The reciprocal benefits of such cross-border agreements are clear: while Singapore achieves greater energy diversification and security of supply, its resourcerich neighbors are provided critical financial support for their burgeoning renewables industries and benefit from strengthened supply chains.

Ben Carrozzi, Norton Rose Fulbright

Hydrogen-Ready Projects

To avoid an over-reliance on imports, Singapore is also focused on the development of several HydrogenReady Combined Cycle Gas Turbine (CCGT) projects, which it hopes will play a key role in meeting its transition targets. While existing plants use both gas and steam turbines to generate electricity, these new plants will have the capacity to gradually incorporate hydrogen into the fuel mix, eventually enabling the plants to operate entirely on hydrogen in the future.

The first of these projects, Keppel’s 600 MW Sakra Cogen Plant on Jurong Island, broke ground in November 2024 and is expected to be operational in the first quarter of 2026, with the capacity to power around 864,000 homes per year. On Keppel’s heels is PacificLight Power, which has recently been awarded the right to build a second hydrogen-ready CCGT on Jurong Island, with the company expected to generate nearly 10% of Singapore’s future annual energy needs.

For Singapore to meet its 2030 targets, the development of such projects is critical to bridging the gap between Singapore’s existing natural gas infrastructure and the government’s push to decarbonize.

Looking beyond project investment, Singapore’s role as a regional leader in the energy transition is anchored by its innovative green finance market. SEA is now at a critical point in its development of renewables; to achieve

net zero targets, the region needs to triple its renewable energy capacity by 2030, which requires annualized investments to triple to US$2.3 trillion over the next six years. In response, Singapore is mobilizing its existing capabilities as an international finance hub to build a comprehensive green financing ecosystem ready to fund the development of Asia’s renewable landscape.

Launched in 2019 by the Monetary Authority of Singapore, the Green Finance Action Plan has positioned Singapore as a leader in green financing. Originally focused on developing green finance markets and fostering green FinTech innovation, the plan – since renamed the Finance for Net Zero Action Plan – has been expanded to include transition finance in a bid to accelerate the nation’s decarbonization efforts.

Green Finance Strategy

However, Singapore’s green bond market is the real engine of its green finance strategy. The Singapore Green Bond Framework governs the issuance of renewable bonds to finance sustainable infrastructure projects, including data centers which meet green construction standards. To catalyze the transition to renewable power both regionally and globally, the government has committed to issuing up to S$35 billion (US$26 billion) of green government bonds by 2030, engendering liquidity and laying the foundations

for greater private sector finance activity, which can then be leveraged to fund regional renewables projects.

The Financing Asia’s Transition Partnership (FAST-P) is another significant initiative led by Singapore. Supported by a network of public, private and philanthropic partners, this blended finance project aims to inject up to US$5 billion to finance and stabilize green projects across Asia. FAST-P focuses its resources on initiatives with the greatest regional utility, such as accelerating the transition from coal power and securing the grid.

By providing significant financial support for projects of this kind, Singapore is not only facilitating its own decarbonization, but that of the region, while simultaneously assisting the economic and environmental resilience of its neighbors.

In addition to its role as a green financing hub, Singapore is the regional headquarters of many multinational companies spanning the clean energy value chain, ranging from investors and think tanks, to international financial institutions, accountants, law firms and other professional advisers adept at advising prospective investors on the regulatory environment and operational risks of engaging in ASEAN’s developing renewables sector.

Global Maritime Hub

Energy is not the only sector undergoing rapid transformation in Singaporethe maritime industry is also reaping the benefits of the city-state’s advancement. In 2024, Singapore’s port registered a new record of 3.11 billion gross tons in arriving ship traffic. In addition, the completion of the Tuas Mega Port is expected to take place by 2040 and is set to be the world’s largest fully automated terminal.

The new port will streamline operations with onsite consolidated container handling which will improve efficiency and vessel turnaround times. The Maritime and Port Authority of Singapore (MPA)

MSC transports 390-tonne hydraulic hammer from Rotterdam to Singapore. Credit: MSC

is optimistic that the new terminal will result in greater economies of scale, optimize the deployment of resources for port and marine services by automating both wharf-side and yard operations, and reduce the need for inter-terminal haulage.

As you would expect, Tuas Mega Port will be automated and digitalized. Some key features of the new Tuas Mega Port include the use of blockchain technology and artificial intelligence to optimize vessel traffic management and cargo handling. The automation of cranes and vehicles will facilitate the reduction of reliance on manual labor and increase efficiency within the port.

It is clear that the shipping industry constitutes a major segment of Singapore’s economy, contributing to roughly 7% of Singapore’s GDP.

Implementation of several tax incentive schemes and the prioritization of innovation and technology in this sector has enhanced the island state’s competitive edge and contributed to its status as a global maritime hub, according to multiple global surveys.

Special incentives are awarded by the MPA for the purpose of attracting shipping conglomerates to operate

from Singapore and supporting the ownership and management of ships from Singapore.

Among other available incentives, the Maritime Sector Incentive offers full corporate tax exemption on shipping income derived from freight and charters of ships registered with the Singapore Registry of Ship. These tax exemptions extend to gains derived from the sale of Singapore-flagged ships and the process of obtaining these tax exemptions have been made simple by the automatic exemption of Singapore-flagged ships to taxation.

Additionally, the Approved Shipping Financing Arrangement award also provides support for ship owners and operators by way of withholding tax exemptions on qualifying financing arrangements for the purpose of financing the purchase and construction of vessels.

Singapore to become an offshore wind hub - without ever installing a turbine in its territorial waters.

Instead, the plan is to mobilize the country’s maritime industrial base, along with excellence in advanced engineering applications, and combine them with the physical and intellectual capital that already resides in Singapore to support the development of offshore wind projects globally.

Ambitious projects of this kind once again demonstrate Singapore’s outward-looking strategy and its ability to engender international and crossindustry collaboration to respond to the ever-evolving needs of the modern world.

Norton Rose Fulbright is one of the longeststanding international law practices in Singapore. Partners Ben Carrozzi and Sue Ann Gan form part of the firm’s marketleading energy, maritime and shipping practices. Ben Carrozzi is an energy transition and low carbon infrastructure specialist, with experience of many first-of-kind projects across APAC and Europe. Sue Ann is a maritime law specialist and has advised financial institutions and owners on a wide range of shipping work across all asset classes, including both financing and restructuring matters.

One notable and more recent development is the identification of the country’s potential to combine its leadership in the energy, maritime and shipping sectors to facilitate the development of even newer markets. In particular, we refer to Enterprise Singapore’s plans for *Breakbulk Exhibitor

BRIDGING THE GAP WITH CHINA

Chinese Companies Offer Tips for European Collaboration

U.S. trade moves targeting both the European Union and China are causing some European diplomats and business leaders to reassess their relationships with Beijing. As the U.S. takes a more confrontational approach, several European countries have floated the idea of deepening ties with China as a way to diversify partnerships and mitigate potential trade disruptions.

Chinese companies exhibiting at Breakbulk Europe we surveyed agreed the opportunity to do business with European companies is greater this year than last year. But it’s no secret that cultural differences can get in the way of building business relationships. We talked with some of these exhibitors to get their perspective on cultural

differences, and more importantly, how to avoid some of the common pitfalls. Here’s what they had to say:

Focus on Mutual Respect and Shared Goals

According to William Hu, managing director of TPL Project Stock Company, a Shanghai-based project forwarder specializing in overseas projects for EPCs, establishing genuine collaboration requires focusing on shared goals while respecting differences.

“For most

companies in the West and China, this is an era of increasing convergence in business values and strategic approaches,” Hu said.

“Establishing genuine collaboration requires focusing on shared goals while respecting differences — such mutual respect forms not only the solid foundation for cooperation, but also the essential precondition for achieving win-win outcomes and driving further development.”

His advice highlights the importance of recognizing both common ground and distinct perspectives, rather than assuming that everyone shares the same way of thinking and approaching things as you do.

Headseaway oversees loading of 69.8mt autoclave at Port of Shanghai. Credit: Headseaway International Logistics

Navigating Language and Communication Challenges

Leo Liu, a veteran exhibitor from Protranser International Logistics in Shanghai, emphasizes that clear communication is often the most critical factor in successful partnerships. But he also acknowledges that language barriers can make or break a relationship.

“English is a second language for Chinese people and for many others around the world,” Liu explained. “When someone from China struggles to express themselves, it doesn’t mean they lack expertise or professionalism. They may be nervous or have difficulty pronouncing certain words. Taking a little extra time to listen and understand can make a big difference.”

He shared a personal story to illustrate his point:

“I was at Amsterdam Airport renting a car, and the person at the counter couldn’t understand me when I said I was going to The Hague. My pronunciation was off, so I had to spell it out. Only then

did she realize I meant ‘Den Haag.’ This is a small example, but it shows how easily misunderstandings can occur if we don’t make an effort to understand each other.”

Liu added that the challenge is even greater when teams are communicating via email or virtual meetings, where body language and tone are lost. His advice for both sides is to be patient, clarify when needed and approach communication with an open mind.

Cultural Conflicts and Differing Management Styles

Roy Xu from Headseaway International Logistics Co. in Shenzhen points out that cultural differences extend beyond language. They often show up in management styles and workplace expectations.

“European employees tend to value work-life balance, while Chinese employees may prioritize efficiency,” Xu said. “This difference can sometimes cause tension or misunderstandings, especially when

working on tight deadlines.”

Xu believes that understanding each other’s decision-making logic is essential. Chinese companies often emphasize efficiency and collective interests, while European firms may have a more decentralized, democratic management style.

To improve collaboration, Xu suggests interactive sessions where both sides analyze decision-making processes and learn how to better align their working styles. The flexibility and resilience of the Chinese logistics industry can be valuable assets in partnerships, particularly when addressing European-specific challenges like port facility restrictions.

Lessons Learned: Flexibility and Patience

One recurring theme among our Chinese exhibitors is the importance of being patient and flexible when working across cultures. Communication challenges, differing management expectations and even conflicting interpretations of business norms are part of the landscape. Taking the time to build understanding and accommodate different approaches can pave the way to long-term, successful partnerships.

Breakbulk Europe presents a unique opportunity to connect with Chinese exhibitors directly and build face-toface relationships that help navigate these challenges more effectively. By embracing open communication, respecting cultural differences and finding common ground, European and Chinese companies can unlock new opportunities together.

What’s Next?

Check out our listing of Chinese exhibitors at Breakbulk Europe, so you can connect with the right partners and make the most of your time at the event. Use the official event app to schedule meetings ahead of time. https://europe. breakbulk.com/page/meet-app

*Breakbulk Exhibitor

Tipper and tanker road train components transported from Shekou, China to Brisbane, Australia. Credit: Headseaway International Logistics

TRADE TALK: ANDY ZHUANG

VARAMAR’S CHINA MD ON WHAT’S AHEAD FOR BREAKBULK

The world’s trade landscape is rapidly shifting, with China’s Belt and Road Initiative (BRI) extending its influence across Asia, Africa and beyond. But as the United States continues to ramp up pressure through tariffs, some European companies are reassessing their relationships and looking East for potential partnerships.

At the center of this evolving dynamic is Andy Zhuang, managing director of Varamar’s China office. As a Chinese businessman working for a Belgiumbased company, Andy has a unique vantage point from which to discuss the benefits and challenges of doing business with Chinese companies internationally. In this Q&A, he shares his thoughts on where the biggest opportunities lie, what pitfalls to avoid and how Chinese companies can make the most of Breakbulk Europe.

Q: What opportunities do you see for Chinese companies doing business overseas?

Andy Zhuang: “The Belt and Road Initiative has led to a large number of infrastructure construction projects from Asia to Europe to Africa and even other regions, increasing the demand for breakbulk shipping to transport machinery, equipment and other materials. As China’s government policies are steadily implemented and continuously effective, the landscape of foreign cooperation is expanding with remarkable achievements.

In Africa, relying on a series of investment and construction projects, China has comprehensively upgraded local infrastructure, ranging from transportation hubs to energy facilities. This has injected strong impetus into Africa’s economic take-

off, and China is working hand in hand with African countries towards a new journey of development.

In cooperation with the Middle East region, adhering to the core concept of mutual benefit and win-win results, China has reached a stable and diversified two-way investment consensus with Middle Eastern consortia. China has been deeply engaged in various fields such as energy, finance, and technology, opening up a bright path of win-win cooperation, achieving resource sharing and complementary advantages, and propelling both sides to forge ahead in the global economic tide.

As China’s economic influence grows globally, Chinese companies can use their cost-effective advantages

“CHINESE COMPANIES WANT TO CONNECT WITH GLOBAL SHIPPERS, PROJECT FORWARDERS TO EXPAND THEIR BUSINESS NETWORKS.”

to participate in more international projects. The growing global demand for energy and resources also provides opportunities for Chinese companies to participate in related development projects overseas.”

Q: What are some of the challenges Chinese companies face when doing business overseas?

Andy Zhuang: “There are often cultural differences and language barriers in overseas projects, which may lead to misunderstandings and communication difficulties in project implementation, however, Varamar should also be highly vigilant against the advancement of the tariff policy of the Trump administration in the

Andy Zhuang, Varamar.

United States. It is currently unclear whether other Western countries will follow suit – it will kill more business.”

Q: How do you see the future of breakbulk trade between China and Europe?

Andy Zhuang: “Chinese project owners and shippers may see opportunities for growth in breakbulk trade with Europe. As the economy recovers, infrastructure construction and industrial development in Europe will drive demand for breakbulk cargo such as machinery, equipment, EV car batteries and building materials. The deepening of cooperation under the Belt and Road Initiative may also promote more trade exchanges between China and Europe. However, they may also be concerned about challenges such as trade barriers, policy changes from Trump and competition from other regions.”

Q: How are trade routes evolving, and what does that mean for breakbulk shipping?

Andy Zhuang: “Shifts in traditional trade routes are anticipated. Factors involved include the rise of emerging economies, which changes the pattern

of global trade and makes trade routes more diverse. Technological advancements in transportation and communication reduce costs and increase efficiency, enabling the development of new trade routes.

Especially as the situation in the Red Sea remains uncertain and without a final verdict, it poses both perils and prospects for shipowners. In addition, the construction of new infrastructure such as ports and railways, as well as the adjustment of regional trade policies, will also affect trade routes.”

Q: How is China’s approach to technology and innovation impacting the shipping industry?

Andy Zhuang: “China is elevating AI, robotics and drone technologies to unprecedented strategic priority – achieving breakthroughs in critical areas like core algorithms and precision manufacturing, while leveraging national top-down design to build a “governmentindustry-academia-research-application” integrated innovation ecosystem.

This technological momentum is now creating a ripple effect in the NEV (new energy vehicle) sector: Chinese automakers are accelerating globalization

through iterative smart driving systems and digital supply chain overhauls, capitalizing on their tech-first advantage. This impact is cascading into the shipping value chain – for example BYD has strategically commissioned 8 dedicated RoRo vessels to form an end-to-end ‘R&D-productionmaritime’ while Chery is deploying 10 strategically customized RoRos to support their supplier chain.”

Q: What are the biggest areas of potential collaboration between Chinese and European companies?

Andy Zhuang: “Chinese companies could showcase their products, technologies and services, and exhibit at Breakbulk Europe to increase brand awareness. They can also participate in various seminars and networking activities to learn about the latest industry trends and market information. Taking into account various factors such as cultural differences and geopolitics, in my personal opinion, it is advisable to seek out compatible partners. The two sides can invest in each other’s fleets, support one another and integrate resources of all kinds. This approach not only enables them to avoid the challenges of going it alone but also paves the way for business expansion.”

Q: What kinds of companies are Chinese exhibitors most interested in meeting?

Andy Zhuang: “Chinese companies may want to meet decision-makers from leading EPCs, oil and gas companies, energy companies, mining and metals producers, and manufacturers. They also hope to connect with global shippers, project forwarders and other industry professionals to expand their business networks.”

About Varamar

Shipping company Varamar specializes in the transport of breakbulk, heavy and oversized, and dry-bulk cargo with offices in 10 countries, including China, the UAE and Germany

Varamar China handles overlength pipe shipment from China to Dublin Port.

Credit: Varamar

Chinese Exhibitors at Breakbulk Europe 2025

Company name

Bohwa Shipping Pte. Ltd. 2M51

Freight Forwarder

Chinese-Polish Joint Stock Shipping Co. - Chipolbrok 2F40-G41 Marine Transport

CIMS Group Chirey Projects 1G46 Freight Forwarder

City Union Logistics Co., Ltd. 2J24 Freight Forwarder

Dalian Chun An International Logistics Company Limited 2E90-F91

Fujian Highton Development Co., Ltd. 2A72

GIO Shipping Co., Ltd. 2K60-L61 Freight Forwarder

Global One International Logistics Co., Ltd. 1B50 Freight Forwarder

Hainan Huashen International Logistics Co., Ltd. 2G101

Hanson Carriers Pte. Ltd. 2C80-D81

Headseaway International Logistics Co., Ltd. 2M02 Freight Forwarder

Protranser International Logistics Co., Ltd. 1B41 Freight Forwarder

Qingdao D-Win Logistics Co., Ltd. 2E113

Qingdao Mingrun Machinery Co., Ltd.

Qingdao Mutrade Co., Ltd.

Sea Bridge Shipping Management Co., Limited

Shandong Sling and Strap Co., Ltd. 1L23

Shanghai Megamove Logistics Technology Co., Ltd. 1D31 Freight Forwarder

Shanghai Port Star Rigging Co., Ltd. 1E34

Shanghai Zhongqian Qiangsheng International Logistics Co., Ltd. 2M62 Freight Forwarder

TPL Project Stock Company 1D40 Freight Forwarder

Wintrans Logistics (Shanghai) Co., Ltd. 1D45 Freight Forwarder

Zhejiang Brilliant Logistics Co., Ltd. 2F111 Freight Forwarder

Transshipment of equipment from Shekou, China, to Manzanillo, Mexico.

Credit: Headseaway International Logistics

GEODIS AND ECOPETROL: A LOGISTICS POWERHOUSE

Two years ago, Colombian state energy firm Ecopetrol teamed up with global logistics provider GEODIS to launch a pioneering, end-to-end supply chain integration model. In an exclusive for Breakbulk, the two companies come together to share how they did it.

After several months of working through a Request for Proposal (RFP) process, Ecopetrol and GEODIS Colombia signed a long-term contract in 2023 to implement an innovative and cutting-edge logistics integration model. This model covers end-to-end supply chain logistics and pre-contractual management services, breaking new ground within stateowned oil and gas enterprises.

As a leading global logistics provider acknowledged for its expertise across all aspects of the supply chain,

GEODIS has teamed up with Ecopetrol, the largest company in Colombia, to collaboratively develop a robust logistics model that can be scaled across other companies within the group. The objective was to transform Ecopetrol’s supply chain management and logistics culture into one that is more predictive, proactive, integrated, efficient and competitive – a strategy that has now become a reality.

“It was all about collaboration,” said Carlos Manuel Palacios, managing director of Colombia at GEODIS,

detailing how the state-owned company identified key areas for improvement – such as automation and systems integration – which sparked a year-long dialogue. Throughout that period, the two sides worked closely to create a tailored solution, which Palacios said involved a “complete supply chain analysis.”

By aligning Ecopetrol’s needs with GEODIS’ products and services, the groundwork was laid for rapid progress in the first year and even better results in the second. By 2024, the collaboration

GEODIS chartered an Antonov AN124 to transport 249 components to southeast Colombia. Credit: GEODIS

had grown so robust that the teams were holding more than 70 operational meetings a year supported by more than 150 direct and indirect employees dedicated to this project, Palacios said.

“Our remarkable progress in optimizing logistics processes stems from the unwavering commitment of both teams to clearly communicate their needs and goals and collaboratively work towards achieving them. This partnership is a testament to our shared dedication to excellence,” said Julian Mora, supply chain coordinator at Ecopetrol.

A Logistics Integrator

The team-driven approach ultimately led to a unique solution that involved GEODIS splitting its services across three distinct contracts.

These included a long-term 4PL agreement where GEODIS was charged with handling Ecopetrol’s entire logistics supply chain, a 3PL forwarding operation focused on project cargo, and a pre-contractual management contract centered on expediting approvals. Each service is articulated by separate GEODIS divisions with their own dedicated teams operating from the integrator offices in Bogotá.

For the 4PL operations – managed by Palacios – GEODIS has connected all the logistics players into a single smart platform, offering Ecopetrol real-time, end-to-end visibility of the entire supply chain, from tracking delivery milestones to measuring CO2 emissions.

“We measure every aspect of the end-to-end supply chain in our platform, leading more than seven 3PLs,” Palacios said. “We have the teams to support Ecopetrol and to respond to any request they have but

also adding value to the 3PLs to ensure operational and business excellence.”

For Ecopetrol, developing a 4PL model brought significant advantages. “One of the key benefits was having an independent representative to control and monitor all the 3PLs,” Mora said. “The 4PL integrates and monitors the entire logistics operation, identifying new strategies with each 3PL to control costs and improve the delivery of critical materials.”

As a fundamental element of the company’s corporate social responsibility and sustainability efforts, the integrator, together with international 3PL GEODIS, measured CO2 emissions under scopes 1, 2, and 3 across each phase of the logistics process using advanced technology. This enabled the development of effective decarbonization strategies. Additional efforts have focused on raising employee awareness of environmental impacts, integrating CSR into IT services, and creating tools to analyze and report key metrics such as CO2 emissions.

Carlos Manuel Palacios, GEODIS

GEODIS completed a groundbreaking project in March that set the record for the heaviest cargo to move down Colombia’s Magdalena River Credit: GEODIS

“These great milestones require perfect integration and great collaboration between Ecopetrol, the 3PLs and the integrator,” said Luke Mace Credit: GEODIS

Record-breaking Moves

While the 4PL side has concentrated on planning and monitoring Ecopetrol’s supply chain operations, the GEODIS 3PL team has proved its mettle by doing what it does best – navigating significant logistical challenges to transport massive project cargoes across Colombia.

In early March, GEODIS achieved a record by transporting a heavy cargo down the Magdalena River, Colombia’s main inland waterway. The milestone move supported a critical energy project aimed at ensuring the continuous production of gasoline in the country. “These great milestones require perfect integration and great collaboration between Ecopetrol, the 3PLs and the integrator,” said Luke Mace, global vice president of project logistics at GEODIS.

GEODIS managed the complex operation with a multimodal solution combining ocean freight, barge transport and trucking. The shipment, which moved through the terminal from Cartagena to Barrancabermeja, included oversized components that demanded flawless execution. The

project also involved significant civil works and temporary road closures to accommodate one-way traffic.

In an earlier project, GEODIS’ troubleshooting skills were put to the test during the delivery of 12 oversize and overweight pieces to southeast Colombia. Originally planned as an overland move via the la Orquidea bridge in Boyacá – the only viable route for such heavy freight – the project was thrown into crisis when the bridge presented certain restrictions.

With the deadline looming, the forwarder pivoted fast, chartering an Antonov AN124 to complete the timecritical delivery by air. “Over an eight-day period, we executed 13 flights – one long-haul and 12 domestic trips – all during Christmas week,” Mace said.

Exploring New Sectors

For a major shipper like Ecopetrol, which invests billions in industrial projects, having a logistics provider with the right expertise, experience and resources is vital. In Colombia alone, more than 150 GEODIS employees –including engineers, supervisors and

project directors – are dedicated to industrial projects and 4PL solutions.

“When we have a new company working with us, the first thing we say is they’re not just another contractor,” Mora said. “We’re looking for strategic partners who can help us improve our processes. It’s about more than delivering a service – it’s about dialogue, finding new ways of doing things, and real collaboration.”

As Colombia steps up its industrialization efforts, forwarders, shippers and carriers are positioning themselves to support the nation’s expanding project landscape. “We see a shift toward moving regional logistics structures to Colombia, and to Bogotá in particular,” Mace said. “It’s a growing country with smart talent, a big market and competitive costs.”

In March, GEODIS inaugurated a new office in Bogotá – its largest worldwide for project logistics. The launch of the new base comes as Ecopetrol seeks to diversify beyond oil and gas into new segments such as solar, wind and hydrogen, capitalizing on Colombia’s abundant natural resources. Here, GEODIS is leveraging its expertise to meet Ecopetrol’s evolving needs to support energetic transition.

“There are lessons and business practices learned outside of Colombia that we can bring to the table,” Mace said. “That’s the advantage of having a leader in logistics and transportation solutions supporting Ecopetrol.”

*Breakbulk Exhibitor

Luke Mace, GEODIS

Omega Morgan carried out a massive move for their mining customer Simplot, who needed to transport a nearly 600,000-pound mining shovel up a steep canyon road at the Smoky Canyon mine in Wyoming. Omega Morgan determined their 10-line, selfpropelled trailer would be the best fit for the job. Rather than lifting the shovel, the mining crew built a dirt ramp, then drove the shovel up the ramp, allowing Omega Morgan to drive their trailer under the shovel. The cargo was expertly transported nine miles along the road, with Omega Morgan navigating steep grades of up to 10%.

US URANIUM MINING POISED FOR RESURGENCE

Demand Driven by Geopolitics and Energy Goals

Uranium mining and processing is poised for a resurgence in the United States, as the Department of Energy pushes for increased nuclear power generation while also reducing dependence on imported uranium.

Geopolitics is a major part of the story. According to the DoE, Russia

currently has about 44% of the world’s uranium enrichment capacity and supplies approximately 35% of U.S. imports for nuclear fuel.

By Felicity Landon

quantities of Russian LEU under certain circumstances, i.e. to avoid disruption to nuclear power plants.

Although President Biden signed into law a ban on Russian LEU (low enriched uranium) imports in May 2024, waivers can be granted for specified

The expansion of domestic commercial LEU enrichment capabilities to support the fuel supply for U.S. nuclear reactors “will promote diversity in the LEU market and provide

Credit: Omega Morgan

a reliable supply of commercial nuclear fuel critical to U.S. clean energy and energy security goals,” says the DoE.

In December, it selected six companies from which it can sign contracts to procure LEU, a move designed to incentivize the buildout of new uranium production capacity in the U.S., it said.

Quoting President Trump’s “bold agenda to unleash American energy and AI dominance,” the Office of Nuclear Energy announced in March a US$900m solicitation to support the deployment of small modular reactors to “help grow the supply of affordable and abundant energy for Americans”.

The Trump administration may be turning its back on solar and offshore wind, but it is certainly zeroing in on nuclear, says Gavin Erasmus, global head for the mining sector at DHL Industrial Projects

Strategic Move

Erasmus recently relocated from the UK to Phoenix – a move “recognizing the strategic importance of proximity to key mining operations in the Southwest U.S.,” said the company. “This move represents a commitment to invest in the sector as a whole, providing increased coverage and ensuring subject matter experts are closer to our clients’ base in all geographical locations.”

DHL Industrial Projects does not currently service any existing

AT BREAKBULK EUROPE…

Main Stage: Energy Opportunities for Project Cargo

Wednesday, May 14 1:30pm - 2:10pm

Sponsored by

uranium projects but there are some significant developments within the U.S. uranium mining sector where DHL IP is positioned to support, says Erasmus. “Energy Fuels has reopened three uranium mines in Arizona and Utah – Pinyon Plain, La Sal and Pandora – in response to favorable market conditions. These mines are expected to produce uranium at a run rate of 1.1–1.4 million pounds annually. Additionally, the company plans to commence production at two more facilities in the Southwest U.S. by 2025, potentially increasing its uranium production to over 2 million pounds of U3O8 (yellowcake) by the end of 2025.”

U.S. domestic uranium production peaked in the 1980s before declining due to low prices and competition from international producers, notes Erasmus. “In 2023, U.S. uranium production was approximately 224,331 pounds of U3O8, accounting for a mere 0.4% of the nation’s nuclear fuel requirements. As a result, this was not an area of focus for DHL IP.

a re-evaluation of nuclear power’s role in meeting these needs.”

The Prohibiting Russian Uranium Imports Act of May 2024 has made the industry far more attractive as a potential project revenue stream to DHL IP, says Erasmus.

However, he says, the U.S. uranium mining industry faces significant logistical and supply chain challenges – including transportation bottlenecks, regulatory hurdles, geopolitical concerns and processing limitations.

“One of the biggest issues is transportation. Uranium ore and its processed form, yellowcake, require specialized handling due to their radioactive nature. Strict federal and state regulations govern the movement of uranium, leading to delays in permitting and shipment approvals.

“Additionally, the U.S. lacks dedicated uranium transport infrastructure, making reliance on existing rail and trucking networks inefficient. Given the long distances between mining sites (primarily in Arizona, Wyoming, Utah and Texas) and processing facilities, transportation costs can be a major obstacle.”

Capacity Constraints

“However, the recent global emphasis on reducing carbon emissions has positioned nuclear energy as a viable alternative to fossil fuels. This shift has led to increased demand for uranium, the essential fuel for nuclear reactors. Notably, the expansion of energy-intensive technologies, such as artificial intelligence and cryptocurrency mining, has further heightened electricity consumption, prompting

“Another key challenge is the limited number of domestic uranium processing and enrichment facilities,” adds Erasmus. The U.S. currently depends on a handful of conversion plants, including the Metropolis Works facility in Illinois. However, these facilities have struggled with capacity constraints, leading to reliance on foreign sources for further refining. Until domestic enrichment capabilities expand, the US uranium supply chain remains vulnerable to disruptions.”

Permitting for new mines and processing plants is a lengthy process, often taking years due to environmental impact assessments and legal challenges, says Erasmus. “These delays add uncertainty to the supply chain but the challenges provide opportunities for the

Gavin Erasmus, DHL Industrial Projects

project experts within the USA DHL Industrial Projects teams.

“Having a dedicated in-house transport engineering team with services that include transport calculations, securement design, motion analysis, stability analysis, lifting studies, structural checks, and technical drawings and plans positions DHL IP to safely move uranium industry cargo. The wider DHL network also allows the USA IP team to safely manage all the requirements for both uranium mining projects and existing uranium operations.”

DHL IP sees two clear strands of opportunity. At current sites, or those being stepped up, the work is not so much inbound project and logistics based but more about re-supply and handling outbound bulk cargo. For potential new sites, normal mining equipment would be required – pumps, crushers, processing equipment, conveyors and so on. “The processing differs for the commodity but overall, the concept for mining does not,” says Erasmus.

Blue Water Shipping is working with several uranium miners in the development and execution of logistics for greenfield projects and operational mines across Australia and Africa. As a global logistics services provider, the company specializes in shipping and transport requirements for mining and engineering companies and suppliers.

Stephen Westfield, the company’s global head of mining, is also keeping an eye on developments in the U.S. He says: “The administration signed executive orders that could shift the course of U.S. mining. The move, which is framed around national security, introduced fast-tracking of mining project measures for permitting and government funding.”

Blue Water Shipping is currently executing and bidding for mining capital projects in the U.S. across Nevada and Arizona, which are mostly for gold mining, Westfield says.

“The world’s top four exporters of uranium are Kazakhstan, Australia, Namibia and Canada. The main driver

of production besides tonnage and grade is the price, which has had a wide-ranging cyclical history. After a doldrum period lasting many years, it soared to $148 (per pound) in 2007 and collapsed only to rise again, then flop. It is now in a bearish place at $65.”

Logistics Challenges

The logistics challenges around uranium mining are significant and complex – both in supplying construction materials to build mines and shipping the export product, says Westfield.

U.S. uranium mining industry faces significant logistical and supply chain challenges – including transportation bottlenecks, regulatory hurdles, geopolitical concerns and processing limitations

Credit: Omega Morgan

Stephen Westfield, Blue Water Shipping

Blue Water Shipping is working with several uranium miners in the development and execution of logistics for greenfield projects and operational mines across Australia and Africa.

Credit: Blue Water Shipping

For example: “Logistics dynamics change between project planning, final investment decision and execution, which are driven by the uranium price and project financing. The shipping of yellowcake is inherently challenging with very onerous permitting and administrative processes. It is also expensive. For the cost exAfrica, it is not uncommon to see US$20,000 ocean freight per container of uranium, compared to a general cargo rate of $1,500.”

Underlying it all is demand, which is based on movements in nuclear power. The World Nuclear Association reports that 65 new reactors are being built around the world, with another 90 planned.

“The expected expansion of nuclear power around the world

indicates higher prices once utilities start opening their orderbooks to restock their depleted inventories. This demand will ultimately drive new projects and the associated logistics activities, so we are long uranium,” says Westfield.

Among the six companies selected by the DoE to supply LEU is Laser Isotope Separating Technologies, Inc. (LIST). The company is collaborating with sister company NANO Nuclear Energy (NNE) to advance LIST’s patented enrichment technology and for LIST ultimately to provide NNE with enriched uranium hexafluoride for processing into fuel forms for its reactors in development and for future sale to third parties.

NNE is focused on portable and other microreactor technologies, nuclear fuel fabrication and

transportation, nuclear applications for space, and nuclear industry consulting services. It lays claim to being the first portable nuclear microreactor company to be listed publicly in the U.S. Its products in development include the Kronos MMR Energy System, a stationary hightemperature gas-cooled reactor; the Zeus solid core battery reactor; and the Odin lowpressure coolant reactor.

Flooding the Market

Nuclear physicist James Walker, CEO of NNE, says: “The fuel supply chain in the U.S. has atrophied to a point where it could not supply the fuel necessary to go into any advanced reactor systems. So, we carried out an investigation into how we derisk

our company. Nano was a founding member of [the DOE] HALEU [HighAssay Low-Enriched Uranium] Consortium set up in 2022 to address deficits in the infrastructure.

“Because Russia had flooded the market with cheap uranium, this put the price down so far that mining investment stopped. When the uranium price crashed, it was no longer economical to develop these mines – they were shut down and/ or put on care and maintenance.”

Now prices have picked up, so does the economics of working the mines. However, says Walker: “It might take a number of years to develop a mine, as you need to do the drilling and mine planning. From a greenfield property even with demonstrated uranium at site, it

could be a five-year lead time before producing any uranium to the market.

“Also, it’s not only bringing the mine online – it’s the specialist rail and road transport. You need to move yellowcake to conversion; conversion to enrichment; enrichment to deconversion. It’s one thing to build up an industry, it’s another to have a functioning industry.”

NNE is in negotiation with transport companies with a view to making acquisitions. “To build [a transport fleet] from scratch would be very difficult. It is almost certain we will buy into or acquire an existing company.”

Walker predicts a spike in demand for uranium that will push up prices and, therefore, production. “Current production is way under what’s needed to supply reactors.”

Gavin Erasmus says that from the regulatory point of view, many people are waiting to understand what the Trump administration is going to do. “There is a lot of talk about easing some of the regulations, making it easier for domestic miners to get permits and fasttracking permitting processes.

“But everyone is expecting the next four years to be significantly better from the mining point of view than the previous four years. Under President Trump, all indications are that he wants to make it easier to get mines permitted and under way.”

Felicity Landon is an award-winning freelance journalist specializing in the ports, shipping, transport and logistics sectors.

*Breakbulk Exhibitor

CARBON CAPTURE AT A CROSSROADS

Trade Tensions Threaten Canada’s Multi-Billion-Dollar CCS Pipeline

Few could have predicted that in 2025 the prime minister of Canada would be disavowing the long-time special relationship with the country’s southern neighbor and largest trading partner.

But amid an escalating trade war, and President Trump’s suggestions that Canada should become the 51st U.S. state, the new Canadian PM Mark

Carney said in late March that the old relationship with the U.S. is over.

For those in the oil and gas industries on both sides of the border, the rhetoric is unsettling. The North American energy market is highly integrated and, in 2023, Canada provided 58% of the volume of hydrocarbons imported by the U.S., as well as 85% of its electricity imports.

By Amy McLellan

The energy and power companies in both countries operate projects that span decades rather than political terms, but even so the spat threatens to create an uncertain investment climate in the short term. Given the trade row with the U.S., some industry voices are calling for an urgent reset of energy and climate policies to reduce costs and

Mammoet working on Shell’s Quest CCS project. Credit: Mammoet

position Canada as a competitive place for investment. A key target is the federal carbon levy on large emitters, which has been instrumental in unlocking investment in carbon capture and storage (CCS) projects.

“The federal carbon levy on large emitters is an example of a policy that is not globally cost competitive and should be repealed to allow provincial governments to set more suitable carbon regulations,” says Lisa Baiton, president & CEO of the Canadian Association of Petroleum Producers.

Fickle Economics

This stance is deeply concerning to those working toward Canada’s climate goals. According to the Canadian Climate Institute, more than 70 industrial and natural resource projects — worth over C$57 billion (US$40 billion) — are moving forward based on the expectation that a carbon pricing system will remain in place.

The institute’s research shows that Canada’s industrial carbon pricing systems, if upheld, would contribute more to emissions reductions by 2030 than any other policy. As Rick Smith, president of the Canadian Climate Institute, puts it: “Industrial carbon pricing is the most important policy Canada has for cutting carbon pollution.”

These political headwinds add to the general chill in the market when it comes to investing in CCS projects, where the investment case can be tough to make. Peter Findlay,

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research director and head of carbon capture, utilization and storage (CCUS) economics for Wood Mackenzie, says many potential projects are at risk because of “often fickle” economics.

This isn’t just a Canadian issue. In October 2024, WoodMac was tracking 1,200 announced projects globally, but only 10% were operational. More than 60% were in the early stage of development and required “a lot more” investment and market certainty to move into advanced development. Findlay described most as “at risk.”

Analysts believe current incentives are insufficient to spur widespread deployment and developers need alternative revenue pathways, like credit generation and product premiums, to supplement current government support.

For Canada, it’s a key technology for operators and other heavy emitters to reduce their carbon footprint. Approximately one-seventh of the world’s active large-scale carbon management projects can be found in Canada and, by 2030, 368 projects are expected to be operational, with an anticipated capacity to capture 743 Mt of CO2 per year, helping make a significant dent in emissions as the country strives to meet its climate change commitments.

The question is whether the new political landscape will undermine commitment to investing in carbon capture and carbon markets?

Committed Projects

In the meantime, work is moving ahead on committed projects. Last year Shell announced FID on two carbon capture projects in Alberta: Polaris, at its energy and chemicals park at Scotford in Alberta, and the Atlas Carbon Storage Hub, which will provide permanent underground storage for CO2 captured by Polaris. Both are expected to be operational by the end of 2028.

Polaris is designed to capture approximately 650,000 tonnes of CO2 annually from the Shell-owned Scotford

refinery and chemicals complex, reducing the Scope 1 CO2 emissions from the refinery by capturing and storing up to 40% and by up to 22% at the chemicals complex.

The captured CO2 will be piped 22km to the Atlas project, a 50/50 JV between Shell and ATCO EnPower, for permanent storage 2km underground in the Basal Cambrian Sands, the same formation used to successfully store CO2 from the Quest CCS facility. In future, Atlas could potentially store carbon for other parties.

Work at Polaris is already well underway, with Sarens taking on heavy-haul and heavy-lift operations, including the transportation and installation of an amine absorber, an amine stripper and a quench tower, building on its previous successful collaborations with Shell.

“Carbon capture is gaining momentum in Canada,” says Jeff Chernish, country manager of Sarens Canada. “There’s a lot of buzz around it. And it’s a proven technology now so we’re starting to see more larger scale projects come through, which is good news for us.

“Polaris is the first project we have supported in this space. We were able to use our experiences from oil and gas projects, as the columns are very similar.”

The Polaris job involved some key logistical challenges, including deenergizing transmission lines, removing railway arms and evaluating bridge capacities to ensure safe passage of

Jeff Chernish, Sarens

“THE CHALLENGES ON THIS PROJECT WERE MOVING LARGE LOADS OVER PUBLIC ROADS, SO IT TOOK A LOT OF PLANNING AND PERMITTING.”

- JEFF CHERNISH, SARENS

the equipment. Extensive preparations were necessary, particularly around the removal and lifting of overhead power lines, which required 45 days’ notice.

Two Kamag K25 platform trailers with bolsters consisting of 56 axle lines total were used for their load capacity and capability over public roadways. The heaviest component, weighing 866,000 lbs, was meticulously transported, navigating tight corners, railway crossings and power lines.

“The challenges on this project were moving large loads over public roads, so it took a lot of planning and permitting,” says Chernish. “There were power line lifts and rail crossings. A lot of planning goes into it many

months in advance of execution.”

It was an eight-day heavy-lift campaign to lift three massive columns, with the amine absorber, at nearly 235 feet, the tallest structure on site. Sarens used its CC6800 crane, supported by a CC2800 as the tail crane.

This may have been Sarens’ first CCS project in Canada, but the company sees real momentum building in what Chernish calls a “win-win” technology.

“The owners get to reduce their emissions and their costs because a greener product is better for them,” he says. “We see a good pipeline for the future, with more CCS in the province - it’s definitely on the radar.”

Cutting Emissions

Quest – in which Shell has a 10% stake and operates on behalf of the Athabasca Oil Sands Partnershiphas been in operation since 2015, since when it has safely captured and stored more than nine million tonnes of CO2, including about one million tonnes/year CO2 from the Scotford upgrader that would otherwise have been released into the atmosphere.

Heavy-lift specialist Mammoet worked on the rigging engineering, transportation and all lifting activities for the Quest carbon capture and storage facility at the Scotford upgrader site, and has more projects in its sights.

It has also been heavily involved in several FEED and constructability studies, supporting its customers in potential projects such as the Pathways Alliance Carbon Capture Initiative, which involves a group of oil sands companies building an extensive CCS network and pipeline to transport CO2 from multiple sites to a permanent facility in Alberta, and a CCUS facility at the Heidelberg Materials Cement plant at Edmonton, which aims to become the first carbonneutral cement plant in North America.

Technip Energies won the FEED contract last year for the new facility, which Heidelberg Materials anticipates being operational by late 2026, capturing more than 1 million tonnes of CO2 annually. FID is still pending, however.

“Carbon capture and storage facilities are growing in potential within Canada,” says Cian Dorman, regional director of sales and marketing at Mammoet. “Key drivers seem to include federal and provincial incentives, from tax credits and grants to emissions regulations coupled with a steadily increasing carbon pricing system plus growing corporate and industry investment continue to cultivate prospective CCUS intensification.”

Dorman says companies like Mammoet can provide streamlined logistics and transportation planning, modularization integration to site

Credit: Sarens

construction and lifting activities as well as core transportation and crane demands. He says these major projects benefit from having an experienced partner like Mammoet on board.

“Complex and ever-changing infrastructure and engineering requirements mean that early engagement for planning purposes will support in preventing logistical bottlenecks, improving safety, optimizing site design and helping

to ensure projects run on schedule, within budget and encounter minimal last minute hurdles,” he says.

Mammoet has a proven track record in facilitating and executing site layout optimization, crane pad and foundation requirements for safe operations, route planning for transporting oversized equipment and minimizing disruptions, and managing unforeseen events.

Green Credentials Count

When it comes to working on projects that are so key to delivering climate goals, companies need to be able to evidence their own decarbonization journey, says Dorman.

“It demonstrates an ability to proactively show market leadership and continuous improvement,” he says, pointing out that in recent years Mammoet has developed the world’s first fully electric powered SPMT trailer and engineered zeroemission cranes, including the world’s

largest electric crane, the SK 6000.

Chernish of Sarens Canada agrees. “Anytime we are tendering for projects like this, a portion of the request goes through what initiatives we are doing locally and globally to reduce our carbon footprint,” he says. “And whether it’s the requirements of the bid or not, it’s something we’re doing anyway as part of our responsibility to operate in a cleaner and more efficient manner.”

Whatever the outcome of the current trade row, one thing is clear: the climate challenge isn’t going away, and carbon capture remains a potent technology in the battle to reduce emissions.

Award-winning freelance journalist Amy McLellan has been reporting on the highs and lows of the upstream oil and gas and maritime industries for 20 years.

*BGSN Member *Breakbulk Exhibitor

Cian Dorman, Mammoet

FROM VILLAGE ROADS TO GLOBAL ROUTES

DHL’s Amadou Diallo on a Life Well Traveled

“You can take the boy out of the village, but you can never take the village out of the man,” says Amadou Diallo, CEO of DHL Global Forwarding Middle East and Africa. Though he grew up in Dakar, he spent much of his childhood with his grandmother in a small rural village in southern Senegal. It was under her guidance that he developed the values that shape his life today - hard work and a deep sense of care for others.

“I grew up accompanying her, walking beside her as she made her way through the village where she worked as a midwife, visiting neighbo rs and helping wherever she could,” he recalls. “Sometimes, I’d get chased by donkeys along the way,” he laughs.

He remembers those early years well, describing himself as a “rural metropolitan” growing up. He split his time between the city where he went to school and Kolda, one of the poorest rural regions in Senegal, where he absorbed the values of resilience, service and connection - principles that define his approach today.

His first exposure to business, however, came through his father. Diallo was only six-years-old when he started working in his dad’s shoe shop. Later, he worked as his assistant for a hunting lodge, helping negotiate with travel agents in France who were sending hunters their way.

As the oldest of nine children of an economically underprivileged family, Diallo understood the importance of work, but he was also a diligent student, placing great importance on education. He excelled academically and was highly active in the student union, where he organized strikes and addressed large crowds - early experiences that shaped his skills in leadership and negotiation.

Defining Moments

“All these small defining moments shaped me,” he reflects. “My father did not attend high school but built a successful career. Watching him navigate business despite not having a formal education gave me the confidence to work internationally.”

After finishing high school in Senegal, he pursued further studies in France and later the UK, eventually earning a bachelor’s degree and an MBA in international business. At the age of 25 he had already accumulated almost 20 years of work experience. His formal career began in the hospitality sector at Club Med, where he built a strong foundation in process management before moving into banking in Frankfurt, Germany.

“I wanted to explore some other opportunities in the banking sector as I was predominantly working in finance, but everywhere I went, people kept asking about my

By Liesl Venter

German, which was quite useless because I hadn’t tried hard to learn it during my tenure at the bank.”

Determined to master the language, he opted to remain in Germany, but instead of banking, he found himself working in a logistics company. “I learned the business faster than the language,” he jokes. “Ultimately, I picked up both, but whenever I am asked how I ended up in logistics, the answer is simple: I went to learn German.”

That decision set the course for a global career. Today, Diallo is fluent in several languages, including English, German, French, Fulani, Wolof and Spanish. His multilingual ability has been a significant asset in his leadership roles across multiple regions. Over the years, he has held various senior positions within DHL and his career spans Europe, Africa and Asia, reflecting the global perspective he developed at an early age.

“Being a French-speaking Senegalese with an understanding of German and English and having lived in various major cities worldwide, I had a certain affinity for the tasks coming my way. By 27, I was the CFO of the logistics company I was working for, which was eventually acquired by Deutsche Post, DHL’s parent company. I think I was also a little bit lucky.”

Joining DHL

Shortly after the acquisition, he was invited to join DHL’s head office, where he was tasked with overseeing international business operations. He found himself managing a portfolio ten times bigger than anything he had handled before. The role exposed him to high-level discussions with board members, private equity firms and investment banks, giving him direct insight into corporate strategy at the highest level.

Now based in Dubai, Diallo leads a team spread across Africa and the Middle East. The countries he

operates in have vastly different economic and political realities. Some are based in flourishing markets like the UAE, while others navigate major complexities such as instability and conflict.

Yet, his leadership philosophy remains consistent: “The most important thing is to care for the people you work with. It’s not necessarily in the CEO’s job description, but ensuring my team knows I genuinely care about them is very important to me.”

It’s an approach that extends to customers. For him, it has never been just about making strategic decisions from a boardroom, but

AT BREAKBULK EUROPE…

Main Stage: North Africa’s Rise as a Regional Trade Hub

Wednesday, May 14 1:30pm - 2:15pm

rather about being physically present. “I like to work closely with my people and my customers. Personal engagement is important, whether with employees, customers, NGOs, academics or other role-players. Logistics is ultimately about people.”

As an African, he has a deep understanding of the unique challenges faced by the region. “The unpredictability in the Middle East and African markets is immense,” Diallo explains. “There are moments when events unfold beyond anyone’s control - like a war suddenly breaking out in a country or a currency devaluation announced by a minister without prior warning.

“You might think you understand

the market, but then something unexpected happens. Conflicts, in particular, are some of the biggest challenges we constantly navigate.’”

And that is before adding the complexity of doing business in harsh landscapes with little to no infrastructure. “One is not just dealing with economic and political unpredictability - we’re operating in places where roads are impassable, ports are underdeveloped and basic connectivity is sometimes a challenge.”

Rewarding Work

Despite the many obstacles, Diallo would not be working anywhere else in the world. He firmly believes in the potential of these markets. “Look at

the young, talented people coming out of Africa - they have nothing less than someone from a developed country. The pride, the drive, the talent - it’s incredible. Yes, it is a difficult place to operate in, but it is so worthwhile. It’s a blessing and a challenge, and for me, it’s incredibly rewarding to see things changing and to see the difference we are making.”

He points to Addis Ababa as an example. “Not long ago, Ethiopia had almost no logistics infrastructure. Now, they have a logistics hub functioning nearly at the same level as the ones we see in the West.” He has witnessed similar progress across Africa, from Côte d’Ivoire to Angola and in North Africa. “Look at Morocco and Egypt - the transformation is happening everywhere. To contribute even a little to that change is something I am truly proud of.”

Turning our conversation to his thoughts on the outlook for logistics in Africa and the Middle East, he says the industry is evolving quickly. “Logistics has changed dramatically. The UAE, for example, has transformed from a regional hub into a global logistics powerhouse.”

He says Dubai is at the forefront of driving change - simplifying logistics and global trade. “It is highly competitive and highly efficient. Everything possible to streamline the logistics process is happening here.”

This is underscored by massive investments with modern infrastructure being developed across the Gulf from Oman to Saudi Arabia, Bahrain and Qatar. “This region is positioning itself as the center of gravity for global supply chains,” says Diallo.

Unprecedented Growth

However, the opportunity is not confined to the Middle East. “We are seeing the same development taking place in Africa. Electricity, for example, is becoming more affordable across the continent, unlocking new opportunities

Amadou Diallo and MEA team. Credit: DHL Global Forwarding

Train coaches shipped to Egypt by DHL. Credit: DHL Global Forwarding

His enthusiasm is palpable. “How can one not be enthusiastic if you look at all the developments? Projects are on the rise across Africa and the Middle East. There is no indication that investment in infrastructure is slowing down.”

Africa’s time has finally come, says Diallo, who believes the continent is poised for unprecedented growth. With increasing urbanization, expanding trade corridors and advancements in digital infrastructure, the opportunities are vast.

Senegal, where no one cares that he is a CEO, he says. “There, I’m just me. The boy who once walked the dirt roads with little understanding of world business. I remember my for industrialization. We are seeing moves towards greater localization and beneficiation in Africa, all bringing major logistics opportunities.”

Before we know it, our time is up.

and listen to music. I love acoustic African music - years ago, I even managed a couple of bands. We also make time to travel to visit our children and grandchild. I am also

Nigeria Limited is a leading terminal operator with over 40 years of experience, managing four ports across Nigeria. it provides tailored logistics solutions, including port facilities, cargo handling, and dedicated equipment for diverse industries beyond Oil & Gas. Services cover general cargo, dry bulk, containers, and project cargo, all with the highest security standards.

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A waste heat boiler project in Saudi Arabia carried out by DHL. Credit: DHL Global

BUILDING A NEW MARITIME HUB IN THE MIDDLE EAST

$1bn Saqr 2.0 Project Will Boost Capacity and Open New Markets for RAK Ports

By Dennis Daniel

Over the past few decades, the UAE emirate of Ras Al Khaimah has established itself as a vital hub for international trade and tourism, enabled by its strategic location near the Strait of Hormuz and Arabian Gulf, along one of the world’s busiest shipping routes.

The driving force behind Ras Al Khaimah’s growth and success as a maritime hub is RAK Ports , which operates a network of ports

and freezones handling over 100 million tonnes of cargo annually.

They include the Saqr Port, the largest bulk cargo handling port in the Middle East and Africa; RAK Maritime City freezone; Ras Al Khaimah Port; and Al Jazeera Port and Shipyard. Together, they provide a variety of services including bulk cargo and project cargo handling, freezone and land lease, warehousing and cold storage,

and ship repair and maintenance.

In an effort to venture into new markets and cater to emerging customer needs, RAK Ports is developing the US$1billion Saqr 2.0 project - a greenfield development that includes the construction of a multipurpose, deepwater port and land facilities.

The new Saqr 2.0 port will have a draft range of 12–18 meters, accommodate capesize vessels,

support a variety of cargo types, and unlock approximately 5 million square meters of freezone land with direct quayside access.

Hugh Cox, chief commercial officer, RAK Ports, explained the rationale for the project to Breakbulk . “We identified a significant gap in the market, where customers are actively

seeking freezones directly connected to the quayside. In particular, we see strong demand for more quayside land and deeper drafts,” he says.

One of the distinguishing features of Saqr 2.0 will be its 18 meters of draft, the deepest draft in the region, compared to the current maximum draft of 15 meters at other UAE ports.

Multi-phase Development

The Saqr 2.0 project is planned in three phases. The first phase is scheduled to commence operations in 2027 with the opening of the first basin, and the second phase is expected to be completed by 2030.

The first phase of Saqr 2.0 will see 6–10 berths added to the current 47 berths at the Saqr Port and RAK Maritime City. It will also add a cargo handling capacity of approximately 50 million tonnes per annum to the current 100 million tonnes per annum handled by the Saqr Port and RAK Maritime City.

The third phase of the project will take a more flexible approach and is expected to run into the 2030s.

“Saqr 2.0 allows room for expansion and adaptability to future customer requirements. We see the potential to expand the freezone after 2030 and increase the total area from 5 million square meters to approximately 12 to 14 million square meters in the third phase of the project,” says Cox.

Poised for a ‘Dubai Moment’

RAK Ports’ growth strategy is in line with that of the emirate itself, which is projected to see 4% of real GDP growth during 2024–2027, driven by tourism and infrastructure projects. This has led to S&P Global raising its sovereign credit ratings for Ras Al Khaimah from ‘A-/A-2’ to ‘A/A-1.’

S&P Global expects Ras Al Khaimah’s economic growth and fiscal position to remain strong until 2027 due to a solid pipeline

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Main Stage: Electrification in Project Logistics

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of tourism-related development projects, and that its mining sector, economic freezones, real estate and ports will benefit from strong non-oil growth and infrastructure spending in the UAE, GCC and Indian subcontinent.

“The timing couldn’t be better for RAK Ports and the Saqr 2.0 expansion, as Ras Al Khaimah is poised for its own Dubai moment,” says Cox.

He explains: “The Saqr Port is transforming into what the Jebel Ali Port represented in the 1990s, and this is happening against the backdrop of Ras Al Khaimah’s economic growth and diversification. RAK Ports recognizes this as an opportunity to build on its strengths.

“As a well-positioned and wellstructured network of ports with excellent land facilities, RAK Ports is in a strong position to expand into diverse markets and establish Ras Al Khaimah as a strategic hub to serve other growth markets in the region.”

New Opportunities

As with any other port in the UAE, Saqr 2.0 offers the strategic advantage of high geopolitical stability for customers. The port is designed to function as a major common user terminal and enhance vessel traffic in the region.

“Saqr 2.0 will offer a range of new services while complementing those provided by the neighboring ports of Fujairah, Dubai and Abu Dhabi. We are committed to maximizing

RAK Ports said Saqr 2.0 will accommodate project cargo, fabrication, breakbulk, liquid bulk and agricultural bulk.

Credit: RAK Ports

Hugh Cox, RAK Ports

RAK Ports hopes to capitalize on Ras Al Khaimah’s robust cement and concrete production industries to manufacture and export

“WE

SEE SIGNIFICANT POTENTIAL IN NEW SERVICES SUCH AS GREEN SHIP RECYCLING, WHICH COULD ENABLE US TO CATER TO EUROPEAN AND WESTERN MARKETS.” - HUGH COX

accessibility and efficiency while creating a benchmark for port-land connectivity in the region,” says Cox.

With Saqr 2.0, RAK Ports sees significant opportunities in expanding into new markets by developing the port into a transshipment hub, expanding cargo handling services,

building new fabrication capabilities, and integrating automation for efficient land-to-berth connectivity.

“Our focus is on diversification and future growth markets, and therefore, our priority is to identify new markets and businesses. For example, we see opportunities to

expand our bulk handling facilities, particularly for liquid bulk. We also plan to expand our ship repair and maintenance facilities, potentially relocating them from Al Jazeera Port to Saqr 2.0 in the future.

“Another focus area for us is minimizing our carbon footprint and transforming Saqr 2.0 into a green port. This would require us to explore environmentally sustainable and eco-friendly industries and practices. In this regard, we see significant potential in new services such as green ship recycling, which could enable us to cater to European and Western markets,” says Cox.

RAK Ports aims to become an enabler of energy transition by facilitating manufacturing and logistics for renewable energy projects. Cox anticipates a big opportunity for Saqr 2.0 to serve global wind energy projects through the supply of prefabricated components.

precast concrete parts for wind turbine foundations.

Credit: RAK Ports

“I believe Saqr 2.0 could be a transshipment hub for wind energy projects in Asia and Europe. It could also capitalize on Ras Al Khaimah’s robust cement and concrete production industries to manufacture and export precast concrete parts for wind turbine foundations,” says Cox.

RAK Ports is also addressing the challenge of identifying the fuel of the future, whether it may be hydrogen, ammonia or natural gas, and planning the infrastructure required to handle them.

“Everybody wants a costeffective fuel that is also reliable and accessible. Future fuels must also align with advancements in engine design and emerging technologies. While we develop long-term fuel solutions, we see an opportunity to offer biodiesel as a substitute fuel to shipping companies. It is an area where we can effectively

support both our current and future customer base,” says Cox.

Customer Engagement

RAK Ports is actively collaborating with customers to ensure that the port meets all accessibility requirements beyond the quayside, including road infrastructure and conveyance pipelines.

Cox points out that customer engagement is a crucial aspect of the Saqr 2.0 project. “It is a two-way street: the port unlocks opportunities for the land and the land, in turn, unlocks opportunities for the port. We have been fortunate to learn from neighboring ports and our own experiences. This has enabled us to identify what works and what does not and develop strategies for tackling challenges effectively,” he says.

operationally optimized port in the region over the next 10 to 15 years. “Few ports have the capacity to expand as extensively as Saqr 2.0. No other port will be able to match the combination of port-land connectivity, access to major projects, deep draft, and availability of land.

“Saqr 2.0 will allow businesses to leverage the freezone and new port to support major infrastructure projects in the region as well as tap into export markets globally,” Cox says. “From a customer perspective, Saqr 2.0 is set to become the UAE’s leading hub for maritime trade.”

Dennis Daniel is a UAE-based independent media and communications professional, specializing in content creation for the construction, logistics and other B2B industries.

Cox envisions Saqr 2.0 becoming the most cost-effective and *Breakbulk Exhibitor

RAK Ports operates a network of ports and freezones in Ras Al Khaimah.

Credit: RAK Ports

Asyad showcases its expertise in handling over-dimensional cargos.

Credit: Asyad Group

OMAN LEADS GREEN HYDROGEN REVOLUTION

By Essam Al Sheibany

Mega Projects and Fast-Track Reforms Fuel Clean Energy Future

For over a century, global trade has revolved around fossil fuels, but hydrogen is rewriting the energy map and creating new export hubs. Oman is at the nexus of this shift, transitioning from a hydrocarbon economy to a green hydrogen powerhouse.

As industries shift toward cleaner alternatives, hydrogen and its derivatives – such as ammonia and methanol – are set to transform sectors from shipping to heavy manufacturing.

With global hydrogen demand projected to reach 528 million

AT BREAKBULK EUROPE…

Main Stage: Energy Opportunities for Project Cargo

Wednesday, May 14 1:30pm - 2:10pm

metric tons annually by 2050 and low-carbon hydrogen expected to supply 62% of this total, major economies are making unprecedented investments in infrastructure to secure long-term supply chains.

The Gulf Cooperation Council (GCC) is positioning itself at the forefront, and Oman is set to lead the transformation.

Building the Logistics Backbone

The hydrogen economy is not just about energy; it is about reshaping global trade, logistics networks and economic resilience.

As industries move toward cleaner alternatives, hydrogen and its derivatives – such as ammonia and methanol – are poised to revolutionize sectors from shipping to heavy manufacturing.

For Oman to claim its place in this future, logistics must evolve alongside production. That includes ports, shipping lines and supply

chain infrastructure being redefined to serve as a global hydrogen gateway, linking Oman’s renewables to international markets.

The country aims to produce up to 8.5 million tons of green hydrogen annually by 2050, leveraging its abundant solar and wind resources, and world-class infrastructure. Its strategic location offers direct access to Europe and Asia, with shorter transport distances than competitors like Australia and Chile.

Coupled with a well-developed gas pipeline network, industrial zones and export terminals that are being repurposed for hydrogen and ammonia logistics, Oman is making the transition seamless.

Strategic Investment

Oman’s hydrogen roadmap includes major projects such as H2Oman, targeting 1.1 million tons of green hydrogen per year, and SalalaH2, which aims for 430,000 tons annually.

These developments are backed by strong public and private sector investment, while new regulatory frameworks are being fast-tracked to support adoption, including hydrogen certification schemes and incentives for foreign direct investment.

Asyad Group is playing a central role in ensuring Oman’s logistics sector is ready for this transformation. Ports will define the future of hydrogen trade, acting as energy hubs rather than just transit points. Dedicated hydrogen-ready terminals are being developed at Sohar Duqm and Salalah, ensuring Oman becomes the primary gateway for green hydrogen exports.

Port of Duqm, with vast land for industrial-scale production, is set to become the country’s hydrogen epicenter, while Port of Salalah is positioning itself as a bunkering hub for green ammonia and methanol, critical for the future of clean shipping.

Beyond exporting hydrogen, sustainability is of paramount importance across Asyad’s logistics network. The company is transitioning its fleet of over 90 vessels toward

cleaner fuel such as LNG, ammonia and methanol-powered ships, aligning with the IMO 2050 decarbonization targets.

Hydrogen-powered heavy transport solutions are being piloted to decarbonize Oman’s trucking and freight operations. At the same time, AI-driven port automation is reducing carbon footprints, increasing efficiency, and enabling predictive maintenance for hydrogen infrastructure.

Oman’s Leadership

The hydrogen race is not just about who produces the most – it is about who can store, transport, and deliver it efficiently. Oman’s success will depend on its ability to seamlessly integrate hydrogen into global supply chains. We believe logistics is the missing piece of the hydrogen puzzle. We are expanding hydrogen-ready shipping routes, forging strategic partnerships, and investing in nextgeneration transport infrastructure to ensure Oman’s hydrogen reaches global markets safely, sustainably, and cost-effectively.

As the world moves toward net-zero, hydrogen will be the foundation of the clean energy transition. But producing it is only part of the equation – delivering it efficiently and competitively is what will define market leaders. Oman is not just participating in the hydrogen revolution – it is leading it. And at Asyad Group, we are ensuring that Oman’s hydrogen fuels the world.

Essam Al Sheibany is vice president of sustainability at Asyad Group.

Essam Al Sheibany, Asyad Group

*Breakbulk Exhibitor

Asyad is playing a central role in ensuring Oman’s logistics sector is ready for the green hydrogen boom.

Credit: Asyad Group

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BUSS TERMINAL EEMSHAVEN RECEIVES FIRST MONOPILES FOR NORDSEECLUSTER A

Buss Terminal Eemshaven in the Netherlands has handled the first eight monopile foundations for RWE’s Nordseecluster A offshore wind farm project in the German North Sea.

Each foundation measures 85 meters in length and weighs 1,500 tons – equivalent to the weight of about 1,000 small cars, said Buss Terminal Eemshaven. The units were produced and delivered by Dajin Heavy Industry.

A total of 45 foundations are expected to pass through Buss Terminal Eemshaven this year, with 44 designed to carry wind turbines and one to support the facility’s transformer substation.

The Nordseecluster project is being developed in two phases.

Nordseecluster A, with a capacity of 660 megawatts (MW), will begin foundation transport from Eemshaven this summer. Located some 50 kilometers north of the island of Juist, its 44 wind turbines will be installed next year and are set to be fully operational by early 2027.

The second phase, Nordseecluster B, will add 900 MW from 60 additional wind turbines, with commercial operations set to begin in early 2029.

“With the delivery and safe unloading of the first foundations by Dajin, we have passed an important milestone on the way to building our Nordseecluster,” said Thomas Michel, chief operating office, RWE Offshore Wind.

“With an overall capacity of around 1.6 gigawatts, it is the largest wind project

currently being built off the German coast. We need an enormous amount of storage space and an excellent port infrastructure for the construction process – both of which are available at the Buss Terminal Eemshaven. We are currently creating synergies by also handling the foundations for our Danish offshore wind farm Thor at this port and will use it as the base for our Dutch OranjeWind project as well.”

A Leading Offshore Hub

Buss Terminal Eemshaven, part of Buss Ports, has also announced a series of upgrades designed to strengthen its role as a key logistics hub for handling offshore and other heavy-duty cargo. The terminal operator has added an extra 15

hectares of heavy-duty storage area with a capacity to support loads up to 30 tons per square meter and a 200-meter quayside connecting to the Beatrixhaven quay.

The overhaul has boosted total capacity to some 460,000 square meters, making it the largest offshore logistics terminal operator in the European North Sea, it said.

“This expansion will allow us to meet the increasing demands of our clients, particularly in the offshore wind sector, and to continue to provide flexible logistics solutions across a range of industries,” said Marc Wegman, managing director of Buss Terminal Eemshaven.

*Breakbulk Exhibitor

Buss Terminal Eemshaven handles monopile foundations for RWE’s Nordseecluster A offshore wind farm.

Credit: RWE

MAMMOET MOVES CRUSHER PARTS FOR CHILEAN MINING GIANT

Mammoet has successfully relocated a mammoth crusher system between mines near Calama, Chile, for stateowned mining giant Codelco.

The intricate operation, which involved moving 16 key components four-and-a-half kilometers from one site to another using an “unplug-and-play” solution, was completed ahead of schedule, the Dutch heavy-lift specialist said.

Among the system’s so-called “big six” components, the most challenging to lift and transport was the 1,300-ton crusher itself.

“This was a big challenge”, said Vanessa Labana, sales manager at Mammoet. “We created a support beam that was especially adapted for this cargo. We had to make some alterations to our original beams by applying lead reinforcements on top, at the four lifting points, to prevent deformation”.

The structure was initially extracted using skid tracks and skid shoes before being raised high enough for self-propelled modular transporters (SPMTs) to move underneath.

To ensure stability during the journey, the cargo was secured with lashing and transported to an area close to the demobilization site, where it was rotated 180 degrees before final installation. Once at the new site, the earlier process was repeated in reverse, with SMPTs lowering the cargo onto skid tracks to slide it into its new position.

Another significant challenge was the gallery unit, which required additional hydraulic jacking due to a 1% slope at the installation site. Mammoet engineers carried out incremental lifts to maintain level positioning as it was skidded forward.

Meticulous Planning

Labana said Mammoet had spent 18 months collaborating with Codelco on planning the operation.

“We created all the route plans and drawings and supported them to answer all the questions and considerations they had to face on site. For example, the correct slope, turn ratios, and width of the road to facilitate the fastest transport route.”

The project required sourcing some of the equipment from multiple international locations. SPMTs were shipped from Malaysia, skidding systems from the U.S. and additional support equipment from Colombia.

By relocating the components as complete units, Mammoet significantly reduced project time, it said, completing the operation itself in just over a month.

A team of 70 people were deployed across the project, along with 160 axle lines, eight skid shoes, eight jacking systems, and various support beams, rails and lashing equipment.

“If this project had been done in a conventional way, Codelco would have needed to cut and disassemble the equipment, and this would have taken a lot of time,” Labana said. “This is the first time Codelco has done something like this. With us, they have a partner for future projects due to trust in our experience, equipment and background.”

*Breakbulk Exhibitor

Mammoet transports crusher units between mines in Chile. Credit: Mammoet

UAFL LAUNCHES NEW BASE IN MUMBAI

United Africa Feeder Line has opened a new office in Mumbai, part of the shipping company’s strategy to strengthen trade links between India and East Africa.

The base was launched in January 2025 following the opening of the carrier’s new Zanzibar office four months earlier, in September 2024. UAFL, founded in 2000, specializes in shipping goods to and from the Indian Ocean region, with a focus on East and Southern Africa.

“If you look at most East African countries, you’ll find that India is among their top two to five import partners,” Mohamed Atallah, general manager at UAFL, told Breakbulk

ØRSTED

“The trade between India and Ørsted has completed the first phase of its largest onshore wind project in Germany, the 50.4-megawatt (MW) Bahren West I, with plans to begin construction on the 61.6MW second phase in May.

those countries has been growing year-on-year – something that we’ve noticed as well from the volumes that we’ve been carrying. It therefore made perfect sense to open our own office and to have better control and improve how we serve our customers.”

Zanzibar, meanwhile, has long been a key market for UAFL, which previously serviced the country’s port with three vessels, Atallah said. But ongoing congestion has forced the company to scale back to one dedicated feeder vessel between Mombasa and Zanzibar, with plans to increase capacity once conditions improve.

Dubai-headquartered UAFL is set to continue its regional expansion with the opening of a new office in an East

African country later this year, with further openings expected in 2026.

Fleet Investment

According to Atallah, UAFL has shifted from chartering to owning its fleet as part of a strategic investment drive initiated in 2021 under new ownership. The carrier now operates an entirely owned fleet of four single deck, multipurpose geared vessels deployed across the Indian Subcontinent, the Middle East, East Africa and the Indian Ocean Islands. “As we have plans for growth, you might see more UAFL vessels sailing in new regions,” Atallah said.

*Breakbulk Exhibitor

BRINGS LARGEST GERMAN ONSHORE WIND PROJECT ONLINE

Ørsted’s Bahren Wind Farm, Germany. Credit Ørsted

Located near the German-Polish border in Brandenburg, Bahren West I comprises nine Vestas V150 turbines each with an output of 5.6 MW. Slated for completion in 2027, Bahren West II will add 11 more turbines, further strengthening Ørsted’s onshore wind portfolio in Germany.

“We’re delighted to be able to announce the operation of Bahren West I and the imminent start of construction of Bahren West II at the same time,” said Stefan Bachmaier, managing director of Ørsted Onshore Germany.

“The two projects are significant milestones for Ørsted’s onshore wind ambitions in Germany. With Bahren West, we’re not only making a strong contribution to Germany’s renewable energy targets, but also reaffirming our commitment to providing renewable, reliable and sustainable energy.”

Ørsted also expects to commission its 16.8 MW St. Wendel wind farm project in western Germany later on this year. Globally, the developer has

an installed onshore wind capacity of some 3.8 gigawatts (GW).

*BGSN Member

PROJECTS IN THIS ISSUE

Europe

Project: SuedOstLink

Story: Ready to Roll: deugro Delivers Cable Drums for Germany’s Green Grid (pp. 20-21)

Country: Germany

Company: TenneT TSO Sector: Power

Project: Duisburg Steel Plant

Story: Green Steel Stalls as Uncertainty Dents Hydrogen Plans (pp. 72-74)

Country: Germany

Company: thyssenkrupp Sector: Steel

Project: Holland 1

Story: Green Steel Stalls as Uncertainty Dents Hydrogen Plans (pp. 72-74)

Country: The Netherlands

Company: Shell

Sector: Renewable Hydrogen

Project: Lingen Green Hydrogen Plant

Story: Green Steel Stalls as Uncertainty Dents Hydrogen Plans (pp. 72-74)

Country: Germany

Company: BP

Sector: Renewable Hydrogen

Project: Nordseecluster A

Story: Buss Terminal Eemshaven Receives First Monopiles for Offshore Project (p. 123)

Country: Germany

Company: RWE Sector: Offshore Wind

Project: Bahren West I

Story: Ørsted Brings Largest German Onshore Wind Project Online (p. 125)

Country: Germany

Company: Ørsted Sector: Onshore Wind

Americas

Project: Pinyon Plain, La Sal and Pandora uranium projects

Story: US Uranium Mining Poised for Resurgence (pp. 101-105)

Country: U.S.

Company: Energy Fuels Sector: Mining

Project: Atlas Carbon Storage Hub and Polaris Story: Carbon Capture at a Crossroads (pp. 107-110)

Country: Canada

Company: Shell Sector: Carbon Capture & Storage (CCS)

Middle East and Africa

Project: Saqr 2.0

Story: Building a New Maritime Hub in the Middle East (pp. 116-119)

Country: UAE

Company: RAK Ports Sector: Ports & Terminals

Asia

Project: Sakra Cogen

Story: Breakbulk Sets Sail for Singapore (pp. 86-89)

Country: Singapore Company: Keppel Sector: Power Generation

Project: LTMS-PIP

Story: Breakbulk Sets Sail for Singapore (pp. 86-89)

Country: Singapore Company: EMA

Sector: Hydropower

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