The SHIPS for America Act Port Everglades Fueling trade, past and present
To promote and foster the highest quality service to the maritime industry through training development; working with all agencies, groups and other associations for the benefit and development of its members and the peoples of the Caribbean region.
William Brown President Caribbean Shipping Association
s President of the Caribbean Shipping Association (CSA), I am pleased to extend warm greetings to our members and stakeholders across the Greater Caribbean region and beyond.
The shipping and logistics sector in our region is navigating a time of significant global change. In the face of shifting trade dynamics, geopolitical uncertainty, and technological disruption, the CSA remains steadfast in its role as a unifying voice and a catalyst for progress.
Our work continues to be guided by our core mission: to promote the development of an efficient, viable, and competitive regional shipping industry. We are committed not only to representing the interests of our members, but also to strengthening the capabilities of Caribbean ports and shipping enterprises through education, collaboration, and strategic engagement. In doing so, we aim to contribute meaningfully to regional development and to the policy shifts required for long-term sustainability.
Today’s global economy continues to favor large, powerful players. The natural disadvantages of small economies – limited scale, dependence on external markets, and vulnerability to external shocks – have only been exacerbated by recent global policies, trade tensions, and retaliatory tariffs. These developments have raised serious concerns about the direct and indirect impacts on Caribbean shipping and the wider economic stability of our nations.
Strategic response in a shifting landscape
So, how should we respond? What strategies must we adopt to mitigate the risks we face due to our limited economies of scale?
We must remain vigilant. At the CSA, the General Council continues to monitor global shifts closely and respond decisively to requests for information, representation, and support. We are committed to standing firm in our advocacy for the
shipping industry, our members, and the nations we serve.
However, our response must also be measured, strategic, and forward-looking. Rather than being consumed by frustration, we must rise above it. By focusing on quality, collaboration, and innovation, we can chart a course forward. We must invest in what we do well, amplify our collective strengths, and pursue opportunities that lie within our reach.
Shaping the future through action
Through deliberate planning and active committee engagement, the CSA is equipping itself to navigate these complexities with clarity and cohesion. We are not simply reacting to change — we are working to shape it.
Our recent partnership with the Antwerp/Flanders Port Training Center (APEC) reflects this proactive approach. The Memorandum of Understanding signed earlier this year expands access to worldclass training and development opportunities for Caribbean maritime professionals. It also strengthens our international ties and reinforces our shared vision for a globally competitive, resilient, and future-ready maritime sector.
Looking ahead to CSEC 2025
As we look ahead to the 23rd Caribbean Shipping Executives’ Conference (CSEC) in Fort Lauderdale, we do so with renewed energy and purpose. This event remains a cornerstone of the CSA’s calendar - a vital forum for examining the most pressing issues facing our industry today, from
artificial intelligence in supply chains and maritime security to business continuity and evolving global trade policy.
As part of this year’s conference, the CSA will host an invitation-only strategic planning session, bringing together key stakeholders, council members, and committee chairs. Grounded in member feedback and regional data, this session will focus on the Association’s long-term direction and priorities. These intentional, solution-oriented conversations ensure that our agenda remains aligned with the needs of our members and the demands of a changing industry.
A shared commitment to resilience and growth
This issue of Caribbean Maritime reflects the ongoing work of an Association that is committed to building a sector that is inclusive, agile, and resilient. I encourage all members to engage fully with the opportunities ahead and to continue contributing to a legacy of excellence for the Caribbean and its people.
Let us move forward with confidence, unity, and the unshakeable belief that our best days lie ahead.
As part of this year’s conference, the CSA will host an invitation-only strategic planning session, bringing together key stakeholders, council members, and committee chairs
A lifelong commitment to maritime excellence
Enrique Figueroa
Q. Where were you born?
A. In Hato Rey, San Juan, Puerto Rico
Q. What influence did your parents have on your early life?
A. My parents came from modest backgrounds. They were hardworking people who did everything they could to ensure my brother and I had access to the best education they could afford. They instilled in us respect for others, the value of family, and the importance of being able to provide for them. That’s where my drive comes from - my family. They taught me the importance of
Enrique Figueroa has achieved success the hard way - starting in entry-level positions, working at shipping’s sharp end, and only later in life choosing to formalize his practical experience with an impressive list of academic qualifications. His back-to-front business journey is one many could learn from.
commitment and honesty, that “minimum effort is never going to make it,” and that “you have to go through life with purpose.” I’m a third-generation port worker.
Q. Where did you go to school?
A. All of my education took place in Puerto Rico. Through high school, I mostly attended private schools, but I also spent some time in public education. That’s something I’m both proud of and grateful for.
Q. What was life like for you growing up in Puerto Rico, and did you have an interest in shipping at that stage?
A. Although I’m a third-generation port worker, my father didn’t want my brother or me to follow a life at the docks. His plan was for us to get a college education and build our lives from there.
During the late 1980s and 1990s, Puerto Rico had a solid economy, largely driven by Section 936 of the US Tax Code, which offered tax exemptions to US corporations operating there. The code was later amended, and Section 936 was repealed in 1996.
Puerto Rico had developed a highly skilled workforce serving the pharmaceutical and manufacturing sectors. While those industries offered great opportunities for college-educated individuals, options for those without degrees were limited to lower-paying jobs in service, manufacturing, trade, and construction.
Q. What was your first job after leaving full-time education?
A. After high school, I started college but dropped out and got married shortly afterward. I didn’t return to college until
after I was already working in transportation and logistics.
My first serious job was as a telephone service repair operator for the Puerto Rico Telephone Company. It was a low-level, low-paying union job that required minimal skills.
I worked in a call center, receiving calls from customers with issues on their landlines. I guided them through a brief troubleshooting process and submitted repair tickets.
I didn’t enjoy the work - that experience pushed me to re-engage with college. I later dropped out again to pursue an opportunity at Crowley, as the call center
schedule didn’t allow me to attend classes consistently.
Q. So, what about college or university? You chose to attend university after gaining experience in cargo operations and eventually studied Law, then Management and Human Resources?
A. After ten years in the industry, I went back to college and completed both a bachelor’s degree and a Juris Doctor at private universities in Puerto Rico.
Bachelor’s degree – Interamerican University of Puerto Rico, Cupey Campus
Juris Doctor – Interamerican University of Puerto Rico, School of Law
Q. Were you ever tempted to study in the US or elsewhere instead of Puerto Rico?
A. I was interested, but to be honest, I didn’t have the maturity or focus at the time to pursue that path. That’s why I completed my education as an adult, while working.
Q. Did you continue to work for Crowley while pursuing your degrees, or did you take sabbaticals?
A. I dropped out of college to join Crowley. At that time, I was married with responsibilities.
Early in my career, I worked in stevedoring, which meant long, irregular hours whenever there were vessels.
It took me ten years to reach a managerial role where I had more control over my schedule. Once I got there, I returned to college, completed my bachelor’s degree, and went straight into law school.
I studied in night
What drives me is contributing to projects, supporting people, and leading teams to fulfill an organization’s mission. I’m at the peak of my career and still eager for growth and collaboration.”
programs, including summers, while working at Crowley for seven uninterrupted years.
Q. Would you recommend gaining real on-the-job experience before pursuing academic qualifications?
A. Honestly, I recommend completing college straight out of high school.
Studying at night after a full day of work was extremely challenging and meant sacrificing valuable time with my family.
Q. In 2024, after three decades at Crowley, you joined TOTE Maritime. What prompted the change?
A. I’m grateful for every opportunity I’ve had in my career. I’ve worked with outstanding people, leaders, and mentors, and I’ve grown both personally and professionally.
What drives me is contributing to projects, supporting people, and leading teams to fulfill an organization’s mission. I’m at the peak of my career and still eager for growth and collaboration.
When Eduardo Pagán from TOTE shared his vision, the company’s mission of serving Puerto Rico, and its culture, I knew I wanted to be part of it.
Q. What is your role at TOTE Maritime, and how does it differ from your work at Crowley?
A. While the title may seem similar, anyone in the industry knows no two operations are the same.
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PROFILE ENRIQUE FIGUEROA
In my current role, I direct operations - managing traffic, maintenance & repair, vessel planning, and overseeing our terminal and stevedoring service providers in Puerto Rico and the US Virgin Islands. At TOTE, we focus on deeply understanding our customers’ business models and delivering a superior customer experience.
Q. What do you hope to achieve at TOTE Maritime?
A. This year marks TOTE’s 50th anniversary.
As we continue to grow, I’ll keep supporting and developing our team to drive results and internal growth.
With a strong culture focused on colleague experience and continuous improvement, we aim to deliver greater efficiencies for our customers, supporting their growth and building a more resilient service for Puerto Rico and the USVI.
Q. What has been your most memorable professional accomplishment to date?
A. Living on an island dependent on imports, I understand how crucial the shipping and logistics industry is for daily life.
The most memorable times in my career were during the response and relief efforts after hurricanes Irma and Maria, and again during the pandemic. Those were the most frightening and rewarding moments of my career.
They showed me how fragile we are as a society, but also how
I have three children - Joshua, Gloria, and Enrique. They’re all adults now. Two are already in the industry, and the youngest is finishing engineering school”
brave and resilient we can be.
Those of us in shipping and logistics carry the responsibility of maintaining supply chain continuity. That’s why I’m proud of the people and the work we do in this industry.
Q. Beyond work, what are your main interests and hobbies?
A. I have three children - Joshua, Gloria, and Enrique. They’re all adults now. Two are already in the industry, and the youngest is finishing engineering school. They’re a great source of pride for my wife and me.
My career wouldn’t have been possible without the unwavering support of my wife, Iris.
I’ve been fortunate to build a fulfilling career doing something I’m passionate about. I plan to continue, but I also recognize how much time work and travel have taken from my family over the years.
These days, I look for every opportunity to spend time with them. We enjoy traveling and just being together - whether out and about or relaxing at home.
The strategic future of the Caribbean Maritime Industry Decarbonization, security and growth
The Caribbean maritime industry in 2025 stands at a critical crossroads, driven by two powerful imperatives: environmental sustainability and maritime security. As the region works to strengthen its position in global trade, address climate change, and protect its Blue Economy, forward-thinking strategies are emerging. These will determine the Caribbean’s economic vitality and environmental integrity in the coming decades.
Decarbonization: Steering Towards a Sustainable Maritime Future
The global shift toward decarbonization is not bypassing the Caribbean. Recognizing its vulnerability to climate change, the region is taking proactive steps to reduce greenhouse gas emissions in maritime transportation. Regional efforts have intensified, emphasizing the integration of alternative energy sources such as biofuels, hydrogen, and electrification into maritime operations.
Workshops and regional programs have targeted port authorities, shipping companies, and governments, focusing on sustainable financing and the critical inclusion of women in the maritime workforce. These initiatives are designed not only to meet global environmental standards but also to position Caribbean ports as competitive, eco-friendly hubs within the international logistics network.
At the same time, regional energy organizations have highlighted the transformative potential of biofuels in the transportation sector, especially for short-sea shipping and inter-island ferry operations. Transitioning to cleaner fuels will not only lower the region’s carbon
footprint but also create a competitive advantage as global shippers increasingly demand green corridors and sustainable supply chain solutions.
Maritime Security: Fortifying the Blue Economy
The Caribbean's maritime domain is vast, resource-rich, and increasingly targeted by transnational criminal activities. Threats such as drug trafficking, illegal fishing, piracy, and human trafficking have underscored the urgent need for coordinated regional security strategies.
In response, Caribbean governments have crafted a comprehensive Maritime Security Strategy, centered on regional collaboration, enhanced surveillance, intelligence sharing, and modern maritime
Dr. Averne A. Pantin Port Turnaround and Sustainability Expert
domain awareness technologies. The strategy integrates environmental considerations, ensuring that enforcement efforts also protect sensitive marine ecosystems critical to tourism and fisheries.
An important dimension of this strategy is the growing partnership between Caribbean nations and global initiatives focused on “Blue Justice” — promoting lawful, sustainable, and equitable use of ocean resources. Through improved patrol capabilities, upgraded coast guard fleets, and smarter use of satellite data, the Caribbean is strengthening its defenses against maritime threats while securing its economic lifeblood.
Strategic Port Developments: Enhancing Regional Connectivity
Seaport modernization is another key pillar of the region’s strategy. Caribbean ports have traditionally been constrained by limited space, outdated facilities, and inconsistent standards. In 2025, several countries are heavily investing in upgrading port infrastructure to handle larger vessels, improve turnaround times, and integrate smart port technologies. Island nations like Martinique are implementing ambitious development plans, expanding berths, deepening channels, and digitizing cargo handling operations. These initiatives aim to turn Caribbean ports into smarter, greener, and more resilient logistics hubs that can better compete for transshipment traffic against larger ports in North and South America.
Smart investments in cold chain facilities, cruise terminals, and renewable energy-powered ports are also designed to capitalize on both cargo and tourism opportunities. In an era where logistics reliability is paramount, and sustainability is non-negotiable, Caribbean ports are moving from “optional stops” to “strategic assets” in global supply chains.
Future Outlook: Strategic Integration and Competitive Advantage
The maritime transformation underway in the Caribbean is not merely about compliance; it is about strategic positioning. By taking leadership in maritime decarbonization, security, and infrastructure development, the Caribbean is seizing an opportunity to future-proof its economy. The region’s maritime future will likely hinge on five interconnected imperatives:
Puerto Antioquia
By taking leadership in maritime decarbonization, security, and infrastructure development, the Caribbean is seizing an opportunity to future-proof its economy.”
Green Transition:
Decarbonization efforts will define which ports thrive and which fall behind, as global shippers prioritize low-carbon shipping lanes.
Security and Rule of Law:
Effective maritime security will be essential to sustain legitimate trade, attract investment, and protect marine resources.
Digital Innovation:
Automation, blockchain for cargo tracking, and AI-based surveillance are becoming must-haves, not nice-to-haves.
Regional Collaboration:
No single island can compete alone. Coordinated policies, harmonized standards, and shared maritime resources will yield far greater collective bargaining power and resilience.
Talent Development:
Building a skilled maritime workforce — inclusive of women and young professionals — will be essential to operate and maintain modern, sustainable ports and fleets.
Conclusion: Navigating Toward a Resilient Maritime Future
The Caribbean maritime industry is poised for transformation. Decarbonization, security, and infrastructure modernization are no longer optional endeavors but strategic imperatives. The region’s success will depend on proactive leadership, smart investment, and relentless collaboration across islands.
By navigating these currents with foresight and determination, the Caribbean can not only safeguard its oceans but also secure a prosperous, sustainable, and resilient future for generations to come.
A climate?changed
By Gary Gimson
The election last November of US President Donald Trump seems to have turned many widely held assumptions on their head and unsettled what appeared to be the consensus on a range of issues. Not least of which are those associated with climate change and net zero.
Among President Trump’s first acts upon taking office in late January to withdraw (in fact for a second time) the US from the Paris Climate Agreement and as part of the new Administration’s wider net zero sceptic agenda.
President Trump appears to have very little time for any perceived benefits of decarbonizing the planet and appears openly hostile to the drive to achieve net zero by 2050 – an aim, it should be said, strongly supported hitherto by the Caribbean Shipping Association (CSA).
But is President Trump right on this issue of our age and great swathes of the rest of the world wrong? Is the US president
onto something with which there may be some in the maritime industry perhaps already concur – despite outwardly backing decarbonization? If it is no longer fashionable or even a requirement to reduce an organization’s carbon footprint will the region’s shipping sector scale back, or possibly drop, what are surely very expensive decarbonization plans in favor of the new US government’s policy? It’s certainly a question worth asking.
Tough target
For the time-being and despite the heavy costs involved, many Caribbean-focused shipping companies (plus the region’s ports and terminals) continue to work towards decarbonizing in order to meet the IMO’s 2050 net zero goal for the maritime sector. Clearly, it’s a tough target but one that may indeed be watered down in the light of the changed political landscape in Washington as evidenced by the walkout of
the US delegation to the IMO’s 83rd Marine Environment Protection Committee (MEPC) meeting in London in early April. And more troublingly, by the US threatening reciprocal measures if an IMO move to collect a uniform carbon levy is introduced.
Nevertheless, and in the face US opposition, the IMO’s agreement did pass with a comfortable majority backing a scheme whereby owners of large ocean-going ships over 5,000 gt would fast track to greener fuels. These vessels are estimated to be responsible for 85% of all carbon emissions from ships.
Decarbonization was one of the hot topics at the CSA’s 54th AGM in Sint Maarten in October 2024 and the distinguished panel was made up of individuals who were all broadly signed up to the IMO’s net zero policy. The only minor disagreement was how this was to be achieved and who could offer the fastest means of hitting the net zero target.
Caribbean Maritime is giving an opportunity for the decarbonization proponents to restate their case here. But the magazine also wanted to give an alternative view – or at the very least ask some questions as to the benefits of net zero and the associated costs for the region’s shipping industry. And to state, even if you believe that CO₂ causes global warming, that it’s a big leap of faith to conclude that a reduction in emissions by the Caribbean shipping sector will positively impact the climate.
The counter argument goes something like this. If we are prepared to accept the case for a dramatic reduction in regional CO₂ emissions from the shipping industry, what will be the cost and how can we measure any benefits? Moreover, are the proponents of lower carbon emissions able to provide such a cost-benefit analysis?
Surely, with millions of dollars of potential additional costs falling on the maritime sector, it’s important that the industry can see the logic of reducing carbon for the perceived common good of the planet.
Here’s an early example of what shippers (and consumers) can expect in terms of increased net zero costs: Late last year German carrier Hapag-Lloyd informed customers that surcharges were set to ‘roughly double’. The rise directly results from the EU Emissions Trading System (ETS) – designed to cut emissions using a carbon market. These widened 1 January. Carriers were paying 40 per cent of their vessel emissions; this was raised to 70 per cent.
Extra fees
The extra fees are covering the bunkering costs of that have arisen from FuelEU regulations and supposedly aimed at accelerating the uptake of renewable and low-carbon fuels in shipping.
But a commercial organization is surely right to question the impact and efficacy of these costly measures. It could be argued that all shipowners face the same cost burden so there is no disadvantage if all are adopting such measures – especially if these costs can be quickly passed on and eventually felt in the pockets of the consumer.
Decarbonization was one of the hot topics at the CSA’s 54th AGM in Sint Maarten in October 2024 and the distinguished panel was made up of individuals who were all broadly signed up to the IMO’s net zero policy”
If lower CO₂ emissions are the aim, then why not just let a known technology do most of the work by further encouraging LNG (already long adopted by the likes of TOTE and Crowley on Jones Act Caribbean trades and by some cruiseships)? In fact, and having moved away from HFO, the region is already gearing up for an LNG-fuelled future with bunker stations in Jacksonville, Freeport (Grand Bahama), Kingston and Panama.
Looking at the global picture and putting Caribbean trade in perspective, CARICOM member states were responsible for just 0.18% of global exports and 0.2% of global imports. Assuming almost all imports and exports are moved by sea, we need to know how much it is going to cost to reduce CO₂ to zero. And ask what real benefit there is for the planet when set against the costs of doing so.
And on waking up the morning of 1 January 2050 will the people of the Caribbean really notice anything different
or see any real impact on the climate from the many millions of dollars that will have been spent in the quest to decarbonize the region’s shipping industry?
COLLABORATION
The Caribbean Shipping Association (CSA) fully supports measures to reduce carbon emission across the region. In fact, in 2023, the CSA and the Inter-American Development Bank (IDB) agreed to collaborate to decarbonize the shipping industry after signing a Memorandum of Understanding (MoU).
The partnership reinforces the commitment to support the decarbonization of the maritime transport sector, reducing greenhouse gas emissions in Latin America and the Caribbean.
The SHIPS for America Act: A lifeline for US Maritime
On April 30, members of the US House and US Senate reintroduced the Shipbuilding and Harbor Infrastructure for Prosperity and Security (SHIPS) for America Act, comprehensive legislation that would strengthen the nation’s maritime capabilities, revitalize American shipbuilding, and enhance national security.
As global competition in maritime commerce intensifies, the SHIPS for America Act offers a critical opportunity to bolster America's maritime capabilities – and for Puerto Rico, it presents a significant step forward in strengthening its connection to the US mainland through a modern, resilient shipping network.
The Jones Act, which requires vessels engaged in domestic trade between US ports to be US-flagged, US-built, and US-crewed, has been a cornerstone of US maritime policy for the last century. For Puerto Rico, the preservation of the Jones Act has resulted in vital infrastructure, reliable transportation,
and job opportunities across the island. The SHIPS for America Act builds on that foundation by encouraging investment in next-generation shipbuilding and expanded fleet capacity, ensuring Puerto Rico’s supply chains remain strong, affordable, and resilient in the face of future challenges.
A core feature of the SHIPS for America Act is the establishment of the Strategic Commercial Fleet Program, which aims to expand the US-flag international fleet by 250 ships over the next decade. A stronger fleet will mean greater availability of modern vessels for domestic service, enhancing cargo options for Puerto Rico’s businesses and communities. This effort comes at a time when Puerto Rico’s needs are evolving, and reliable, competitive maritime service is more important than ever to support economic growth, disaster recovery, and quality of life on the island.
Innovations
Recent innovations demonstrate the industry’s commitment to modernizing
By David Wood President, Florida Maritime Partnership
this critical link. In March, Crowley announced the first US-flagged LNG carrier transporting US-sourced natural gas to the island. Puerto Rico Governor Jenniffer González-Colón called the new ship “a significant step for fuel supply reliability in Puerto Rico for our energy grid, which will greatly benefit our people.” At capacity, each delivery of LNG aboard American Energy provides enough energy to power 80,000 homes for a year.
Additionally, both Crowley and TOTE Maritime Puerto Rico are industry leaders for their use of clean fuels, powering two containerships each in the Puerto Rico trade with LNG fuel.
Our industry is also encouraged to see that the SHIPS for America Act calls
Lynda McFaul / Shutterstock.com
for investment in shipyard infrastructure and the maritime workforce. In 2017, the Maritime Administration estimated a deficit of about 1,800 qualified mariners to crew US sealift vessels for a prolonged period. This was an optimistic estimate, assuming that all qualified mariners would be both available and willing to sail as needed. In the years since this assessment was conducted, there has almost surely been additional workforce attrition. Because Florida is home to 66,000 domestic maritime workers who make a US$14.6 billion economic impact on the state, ensuring continuity for this workforce is an imperative for Florida’s economy.
Vital partner
But the industry that operates under the Jones Act and which would benefit so powerfully from the SHIPS For America
Act isn’t just routinely delivering fuel and supplies to Puerto Rico – it is a vital partner in hurricane preparation and response. As the region faces the annual threat of hurricane season, domestic maritime carriers conduct emergency planning in the event that a storm cripples infrastructure, disrupts daily life, and leaves communities in desperate need of resources.
The Port of Jacksonville (JAXPORT), is the number one port in the United States for trade with Puerto Rico, handling nearly 90% of all maritime cargo between the island and the US mainland. Three ocean carriers serve the island from Jacksonville, providing competitive, dedicated service for people and businesses on Puerto Rico, especially during hurricane season, carrying food, supplies, vehicles and industrial equipment. By ensuring a secure and reliable supply
chain, proactive storm preparation, and a skilled workforce, the US maritime industry stands as a pillar of Puerto Rico’s resilience.
The SHIPS for America Act represents a bold and forward-thinking strategy to strengthen the US maritime industry, and its implications for Florida and Puerto Rico are profound. The act builds on the successes of the Jones Act, ensuring that Florida and Puerto Rico continue to benefit from reliable, cost-effective, and competitive maritime services.
David Wood is Government Relations Director at Crowley in Jacksonville, Fla., and President of the Florida Maritime Partnership, which advocates for the state’s vibrant domestic maritime industry and recognizes a strong domestic maritime industry is critical for America’s economic, national, and homeland security.
Ole Dor / Shutterstock.com
Port Everglades: Fueling trade, past and present
In this issue of Caribbean Maritime, Michael Hopkins explores the vital role of Port Everglades in both the cruise and cargo sectors in South Florida. Though better known to as a cruise departure point, Port Everglades is very much a multi-purpose gateway with a rich history dating back to the 1930s.
By Michael Hopkins
While as many as 40,000 cruise ship passengers come and go by plane and car each weekend to Fort Lauderdale, many are not sure where Port Everglades really is. Even Floridians who are not from the South Florida area don’t know exactly where Port Everglades really is. It’s also a mystery how large cruise ships as long as 1,200 feet in length with 6,000 passengers and 2,000 crew members dock there.
The answer is that Port Everglades is only one nautical mile from the sea and part of the City of Fort Lauderdale with excellent travel connections by air and automobile.
Like its competitive sister ports Miami and Port Canaveral ¬– where the nascent cruise industry began to develop with weekly sailings to the Caribbean way back in the late 1950s – Port Everglades has grown considerably. So have the number of island destinations which are served by more and ever larger cruise ships which include the Carnival brands, Celebrity, Royal Caribbean, Baleria, and more recently Disney.
Parallel to the growth of cruise in this port, container lines added to the port’s weekly services with connections to Aruba, Curaçao, Haïti, the Dominican Republic,
the Virgin Islands, Sint Marten, Barbados, Trinidad and Tobago, and other Windward islands and Leeward islands.
Historical growth
What brought these cargo carrying lines to Port Everglades was the steady development of Caribbean Island ports. And starting from the 1930s, Port Everglades’ own historical growth and its ability to be able to draw cruise and cargo ships stemmed from its original role as a fuel depot for all of South Florida. Port archives show tankers owned and operated by companies like Esso, Gulf, Sinclair, and
Texaco delivered refined petroleum products and heavy fuel to the port and its tank farms.
The location attracted passenger ships. Then, as Caribbean islands sought the economic benefits of cruise ships business, large craft started calling at Port Everglades. Well-developed Caribbean port destinations such as Nassau, San Juan, and St Thomas were well within the seven-day round-trip range of cruise ships from Port Everglades.
On the cargo side, Sea-Land commenced calls at Midport using the port’s one container crane until the port developed
Well-developed Caribbean port destinations such as Nassau, San Juan, and St Thomas were well within the seven-day round-trip range of cruise ships from Port Everglades”
Southport where Crowley opened a 40-acre ro-ro terminal in 1986 originally worked across dock barges until deepwater ro-ro berths were constructed and opened.
Relocation
The port purchased five Samsung lowprofile container cranes necessary to meet Federal Aviation Authority height requirements for Fort Lauderdale International Airport. When the first of the five container cranes went into operation, Sea-Land relocated to Southport alongside Crowley offering multiple services to the Caribbean as well as to South America and Europe. Soon thereafter, those two companies were joined by Seafreight Lines, Frontier Liner Services, Chile’s CSAV, and other container lines and breakbulk operators. Since 1930 when the port was opened, revenues have grown from US$3 million to a projected US$250-plus million for 2025. The port is operated from its own enterprise fund rather than by the county or the city of Fort Lauderdale. Port executives frequently refer to the three legs of the port’s financial growth – cargo, cruise, and petroleum.
Cruise business continues to grow. And new passengers boarding today still look over the side of their first cruise from Port Everglades and ask the same question: “Where are the alligators?”
Sven Hansche / Shutterstock.com
Trailblazing the future
The CMU in 2025
Maritime family, as we embrace the opportunities of 2025, let us pause to salute the remarkable year that was 2024. This past year, the CMU proudly graduated and certified over 1,000 brilliant minds – trailblazers destined to make indelible marks on the maritime industry and beyond. Their accomplishments stand as a testament to our enduring commitment to quality and excellence in maritime education and training.
The CMU solidified its position as a global leader in forging pivotal partnerships, from strengthening regional bonds with the Belize Port Authority and the Suriname Maritime Institute to engaging in visionary dialogue with our esteemed colleagues at Shanghai Maritime University. These partnerships reflect the very essence of our mantra: CMU Powerful, CMU Global.
As we set our sights in 2025, the CMU has achieved a significant milestone so far by attaining a recommendation for ISO 9001:2015 certification, a major triumph that underscores our commitment to quality. Our ambitions remain high as we continue to lead in maritime education and training, preparing future leaders
and innovators in this dynamic industry. Innovation, technology, and research are at the core of our mission. Key initiatives for the upcoming year include the complete solarization of our Palisadoes Main campus through our collaboration with ENZEN Ltd from the United Kingdom.
Additionally, we are excited to announce the development of a state-of-theart Non-Destructive Nuclear Lab for Radiographic Testing (NDT) – a testament to the CMU’s trailblazing focus on
CONTRIBUTOR
advancing maritime excellence.
To the faculty and staff whose unwavering dedication fuels our success, to the students who inspire us with their boundless potential, and to our partners who believe in the CMU vision, thank you. As we unfurl our sails and steer through 2025, let us do so with boldness, ambition, and a shared commitment to excellence. Here’s to another year of CMU’s excellence.
Professor Andrew Spencer CD JP President, Caribbean Maritime University
Accelerating action: WiMAC Student Chapter’s commitment to women in maritime
CONTRIBUTOR
Jada Watson
President, Women in Maritime Association Caribbean (WiMAC) Student Chapter, Caribbean Maritime University
International Women’s Day, celebrated on March 8 under the theme “Accelerate Action”, serves as a call to drive meaningful change towards gender equality. This year’s theme is a timely call for accountability, reminding us that time is running out to meet global gender priorities. “Accelerate Action” holds institutions accountable, urging them to deliver on their commitments with incredible speed and efficiency. As the President of the Women in Maritime Association Caribbean (WiMAC) Student Chapter, I am honoured to highlight the strides we have made in advancing the cause of women within the maritime industry.
The newly elected executive body of the WiMAC Student Chapter is committed to fostering an inclusive and supportive environment for young women in maritime.
Our leadership team has been actively engaged in initiatives that promote awareness, empowerment, and professional development.
One of our notable efforts was our participation in Breast Cancer Awareness Month, where we stood in solidarity with survivors and helped to amplify the importance of early detection and support systems. In addition, we took a firm stance against gender-based violence by actively engaging in the 16 Days of Activism Against Gender-Based Violence campaign. Through our social media campaign, we educated our community on the signs of abuse and emphasised the importance of recognising and addressing gender-based violence in our daily lives. More importantly, we provided valuable resources for women seeking help and assistance, reaffirming our chapter’s dedication to
advocacy and support.
Beyond activism, WiMAC plays a critical role in shaping the future of women in the maritime industry by equipping them with the skills, knowledge, and networks necessary for success. Through professional development workshops and networking opportunities with established women in maritime, our student members gain invaluable exposure to industry insights and career-building experiences. These
initiatives align with this year’s theme by ensuring that we not only acknowledge the challenges faced by women in maritime but also take decisive steps to break barriers and accelerate progress.
To accelerate action further, the WiMAC Student Chapter is dedicated to strengthening its membership and expanding its influence. Our 2025 strategic priorities have included increasing chapter awareness, enhancing training and development, and promoting sustainability within the maritime sector.
By actively engaging with students across all classes through classroom visits, social media engagement, and recruitment drives, we aim to build a more inclusive and dynamic network. These efforts ensure that more young women gain access to the invaluable support and opportunities WiMAC provides.
Focused
Additionally, we are focused on enhancing the professional growth of our members by hosting industry presentations and skills-building workshops covering areas like public speaking. These initiatives will equip our members with the confidence and expertise needed to excel in the maritime field.
Recognising the importance of fostering an early interest in maritime careers, we are also engaging secondary schools through career day participation and tailored sessions on career opportunities in the sector. By inspiring the next generation of women in maritime, we contribute to the long-term sustainability of the industry.
We reaffirm our commitment to driving change and creating more opportunities for young women in maritime. The WiMAC Student Chapter will continue to accelerate action, championing initiatives that empower, educate, and uplift the next generation of female maritime professionals. Together, we move forward to ensure that gender equality in the maritime industry is not just an aspiration but a profound reality.
From classroom to cruise line: Cadets take to the high seas
As a newbie out at sea, Carnival Cruise Line (CCL) was my first experience, and it has been so overwhelming in the most positive way! Getting a chance to see what I have been learning over the years at the CMU and applying theory to practice is, most days, surreal. This experience has made me more certain than ever of becoming a marine engineer. I get to wake up each day and do something that I love and am passionate about, and that makes a global impact.
With the highly experienced engineers who make up my team onboard, I can expand my existing technical knowledge. A lot of first-timers tend to be nervous, wondering if they know enough, but the truth is, no one expects you to know everything. They expect you to be willing and open to learn, to listen closely, and to ask thoughtful questions.
Though I am a female in this maledominated career, I can honestly say I have never felt anything less than a
valued and respected team member. I guess what I’m trying to say is, “Though the journey may be long and challenging at times, don’t give up because the rewards are one step closer.”
In March 2023, the CMU signed a memorandum of understanding (MOU) with Caribbean Cruise Line, a division of Carnival Corporation. The MOU makes possible the realisation of traineeships for Marine Engineering and Marine Transportation Cadets and/or the reception of the selected cadets from both programmes into full-time employment with CCL, among other opportunities within the Carnival Corporation. From this, students can obtain their 12 months of sea time as required by the STCW Convention, 1978.
CMU will annually provide CCL with ten marine engineering (engine) Cadets and five marine transportation (deck) cadets.
Dry Dock: A new dimension of maritime training
CONTRIBUTOR
Seandre Wallace
Life onboard a cruise ship as an engine cadet has been a transformative journey, rich with hands-on learning and technical challenges. Serving in the engine department has provided in-depth exposure to the systems that keep the ship operational. From engine maintenance and machinery monitoring to diagnosing technical issues, I’ve developed both my theoretical understanding and practical skills. The shipboard environment demands precision, adaptability, and collaboration, fostering my growth both professionally and personally.
The vessel is underwent a six-week dry dock period, which offered a new dimension to my experience. Unlike life at sea, where the focus is on operations and passenger satisfaction, dry dock shifts the attention to critical maintenance, repairs, and upgrades. With the ship out of the water, we can access components that are usually submerged or hard to reach. It’s a more detail-oriented phase, involving structural inspections and machinery overhauls, offering a behind-the-scenes view of what keeps the vessel in peak condition.
Top priority
Safety is a top priority, especially in dry dock, where working conditions include confined spaces, heavy equipment, and high-risk tasks. Strict protocols and a vigilant mindset are necessary to prevent
accidents. My training at the CMU, particularly the Human Element, Leadership, and Management (HELM) course, emphasised the importance of a strong safety culture — a principle I continue to apply daily.
Dry dock also brought a different work rhythm and atmosphere.
Long hours of physical labour and technical work can be mentally draining, making rest and self-care vital. Taking breaks, engaging in light activities, and stepping away from the intense environment have helped me maintain mental clarity and well-being. These moments of balance proved essential to sustaining high performance and staying focused.
Overall, the experience deepened my understanding of ship systems, not just in operation but also in construction
and maintenance. Seeing machinery dismantled and reassembled has given me a new appreciation for its complexity and reliability. It has reinforced the importance of resilience, teamwork, and mental wellness – values that echo the teachings of HELM. As I look ahead, I know this unique experience will make me a more competent and confident marine engineer, better prepared for the demands of a career at sea.
The Caribbean Maritime University Email: info@cmu.edu.jm; 876-924-8150 www.cmu.edu.jm
LeadHERship Looking astern, sailing ahead!
10TH ANNIVERSARY
Thirty-five years ago, only a few maritime training institutes opened their doors to female students. Added to that, women in the industry, particularly in leadership positions, represented an extremely rare exception. This visible gap was the birthplace of the IMO's Women in Maritime (WIM) program which seeks to improve gender balance in the shipping industry.
Today there are eight regional networks, called Women in Maritime Associations (WIMAs) across the globe covering over 152 countries and dependent territories. The fifth of the eight, launched on April 15, 2015, is the Women in Maritime Association, Caribbean (WiMAC).
Structure
In this the 10th year of its existence, WiMAC (pronounced wee-mak) has seen four presidents. These are founding president, Claudia Grant of Jamaica; Dwynette Eversley of Trinidad and Tobago; Tamara Lowe James of Dominica and current president - Dr Evette Smith Johnson of Jamaica. The spaces from which the presidency is drawn represents only a fraction of the larger industry that WiMAC serves in over 15 Caribbean territories. Each territory has a liaison/ national chapter that works with
a nine-member Governing Council (GC) to promote the visibility of all SEAsters and engage in advocacy for the personal and professional development of women in the maritime sector.
The success of the Governing Council is achieved at the level of the national chapter. This is so as the IMO initiatives and all initiatives to support the achievement of SDG 5 are operationalized national chapter by national chapter. The chapters continue to sponsor youth, run developmental webinars for professional women, award women with stellar careers in the industry. The Jamaica chapter supports a vibrant WiMAC Student chapter at the Caribbean Maritime University.
Membership
WiMAC’s articles of association pertains to 15 Caribbean territories. WiMAC has established (or has started the process to
establish) a national chapter in 12 of those territories. The active national chapter is the first of several strategies for growth for the membership of WiMAC. WiMAC boasts three categories of membership – individual and corporate for women employed directly in the Maritime industry and affiliate membership for those aligned to or associated with the industry. We have met with some degree of success in membership growth. Our records showed a membership of 74 women across the region in 2016. Membership across the region has grown to 235 at the end of the 2024. This represents over 217% increase. This index is for paid membership as we have a larger pool of women active in WiMAC matters whom we are helping to formalize their relationship.
Successes
Other action taken over this first decade include the establishment of partnerships/
Claudia Grant Dwynette Eversley Tamara Lowe James Dr Evette Smith Johnson
collaboration e.g. The American, Caribbean Maritime Foundation (ACMF) which provides several scholarships for females to study in our various METIs. There is the MOU signed with the Caribbean Shipping Association (CSA) for a special mentorship program for women in the sector. The mentorship program is fully operational with exuberant participants. An MOU has been signed with the Port Management Association of the Caribbean (PMAC) to support corporate membership for women in ports across the region. There is also a fruitful MOU with the Organization of American States, Interamerican Committee on Ports, (OAS-CIP) that presents annual professional development webinars (some specifically for Women).
The Successes
Over this first decade the organization finalized its constitution, developed a membership structure, created for itself the various accoutrements of identity (logo, social media pages etc.), launched a maritime baseline data collection tool across the region, developed and disseminated a gender glossary for use in the industry, developed two five-year strategic plans, held several AGMs – even in the COVID-19 pandemic, has seen growth in general
The main challenge to the membership growth initiative is the geographic challenge. The distance between the various territories makes it difficult to create a uniformity of focus.”
membership and the number of national chapters. WiMAC is firmly established as a regional IMO affiliated entity. Testimony to this is seen in the MOUs signed with parties as aforementioned and the fact that wherever there is a meeting of these and other stakeholder bodies in regional and hemispheric maritime matters, WiMAC is invited to participate.
Some challenges
The main challenge to the membership growth initiative is the geographic challenge. The distance between the various territories makes it difficult to create a uniformity of focus. It is particularly difficult to reach all spaces and create that synergistic understanding that leads to action. The Caribbean Sea bounded by the territories stretch approximately 2,753,000 square kilometers in extent. This stretch is compounded by linguistic differences.
There are also the challenges which
emerge with the differences in legislative frameworks across the region. Some spaces require incorporation of the WiMAC national chapter, others demand its registration as a charitable organization/ NGO. We have been working to surmount these.
Next Steps:
A recent IMO/WISTA International Women in Maritime Survey reported that women comprise 29% of roles in the maritime industry, and around 20% of the workforce employed by IMO Member States in the sector are women, with only 14% of technical roles being held by women. These figures provide a clear picture of the improvements that are urgently needed to ensure equal participation and representation. WiMAC has work to do! In this our tenth year, we are well aware of this as we celebrate this year under the theme: “LeadHERship looking astern , sailing ahead!”
The Caribbean Shipping Association (CSA) mourns the loss of Fernando Rivera, a steadfast champion of regional maritime development and a devoted contributor to the Association’s mission and growth.
Fernando’s involvement with the CSA began in 2001 when he was appointed to the General Council as Group A Representative. He went on to serve as Vice President in 2003, and in 2006 was elected President, a role he fulfilled with humility and steadfast purpose until 2009. In the years following, he continued to serve the CSA as General Manager, guiding the Association with a steady hand and a visionary outlook.
A graduate of the University of Puerto Rico, Fernando brought to the CSA a wealth of experience shaped by a long and accomplished career in the petroleum and shipping industries. From his early roles at Chevron Oil Latin America and Caribbean Petroleum Corporation to his leadership as Vice President of Harbor Bunkering
Fernando Rivera
Past President, Past General Manager, and Friend of the Caribbean Shipping Association
Corporation, he consistently demonstrated excellence and commitment. His decadelong presidency of the Puerto Rico Shipping Association and subsequent tenure as its Executive Director further underscored his dedication to port development and regional unity.
Fernando was not only a leader but a connector, someone who brought people together, nurtured relationships, and believed in the collective strength of the Caribbean shipping community. He carried out his responsibilities with quiet dignity and an unwavering focus on collaboration and progress.
The CSA is grateful for the time, wisdom, and heart that Fernando so generously shared. His legacy will remain embedded in the continued work of the Association and in the memories of all who had the privilege of knowing him.
We extend our deepest sympathies to his family, colleagues, and friends.
May his soul rest in peace.
Fort Lauderdale hosts the 23rd Caribbean Shipping Executives’ Conference
The 23rd Caribbean Shipping Executives’ Conference (CSEC) was successfully convened from May 19-20, 2025, at the Hilton Fort Lauderdale Marina. The event brought together over 350 delegates from across the Caribbean, Central America, South America, Europe and the United States for two days of strategic dialogue, knowledge exchange, and industry networking.
The conference opened with remarks from CSA General Manager Milaika Capella Ras, CSA President William Brown, and Broward County Commissioner Hon. Hazelle P. Rogers, who emphasized regional cooperation and innovation. Joseph Morris, CEO and Port Director of Port Everglades, underscored the port's critical trade relationship with the Caribbean, highlighting its role as a major US-Caribbean gateway.
William Brown outlined the Association’s continued investment in people, partnerships, and infrastructure, while Milaika Capella Ras addressed the urgent realities of policy shifts and the need for coordinated resilience across the sector.
High-Level Engagement
The packed agenda featured thought leaders from across the maritime sector. Sessions explored themes such as:
• Artificial Intelligence in maritime logistics
• Business continuity and crisis planning
• Trade policy shifts, including US Section 301 actions
• Climate resilience and decarbonization
• Cruise industry strategy and sustainability
• Regional cooperation and digital transformation
The conference also included vibrant committee meetings – covering areas such as maritime security, port sustainability, cruise development, digital innovation, and mentorship. These private sessions contributed to the CSA’s internal planning and long-term strategic goals.
Landmark Partnership Signed: CSA–AAPA Latam MoU
A key highlight of Day 2 was the signing of a Memorandum of Understanding (MoU) between CSA and the Latin American Division of the American Association of Port Authorities (AAPA Latam). The MoU, signed by William Brown, Milaika Capella Ras, and AAPA Latam Director Juan Duarte, sets the stage for enhanced collaboration between Caribbean and Latin American ports in areas such as:
• Training and professional development
• Research and knowledge-sharing
• Environmental sustainability and digital transformation
• Regional policy advocacy and joint event participation
This agreement marks a strategic alignment of both organizations in their pursuit of maritime excellence across the hemisphere.
Looking Ahead
Beyond the formal sessions, delegates participated in curated networking events, a welcome reception, and site-specific discussions tailored to operational challenges and regional growth. The conference concluded with a strong call to action around sustainability, capacity-building, and strategic positioning for the Caribbean maritime sector.
With a focus on future-forward topics and meaningful partnerships, CSEC 2025 reaffirmed the CSA’s role as a regional catalyst for innovation, resilience, and collaboration in the face of global change.
OBITUARY
Michael Bernard
The sad passing of Michael Bernard –a key personality in Jamaica’s maritime sector for over 50 years and very much part of the Caribbean Shipping Association (CSA) – has touched many from around the region.
Mike was not someone who sought the limelight. But earned respect through his leadership and dedication. His quiet ability to connect with people made him a popular figure not only in Jamaica but throughout the wider Caribbean.
Mike had a long and distinguished shipping career dating back to 1968 when he joined Kingston-based agent Sprostons (Jamaica) – then a subsidiary of Alcan Jamaica. His administrative and operational skills got noticed and he was soon gaining promotions.
When in 1976 Jamaica Fruit and Shipping merged with Sprostons Jamaica Freight & Shipping Co, Mike moved easily
into the new set-up. When it was formed in 1993, he was seconded to Shipping Services Stevedoring as managing director. He remained as managing director for two decades before his return to Jamaica Freight & Shipping Company as a director.
Popular
Mike proved popular throughout his career. Executive chairman of Jamaica Fruit & Shipping Company Charles Johnston said: “Mike was very much a people person – the one staff went to with their problems. He listened and he helped, and he cared. He loved music and was always opening the dancing at office parties.” CSA members
can concur with this assessment of Mike’s eagerness to get up and dance.
Mike was a dedicated member of the Shipping Association of Jamaica (SAJ) and was president from 2006 to 2008.
The Association’s former CEO, Trevor Riley, said: “Michael was the consummate gentleman. He served the shipping industry in Jamaica and the wider Caribbean with passion and zeal and won support for the work of the SAJ by his humble, warm and engaging presence. He also served the CSA as a group representative and chairman (Group A) and Port Awards Committee chairman.
Mike’s avuncular presence will be missed at this year’s CSA AGM in Paramaribo.
News from around the Caribbean
PANAMA
The Panama Canal Authority (ACP) is introducing a dedicated low-carbon transit slot aimed at supporting environmentally sustainable shipping practices. Starting on October 5, a weekly transit slot will be exclusively reserved for neo-panamax vessels that meet strict low-carbon emission criteria.
This new initiative, named the NetZero Slot, will not be allocated through an auction but via a competition held 30 days prior to the scheduled transit. The first phase of the program will prioritize vessels equipped with dual-fuel engines that use fuel with a carbon intensity of less than 75 gCO2(e)/MJ from extraction to combustion.
Caribbean Maritime
roundup
JAMAICA
Seaboard Jamaica marks its 25th anniversary in 2025, reflecting on its journey from a small startup in 1999 to a key player in the nation’s shipping industry.
Initially employing just 14 people, the company has since expanded to a team of over 100. Throughout the years Seaboard Jamaica has continuously enhanced its operations, provided innovative logistics solutions and bolstered its role in national trade.
A second phase, set for 2026, will introduce additional requirements, including a technology screening report that assesses energy efficiency technologies applicable to the vessels. ACP will give priority to laden vessels and those with larger Panama Canal Universal Measurement System (PCUMS) capacities in the competition.
Winning vessels will enjoy benefits such as the ability to select their transit date within the designated week, a guaranteed 24-hour transit time, and just-in-time service.
MARTINIQUE
The Grand Port Maritime de la Martinique is modernizing operations with the upgrading of existing gantries at Pointe des Grives and the arrival of two new, energy-efficient units.
These gantries, compatible with LNG-powered vessels, align with IMO 2023 environmental standards and boost annual capacity to 300,000 TEUs.
Backed by Banque des Territories, AFD, and CTM via EAFRD, this €120 million project enhances Martinique’s regional transshipment role and as a competitive Caribbean logistics hub.
FLORIDA
Pensacola Mayor D.C. Reeves has announced the appointment of retired Rear Admiral Lance Scott as the new Port of Pensacola director. The position has been vacant since January 2025 following the resignation of former director Clark Merritt.
Reeves brings over three decades of military and operational leadership to the role. He retired from the US Navy after a 31-year career, most recently serving as commander of the Navy’s Patrol and Reconnaissance Group. His previous roles include chief of the global operations center at the US Transportation Command.
GUYANA
G Mining Ventures Corporation and Guyana Port Inc have formed a landmark partnership to construct a state-of-the-art tug and barge valued at over US$ 5 million. This project will improve maritime logistics and support the Oko West Gold Project in Region 7. The tug and barge will operate between Georgetown and Itaballi and will be built locally to meet IACS global safety standards.
MONJASA
Monjasa has announced the redeployment of its vessel Monjasa Thunder from Panama to the offshore US Gulf, marking a strategic step in expanding its marine fuel operations in the Americas. The move follows a successful market entry in the region last year and positions
GUYANE
The Grand Port Maritime de la Guyane marked a significant milestone in 2024, surpassing the one-million-tonne threshold for cargo traffic. The port's total tonnage for the year reached 1.01 million metric tonnes, reflecting an 8.9% increase in overall traffic compared to 2023.
A key contributor to the growth was the substantial increase in liquid bulk cargoes, which totaled 326,860 metric tonnes – up by 67,000 tonnes from the previous year.
In contrast, solid bulk cargo saw a slight decline, down 1.9% to 111,768 tonnes. Port officials attribute this drop to the timing of shipments, particularly in clinker and gypsum,
Monjasa as the only marine fuels supplier in the area operating its own tonnage. As part of this transition, Monjasa will conclude its charter of the 16,626 dwt chemical tanker Stenheim. The 19,991 dwt Monjasa Thunder which offers increased cargo capabilities.
COLOMBIA
Puerto Antioquia has taken delivery of its first three shipto-shore gantries from China’s Qingdao Hisea Heavy Duty Machinery Co (HHMC). The gantries have a rated lifting capacity of 65 tons under the spreader and a forward outreach of 60 meters. The trio arrived on board the Dongbang Giant No. 9.
Located on the southeastern side of the Gulf of Urabá, Puerto Antioquia is still under construction but expects to be fully operational during this year.
which are heavily influenced by seasonal arrivals.
General cargo experienced a modest increase of 3.4%, totaling 563,772 tonnes, though ro-ro traffic decreased by 5.8%. Container traffic saw a 0.8% decrease in volume but a 4.7% increase in tonnage.
Looking ahead, the port has unveiled an ambitious €85 million investment plan. Key projects include the construction of a dedicated ro-ro terminal, the expansion of container storage, and significant upgrades to port infrastructure.
THE BAHAMAS
Grand Bahama Shipyard has appointed Retired Rear Admiral Royal Canadian Navy (RCN) Chris Earl as its new Chief Executive Officer. Rear Admiral Earl replaces Dave Skentelbery, who has retired after almost 10 years at the yard.
Earl joins the Grand Bahama Shipyard from British Columbia’s Seaspan Shipyards. During his 35 years in uniform, he held a variety of operational and senior leadership roles for the RCN, including the most senior material procurement and management positions for Canada’s Navy, Army and Air Force.
PANAMA
A.P. Moller - Maersk, through APM Terminals, has acquired the Panama Canal Railway Company (PCRC). Originally established in the 19th century, PCRC operates a 74 km rail line linking Panama’s Pacific and Atlantic coasts.
The company reported over US$77 million in revenue and US$36 million in EBITDA. Despite the acquisition, PCRC will retain its existing brand, leadership, and operational structure.
CROWLEY
Crowley Expands Logistics Services to Enhance Connectivity Across North America.
Crowley has announced the expansion of its containerized shipping services between Mexico, the US, and Canada. The new offering features weekly sailings from Tuxpan to Gulfport with a three-day transit time. The service supports a wide range of cargo – including refrigerated containers – and is available for all types and sizes of shipments.
TRINIDAD & TOBAGO
The Shipping Association of Trinidad & Tobago has announced the appointment of Troy Persad as its new President.
Troy brings valuable experience and a strong commitment to advancing the industry. His presidency marks a pivotal moment for the Association as it continues to address both challenges and opportunities.
ACMF
The ACMF is pleased to announce the newest members of its 2025 Board of Directors.
The new leaders include Rick Sasso, Chairman of MSC Cruises USA; Tatiana Bowe, Chief of Staff and Director of Strategic Engagement at the US Chamber of Commerce; Charles Gittens, President of Trade at King Ocean Services; and David Harding, MBE, President of the Shipping Association of Barbados.
Their collective expertise and commitment will help drive ACMF’s mission of expanding educational access and maritime opportunities for Caribbean youth.
FLORIDA
The Port of Jacksonville has successfully completed the first phase of its berth expansion project designed to handle larger car carrier vessels – a critical move to manage increasing vehicle volumes. The expansion of Berth 22 at the Blount Island Marine Terminal marks the first of two planned upgrades with a combined investment of US$60 million. The berth is now equipped to accommodate vessels up to 228 meters in length, enhancing the port’s capacity to manage higher vehicle throughput.
A spokesperson for the Jacksonville Port Authority (Jaxport) confirmed that this expansion will support more vessel calls, particularly as Southeast Toyota prepares to open its new auto processing facility later this year. The second berth expansion at Blount Island, Berth 21, is currently under construction and is expected to be completed in early 2027.
GUYANA
COLI Shipping & Transport (Guyana) Inc, a subsidiary of COLI Group, has concluded its first major local logistics projects.
In September 2024, COLI Guyana, in collaboration with XPD Global and COLI Brasil, managed the importation of a terrain crane from Kingston, Jamaica. The crane, measuring 16.19 meters and weighing over 91 tons, posed significant logistical challenges.
Building on this success, COLI Guyana partnered with Romeu Mexico in October 2024 to import a 14-meter-long storage tank, weighing 19.5 tons, from Veracruz, Mexico.
Toyota continues to be Jaxport’s largest customer, accounting for 27.8% of throughput in the 2024 fiscal year. Upon its completion in 2025, Southeast Toyota’s new
FLORIDA
The Panama City Port Authority is to embark upon significant expansion projects in the coming years. Construction of a second major warehouse at the East Terminal is scheduled to commence in 2025, following the allocation of an US$11.25 million federal grant for the development of a 200,000-square-foot on-dock warehouse.
Additionally, plans are underway to extend the East Terminal's berth to accommodate larger vessels, with construction expected to begin in 2027.
US$145 million auto processing center, currently under construction, will also relocate from the Talleyrand Marine Terminal to Blount Island. The facility, funded by Southeast Toyota and a $19.78 million grant from the Florida Department of Transportation (FDOT), will feature expanded rail connections and truck loading areas.
In fiscal year 2024 Jaxport saw a 17.3% increase in finished vehicle handling, reaching just over 509,000 units. In addition to Toyota, other automotive brands such as Mazda, Mitsubishi, and Volkswagen also reported year-on-year growth.
GUYANA
Guyana Port Inc (GPI) has commissioned a second-hand Damen CSD 350 Cutter Suction Dredger. The dredger, valued at US$4 million, was delivered with a comprehensive start-up package that includes floating pipelines, spare parts, commissioning, and crew training.
The CSD 350 is designed to remove sediment from key shipping channels in the Demerara River and deepen areas of the Port of Georgetown. These enhancements will help accommodate larger vessels, ensuring safe and efficient vessel traffic and supporting increased trade activities.
Port of Jacksonville
VERTRACO
Vertraco Shipping has announced the expansion of its Europe Caribbean Line (ECL) to include Kingston, Jamaica. The move will enhance the freight forwarding service’s offerings between Europe and the Caribbean.
The ECL service operates Antwerp, Belgium, and Hull, United Kingdom. From Hull, boasting a 14-day transit time to Kingston. The service accommodates a diverse range of cargo, including breakbulk, project cargo, rolling stock, and full container loads (FCL). The ECL fleet comprises modern multi-purpose geared vessels.
JAMAICA
The Shipping Association of Jamaica (SAJ) has named Terrence Brooks as its new general manager. Brooks brings nearly 30 years of experience within the SAJ and is well-regarded for his leadership in the maritime industry.
His appointment comes at a pivotal time as the Association navigates ongoing changes in the sector.
GUYANA
In February, a significant advancement in Guyana's maritime infrastructure was marked with the commissioning of two state-of-theart mobile harbour cranes – named Atlas and Hercules – at the John Fernandes Ltd and Muneshwer’s Ltd berths in Georgetown. This US$14 million investment, supported by the Inter-American Development Bank (IDB), introduces Guyana’s first mobile harbour cranes to the country, enabling the handling of gearless vessels without onboard cranes.
BARBADOS
Perez y Cia has been appointed as the official local agent for Ocean Network Express (ONE) and Caribbean Feeder Services (CFS).
The ONE Barbados feeder service began in mid-January 2025, connecting Bridgetown to a global network.
CFS, a neutral feeder operator established in 1999, has been a key player in connecting secondary ports in the Caribbean and Central America to major international shipping lines.
CURAÇAO
The Government of Curaçao has granted the Curaçao Ports Authority (CPA) a key land reservation in the Rif area, facilitating the expansion of the island’s cruise terminal.
In 2024, Curaçao welcomed a record 834,530 cruise arrivals, marking a 17% increase from the previous year and surpassing initial projections by 4%. The expansion is part of the Rif Seaport Curaçao Master Plan, which includes the construction of a second Mega Cruise Ship Pier and the development of the Rif Seaport Village, aiming to attract at least one million cruise passengers annually.
PUERTO RICO
Seattle-based transportation and logistics company Saltchuk has announced two significant educational initiatives in Puerto Rico aimed at developing local talent in the transportation and logistics sector.
In collaboration with the University of Puerto Rico at Mayagüez (UPRM), Saltchuk will establish the Caribbean's first Center of Excellence for Transportation and Logistics (CETL). This center will focus on developing specialized academic programs, conducting applied research in areas such as disaster resilience and cold chain logistics, and fostering industry partnerships. An initial investment of US$1 million has been made, with a conditional pledge of US$10 million over the next decade to support the CETL's growth.
GEEST LINE
Geest Line, which has over 65 years of service to the Caribbean, made its first call to Sint Maarten in March, marking a significant milestone for the company. The Singapore-registered reefer vessel, CS Quality, made the historic visit with agents MarSea Services ensuring a smooth operation. The vessel previously called at Vlissingen and Portsmouth before heading outbound to Sint Maarten. Geest Line now offers a bi-weekly service to the island.
Simultaneously, Saltchuk has partnered with the Polytechnic University of Puerto Rico (PUPR) to launch a Talent Development Program. This program aims to enhance PUPR's associate degree in Supply Chain and Logistics by offering targeted training, industry certifications, internships, and apprenticeships. An initial investment of US$200,000 has been made, with additional funding over the next 10 years tied to key performance milestones, bringing the total contribution to US$2 million.
FLORIDA
Six years after its launch, CFL Agencies USA continues to make waves in the global logistics space, building on its early momentum and expanding its reach across more than 60 countries. Founded in February 2019 by CEO David Ross, the company has established itself as a trusted logistics partner.
Backed by the legacy of SeaFreight Line, CFL’s commitment to clientfirst services set it apart from the start. That dedication was put to the test just one year in, when the COVID-19 pandemic disrupted global trade. Rather than slowing down, CFL adapted, offering flexible sourcing and transport solutions by leveraging longstanding industry relationships.
The company has since experienced sustained double-digit growth and expanded operations to key markets including Florida, Jamaica, Europe, and the Dominican Republic.
JAMAICA
The Maritime Authority of Jamaica (MAJ) is working to foster a favorable environment for the growth of the local shipping industry. This initiative includes the enactment of new legislation and the expansion of service provisions.
Director General Bertrand Smith says the Authority is laying the foundation for legislation that will allow the Jamaican government to implement International Maritime Organization (IMO) instruments.
These measures are part of ongoing efforts to strengthen Jamaica's maritime sector and align it with international standards for safe and efficient shipping practices.
ANTIGUA & BARBUDA
Antigua & Barbuda is set to enhance its appeal as a leading Caribbean cruise destination with the launch of a world-class cruise terminal at the fifth berth in St. John’s Harbor. Antigua Cruise Port, operated by Global Ports Holding (GPH), is spearheading the development as part of a long-term vision to elevate the visitor experience and stimulate local economic growth.
The scheme, known as the Upland Development Project, has been five years in the making and is expected to generate hundreds of local jobs. It will provide expanded amenities, improved passenger flow, and a modernized infrastructure designed to accommodate the world’s largest cruise ships.
JAMAICA
The 89-member Shipping Association of Jamaica (SAJ) has outlined new strategic direction, moving away from its historic role since 1939 as a port labor provider to one where it becomes a modern, service-oriented organization focused on HR services, canine and security, finance services, data protection, and training.
SAJ president (and past CSA president) Corah Ann Robertson Sylvester Robertson-Sylvester described the move as a pivotal moment for the 86-year-old organization, noting that the decision followed extensive discussions with stakeholders and was driven by evolving port management strategies.
SURINAME
A significant milestone in the maritime and logistics sectors has been achieved with the signing of a joint venture agreement officially establishing the Suriname Port Training Institute (SPTI). The deed was signed in Paramaribo, marking the beginning of a strategic partnership between Havenbeheer Suriname and Antwerp/Flanders Port Training Center (APEC).
The establishment of SPTI ensures APEC’s permanent presence in Suriname and opens the door to expanding its influence across the broader CARICOM region. The institute’s mission is to offer highquality training programs designed for both blue- and white-collar professionals in the maritime and logistics industries.
SPTI has already rolled out its first course – a safety training program for local truck drivers – which successfully engaged 650 participants. Looking ahead, the institute is preparing to launch a white-collar professional course in August 2025.
“At the start of this year, the SAJ made the difficult decision to end its labor provision to the Port of Kingston after extensive negotiations,” she explained. “Although the service was well-regarded, changes in port operations and a shift toward self-managed labor led to the transition.”
She noted, however, that while the SAJ is no longer directly managing port labor, the Association is to lend its expertise to the industry through a joint venture with Kingston Wharves in the Caribbean Stevedores company.
AI and the Shipping Industry: Disruption or Evolution?
The shipping industry plays a fundamental role in global trade. As the sector continues to modernize and address pressing environmental concerns, Artificial Intelligence (AI) has emerged as a prominent component of this digital transformation. While AI offers potential advantages, its adoption in the shipping industry also prompts important questions about long-term sustainability and environmental impact.
In 2023, the Caribbean Shipping Association (CSA) and the Inter-American Development Bank (IDB) reaffirmed their commitment to decarbonizing the shipping sector, focusing on a transition from
fossil fuels to renewable energy. As this transformation unfolds, it's important to consider how emerging technologies like AI can support or challenge those environmental goals.
AI has been recognized as a technology capable of increasing operational efficiency across various industries, including shipping. From route optimization that reduces fuel use to predictive maintenance that minimizes equipment failure, AI-driven systems offer promising tools to streamline operations and potentially reduce costs.
These technologies may contribute positively by helping vessels operate more efficiently, lowering emissions through
smarter fuel management, and even supporting better logistics planning across supply chains. However, like any major innovation, AI comes with trade-offs that warrant careful examination.
Environmental Considerations of AI Deployment
A key concern surrounding AI integration is its environmental footprint, particularly the energy consumption of large data centers and the carbon emissions associated with training complex algorithms. While AI may help reduce emissions in some areas, the backend infrastructure required to
power AI solutions such as data processing facilities are estimated to consume 1-2% of global electricity. This energy is oftentimes sourced from fossil fuels.
In addition, the production and disposal of AI-related hardware raises sustainability concerns. Components like servers, GPUs, and specialized chips have limited life cycles, contributing to electronic waste and increasing demand for rare earth materials. Cooling systems used to regulate AI infrastructure can further amplify energy consumption. These environmental impacts add another layer of complexity to decisions around adopting AI in a sector already under pressure to reduce its ecological footprint. As a result, it’s essential to consider whether the environmental costs of AI implementation outweigh the potential benefits in a shipping context.
Balancing Innovation with Environmental Responsibility
The shipping industry is already navigating significant environmental challenges,
Rather than positioning AI as a risk or a remedy, it may be more constructive to explore how it can be used responsibly and in conjunction with broader sustainability initiatives”
including marine pollution and greenhouse gas emissions. The International Maritime Organization (IMO) estimates that international shipping accounts for approximately 2–3% of global GHG (green house gas) emissions. Initiatives to reduce reliance on heavy fuel oils and invest in renewable energy sources are therefore vital.
As the sector looks to digital tools for solutions, it's important to maintain a balanced perspective. AI has the potential to assist with sustainability goals, but it
should not be seen as a standalone or all-encompassing fix. Over-reliance on any single solution may divert attention from equally important strategies, such as cleaner fuels, updated infrastructure, and stricter environmental regulations, that can offer more immediate and measurable results.
Rather than positioning AI as a risk or a remedy, it may be more constructive to explore how it can be used responsibly and in conjunction with broader sustainability initiatives. Thoughtful implementation of AI alongside ongoing investments in green technologies and regulatory compliance could help the shipping industry navigate its environmental responsibilities more effectively.
Ensuring that AI tools are powered by renewable energy, designing systems with energy efficiency in mind, and improving the recyclability of hardware components are just a few of the ways the environmental impact of AI can be mitigated.
Aligning AI with Sustainability Goals
As global supply chains evolve and environmental concerns remain a top priority, the question is not whether to use AI in shipping, but how to use it responsibly.
Stakeholders must weigh the benefits of AI-driven efficiencies against the environmental costs, seeking solutions that align with the long-term goal of a more sustainable shipping industry.
At ADVANTUM, we support innovation that aligns with environmental responsibility. As we continue to provide digital tools for efficiency and growth such as our ADVANTUM Port and ADVANTUM Freight solutions, we remain committed to supporting the industry’s broader goal of decarbonization and ecological stewardship.
Technological progress and environmental sustainability are not mutually exclusive. With careful planning, transparent practices, and a commitment to continuous improvement, the shipping industry can harness the advantages of AI while maintaining focus on the health of the planet.
