Asset management made easy for Konecranes cus tomers
Ever y single type of crane and lift truck in the Konecranes portfolio is now available with a full suite of digital ser vices, including TRUCONNECT® Remote Monitoring to collect usage data, CheckApp for daily inspections, and access to the yourKONECRANES customer por tal to analyse condition and performance . With each asset in the fleet in view in any place at any time , management and maintenance has never been easier. Whether customers use lift trucks to move containers, por t cranes to handle cargo or shipyard cranes to build ships, all operational data is now collected and stored together Available 24/7, this information helps plan maintenance and optimise asset deployment Konecranes APIs seamlessly integrate into existing systems, so installation is simple and training is minimal “Modern business is all about data Full connectivity by default empowers Konecranes customers with a complete view of their equipment and the oppor tunity to use that information to build a data-driven digital ecosystem to streamline daily processes, maximise productivity and strengthen the impact of long-term business decisions,” says Mohammad Rahman, Digital Sales Manager, Por t Ser vices, Konecranes
GES and Provaris to develop new hydrogen im por t facility
Global Energ y Storage (GES) and Provaris Energ y Ltd (Provaris) have entered a collaboration agreement to develop a gaseous hydrogen import facility at the GES terminal in Rotterdam. GES is developing a multi-client, multi-product terminal in Rotterdam, able to impor t both refrigerated ammonia and compressed hydrogen, with redeliveries into barges, rail, truck and the H2 grid (HyNetwork) operated by Gasunie Under the collaboration, GES and Provaris will complete a comprehensive prefeasibility study to demonstrate the technical and economic viability of berthing and unloading of Provaris’ H2Neo compressed hydrogen carriers. Activities will also include the joint marketing of the proposed facility where Provaris will be responsible for the transportation of the hydrogen in the H2Neo carriers and GES responsible for the discharge and injection into the hydrogen grid. Both par ties have a shared belief that the GES terminal in Rotterdam is an ideal site for bulk scale impor t of green hydrogen given the early connection to the HyNetwork grid for gaseous supply to industrial users in the Port of Rotterdam and key industrials users in Europe Provaris’ compressed hydrogen supply chain offers a first mover and competitive alternative to chemical carriers from regional supply sources from the Nordic region and extend across the Baltics, Nor th Sea, Iberia and down to Nor th Africa The companies are committed to advancing an energ y efficient and timely supply of green hydrogen to industrial users in Europe to support ambitious decarbonization goals Peter Vucins, CEO of GES commented, “This collaboration with Provaris showcases the types of par tnerships that GES is pursuing to facilitate the Energ y Transition through our contribution with storage and logistics solutions, at Rotterdam as well as other existing and future locations I welcome the oppor tunity to work closely with Provaris to develop a cost competitive impor t solution for Rotterdam and European energ y customers.” Mar tin Carolan, CEO of Provaris Energy, says, “We are delighted to be collaborating with GES on a world-first terminal for bulk scale impor t of gaseous hydrogen that can accelerate the availability of green molecules for industrial users GES has a global network and track record of terminal assets and is demonstrating leadership in the development of a bulk-terminal for hydrogen and derivatives for Europe We look forward to the outcomes of this collaboration which can accelerate the delivery of ambitious import volumes required for the European market ”
Record-breaking
container throughput at the Por t of
Gothenburg
The container volumes at the Por t of Gothenburg continue to increase from last year ’ s record levels. During the first quar ter of 2024, more containers were handled in Gothenburg than ever before in a single quar ter. This is evident in the por t’s recently compiled quarterly figures Last year, it was the high expor t volumes that contributed to 2023 being the best year ever for the Por t of Gothenburg in terms of container handling. On the impor t side , it was more challenging, with a decrease of nearly 20% for the entire year. The low impor t figures were explained by high interest rates and a weakened Swedish krona as key contributing factors reducing Swedish consumer demand But now the trend has reversed During the first quar ter of this year, the impor t of container goods increased by 11% compared to the same period in 2023. “Now we are back to impor t volumes at levels similar to those before the pandemic . And the signals we are receiving from the market indicate that major impor ters in sectors such as retail expect strengthened purchasing power and increased demand from Swedish consumers going forward,” says the VP Sales & Marketing While impor ts are growing, exports continue on the trajectory from 2023. During the first quar ter of 2024, expor ted containers increased 4% compared to the same period last year
Cavotec has signed a new service agreement with Por t of Salalah in Oman The agreement means Cavotec will perform ser vice of its 32 installed MoorMaster vacuum mooring units Port of Salalah, established in 1998, has grown into the leading and most prominent multi-por ts in the region, ranked as the second most efficient container port in the world Cavotec has already supported the port in its transition by equipping its berths with MoorMaster, a cutting-edge automated mooring technology. With this new ser vice agreement, Cavotec will contribute to Por t of Salalah’s efficiency and throughput by minimising downtime and ensuring continuous operation of essential equipment “We are ver y proud of this agreement,” commented Patrick Baudin, who is President of Ser vices at Cavotec Cavotec signs ser vice
C
a n a d i a n p o r t s k e e p o n k e e p i n g o n
Claire Instone reports…
Strong Canadian expor ts suppor ted record 2023 trade volumes through the Por t of Vancouver Por t terminals and supply chain par tners at Canada’s largest por t demonstrated stability and reliability over a challenging period - keeping trade moving and suppor ting Canadians and their businesses Almost as much cargo moved through the Por t of Vancouver in 2023 as moved through Canada’s next five largest por ts combined
As for Montreal, the por t experienced a drop in overall tonnage of 1 81% from the year prior. Meanwhile , Por t of Prince Ruper t also saw numbers fall, with volumes coming in at five percent less than in 2022, marking a third consecutive year of decline
Obviously, Canadian por ts are still competing against the challenges of shifting global shipping routes, soft demand for impor ts, and competition with other Nor th American trade gateways for discretionar y cargo However, they keep on keeping on anddespite the setbacks – are moving forward with plans and projects that will strengthen and diversify trade and improve facilities
Por t of Vancouver
Cargo volumes through the Port of Vancouver increased 6% in 2023, as terminal operators and supply chain par tners moved a record 150 4 million metric tonnes (MMT) of trade
The Vancouver Fraser Por t Authority’s 2023 cargo statistics show it was a mixed year at the Por t of Vancouver, with growth in some sectors and softening in others Notably, bulk and containerised expor ts, auto impor ts and cruise all grew - including near-record grain expor ts - while container impor ts softened in line with trends seen across the West Coast
“We know reliable access to international markets is vital for Canadian expor ts and Canadian businesses - suppor ting jobs, investment and economic activity from coast to coast I want to acknowledge the resilience of Por t of Vancouver terminal operators and supply chain par tners, as they moved record volumes of trade in 2023 against a challenging backdrop to suppor t Canadians and their jobs and businesses,” said Peter Xotta, President/CEO,Vancouver Fraser Port Authority “In 2023, we saw operations at the Por t of Vancouver suppor t a 12% increase in expor t volumes and enable trade with 142 different countries, including delivering a near-record Prairie grain har vest to world markets ”
“The record cargo and expor t volumes moved last year demonstrate that one of the port’s key strengths and competitive advantages continues to be its diversification - both in terms of the commodities it can handle and the countries it connects to ”
Trade last year was affected by a number of global and domestic challenges, including a cooling global economy, geo-political issues such as disruptions to the Panama Canal and Red Sea trade routes, and a strike that affected container, bulk, breakbulk and auto terminals at Por t of Vancouver. The recover y from July’s 13-day strike by B C longshore workers - which directly impacted operations throughout the por t aside from a few areas including cruise and bulk grain - was both steady and challenging, with fluidity largely restored in the autumn
Bulk exports increased 13% in 2023, compared to 2022, to reach a record 91 5 MMTincluding increases in grain, sulphur, coal and petroleum product volumes Nine bulk grain terminals at the por t helped to expor t 14 7 MMT of wheat to 38 different countries, a 52% year-over-year increase . Automotive was up 36% last year as the sector returned to pre-pandemic volumes
Breakbulk volumes were down 7%, including a 25% drop in foreign breakbulk volumes due largely to the cooling economy and a fall in metals impor ts, as well as expor ts of forestr y products shifting to containers Container volumes fell 12% year-over-year, in line with trends seen across Nor th America’s West Coast, as overstocked retailer inventories impacted impor ts (laden inbound containers were down 13%). Containerised expor ts (laden outbound) continued to recover from pandemic-era disruptions and were up 7% in 2023, as Canadian businesses used the increased availability of empty containers to deliver goods to markets across the globe
“While there was a softening of container volumes moving through the Port of Vancouver in 2023, Canada’s container sector remains on a long-term growth trajector y and we saw encouraging signs of recover y in Q4 as year-over-year volumes star ted to grow, ” Xotta said. “We continue to par tner with industr y and government to ensure the por t has the capacity needed to suppor t Canada’s long-term trade needs, including expanding terminal capacity and investing in digital tools, collaboration and data sharing to ensure existing infrastructure is used to its maximum potential.”
Key por t capacity and optimisation projects that progressed in 2023 at the Por t of Vancouver included Centerm container terminal expansion in par tnership with DP World, Rober ts Bank Terminal 2 Project, Annacis Island auto terminal optimisation in par tnership with Wallenius Wilhelmsen, and Westshore Terminals construction
Por t of Montreal
For the year 2023, the Por t of Montreal processed a total of 35,346,163 metric tons of cargo Of this figure , liquid bulk accounted for 13,881,162, dr y bulk for 8,123,034, and containerised cargo for 13,085,850. The throughput reflects a drop in overall tonnage of 1 81% from the year prior In terms of container traffic , the Canadian hub reached a total of 1,538,464 TEUs.
One par ticular impactful point of interest highlighted by the por t when you read their latest news releases is Transpor t Canada’s recent announcement of over C AN2 6 million in funding under the National Trade Corridors Fund These grants are awarded to two projects designed to improve supply chain efficiency through innovative
technological tools, helping to strengthen Canadian trade corridors Close to C AN2 6 million is going to Montreal’s Centre interuniversitaire de recherche en analyse des organisations (CIRANO) to set up a data science and knowledge transfer centre for trade and intermodal transpor tation in the St Lawrence - Great Lakes corridor This project is par t of CIRANO's activities in data science for trade and intermodal transpor t. The project was due to be launched in March of this year at the CIRANO & Transpor t Canada symposium.
Up to C AN50,000 is allocated to CargoM to implement an automated tool for identifying available indoor and outdoor storage space in Greater Montreal This project will contribute to improved management of por t territor y and make it easier to move goods in the vicinity the Por t of Montreal The por t is excited that CN created a new rail ser vice linking southern Ontario and East Coast ports, including the Por t of Montreal Thanks to the rail transload terminal on Hamilton’s Bayfront, this new rail ser vice provides impor ters and expor ters in the region with preferential access to the largest container por t in Eastern Canada, and a direct connection to more than 140 countries worldwide . As such, this ser vice helps to strengthen Southern Ontario’s supply chain and meet the needs of a rapidly expanding market.
This is excellent news from the perspective of reducing greenhouse gas emissions and improving the carbon footprint of the supply chain In fact, once the ser vice is fully up and running, it is estimated that about 200 truck trips a day could be avoided on the highway network, saving some 70,000 tonnes of GHG emissions a year As the first export containers left the new rail transload terminal on Hamilton’s Bayfront recently bound for the Port of Montreal, the MPA congratulated CN, Hamilton Container Terminal and HOPA Por ts for launching this initiative benefiting Eastern Canada’s supply chain and businesses
Por t of Prince Ruper t
The Prince Ruper t Por t Authority (PRPA) announced that 23 5 million tonnes of cargo moved through the Por t of Prince Ruper t in 2023, five percent less than volumes in 2022 However, despite the decline in volumes, significant milestones were reached in 2023 that suppor t the evolution of the trade gateway to become more competitive, resilient, and sustainable in the near and long-term
“The Por t of Prince Ruper t is at a critical juncture , and we are focused on actively expanding the services, capacity, and capabilities required to strengthen our competitive advantage that trade par tners and industr y have come to rely on and grow our gateway,” said Shaun Stevenson, President and CEO, Prince Ruper t Por t Authority “The 2023 results underscore the impor tance of the projects already underway to develop large-scale transloading infrastructure and build new energ y expor t facilities These developments will open a new chapter in intermodal trade at the por t and anchor Canada’s role in global energ y security for decades to come . ”
DP World Prince Rupert’s Fair view Container Terminal saw a 32% dip in volumes in 2023 This significant drop is due to a broader decline in Nor th American intermodal impor ts and strong competition on Transpacific trade routes Terminal performance was also impacted by labour action that halted operations for 13 days in Q3 Trigon Pacific Terminals saw a strong year, moving 8.8 million tonnes of dr y bulk product through its terminal, including 5 4 million tonnes of metallurgical coal Shipments of that product saw a 51% jump over 2022. Moreover, a stronger har vest year contributed to Prince Ruper t Grain shipping nearly 3 6 million tonnes of western Canadian agricultural products, an 11 percent rise year-over-year
In 2023, Prince Ruper t moved forward on multiple strategic projects and par tnerships These projects will ensure the por t can continue to anchor competitive and resilient trade, while taking a leading role in developing sustainable global supply chains
This included star ting construction on the CAN750-million Ridley Island Export Logistics Project (an innovative large-scale facility that will provide rail-to-container transloading of multiple expor t products RayMont Logistics will develop and operate the site’s transload facilities that will provide a total capacity of 400 thousand TEUs annually and will commence operations in Q3 2026), progress on the Ridley Energ y Expor t Facility (a joint venture between AltaGas and Vopak, the proposed terminal will develop infrastructure with over 7 million tonnes of capacity for a variety of liquid bulk cargoes, including lower-carbon energ y sources, and work with local businesses and cruise lines to grow passenger volumes over the next several years
Claire Instone reports on the recent performance of the German ports of Hamburg, Kiel and Duisport.
Despite myriad challenges, three of the major container por ts of GermanyHamburg, Kiel and Duisport - managed to not only sur vive , but thrive Seehafen Kiel finished last year with good growth in both the freight and passenger sectors, while Duisport Group confirmed it had a successful 2023, with an EBIT slightly up from 2022 and a total group performance nearly matching the year prior. As for Hamburg, despite drops in container figures and revenue and earnings, HHLA still performed well in 2023
Duispor t Group
Duisport Group confirmed it had a successful 2023, with an EBIT of EUR 24.1 million, slightly up from EUR 22 3 million the previous year The group ’ s total performance was EUR 331 5 million, nearly matching the 2022’s EUR 332.5 million. Container throughput dropped to 3 6 million TEUs from 4 0 million TEUs in 2022, with total goods handled amounting to 50.8 million tonnes, down from 54 9 million Last year, the group invested nearly EUR 75 million in infrastructure and maintenance . Projects wor th highlighting include collaborations with Thyssenkrupp Steel and the initiation of the River Por ts planning and information system to make
digital exchanges more efficient In addition, Duispor t will launch the Duisburg gateway in summer this year, further increasing its logistics capabilities. Just recently in April, INFORM announced that it is poised to enhance the Duisburg Gateway Terminal (DGT) operations through its advanced AI-based solutions, ensuring a robust star t as the terminal initiates operations and scales up
This par tnership focuses on leveraging AI technologies to streamline intermodal logistics, pioneering Europe’s first CO2-neutral intermodal terminal in the hear t of Duisburg’s por t. DGT is on track to establish itself as the largest intermodal terminal in the European hinterland, with an ambitious annual throughput goal of 850,000 TEUs Located on the historical coal island in the port of Duisburg, the terminal is innovatively planned and will be operated exclusively with crane systems and vehicles without fossil fuels, sidestepping conventional terminal equipment to minimise its environmental impact.
Covering 235,000 square meters in total, this terminal represents a monumental step in the logistics sector, handling up to one million containers per year across its six cranes and twelve rail tracks, with daily operations for 20 trains, around 400 trucks, and 6 ships. The first phase will open in summer 2024, utilising INFORM’s Syncrotess Intermodal TOS
Sven Zölle , Managing Director at Duisburg Gateway Terminal GmbH, remarked, “Par tnering with INFORM enables us to harness the full potential of AI in our terminal operations, setting a strong foundation for DGT’s operational excellence from the outset As INFORM’s Intermodal TOS covers both the administrative parts of a Terminal Operating Systems and has a strong focus on optimisation and automation, this partnership reinforces our commitment to environmental stewardship but also ensures that we remain at the forefront of technological innovation in the logistics industr y. ”
INFORM will implement its Intermodal TOS at DGT, leveraging a modular design that enables a high degree of automation and operational optimisation “This expanded suite of ser vices underscores our commitment to delivering a highly efficient, scalable , and sustainable operating environment for DGT, utilising cutting-edge AI to optimise ever y aspect of terminal operations,” said Alex van Winckel, Director Strategic Relations and Sales at INFORM’s Terminal & Distribution Center Logistics Division at INFORM “We are thrilled to par tner with the team at DGT on this ground-breaking project ”
Por t of Kiel
Seehafen Kiel GmbH & Co KG closed 2023 with a freight volume of over 7 89 million tonnes and 2.82 million passengers. With a broad-based passenger business in the ferr y (1 64 million ferry passengers) and cruise sector (1 19 million cruise passengers), high freight
Photo courtesy of HHLA. Thies Ratzke.
levels on the Scandinavian routes and recovering volumes towards the Baltic region, the por t of Kiel recorded good growth in both the freight (+3 1%) and passenger sectors (+22%) compared to the previous year
“Last year was a successful one for the por t of Kiel It shows that we are well positioned for the future and our growth plans in both the passenger and freight sectors,” says Dr Dirk Claus, Managing Director of SEEHAFEN KIEL GmbH & Co KG The company is satisfied with the financial results for 2023.
The Gothenburg route remains at a high freight level (total freight 2.23 million tonnes) with only slight declines compared to the previous year Single-digit volume growth was recorded on the Oslo route (total freight 843,606 tonnes). While low double-digit volume declines were recorded on the Baltic routes in the previous year as a result of Russia’s war in Ukraine , freight figures recovered slightly in 2023 and are showing a positive trend (total freight result: 2 62 million tonnes).
The paper business also performed well, par ticularly in the second half of the year, closing slightly above the previous year ' s result of 2022 The handling of bulk goods, which is of par ticular impor tance to the regional construction industr y due to the high demand for the ongoing construction work on the Kiel Canal, also developed promisingly. Intermodal transpor t in Kiel continues to be heavily influenced by the high investment requirements of the nationwide rail network and the resulting consequences
“Compared to the previous year, which was already challenging for us in the intermodal sector, we are now seeing a steady worsening of the situation with rising prices and declining quality,” says Claus
In 2023, a total of 21,700 units were handled in combined freight transport This corresponds to a decline of 25% compared to the previous year (2022: 28,900 units). While there has been a sharp decline in CT traffic at the Ostuferhafen, par tly due to the loss of rail-related Russian traffic , the modal split for traffic to Sweden remains above 20 % In the cruise sector, Kiel recorded a total of 1,187,148 passengers on 214 calls last year. For this year ’ s season, the por t of Kiel is again expecting passenger numbers around the one million mark with a total of 173 calls
For the por t operator, sustainable growth and the continuous fur ther development of its own processes are par ticularly impor tant. The shore-side power supply for cruise ships will also remain a key area of the cruise business
For the 2024 season, the por t operator expects for the first time to supply 100 cruise calls with shore-side green electricity via the existing two plants. With an expansion of the shore-side power plant at the Ostseekai, which is scheduled to go into operation in 2025, the por t will complete its shore-side power infrastructure and have sufficient supply options for ships at all major ferr y and cruise ber ths The por t of Kiel already has one of the most extensive facilities in Europe In 2023, almost half of all calls by cruise ships and ferries in Kiel were supplied with shore power
Working towards a bigger and brighter future , the por t is investing in expanding and increasing the efficiency of its business facilities, par ticularly at the Ostuferhafen The por t’s 50-hectare freight and logistics centre is the largest and highest-volume par t of the por t of Kiel and, with 3 46 million tonnes handled in 2023, was responsible for just under 45% of the total trans-shipment volume As a multi-purpose terminal with 74,000m² of warehouses, six RoRo ber ths and a cruise ber th, it is used for both cargo handling and the passenger business.
“The Ostuferhafen has even more potential for us, ” says Claus. In the medium term, fur ther storage and logistics space is to be created at the Ostuferhafen To this end, the company has now acquired neighbouring areas of 6.5 hectares, which are to be developed step by step
“The demand from our customers for storage space is there As a city por t with limited potential for expansion, we need an efficient and smar t space management. These projects at the Ostuferhafen are a stringent continuation of the fur ther development of this par t of the por t and an impor tant investment in the location,” says Claus.
With the construction of two shore power facilities with parallel supply options for up to three seagoing vessels, new RoRo ramps and the upgrading of existing sites, the highest-volume par t of the por t has been continuously optimised in the recent past. By 2028, over 60 million euros will be invested in this par t of the por t
Por t of Hamburg/HHLA
For a breakdown of Por t of Hamburg’s and HHLA’s performance across 2023, please see our separate ar ticle in this month’s issue on how HHLA is continuing future-oriented investment despite challenging conditions. However, for more information on how the por t is currently fairing in 2024, read on
The por t’s most recent press release in May reveals that the Por t of Hamburg began 2024 on a positive note Container throughput improved to 1.9 million TEUs in the first quar ter of 2024 - despite tense geopolitical and economic conditions USA traffic continued to develop very positively, setting a new record. Hinterland and trans-shipment traffic benefitted from the increase in container throughput and showed an upward trend Overall, total seaborne cargo throughput stands at 27.4 million tonnes and is affected by declining bulk cargo transpor t Container throughput in the Por t of Hamburg rose by 1.1% to 1.9 million TEUs in the first quar ter compared to the same period last year Container throughput by tonnage also increased by 0.7% to 19 0 million tonnes
Axel Mattern, CEO of Por t of Hamburg Marketing, explains: “The development of container throughput suggests that, despite the current events in the Red Sea, trade is stabilising and the recovery process is continuing.” He adds, “The quar terly results cover a shor t period and are not indicative of throughput trends for the remainder of the year. ”
Total seaborne cargo throughput in the first three months of this year was 27 4 million tonnes. This is a decrease of 3.3% compared to the same period last year The main reason for this is a lower turnover in bulk goods at 8.2 million tonnes. This represents a decline of 11 9% compared to the previous year Noteworthy is the decrease in liquid cargo, which is attributable to currently high inventory levels.
A look at the Por t of Hamburg’s strongest container shipping routes reveals a remarkable record in throughput with the USA. In the first three months, 179,000 TEUs were handled This corresponds to an increase of 17.7%. This robust growth is in line with the objective of increasing resilience by diversifying the por t’s par tner structure Container traffic with China remained in the lead, with 536,000 TEUs and an increase of 2 9% Overall, ship calls with container slot capacities increased in the first quar ter of 2024
Thomas Francis reports…
Hamburger Hafen und Logistik AG (HHLA) recorded a drop in revenue and earnings in the 2023 financial year. The ongoing war in Ukraine , geopolitical tensions, high inflation and interest rate hikes burdened the economy and continued to dampen the recover y from the pandemic This economic weakness is reflected in the company ’ s earnings.
Group revenue decreased by 8 3 percent to € 1,446 8 million (previous year : € 1,578 4 million). The Group operating result (EBIT) decreased by 50 4 percent to € 109 4 million (previous year : € 220 4 million) The EBIT margin amounted to 7.6 percent (previous year : 14 0 percent) Profit after tax and minority interests came to € 20 0 million (previous year : € 92.7 million).
Angela Titzrath, HHLA’s Chief Executive Officer : “In light of the extremely difficult conditions for global trade , HHLA has performed well in 2023, par ticularly in comparison to its major competitors This year we are facing uncer tain market conditions again Regardless of this, we are expanding our presence as a European logistics group and continuing to invest in modernisation projects focussing on the Por t of Hamburg, the expansion of our European network and the development of sustainable logistics solutions.”
Performance in 2023
In the container segment, container throughput at HHLA’s container terminals decreased year-on-year by 7 5 percent to 5,917 thousand TEUs (previous year : 6,396 thousand TEUs). Throughput volume at the Hamburg container terminals was down 6 3 percent on the same period last year (previous year : 6,071 thousand TEUs).
The main driver of this development was the decline in volumes for the Far East shipping region - China in par ticular The positive momentum from Nor th American cargo volumes and the throughput volumes of the Middle East were only able to par tially offset this trend Feeder traffic volumes were also strongly down on the previous year. In addition to the reduction in Swedish and Polish traffic , volumes from Russia were also absent due to the sanctions. The propor tion of seaborne handling by feeders amounted to 18 6 percent (previous year : 19 8 percent)
The international container terminals reported a sharp decline in throughput volume of 29 1 percent to 231 thousand TEUs (previous year : 326 thousand TEUs). This was due in particular to the significant decline in cargo volumes at Container Terminal Odessa (CTO) after seaborne handling there was suspended by the authorities at the end of Februar y 2022 following the Russian invasion Only grain ships operating under the Black Sea Grain Initiative were sometimes handled there . There has also been an absence of extra calls at the TK Estonia container terminal as an alternative to Russian ports in 2023 compared to the previous year The notable increase in throughput volumes at the multi-function terminal HHLA PLT Italy was unable to offset this shor tfall
As for rail, transpor t fell year-on-year by 3 1 percent to 1,365 thousand TEUs (previous year : 1,409 thousand TEUs) Moreover, there was a decrease in road transpor t of 16 9 percent to 226 thousand TEUs (previous year : 285 thousand TEUs) With a year-on-year increase of 4 2 percent to € 620 5 million (previous year: € 595.4 million), the development of revenue ran positively counter to that of transpor t volumes This was due to the rise in transport revenue already witnessed in the previous year, which was adjusted to the increased costs
for the purchase of ser vices, in par ticular energ y The increase in rail’s share of HHLA’s total intermodal transpor tation from 83 2 percent to 85 2 percent also had a positive effect on revenue .
Outlook for 2024
Due to the unpredictability regarding the future development of geopolitical tensions, the ongoing war in Ukraine and the effects of the announced realignment of syndicate structures of shipping companies, this forecast is subject to great uncer tainty
In the Por t Logistics subgroup, a significant increase is expected for container throughput and a moderate increase for container transpor t compared to the previous year.
All in all, a moderate year-on-year increase in revenue is expected. A significant increase is forecast for the container segment and a moderate increase for the intermodal segment
The Por t Logistics subgroup anticipates EBIT in the range of € 70 million to € 100 million between € 70 million and € 100 million in the 2024 financial year. A strong decrease is forecast for the container segment and a strong increase for the intermodal segment
Investments continue
In the container segment, investments will focus on expanding capacity at domestic and foreign terminals, and on expanding the Group’s own transpor t and handling capacities in the intermodal segment
“In a challenging market environment, HHLA is continuing to pursue its forward-looking investments to modernise its terminals and expand its European network,” states Titzrath
Photo courtesy of HHLA
ith the addition of national strikes on top of the challenges already being faced by the global por t and shipping arena, it is not surprising to see that two of France’s biggest por ts - Marseilles-Fos and HAROPA - experienced a dip in maritime traffic in 2023. Overall, French por ts saw cargo figures decline around 5% last year, with containers showing a more significant loss, down 13 5%
In 2023, the por ts of the nor thwestern European countr y moved a collective total of around 280.7 million tons of freight, and 43 4 million tonnes of containerised cargo and around 4 8 million TEUs As for bulk, volumes were stable , amounting to 127.7 million tonnes (+0 1%), while dr y bulk decreased by 16 2% to 47 3 million tonnes Herein, we take a closer look at Marseilles-Fos and HAROPA with a brief over view of their performance across 2023
HAROPA
In 2023, HAROPA maintained its market share in the nor thern range , despite a decrease in maritime traffic . With a turnover of €422 million, up +11%, the por t displayed solid financial results Moreover, the structuring of a green Sequanian corridor continues, with
major installations in new fuels and the development of multimodality Overall maritime traffic of 81.3 million tonnes was recorded for last year (2 63 TEUs), down 4 5% compared with 2022
Cruise continued to enjoy strong momentum, with 182 ocean liners (+6 4%) and 459,473 passengers, an increase of 53%. Fur thermore , Paris consolidated its position as world leader in river tourism, with over 9 5 million passengers registered in 2023, an increase of 35%. At 42.1 million tonnes, liquid bulk ended the year up 5% Meanwhile , solid bulk traffic was down 11% to 12 7 million tonnes, due to lower cereal expor ts, despite a strong 2022, while aggregate traffic was also down
At Gennevilliers, Paris Terminal SA set an all-time record, handling 130,895 TEUs, an increase in volumes of +1% With regards Ro-Ro traffic , this was down 9% to 249,000 vehicles. In order to adapt to the needs of operators, HAROPA is mobilising additional land for vehicle storage
Other investments the facility is making to improve for the future include the structuring of the carbon-free Sequanian logistics corridor (thanks to €126 million from the public sector and €462 million from the private sector) and development of its multimodal platforms
(such as Bruyères-sur-Oise , which will be operational by the end of 2024) As for more recent projects, 2024 will see €201 million dedicated to construction work of the river access to Port 2000 in Le Havre, construction work of Por t Seine-Métropole Ouest (West Metropolitan Seine Por t), improvements to the road and rail infrastructure ser ving Por t 2000 ber ths 11 and 12 work (in conjunction with TiL-MSC investment), and modernisation of the Petit-Couronne quay in Rouen
Marseille Fos
Marseille Fos is France’s leading por t handling nearly 10,000 ships and ser ving over 800 customers. Last year, traffic in the por t of Marseille Fos dropped by 7% to a total of 71 9 million tonnes (77 3 million in 2022) Specifically, the facility hit 12.1 million tonnes for containers, down 11%, and showing a decrease of 13% in terms of 20-foot containers handled, equalling 1 3 million TEUs
As France’s leading cruise por t, and among the top 5 Mediterranean ports, the facility saw passenger traffic reach around four million people , reflecting a large increase of 36%
Meanwhile, ro-ro traffic, with a total of 218,000 trailers, shrunk by 9%. In the liquid bulk segment, traffic remained stable at about 45 million tonnes, while dr y bulk recorded a sharp dip of 24%, handling 8 7 million tonnes
Claire Instone reports…
TMEIC Port Technologies explains how Artificial Intelligence (AI) is helping ports and terminals move towards the next technological level.
At TMEIC we are creating applications based on AI to enhance our software and enable the automatic detection and correction of container images while trucks are entering or leaving por t facilities.
Our solution por tfolio offers our customers versatile integrated solutions for the design, deployment and automation of gate , crane and yard operations
Thanks to the use of the latest technolog y in IP cameras, megapixel sensors and sophisticated processing by means of neural networks and other vision technologies, our Gate OCR delivers a high degree of accuracy and reliability in container data code verification and damage imaging capture Moreover, our OCR software is designed to be integrated with commercial and/or in-house TOS and other terminal control systems ISO code readings, images and other data can be transmitted in real time from each gate access log through the most widely used communications protocols
Likewise , the Crane Suite provides different options to automate and enhance operations under STS, ASC, RMG and RTG cranes Therefore, container identification ‘ on the fly’, positioning systems for internal container handling equipment or damage identification, as well as an easy user interface which is capable to integrate required product options, are available for clients to manage and control the sea gate .
By replacing the manual chore of identifying containers at the quay with automated vision technolog y, TMEIC OCR helps terminal operators to increase speed, eliminate human errors and enhance the overall process performance of STS cranes, yard crane and gate. Return on investment happens from the first day of operation: in improved container identification accuracy, real-time error detection and resolution, better container damage process control, and removal of checking personnel from the quay area
Dir ty OCR Camera Algorithm
An innovative method of acquiring OCR data in motion in all terminal areas (gate , yard and quay areas) allows users to automate container identification with minimum infrastructure with no impact on terminal process cycle times Images and videos are captured by high performance camera technolog y and each of them is associated with individual container movements and can be audited in real time via our Operations Viewer for damage inspection and statistical repor ts
Our OCR solutions are based on pictures and to get them, we install cameras in different positions of the terminals During the daily operation, camera lens can get easily dir ty affecting the resolution of the images and causing ‘exception’ during the container data automatic recognition.
To address this problem, our R&D team is developing a dir ty camera algorithm Based on the resolution of the image captured, the dir ty algorithm can detect if the camera lens is dir ty and whether maintenance is needed to clean it TMEIC’s implemented system will create an automatic alarm and prevent OCR accuracy to be affected Moreover, a smart camera with an integrated wiper that can be remotely activated will be integrated in the system.
As a result, the algorithm will automatically clean the camera when it detects that it is necessary, or the clerk will be able to remotely activate the soft brush for lens cleaning through TMEIC Exception Handling tool Another of the main challenges that must be addressed during daily terminal operations are defects in the captured images such as blurred images resulting from the high-speed
Figure 1 - Blurring picture (original version on the left and AI improved picture on the right)
handling process, or caused by bad weather, or dark images taken at night or dir tiness on the camera lens. These defects are the major causes of the exceptions in container identification By using AI tools, we can correct dark images, sun reflection and blur improving the quality of the container images and maximising their usefulness in all areas of the por t
The image enhancement procedure implemented consists of two phases: - Fir st, image imperfection is detected - Then, image correction takes place as seen in Figure 1 where an example of blurr ing pictures is presented
Most brands have expensive camera models Newer camera models have higher prices because of the increased production costs due to the complexity of components and higher performance and because they include some other features that are not necessar y for the container terminals.
The use of Ar tificial Intelligence for image quality improvement can enhance software performances without having the need of using the latest costly camera technologies giving us the ability to cope with significant increases of the hardware price .
Generative
Adversarial Network (GAN), a deep learning tool
Ultimately, we are tr ying to go fur ther, and we are applying AI combined with a Machine Learning technique called GAN (Generative Adversarial Network)
This deep learning architecture is capable of generating new images by learning autonomously
The model trains two neural networks to compete against each other to generate more authentic new data One neural network will look at the training data set and will tr y to generate new pictures, as real as possible Then, the second neural network will tr y to guess if the pictures are real or generated.
If this second neural network discovers a fake picture , it will give feedback to the first one , which will learn that those pictures are not good, and consequently will improve the algorithm, by correcting and creating more real pictures to win. They compete all the time among themselves, that’s why they are called “adversarial”
This innovative approach to iterate and create a better model will be used in ‘TMEIC Automatic Detection Suite’ by creating AI generated damage pictures
Machine learning requires us to have existing data to learn from The more examples you provide , the better the computer should be able to learn But not ever y scrap of data we have is useful To train a model, we need to prepare , clean, and label the data.
The use of AI generated images and machine learning algorithm helped us to filter our database , get rid of garbage entries, missing pieces of information, anything that’s ambiguous or confusing
This novel approach has been successfully applied to our Automatic Damage Detection software allowing us to analyse data and to have a high-performance trained model for por ts and terminals applications (see Figure 2 for reference)
By creating these infinite AI generated damaged containers, we can train the system hundreds of thousands of times faster than with new pictures Likewise, the tool will be also trained to avoid the false detections, in other words, the software will not detect damages in the areas where they are not present
In Figure 3, it can be seen that the system is able to return results in terms of confidence level of the damage detected.
Real cases of GAN Applications
When pictures captured by our system are not perfect, due to changes such as sunrise or sunset, darkness or weather conditions, the GAN model will be able to generate new pictures (see Figure 4 overleaf). The generated picture will look like the real original one but with an improved resolution It will be practically impossible to distinguish what is the real one and what is not This picture will give better results for the OCR detection on site and for all the related inspections
Figure 2 (top) shows damage pictures that are AI generated and figure 3 (bottom) shows damage detection analysis
For generating new images GAN relies on two packages of testing images:
- Synthetic images In this case , there are three types of images , input image (image to correct), ground (image or iginal - daytime), predicted image (image that we get to apply to our model about input image)
- Real images In this case , we have only two types of image in the output: input image and predicted images (to compare before and after to apply the model)
The GAN model is also able to transform images affected by solar reflections into clear and uncluttered images
Figure 5 shows uncluttered images of sun-reflected images generated with GAN Specifically in the right picture , the reflection has been removed from an image that instead should have been discarded
Sometimes it can happen that when one truck is passing under the OCR por tals, the truck itself is blocking the direct impact of the sun on the camera, so pictures may appear with a different level of brightness (see Figure 6)
Conclusions
Regarding future perspectives, TMEIC Por t Technologies is at the forefront of technological development, creating innovative solutions for the implementation and improvement of its por tfolio of automation products
To keep improving the advanced and intelligent image analysis by using AI and ML model is among the company ’ s shor t-term objective and will enable us to reduce project C APEX, offering the market complete solutions and providing our clients with a comprehensive and high-performance automation system.
TMEIC presented this paper at the annual Port & Terminal Technology event in the US held in April of this year in Savannah, Georgia.
Figure 4 (top left) - GAN model: original and predicted images Figure 5 (middle left) - GAN application on images affected by solar reflection
Figure 6 (bottom left) - Truck passing through the OCR PortalBrightness correction
Authored by Liftech Consultants...
uch has been written and discussed about ship-to-shore (STS) container handling crane cybersecurity risks since last year Different and often conflicting opinions have been presented, usually without specific recommendation on what a crane owner or user can do about the risks being raised. In this ar ticle , Liftech will present its understanding of the concerns expressed by others, crane cybersecurity vulnerabilities, and recommendations for mitigating vulnerabilities
Background
There are growing concerns regarding potential cybersecurity vulnerabilities in port equipment, par ticularly STS cranes Many recent ar ticles focus on concerns that the cranes could be used for illicit intelligence gathering While Liftech has no credible knowledge of cranes being used for espionage , we agree there is some potential risk There is also a potential risk from sabotage , such as through remote , or even local, access to the crane control systems or terminal operating systems Most of these risks are present regardless of countr y of origin or manufacturer of the crane, supplier of the control components, or the control system integrator.
Container handling cranes are an impor tant part of the increasingly complex and connected data environment at por ts around the world Their control systems var y greatly in both complexity and connectivity to port data systems and external networks Crane cybersecurity needs and potential vulnerabilities are drastically different between types of installations, regardless of the equipment manufacturer and control system supplier It is not possible to make general statements that accurately cover the variety of crane installations at all por ts.
Liftech has long advocated for cybersecurity protection on por t cranes, including local software protection and defence-in-depth systems, and isolating container handling equipment from external networks where practical to help mitigate both remote and local cyberattack risks
We recommend careful and customised evaluation of cybersecurity vulnerabilities for all types of container handling equipment and other information systems unique to each terminal environment Liftech has been working with our clients and industry experts to develop guidelines for best practices in assessing and addressing por t equipment cybersecurity.
P o r t C r a n e C y b
Over view of STS Crane Security Concerns
The American Association of Por t Authorities (AAPA) has stated there have been no known security breaches of cranes at US por ts. However, this does not mean there are no security risks, especially in today’s society of interconnectivity. Security concerns about por t cranes and their operation have been discussed for some time and include:
- Impairment or sabotage
- Devices built into cranes for unmonitored or unauthor ised remote communication
- Remote takeover and control
- Vulnerabilities in automation systems
- Intelligence gather ing and espionage
- General c yber secur ity shor tcomings
Impairment or Sabotage
Improper cybersecurity exposes crane owners and operators to potential damage to cranes, downtime, and injury, whether intentional or not Crane control systems are complex, often with thousands of lines of logic and many hundreds of input/output parameters Small changes to the control software can be difficult to detect and can alter crane behaviour in ways that bypass impor tant safeguards
On modern por t cranes, many of these safeguards exist only in software without hardware analogs While modern cranes have safety rated systems to help protect against
electronic hardware malfunctions, most do not have effective means to check for unauthorised changes to the software or overrides of input/output values Often even authorised changes can have unintended consequences that result in damage or downtime
Devices Built into Cranes
Cellular modems have repor tedly been found built into cranes when not requested or authorised by crane owners.The stated purposes of these devices were to monitor and track maintenance remotely and to assist with troubleshooting Other suspicious devices have been alluded to; however, there are no other publicly available details of those findings
In Februar y 2024, the US Coast Guard (USCG) repor ted examining por t cranes in the US for such devices, but results have not yet been made available .
Remote Takeover of Cranes
Worldwide , some cranes do have remote control capability that can be used to operate the cranes or troubleshoot issues with the manufacturer It is extremely rare for US por ts to use such remote-control operations in non-automated terminals
However, heavily automated terminals do exist on both the East and West coasts of the US that have remote control capabilities, such as for automated stacking cranes in
container yards and for intermodal cranes
It is especially impor tant to have strong security protections for such cranes to prevent unauthorised motion We are unaware of any STS cranes in US por ts that have remote operations outside of their facilities.
Crane Automation
According to a publication in the industr y, foreign crane manufacturers “have marketed automation and remote connectivity and monitoring tools to US por t operators, but these systems are not in use at US por ts.”
According to the AAPA, there is a deliberate policy at US ports to assess security vulnerabilities from ever y threat vector, and that there are dedicated “trip wires” for things that could threaten US por t operations At least four US por ts are now considered “automated” for yard operations, and we expect that fur ther automation will inevitably generate additional cybersecurity concerns.
Intelligence Gathering and Espionage
Regarding intelligence gathering, some crane systems have limited container information such as container numbers, weights, and vessel stowage positions, but such systems would not have details of container contents or cargo origin and destination Similarly, some systems have video feeds from cameras that could be remotely accessed to gather visual information about the container terminal or nearby facilities In nearly all cases, such data is expected to be of little value .
However, it is important that adequate security be provided to prevent the cranes from becoming an entr y point to more sensitive areas of terminal information systems, which could contain more detailed information on cargo being handled or other business sensitive data.
General Cybersecurity
Unauthorised access to por t equipment and terminal operating systems (TOS) have shut down major por ts elsewhere in the world with repor ted events in Europe and Asia
The recent US Executive Order finds that “at US ports the security of the United States is endangered by persistent and increasingly sophisticated malicious cyber campaigns” targeting American por ts We agree that cybersecurity should be an important concern
Update on US Government Actions
The US government has recently become highly involved in port security for STS cranes
The Biden-Harris Administration announced an Executive Order in Februar y resulting in significant funding, in par t for improvements to por t cybersecurity and authorising the USCG to have a larger role in responding to malicious activity. The order establishes new regulator y authorities for the Depar tment of Homeland Security and authorises USCG officials to create new rules imposing minimum cybersecurity requirements for por t users. It fur ther empowers the USCG to inspect and control vessels and shoreside activities on the basis of even “suspected cyber threat.”
The United States Depar tment of Transpor tation’s Maritime Administration (MARAD) issued MSCI Advisor y 2024-002 to aler t maritime stakeholders of potential vulnerabilities to maritime por t equipment, networks, operating systems, software , and infrastructure
In May of 2024, the USCG requested cer tain crane owners and operators to contact their local USCG Captain of the Por t to obtain copies of Maritime Security (MARSEC) Directive 105-4 The directive gives new “cyber risk management actions” to follow The USCG also plans to publish proposed minimum guidelines on cybersecurity standards and requirements for repor ting cyberattacks at US por ts
The US government is also investing $20 billion into new security technolog y at US por ts over the next five years.
Liftech Recommendations
Por t cranes are increasingly no longer just unconnected pieces of heavy equipment. It is impor tant that crane owners and operators view cranes as sophisticated networked computer devices requiring IT safeguards and management
We recommend por t crane owners and operators, along with their procurement teams, implement the minimum actions described below as a matter of standard best cybersecurity practices and precautions regardless of STS crane origin or software control system origin
Be Familiar with and Follow Best Information Technology (IT) Security Practices
Most businesses today have IT depar tments following a well-documented Information Security Management System (ISMS) These contain best practices and clear policies for
enforcement of access control to systems, firewall setups to block any untrusted traffic , maintenance of backups, network isolations, and similar requirements Cybersecurity plans should include risk assessment, risk treatment, security controls, performance measurement and tracking, and continual improvement and updating processes Terminal operators should have IT depar tments adopting these practices along with established IT standards and protocols to ensure robust information security practices are in place
For new cranes, cybersecurity issues should be addressed during procurement according to recognised standards. For used cranes, systems should be reviewed and addressed as appropriate; in many cases, new operating systems and protection systems may be needed
Stay Alert to Government Advisories, Guidelines, and Legal Changes
Changing regulator y requirements may require policy, system, and process changes
US por t crane owners and operators should check on and request MARSEC Directive 105-4 and be familiar with cyber incident definitions and repor ting requirements
Include Cyber Security in Contractual Agreements
Owners and operators of port cranes should be familiar with not just the physical specifications of the cranes, but also with all crane features and how the crane will integrate into the terminal operating systems and terminal IT plan. These features and requirements should be contained in contractual agreements for the purchase of new cranes and ongoing maintenance and operations ser vices. The owner ’ s IT group, crane manufacturers, and software control vendors should meet ahead of purchasing to review por t crane security requirements, expectations, and deliverables
Liftech continues to help crane purchasers with this process by providing guidelines and technical specifications for use in purchases and modifications of por t cranes
Conclusion
Por t cybersecurity is receiving increased attention, par ticularly concerning STS cranes. Por t cranes need to be integrated into por t operation IT and security plans, preferably star ting during procurement. The US government is increasing involvement, and we expect will be issuing evolving directives, laws, and guidance
Harrison Nguyen, Account Executive, Realtime Business Solutions explains how intelligent digitaltwin can revolutioniseyour container terminal.
With the rise of digital transformation in the container handling industr y, terminals and suppliers must continue to adopt certain technologies to keep up with ongoing changes These changes include expanding terminal capacity, introduction of larger vessels, and the pressure to meet shipping line demands. Container terminals are under more pressure to adapt to these challenges to maintain a competitive advantage in the market Therefore , terminal operators are looking towards digital twin and digital technologies to benefit their terminals and to overcome the challenges of today and in the future However, a digital twin alone may not be enough to provide a wide variety of benefits, it also needs to be paired with a super intelligent engine that can work hand in hand to improve a terminal’s overall operation. When digital twin technolog y is combined with the latest machine learning and AI tools in a TOS, terminals are exposed to a wide range of benefits, including the ability to view, and even resolve incoming problems
Cang Catlai Terminal
Terminals should adopt the latest 3D Digital Twin technolog y to allow them to oversee all the vital par ts of their operations. Having a real-time 3D view of the terminal equipment and the containers in the yard allows terminal managers to oversee all the operations, resources and plans to make more informed decisions A digital twin should be based on reality, meaning it will have real-time coordinate data of any container, equipment and resource in the yard to calculate the actual distance for ever y move
Usually, it can be difficult to oversee an entire terminal with just a TOS, so a digital twin helps in real-time visualisation and monitoring. More specifically, a digital twin with a super intelligent engine will not only allow the user to visualise terminal operations but also predict and prevent incoming problems before they even occur Fur thermore , a super intelligent digital twin will allow the user to look into the future to optimise planning even fur ther.
The complete visualisation of all activities in the terminal allows terminals to make more informed decisions which can lead to improved operations A super intelligent digital twin will also allow for predictive and preventive capabilities, which helps avoid risks and the maintenance of resources Not only does it help with operational decision making but also improves financial decision making as real-time data and advanced analytics allow decision
makers to make better and faster decisions, leading to a potential boost in business performance . With an addition of analytical char ts outputting the performance of a terminal, this can fur ther aid decision making as it can clearly show the user the areas of improvement With this technolog y, terminals can make more informed operational and financial decisions
As mentioned, having a digital twin can also be useful in determining optimal resource allocation, hence reducing overall operational costs It does this by calculating the most efficient ber thing times, calculating the distance of each equipment move , forecasting the cost of resources, and reducing the downtime of equipment This calculation and forecasting allow for the best possible use of resources which can save fuel and time , resulting in lower overall operational costs
This technolog y, combined with automated container handling equipment (CHE), will increase control and maximise operation efficiency, fur ther reducing the overall costs of operations for the terminal Having a super intelligent digital twin, will fur ther result in more cost-saving benefits, as it will be able to help terminals predict and resolve incoming problems, resulting in improved financial decision making
When a digital twin is properly utilised by users and operators, it can improve a terminals productivity and operational efficiency, in turn it can reduce the risks of accidents and allow response to safety-critical events more effectively Having an overall view of the terminal, its equipment and the container inventor y in the
yard will allow the terminal to reduce the risk of any potential accidents that can happen in the yard. Fur thermore , the forecasting of potential bottlenecks and issues allows your terminal to improve overall efficiency and performance .
Moreover, it can distribute traffic and avoid congestion in terminals, to prevent bottlenecks and other issues from occurring. In terms of vessel operation, a digital twin can more accurately predict the estimated time of arrival and depar ture of vessels for increased efficiency in terminals
All these features of a digital twin linked to a super intelligent engine can reduce risks within a terminal and improve a terminal’s overall operational performance
Digital twin technolog y does not only have a multitude of benefits as discussed above , but it is a technolog y that may revolutionise the industr y in the near future
The wide variety of benefits includes reducing risks and improving performance; reducing overall operational costs; gaining complete visualisation of the terminal; better decision making; and improved team collaboration.
With the growing emergence of AI, digital twin technolog y and automation, a terminal may find it hard to dismiss these technologies if they wish to maintain a competitive edge and succeed in this industr y.
Moving forward, a super intelligent digital twin will definitely be necessar y, as the advantages are too great to pass on.
T h e i m p o r t a n c e o f P e e r R e v i e w
Casper, Phillips & Associates proffer up their technical paper based on the presentation they delivered at the recent Port & Terminal Technology Conference in the US.
The procurement process for container cranes is somewhat unique and faces many unique challenges. Unfor tunately, some procurement decision makers believe buying container cranes is the same as buying any other piece of equipment such as a forklift or a company van. However, container cranes are not standardised due to many different factors
Geological conditions where the cranes will be used dictate many different design considerations. A container crane being designed for use in Florida will be designed for hurricane winds while a crane destined for Los Angeles will be designed for ear thquakes.
Sometimes it is advantageous for ship-to-shore cranes to handle tandem 40’ containers, or to have a second trolley at the portal beam level. Hatch cover storage can be another consideration, for example cranes operating on a finger pier may need to have a hatch cover storage platform
Another consideration is operating temperature requirements Most carbon steels have a critical point at which the steel changes and becomes brittle When steel becomes brittle cracks form much more easily.
One historical example of low temperature embrittlement is the Liber ty Ships built in the United States during World War II Roughly 2710 ships were built and there were an estimated 1500 instances of significant brittle fracture
The challenge of standardising a crane design star ts to become more apparent when these conditions are considered Designing a standard crane for a standard earthquake and hurricane that will be shipped under a standard bridge on a standard vessel that will operate on a standard wharf is impractical
Due to low order quantities, it is impractical to build and test the performance of a prototype for each set of cranes. The design process for container cranes more closely resembles the design of stadiums, bridges, and tall buildings than mass produced cars, and commercial airplanes
This is why thorough engineering analysis is utilised for the design and review of container cranes For the crane structure , the best tool engineers have available is finite element analysis (FEA). Like any tool, FEA is only as good as the user There are so many different crane design codes that the market of potential buyers isn’t big enough for the large commercial software companies to include the different crane design codes
Some locations will require that the cranes pass under a bridge during deliver y, or FAA height restrictions The wharf design is not standard, rail gauges, allowable wheel loads, setbacks, electricity, stow pins and tie downs are not standardised. Each terminal operator may have unique operational requirements to suppor t their yard optimisation strateg y
There is no standard commercial FEA software package that comes with code checking for relevant crane design codes These codes are justifiably ver y specific to regions and applications in which the cranes operate For instance, nuclear polar cranes and quayside container cranes use ver y different design codes and standards The large commercial software companies tend to focus their software packages on larger markets such as buildings, bridges, and infrastructure . This led CP&A to develop our own proprietar y software suite for designing cranes T h e i m p o r t a n c e o f P e e r R e v i e w
This is why market leading crane manufacturers design each crane to fit the ports’ requirements Each set of cranes will be different
A broken STS crane trolley drive shaft
Peer Reviews
The key word in peer review is peer The engineer hired to perform the peer review must have qualifications equal to or greater than someone that would be hired to perform the design. The review team should have an exper t on relevant hazards such as wind, seismic , temperature , etc No amount of software or technolog y can make up for experience and education. There is a saying that a good engineer can do more with scratch paper than a bad engineer can do with all the computer software in the world.
You wouldn’t hire an ironworker to build an electrical panel, the same applies to structural analysis A structural peer review should be performed under the super vision and direct control of a licensed civil engineer who specialises in structures, or a licensed civil engineer with a structural endorsement as applicable by the jurisdiction having authority
Not all peer reviews are created equal Some peer reviews consist of the reviewer checking the contractor’s calculations but not performing any of their own An independent third-par ty design review consists of the peer reviewer creating their own finite element model and strength calculations. This way the reviewer’s comments are backed up by calculations This discourages the expression of subjective opinions that can lead to time-consuming and unproductive arguments It provides the highest level of assurance since it is unlikely that the designer and peer reviewer will make the same mistakes
When purchasing a set of sister cranes, the cost of a single peer review of the crane structure can be spread out over multiple cranes This reduces the price on a per crane basis Reviewing the structure once provides the same level of assurance to all the cranes The worst-case scenario is an entire set of sister cranes collapse in a single high wind event (hurricane , typhoon etc ) A peer review from a qualified engineer would likely prevent these collapses
I’ve come across several posts on social media showing crane accidents Many obser vers are left wondering how crane accidents are possible with all the technology that is readily available to engineers The truth is there are lots of reasons why crane accidents occur including over reliance on software. One proven method to reduce the risk of structural failures is to have a peer review of the crane manufacturer’s
design by qualified engineers It’s true that structural peer reviews cannot prevent all possible accidents. If a well-designed crane was built with bad welds in critical locations, the equipment will not perform A structure with poor quality welds will fail under smaller loads than what the structural analysis predicts
Complimentar y Ser vices and Best Practice
The other service to consider when procuring large custom pieces of equipment are third par ty inspection ser vices. Of course , a manufacturer will have their own in-house quality assurance and quality control (QA/QC) programme , but these inspectors will have the best interests of the crane manufacturer rather than the end user This is why many end users hire third par ty inspectors
Peer reviews are complimentar y ser vices to third party inspections Neither service replaces the other, they require different skill sets. Inspectors play a different role in the procurement process; they make sure the crane is being properly fabricated according to the drawings QA/QC won’t fix a bad design, it only guarantees a bad design was built according to the drawings
A well-built but poorly designed crane will lead to unsatisfactory performance Inspectors, when working with a team of peer review engineers, become the engineer’s eyes and ears to pass along their findings for the engineers to review.
Ultimately it is up to the owner ’ s procurement manager to determine which ser vices are necessar y. Each procurement will be unique , for example if a por t wanted to order a second set of the exact same container cranes, a complete structural peer review may not be necessar y However, it may still be necessar y to retain the engineering consultant to check the cranes for voyage bracing if the vessel or wave motions change due to a different vessel and sea conditions
The inspection requirements do not end at deliver y A good maintenance programme needs to be put into place when the owner begins operation of the container crane . Periodically, all cranes should be examined by a technician that has broad, generic experience with structural maintenance problems
Dangerous cracking and deterioration can escape even the most conscientious visual inspection. An engineered inspection manual can tell inspectors where and how often to look for cracks A good inspection manual will show which NDT tests to run on the welds most likely to have fatigue cracks develop
For container cranes, maintenance windows are available in between ber thing vessels. During this time, the cranes are not in ser vice , and NDT can be performed
Setting up a good maintenance and inspection programme will decrease risks, improve availability and useful life .
ChadVan Derrick – Vice President, Product Management atTideworks Technology
Much has been made in the press over Generative Ar tificial Intelligence (GenAI) applications following the remarkable success of OpenAI’s ChatGPT launch in 2022 All the tech giants, from Google to Amazon to Microsoft, are investing heavily, and in our own industr y, numerous players have sprouted up to capitalise on the oppor tunity
Such has been the case in our past. Who could forget SaaS, IoT, and VR/AR? So, other than learning a new set of acronyms surrounding a beguiling promise of unlimited benefit with an equally beguiling yet unlimited price tag, how can histor y inform us to approach this latest innovation with justified enthusiasm grounded in more realistic expectations?
A Building Block Approach
Andy Jassy, CEO of Amazon, noted in his 2023 Letter to Shareholders the impor tance and progress they are making in building the foundational tools for this new technolog y This is an impor tant note in that instead of building entire solutions, they are creating the building blocks from which their customers can build solutions In fact, he emphasied that their customers, and not Amazon itself, will ultimately develop the vast majority of its applications
Microsoft is taking a similar approach, recently launching Microsoft Copilot as a GenAI assistant within a customer’s productivity tools like Teams, Excel, and GitHub. They’re giving developers the ability to construct their own Copilot applications and train them on their own company ’ s data rather than more generic internet-accessible data powering ChatGPT and others
What is GenAI?
GenAI is a natural progression for those who have been involved in the technological developments pertaining to our data We started with simple spreadsheets and then employed relational databases, laying the groundwork for more sophisticated data processing techniques Advanced queries and repor ting needs led to data warehouses supporting data management, robust analytics, and business intelligence .
And on top of that, we build machine learning algorithms to enable computers to learn from that data Remember IBM's Deep Blue defeating world chess champion Garr y Kasparov in 1997 and IBM Watson winning the Jeopardy! quiz show in 2011? These milestones showcased the power of AI in solving complex problems
From deep learning, we progressed to natural language processing (Hey Siri!), computer vision (Face ID) and reasoning algorithms (Netflix recommendations). Yes, this journey to GenAI has been a long one , and it will continue for as long as we ask the difficult questions and invest in the technolog y to solve them Investment, though, is the key
With any new technolog y milestone , there's a FOMO - a fear of missing out - that besets the business manager In their pursuit for ever greater margins comes the hope for a silver bullet, a magical black box technology solution that will answer the call But at what cost?
For example , data warehouses are often the go-to solution for an organisation embarking on its data journey Yet data warehouses can be notoriously expensive , and they may not always be the best solution for ever y datarelated problems, such as real-time analytics Like your summer runabout sitting unused in the marina over the winter, they become a hole in the water in which you throw your money As a result, so many of those data initiatives get cut before they ever come close to achieving their original business objective
GenAI Applications Bring Unlimited Possibilities
But what could GenAI actually provide to terminal operators? To aid in TOS planning, AI can predict a container’s dwell time , providing reliable insights into optimal decking locations before executing a move . It could also anticipate customer needs and automate communications and tasks, streamlining service and boosting productivity. Imagine a daily operational summar y delivered as a podcast!
AI's broad potential could minimise yard congestion, predict equipment maintenance requirements, and monitor environmental conditions to ensure worker safety and maintain cargo integrity.
Getting Star ted with GenAI
So, how do we scratch our FOMO itch around GenAI in a smart yet fiscally responsible manner? First, it’s impor tant to have the building blocks in place , and it’s equally impor tant to note that those building blocks in themselves can create fiscal returns
Data Assessment & Preparation: Star t with your data quality GenAI requires a lot of operational data, and it must be of high quality Do your systems accurately reflect your operations at any given point in time? If not, star t there Processes, people , and technolog y must work together seamlessly to close any gaps by making sure that ever y aspect of your operations – from inventor y to decking positions to vessel load and discharge sequences - is accurately captured.
Data Infrastructure: Next, implement a data platform that captures this data in near real-time, offers data quality monitoring and governance tools, and will scale with your aspirations Such a solution can provide operational decision suppor t and predictive analytics Adjacent tools such as reports and dashboards help to foster a data-driven organisation that will seek learnings and insight from the data
and be able to action them to improve operations User accessibility, training, and continuous improvement will fur ther help to drive its adoption and help unlock operational excellence
Replication and simulation technology: Implementing key software in conjunction with AI tools will help support and enhance the performance and effectiveness of operations. Digital twin technolog y, which creates vir tual replicas of terminal infrastructure and operations, provides useful visualisation and real-time data of critical resources This software allows management to replicate the behaviour and functions of terminal assets and processes and suppor ts the AI for better efficiency and performance
Additionally, simulation software is impor tant for testing and validating AI models in a virtual environment before going live throughout an organisation, allowing terminals to assess the impact of changes without disrupting actual operations In complex terminal environments, prioritising safety, efficiency and reliability is at the top of mind, and simulations offer a powerful tool to meet these goals Terminals can explore a range of operational scenarios, optimise resource allocation and evaluate potential changes without disrupting live operations Through the simulation of diverse scenarios, terminals can enhance decision-making, boost productivity and minimise downtime
Define Clear Objectives & Use Cases: GenAI is an enormous hammer that traps many into looking for a suitable problem Rather than focusing on the solution, star t by clearly defining your specific business challenges Identify high-impact use cases with clear ROI potential Then, break these challenges down into their simplest, most distinct form Identifying root issues gives you the benefit of clarity and helps to prioritise investments, including which to allocate resources to in solving
Next, score those oppor tunities by placing them on a feasibility-to-impact matrix. When looking at feasibility, consider time , exper tise , resources, and constraints You might find that many of your challenges can be solved with tools already at hand rather than with GenAI The important thing here is that we don’t want to bet the terminal, and we certainly don’t want to risk safety.We’re looking for baby steps - small, discrete pieces of work that will provide a meaningful result in weeks or months, not years
Pilot Projects & Proofs of Concept:
Once identified, star t with a small pilot or proof of concept We do not want to boil the ocean here; instead, we want to accomplish three proof points. First, we want to validate the hypotheses around both the challenge and its potential return Second, we want to validate that the chosen technical solution will solve that challenge and provide the promised financial return And lastly, we want to make sure we have the right people on staff who can implement, adopt and invest in improving the solution going forward
But how do we know what technical solution to choose? I would first caution you against star ting with a “myster y box” or anything that might seem like a silver bullet. GenAI is complicated, even for technologists Yet if someone can't explain how their solution works in detail, and you can’t then turn around and explain it to a child, how is the staff at the terminal going to trust it and thus use it?
The silver bullet solution doesn’t come without much experimentation and earned learnings from both successes and failures It’s essential to bring the terminal’s staff with us on this journey, and that will require comprehensive education and transparency in presenting and using the solution to cultivate the necessar y trust. If time and budget don't allow for such an investment, a stepped approach is the wise approach Over time , those baby steps will come together naturally, and you will have transformed your operation in a smar t, fiscally responsible manner while successfully managing your risks all along.
About Chad Van Derrick
Vice President of Product Management Chad Van Derr ic k joined Tideworks Tec hnology with over 20 years of experience delivering innovative large-scale products and ser vices to market across a range of industries. Heading Tideworks’ Product Management organisation, Chad is responsible for injecting innovation, continuous improvement and increased stability across Tideworks’ product suite. Chad was named Most Innovative Technology Consultant in the United States by Wealth and Finance International As an executive, entrepreneur, author and speaker, Chad has had a cross-industr y impact on businesses through cutting-edge tec h and cr itical foresight Pr ior to joining Tideworks , Chad was a Vice President at SAP, where he led their Universal ID offer ing as par t of SAP's Customer Data Cloud product and directed data management products and ser vices suppor ting the migration to SAP S/4HAN A ERP
Terminal Industr y Committee 4.0 (TIC4.0) leads this revolution, developing standards and practices that redefine the terminal industr y In this ar ticle , we explore the core functions, standards, and real-world applications of TIC4 0, including notable examples such as Eurogate-Hamburg and the iTerminals4.0 project.
Who is TIC4.0?
TIC4 0, the Terminal Industr y Committee 4 0, is a non-profit international association and collaborative initiative that unites key players in the cargo-handling facilities industr y to capitalise on the potential of terminal automation and digitisation Built upon the principles of Industr y 4 0, TIC4 0 is dedicated to optimising terminal operations, improving efficiency, and promoting sustainability through technological advancements
Authors:Jorge Melero andGonzalo Sandiás
The ever-evolving landscape of por t technolog y demands innovative strategies to remain competitive and efficient The growing influence of communication and information technologies across all sectors need the development of strategies for organisations and individuals to capitalise on these trends Incorporating these technologies into management processes is crucial for driving performance to new levels of efficiency However, this requires a collective effor t from corporation management to end-users.
Coordinated implementation of innovative technologies at all levels fosters competitiveness and enhances the visibility of industrial processes In recent decades, the por t industr y has witnessed significant uptake of novel technologies such as the Internet of Things, AI, Big Data and Terminal Automation While powerful, successful implementation poses challenges. Recognising this, numerous initiatives worldwide have been launched to discuss and achieve advancements in these fields. At the forefront of this revolution is the Terminal Industr y Committee 4 0, established in 2019 in response to the rapidly evolving landscape of por t technolog y enhancements.
With its diverse membership, regrouping terminal operators, and their suppliers: the equipment manufacturers, technolog y and digital solutions providers, TIC4.0 ser ves as a dynamic platform for fostering innovation and facilitating knowledge exchange
Members actively par ticipate globally to share insights for collaborative research and development initiatives Beyond digitalisation and innovation, TIC4.0 addresses crucial topics such as operational efficiency, safety, and decarbonisation The association’s collaborative effor ts are channelled through working groups known as Task Forces, where exper ts from its 58 members convene to exchange perspectives and develop industr y standards.
To date , these combined effor ts have resulted in the publication of 10 Technical Releases and white papers covering various areas, including Container Handling Equipment, Terminal Operating Systems, Automation, and EDI messaging, among others, and TIC4 0 maintains a rigorous schedule of issuing a publication ever y quar ter
Fur thermore , TIC4 0 is actively engaged in several European-funded research projects, ser ving as a testing ground for cutting-edge technolog y and exploring its applications across different cargo-handling and logistics environments Through its collective endeavours, TIC4 0 plays a pivotal role in driving innovation, setting industr y standards and advancing the terminal industr y towards a more efficient, sustainable , and digitally integrated future
What does TIC4.0 do?
At its core , TIC4 0 focuses on leveraging emerging technologies to streamline terminal operations and improve overall performance . Through collaborative research, development, and implementation, TIC4 0 addresses key challenges facing the industr y, including data harmonisation, interoperability, and seamless information exchange
The primar y obstacle encountered when implementing 4 0 technologies is data heterogeneity and discprepancy in data meaning, which can hinder communication effor ts Digitalisation relies on an ecosystem that promotes interoperability among s ystems, individuals, and equipment, minimising necessar y communication effor ts.
Hence, standardisation, particularly concerning standardised data exchange , is crucial TIC4 0 ser ves as a platform for debate , research, and the development of standards based on specific semantics enabling the digital representation of any reality occurring in a port logistics environment. These semantics require enrichment with definitions and concepts ensuring a shared understanding
Members contribute their knowledge and experience in various working groups, and through structured debates, the industr y establishes industr y-validated standards.
One of TIC4 0's primar y objectives is to establish standards that enable interoperability and compatibility among terminal systems
By defining common protocols and interfaces, TIC4 0 facilitates seamless integration of different technologies, allowing terminals to operate more efficiently and cost-effectively
What are the TIC4.0 standards?
These standards ser ve as the bedrock for modernising terminal processes, enhancing efficiency, safety, and environmental sustainability. This section explores the convergence of TIC4 0 standards with the industr y ’ s needs, covering key areas such as automation, data exchange, safety protocols, and environmental management
Central to TIC4.0's mission is its innovative data language , which forms the foundation of its semantics This language enables the representation of events and states, providing a comprehensive view of terminal operations.
By combining five key elements - Subject, Concept, Obser ved Proper ty, Measurement Point, and Value - TIC4 0 facilitates a deeper understanding of terminal reality, empowering stakeholders to take informed decisions
Semantics play a pivotal role in structuring TIC4 0's messages, categorising them into fundamental elements These semantics, combined with definitions, converge into different data models aimed at representing the various dimensions of terminal reality From processes and planning optimisation to equipment representation and maintenance , TIC4 0 standards provide a comprehensive framework for terminal operations management
Key TIC4.0 Standards
- Automation and Robotics: TIC4 0 defines guidelines for the implementation of automated systems, ensuring safe and efficient operation within terminal environments
- Standards in Data Meaning: Standardised data definition enable seamless integration with supply chain par tners, enhancing interoperability and efficiency
- Safety and Security: Rigorous standards promote a culture of safety, safeguarding workers, equipment, and cargo
- Environmental Sustainability: TIC4 0 develops standards for reducing environmental impact and optimising resource utilisation, fostering eco-friendly practices Enabler to measure and manage energ y consumption. These standards represent a transformative force in terminal operations, offering a comprehensive framework for digitalisation, efficiency improvement, and sustainability enhancement.
By embracing TIC4 0 standards, terminal operators can navigate the complexities of modern logistics while mitigating risks and maximising value creation As the industr y continues to evolve , TIC4 0 standards will remain instrumental in shaping the future of terminal operations worldwide
How TIC4 0 is Working: EurogateHamburg and iTerminals4.0 Project
The effor t made by members in TIC4 0 to make tools available to the industr y for the development of digitisation and implementation of Industry 4 0 technologies has been solidified in two impor tant projects, such as the Eurogate Group with the TwinSim project and the iTerminals4 0 project In these , the TIC4 0 language was implemented at different levels, achieving seamless consolidation of various systems and real-time graphic representation of the terminal processes
Eurogate:
An example of TIC4 0 in action is the Eurogate Container Terminal in Hamburg, Germany Eurogate-Hamburg has embraced digitalisation and automation to enhance its operational efficiency and customer ser vice capabilities By leveraging TIC4 0 standards and best practices, Eurogate-Hamburg has implemented advanced technologies technologies These technologies enable Eurogate-Hamburg to optimise container handling processes, minimise turnaround times, and reduce operational costs
Moreover, Eurogate-Hamburg has integrated its terminal operations with digital platforms and services, allowing for real-time data exchange and collaboration with other stakeholders This project focuses on the Eurogate Container Terminal Hamburg and integrates modern IoT, Big Data, and Industr y 4 0 standards to optimise terminal operations and maintenance.
One of the primary technological advancements in the project includes real-time data visualisation of equipment and operations For instance, data such as container locations, equipment status, and operational metrics are updated dynamically This enables terminal operators to view detailed, real-time information about straddle carriers, containers, and even light poles, with maintenancerelated data like tyre pressure and energ y levels integrated directly into the system
To interpret the vast amounts of data collected, the project utilises visualisations and dashboards, making complex data sets more accessible and actionable
These dashboards will display key performance indicators in both numerical and graphical formats integrated into the 3D visualisations of the terminal This allows for immediate identification of operational bottlenecks or inefficiencies, facilitating quick corrective actions. It will also enable forecast simulation based on the current data set or review of previous operation inside the 3D visualisation
iTerminals4.0
The iTerminals4 0 project, par t of the larger initiative TIC4.0, aims to revolutionise container por t terminals by integrating Industr y 4 0 technologies, digital standards, and Big Data This collaborative effor t involves terminal operators, technology providers, and research institutions dedicated to advancing terminal technolog y and operations
By leveraging cutting-edge solutions such as ar tificial intelligence , machine learning, and Internet of Things (IoT) technologies, iTerminals4.0 terminals enhance operational efficiency, reliability, and sustainability For instance , predictive maintenance algorithms analyse equipment performance data in real-time , anticipating potential failures and proactively scheduling maintenance to minimise downtime and reduce costs.
Additionally, iTerminals4 0 terminals utilise digital twin modelling to create virtual replicas of terminal infrastructure and operations These digital twins serve as dynamic simulation environments for testing and optimising operational scenarios, enabling terminals to maximise throughput, minimise congestion, and improve resource utilisation
Overall, the iTerminals4 0 project represents a transformative initiative poised to revolutionise container por t operations, driving efficiency, sustainability, and competitiveness in the global maritime industr y This will enable the par tners to later define more digital ser vices on the basis of the TIC4 0 standardised data
What are the next steps?
In the current dynamic environment, it is necessar y to have a clear roadmap that represents the needs of the sector, both current and future ones. As an association seeking to increase the level of operational efficiency in the por t logistics sector, it is essential to continue delving into the development of useful standards that address these needs Therefore , laying the groundwork for the sector to deepen the deployment of automation
and ar tificial intelligence within a big data environment is a priority Additionally, it is impor tant not only to focus on connecting terminals but to go beyond terminal operations so that TIC4 0 serves to standardise interfaces between the par ties interacting with the terminals, making interoperability easy to deploy in the various scenarios in which terminals operate and ultimately integrate data seamlessly at the supply chain level.
TIC4 0 is actively promoting the industry-wide adoption of its TIC language and standards that have been developed in collaboration between the leading terminal operators and leading suppliers to the terminal industry, thus ensuring their reliability and flexibility to respond to the needs of any terminal facility that wishes to implement at low cost and without risk any automation or 4.0 technolog y based project. In this respect, TIC4 0 has engaged on a process to have its TIC semantic become a future ISO standard for terminal data exchanges in the coming years, and as a first step intends to publish within the next 24 months a Publicly Available Specification with ISO member BSI.
Conclusion
In conclusion, the Terminal Industry Committee 4.0 (TIC4.0) embodies a collaborative effort to drive innovation and excellence in the terminal industr y By defining standards, fostering collaboration, and suppor ting transformative projects, TIC4 0 is reshaping the future of port technology Endorsed by leading industry operators, the initiative is gaining momentum and becoming a driver for digital transformation
Through initiatives such as Eurogate-Hamburg and iTerminals4.0, TIC4.0 demonstrates the tangible benefits of digitalisation, automation, and collaboration These are prime examples showcasing what the standards produced by the international association can achieve As the industry continues to evolve, TIC4 0 will play a pivotal role in shaping the terminal of tomorrow.
“Now it is also key for the industr y and especially TIC4 0 to guide the way forward in implementing and using TIC4.0 data in future operations and start creating value from the data”, said Norbert Klettner (Vice President TIC4 0) during the 2024 Por t & Terminal Conference held in Savannah, Georgia in April
TIC4.0 is an open association, any operator or supplier of equipment, technology or solutions to the terminal industr y is welcome to apply for member ship Visit tic40 org or contact secretary general@tic40 org
Thomas Francis reports...
The challenges in the world's container terminals are greater than ever with the demand for efficient and safe container handling, and the increasing amount of automation being at the centre of the por t industr y
In response ,German-based Lase offers state-of-the-ar t laser measurement systems that not only challenge the status quo, but also evolutionise the way crane systems are controlled and made safe
According to the company their solutions that rely on automation and efficiency are not only groundbreaking, but indispensable
Their laser measurement systems provide precise position measurement of containers and vehicles, protect against collisions, protect people and optimise container handling
These technologies are not only a response to current requirements, but also a glimpse into the future of how ports can be designed
The laser measuring system divides the work area into two monitoring areas: a danger and a safety zone For example , in the danger zone , the loading of containers takes place If a person is in this area an emergency shutdown of the crane system is carried out. If, on the other hand, the person is in the safety zone , container handling can be carried out safely.
At least two multi-layer laser scanners are used in this system, which are mounted, on the container crane above the transfer from crane to the truck area These scan the transfer or ‘monitoring area ’
The measured 3D point clouds, i e scan data from both sensors, produce a representation of the scenario in the monitoring area under the crane
A segmentation of the obtained 3D point cloud provides the length, width and height of the individual objects Based on size information and other attributes, such as the centre point and the number of points that make up the detected object, a classification as truck or driver is made
These evaluations are continuously transmitted to the crane driver, who uses this information to determine when it is safe to load or unload a container
Alarms are not triggered if containers have already been detected in the work area Only persons trigger an alarm if they are not in the safe area or if other persons enter the working area from outside
Since the beginning of the year, Lase has been awarded several new contracts for their products including the supply of three load collision prevention systems for RTG cranes for a customer in Por tugal.
The LaseLCPS-2D system is a measuring system for cranes to avoid collision of containers in the container stack in the trolley travel direction, i e the row in which a stacking process takes place .
Using the integrated soft-landing function, it ser ves to set down containers quietly with reduced wear, which leads to a reduction in maintenance and equipment exchange
Another contract came from a customer in Canada for two units of LaseBCP Boom Collision Prevention, a laser measurement system that monitors the boom area of an STS crane during gantr y travel, and when the boom is lowered down R e v o l u t i o n i n l a s e r m e a s u r e m e n t s y s t e m s
Their latest laser system - LaseASTO - is a safety-oriented measuring system, and can detect, locate and continuously track the position of people in work areas, for example , when a container is being loaded or unloaded
Once the driver has been detected, LaseASTO will track until the driver reaches a safety zone within the monitoring area, returns to the driver‘s cab or leaves the area of operation
Left: LaseLCPS-2D - load collision prevention system 2D Middle: LaseASTO Right: LaseBCP
If it detects obstacles, like the bridge or radio antennas on the vessel, it signals the crane control system to slow down or stop the crane ’ s movement to prevent collisions. The system is designed for STS crane operations to avoid significant damage , crane downtime , and dangerous accidents.
A customer in Taiwan awarded Lase a contract to supply two LaseLCPS-STS-3D systems to be installed on their STS cranes. The LaseLCPS-STS-3D - (Load Collision Prevention measurement system) enables 3D collision prevention of containers at the spreader of an STS crane with containers on a ship
More recently, the company was awarded a contract to supply six Automatic Yard Crane systems (LaseAYC) from a Nor th American end-customer LaseAYC-2 - Automatic Yard
Crane is used in container terminal operations, with fully automatic container handling in ASC storage yards In addition to the control cabinet, IPC and application software , the 3D measurement system consists of two 3D laser scanners
Both 3D scanners are installed at a specified distance from each other under the trolley of an automatic stacking crane
The system’s scan data enables exact three-dimensional position measurements of containers in the stack, on truck trailers, wagons, or AGVs
The LaseAYC-2 system is used to automate container handling and optimise the operation of ARTGs, ARMGs and ASC container yards
The 3D position measurement detects the four corners of the container via the long upper sides of the containers and thus the position of the corner castings. This enables high-precision pick-up and set-down tasks to be performed during stacking crane operation
The basic function of the LaseAYC-2 measuring system includes automatic container handling, i e picking up and setting down containers in the container stack. This function can be extended to include picking up and setting down containers from trucks or wagons
In addition to the stacking functions, the system also ser ves as a collision prevention system, preventing collisions of containers on the spreader with containers in the stack Furthermore, the system prevents hard drops of containers, which reduces noise, wear/tear, and maintenance
Lase’s load collision prevention system in 3D
In 2023, the British Ports Association (BPA) commissioned maritime innovation agency Thetius to examine how emerging technologies might change skills dynamics across UK ports in the coming years. WPD shares some of the findings…
The forces that influence UK por t operations are evolving. As the sector responds to new demands, the challenge of creating more sustainable and digitally-optimised operations is highly likely to impact on the future pipeline of skills and labour requirements
“'Por ts in the UK and beyond are rapidly approaching a paradigm shift Pressure is mounting from the international community, nation states, and the global supply chain for por ts to embrace the oppor tunity new technologies bring to process ever-greater cargo volumes with ever-decreasing impacts on the environment, while continuing to promote the wellbeing of their work forces
We see a por ts sector that is increasingly embracing process optimisation through greater autonomy and a more integrated approach to data sharing between supply chain par tners. These changes will impact on skills demands and working environments for por t staff,” explains Matthew Kennney, Head of Research and Intelligence at Thetius
Introduction
When considering which technologies are most likely to influence future generations of UK ports, we begin with two simple questions:
- What tec hnology will be available?
- Whic h tec hnologies will eac h por t actually use?
Par ticularly as an island nation, por ts are an essential link in the UK supply chain; however, they’re also a high-risk environment for workers
Add the fact that the maritime industr y is notoriously conservative, and it becomes clear that any significant changes to the status quo will require that the benefits are proven, the risk profile is minimised, and a return on investment is established. Why change an imperfect system for an unproven one , without first ensuring the odds are stacked towards success? It’s highly plausible that new technolog y will completely disrupt the por ts industr y, and the ships of 2050 may no longer ber th, load, discharge , and use por t ser vices in the traditional manner.
However, while this may happen by 2050, it’s unlikely. Most ships’ working lives are between 20-30 years, so the cutting-edge ships ordered today for deliver y in a couple of years from now will probably still be working in 2050
In most por ts, a diverse labour force is engaged in delivering marine operations, including pilotage, towage, dredging, surveying, and buoy maintenance By 2050, technological changes will affect these tasks, and changes in legislative requirements for maritime qualifications will cover the skills required for these roles. So, what skills should the industry be looking for now, to prepare for the por ts of tomorrow?
The big picture
A 2020 Techvalidate sur vey found high costs, labour unions, and lack of skills were the biggest barriers to automation in seapor ts. While these results are limited, previous research in other industries has found similar results In a 2017 sur vey, 76% of container terminal operators identified optimising operations as their primar y concern, closely followed by reducing operational costs (67%)
Por ts are an interface between land and sea transpor t so, as shown during COVID-19, they can become a chokepoint for multimodal transpor tation Por t call optimisation is key to ensuring the free-flow of goods In the push for environmentally sustainable operations, sea transpor t will continue to increase and take fur ther market share from air transpor t in the coming years, making the optimisation of future traffic demand ever more important
Just as the once futuristic technologies of the internet and the smar tphone have become an integral par t of our daily lives, today’s cutting-edge technologies will reach a tipping point well before 2050, paving the way for wider workplace adoption Barriers to technological progress will always exist; however, a combination of regulator y and competitive pressure and changes in adjacent industries such as shipping will force change over time Similar pressures will dictate the pace and nature of developments in port technology.
Transformative technologies
Like portable and handheld computing devices, transformative technologies are those which, if adopted, will fundamentally change the way port operations are conducted. We can divide new technologies based on the impact they’ll have and the probability of adoption
High-probability technologies
Big data, alternative fuels, and automation will transform por t operations by 2050 In most cases, this change will be direct; however, big data’s greatest impact will be indirect, incentivising data collection, sharing, and collaboration. These , in turn, will facilitate and encourage regional and international por t communities to optimise and balance por t calls and traffic flows for the benefit of all
Big Data
Computing “big data” involves the analysis of extremely large data sets, too big for conventional analysis techniques Big data analytics is an enabler of most transformative technologies, including automation, artificial intelligence (AI), machine learning (ML), and digital twins As connectivity improves, the use of connected sensors will proliferate rapidly. Cloud computing technolog y that has the ability to handle big data will be the column that suppor ts all environmental sensing, condition monitoring, and the ‘internet of things’
For por ts, big data (via AI/ML) drives ber th and yard planning, anomaly detection, predictive maintenance , and mooring systems When combined with effective communication systems and external data sources, such as those from single-window systems, AIS, or other ship-tracking technology, big data will facilitate just-in-time (JIT) arrivals, a concept which will remain central to port operations, even if recent events have encouraged a more ‘just-in-case’ methodolog y by manufacturers and retailers By simplifying planning and administration, big data processing may also enable port authority and government awareness and assessment of secondar y risks to ports and the supply chain.
Automation
Automation, while reliant on big data, has a discrete impact Not ever ything can be automated, but many por t activities, both physical and administrative , are predictable and repetitive . These activities are prime targets for automation From cranes to unmanned straddle carriers, automation is already in use in many major container terminals. Expanding the use of automation into other types of port terminal will become technically viable within the next thir ty years. Whether non-container por ts and terminals adopt automation depends ver y much on the por t’s strateg y and competitor landscape
Alternative fuels
Today, a range of alternative ship fuels and propulsion systems are vying for supremacy in a post-fossil fuel supply chain By 2050, one or more of these will succeed in surpassing fossil fuel oils, but it isn’t yet clear which This shift is likely to affect ports in three ways:
1 petroleum ports and terminals will adapt or close; 2 provision of bunker/refuelling/rec harging facilities for vehic les and vessels; and 3 changing risk profiles and emergency response
As the propor tion of vessels reliant on crude oil derivatives contracts, some por ts have capitalised by creating new business in areas like wind farm construction and suppor t, while others have been forced to lay off staff. The risks and processes around today’s fuels are well-known and well-understood Liquid Natural Gas (LNG), hydrogen, ammonia, methanol and even lithium-ion batteries pose variable risks, and need appropriate facilities and safety plans
Low-probability technologies
Cer tain technologies in development have a low probability of being in widespread use in supply chains by 2050 However, if these technologies gain traction in the coming decades, they will profoundly revolutionise the por ts industr y.
Elon Musk’s Hyperloop or Maglev trains are examples. If adoption rates increase and they become commonplace in high-volume freight transpor t by 2050, they will incentivise the development of new technologies to speed up cargo operations in ports to avoid bottlenecks If ships could discharge directly into the hyperloop tunnel at sea, or if por ts are ufficiently connected by hyperloop tunnels or maglev tracks, cargo operations could look ver y different Indeed, a global network of ultra-green, ultra-high speed links could outmode ships altogether The likelihood of this happening by 2050 is low however, as either option relies on extremely large investments in infrastructure over a ver y long period - assuming the remaining technical challenges can be overcome
Similarly, while widespread adoption of personal jet packs, flying shipping containers, semi-submersible container ships, and airships would undeniably impact por ts, but again, the probability of these technologies having a disruptive effect on the industr y within the next two decades remains remote .
Por ts of 2050
If we were to teleport an average port operative from 1991 to a port of 2021, how long would it take them to familiarise themselves with the operation? Afterall, most por ts haven’t changed that much, if at all, in the last 30 years. Based on the rate of technological progress in recent years, an average por t operative of 2021 who found themselves in 2050, would take much longer to adjust. Regardless of the por t, workers in 2050 will inevitably face more automation, and need a higher level of technical knowledge as a result.
A significant propor tion of impacts on por t operations will come from technological advancements in their service user ’ s and supply chain par tner’s operations For example , increasing numbers of marine autonomous surface ships (MASS) may make it financially viable for shipowners to operate large numbers of small feeder ships This would lead to widespread changes in cargo shipping, such as pivoting from the “hub and spoke” model to a “point-to-point” model, routing cargo directly to its final destination, thereby spreading the load and reducing bottlenecks at high-throughput por ts
This, combined with freepor t areas and the push for efficiency, may encourage manufacturing to move closer to por ts While not a technological change in operations, it would transform operations, and provide new jobs in the por t community area
Regardless of throughput, the UK por ts of 2050 will have several things in common:
- increased physical automation, par ticularly of por t vehic les and cranes;
- individual mec hanical aids , suc h as powered exoskeletons , to help with any remaining manual operations;
- increased process and system automation inc luding single-window systems , coordinated data-shar ing, and automated tools for ber th and yard trac king and planning;
- increased tracking and sensors to drive data-based decisions , inc luding predictive maintenance , and per sonnel and asset trac king within the por t;
- facilities for handling alternative fuels and c harging electr ic vehic les and vessels , and responding to related emergencies;
- remote pilotage; and
- resilience to extreme weather and climate events
Next we explore the possibilities and present a picture of the high, medium and low throughput por ts of 2050
High cargo throughput por ts (>10 million tonnes per annum)
As it is today, high cargo throughput por ts and those engaged in substantial commercial activities will have the greatest access to funding to suppor t upgrading their facilities to the cutting edge of port technology. As ships increase in size and capacity, some of these ports will handle fewer ships, but the already-critical yard planning could become a major bottleneck in a high-flow cargo environment These ports will have the oppor tunity to rely on AI tools and digital twin technologies to handle yard planning Any changes in transpor tation technology ashore, such as maglev or hyperloop, will impact these por ts the most
As the MASS transition progresses, these por ts will develop dedicated MASS terminals These ber ths will integrate with the common MASS systems, providing jobs for those overseeing and maintaining the equipment On site , automated electric vehicles and cranes will carr y out most por t operations, overseen and maintained by specialised por t operatives Predictive maintenance systems will monitor the equipment’s condition and schedule maintenance to minimise down-time
On-site energ y generation from tidal, solar, energ y recovered from the lowering of crane loads, or other power sources, will work within a green grid to provide charging capacity for electric ships and por t vehicles These ports will have new bunkering, storage, and emergency-response facilities for the various alternative fuels used by future ships, and as these ships become increasingly designed for specific cargoes, high-throughput por ts will differentiate themselves from their competitors by providing specialised cargo services, such as on-site bagging, wood curing, fruit and vegetable ripening, or other specialised ser vices that may develop over time
A high level of automation will mean por t operatives spend most of their time in monitoring or remote control stations, leaving hazardous areas without operatives on the ground. As operatives move around the site , wearable sensors will track them and ensure their safety At the current rate of progress, 8G will be due to be rolled out soon after 2050, so by 2050 these por ts may be debating whether to upgrade the por t’s local network As a freeport with an innovation hub, these ports will be able to provide targeted training to their port workers and the surrounding community, increasing the pool of skilled workers
They’ll likely become par t of an international connected por ts par tnership, allowing data-sharing through shared technolog y to monitor shipping and environmental data This shared data will help to facilitate just-in-time (JIT) arrivals, which by then will be the default for a maturing, technologically enabled, global supply chain
Medium cargo throughput por ts
(>1 million tonnes per annum)
Overall, these por ts will have high levels of automation, but will be less automated and more flexible than the high-throughput por ts They may also be freepor ts, but will have propor tionately more staff, fewer specialised ber ths, and be better able to handle ships with less recent technolog y than higher-throughput por ts
Although these por ts will have bunkering facilities for the most common alternative fuels used in the area, ships which need other fuels may need to be supplied by road tankers or bunker barges As with all por ts, charging will be available for electric ships and vehicles, and the port will be as close to carbon-neutral as possible Local por t associations for medium and low-throughput por ts will work together to achieve economies of scale when it comes to technology acquisition By handling a wider range of cargoes than low-throughput por ts, medium-throughput por ts will be more resilient to the shift away from less-sustainable products such as petroleum products and logs.
Low cargo throughput por ts
(<1 million tonnes per annum)
By 2050, as now, we will see the greatest variability in low-throughput por ts, although some non-cargo activities could involve substantial commercial oppor tunities. Today’s specialised petroleum or log-handling por ts may have adapted to a shifting marketplace and pivoted to ser ving environmentally friendly sectors such as wind-farm suppor t or alternative fuels
While these ports will have some automation, such as automated weigh-bridges, they have a more limited scope and budget for major changes. Remote control cranes, forklifts, and similar vehicles may be in use as new technologies become more attainable as they mature . Some por ts will specialise by automating their operations to suit par ticular cargoes, while others will provide general ser vices with less automation
As high- and medium-throughput por ts focus on handling newer, larger ships, low-throughput ports will be a refuge for older ships, including coasters and feeder ships, fishing boats, shor t-sea shipping, and small cruise ships that want “the human touch”.
These por ts will have the advantage in agility and flexibility, which will allow them to test, refine and implement automated monitoring and management tools that rely on minimal infrastructure investment, such as yard tracking and planning, mooring and flooding risk assessment/warning tools etc Improved transpor t links for self-driving cars, trains, and public transpor t will make these local por ts industrial and training hubs As with mediumthroughput por ts, regional por t associations will be key to ensuring tech accessibility
Non-cargo handling por ts
For por ts that don’t handle cargo, such as energ y facilities, offshore supply hubs, fish landing infrastructure , marinas, repair yards, and passenger terminals, the outlook is subject to broader interpretation. There have been many advances in yacht and pleasure craft technolog y that are designed to make handling and navigation easier and safer for non-professional crews.
Assisted docking systems are already available that utilise dynamic positioning technolog y in conjunction with onboard motion, positioning, and environmental sensing systems to automate vessel control in response to joystick inputs from the operator This concept will develop into smar t docking systems that enable fully-automated ber thing This could be as simple as providing highly accurate digital twin models of the marina ber th, overlaid with live wind, tide , and traffic data This is most likely in marinas that accommodate large yachts.
Ser vices such as hull cleaning and sewage pump out are likely to be delivered with the aid of automated robotic systems Robotic craft are in development that remove hull fouling while a vessel sits alongside Barge tenders and water taxis operating around the por t may also commonly be remotely operated, or fully autonomous Refuelling docks will remain, but are likely to stock little or no diesel fuel, offering green alternatives such as electric recharge points and liquid hydrogen The por t area will likely generate more of the energ y consumed at the por t locally, using wind and solar har vesting plants and even small-scale tidal generators
Environmental management will be an important factor for many non-cargo por ts, and greater monitoring may be achieved by using autonomous craft patrolling port limits, or by installing buoys that collect and transmit live data to the cloud
Roles and skills in 2050
According to the UK National Careers Service, a por t operative needs mechanical aptitude , the ability to use electronic devices for basic tasks, physical abilities like lifting and bending, and generic soft skills such as communication, attention to detail, and the ability to work with others The only requisite qualifications listed for a port operative are a medical check, and (possibly) a drivers’ license . As a result of the low barriers to entr y, there is a risk of instilling the idea that many port operatives are low-skilled manual labourers who will be easily replaced by automation in the por ts of 2050.
With the rise of automation, a sizable por t workforce will still be needed to fill skill gaps where the cost of automation is considered prohibitive against the value derived, as well as monitoring and maintaining equipment, requiring a high level of understanding and technical skill Humans may also be required to operate equipment and systems, but may be doing so remotely, from safe, clean operations control rooms Skilled staff will also be needed to solve “edge cases ” , or problems that equipment is not designed to handle, or which might confuse ar tificial logic under cer tain conditions
While the port operatives of 2050 will certainly need to use consumer computing devices, interpersonal skills and problem-solving will remain critical at all levels Flexibility, innovation, communication, and creativity will be essential, but these will rely on a solid foundation of digital literacy, including understanding of electronics, AI, and data integrity.
Plugging the gap
While some of the por t technolog y of 2050 may resemble science fiction and the skills required appear to be some leap from those of today’s port operatives, it is useful to reflect on how far the industry has come since 1991. In November 1995, the United Nations Conference on Trade and Development described the internet as, “ ...a computerised network that spans the world ” They go on to list just 13 ports worldwide that had websites, and addressed a need to explain how por ts can access this new technolog y with, “ ...a computer linked to a server which in turn is linked to the Internet ”
The youth of 2021 are “digital natives”-they’ve never known a world without the internet Accessing it and using it in daily life is knowledge acquired by osmosis - as familiar as catching a bus, or visiting the supermarket In progressive schools, children learn the concepts of coding and data analysis before they turn 10 They’ll grow up using AI tools and machine learning models in the way previous generations used typewriters and smar tphones.
Training today’s por t workers
The challenge before por t operators is upskilling their workforces today The new entrants of 2021 will be the managers and team leaders of 2050. However, a natural reluctance to upgrade equipment that’s still working creates a lag in adoption of state-of-the-ar t technologies until:
- the pr ice comes down;
- the or iginal equipment becomes uneconomical, uncompetitive , illegal, or impossible to maintain;
OR
- there is a way to retrofit the existing equipment for extra functionality
As a result, unless human and economic drivers change , por t equipment will be upgraded piecemeal over the next 30 years This means ports will have an opportunity to train today’s workers gradually as they progress through the ranks Training that goes beyond “which buttons to push” and includes explanations of the underlying concepts will give staff a chance to develop their knowledge and understanding and develop alongside the por t itself
Rather than sending staff away on courses, modern educational technolog y, such as extended reality (XR) and targeted bite-size training modules will make on-site training viable If por ts provide a clear route for continuous career progression linked with ongoing training, and make training available to ever yone rather than just those who interact with the equipment, they will increase staff engagement and reduce the threat posed by change
Since por ts upgrade equipment at different rates, in a few years “exchange programmes ” could give workers or experience with new equipment before it’s installed in their port, and give decision-makers the chance to assess whether the equipment would be a good fit
Offering alternatives
Wherever it is introduced, new technolog y changes the skills dynamics of the workforce and creates new jobs Por t technolog y has been, and will be , no different Por ts with high levels of automation will end up needing fewer manual labourers, and more technicallyproficient staff In a fast-changing industr y, this could lead to redundancies; however, the slow rate of change anticipated in most por ts, presents a comfortable time frame for change that allows the por ts industr y to properly suppor t the transition to a differently-skilled workforce They can plan ahead, change their hiring practices, promote from within, and allow natural attrition and retirement to reduce staff over a long period
By creating an attractive hub for local manufacturing and innovation, freepor ts will increase job oppor tunities for workers whose skills don’t easily match emerging requirements.
Final thoughts
As a 2018 Barclay’s repor t noted, “ even the most path-breaking technologies end up automating specific tasks within a job, not the job itself ” Change is inevitable , and the coming decades will see accelerating technological changes throughout society, so we need to prepare Another repor t obser ved that “[technological change] reduces employment oppor tunities in low-skilled and routine occupations,” while jobs involving perception, manipulation, and creative and social intelligence are less susceptible to automation
Just as we couldn’t have foreseen the range of jobs created by the internet, we can’t foresee with absolute cer tainty the range of jobs that will be created by upcoming technological innovations in UK por ts We can, however, be sure that workers will need different skills
By planning ahead and taking proactive steps to understand the degree of technological change that is approaching, por t and terminal operators, their supply chain par tners, and government and local authorities can ensure that a measured, deliberate , and controlled adaptation process takes place .
What is also clear is that emerging technologies will be a disruptive influence regardless of a stakeholder’s readiness to take advantage Preparing for a new paradigm is impor tant at all levels of the UK por ts industr y
By Sean McCaskill, Shore Power Manager, Americas, igus Inc., USA
The European pioneer in shore-side power supply
The Por t of Hamburg is a European pioneer in shore power supply
After several years of successfully supplying cruise ships in the Por t of Hamburg with shore power, the technolog y is now also being used for cargo ships This makes the Por t of Hamburg the first por t in Europe to offer shore power for both container and cruise ships
Recently, the Vasco de Gama (IMO 9706889) of the CMA CGM Group, the global player for sea, land, air, and logistics solutions, became the first container ship to be regularly supplied with shore power at Container Terminal Hamburg (CTH) The technolog y that is used to make the physical connection between the vessel and the shoreside power distribution network was developed and successfully deployed by igus
These innovations provide CTH with the flexibility to provide 7 5MVA of clean power from the grid to any other vessel that may ber th at this terminal today or in the future Specifically, the igus Mobile Shore Power Outlets or iMPSOs that have been deployed along each of the terminal's three mega-ship ber ths have allowed the por t to take a major leap forward in achieving its emissions reduction goals.
The emission reduction challenges that the Por t of Hamburg is facing are common in the fight to reduce global emissions created by maritime activities New regulations and internal company directives aimed at reducing GHG emissions and pollutants within the ports are driving the consideration and planning of shore power installations all over the world This is the result of ocean-going vessels or OGVs being identified as one of the largest emitters of GHG and pollutants as they burn fuel to run their generators to provide electricity while they stand idle at ber th.
Consequently, many ports have set clear goals regarding shore power supply at their por ts
One example: Five major Western European por ts - Hamburg, Bremerhaven, Rotterdam, Antwerp, and Le Havre - have jointly agreed to supply container ships of a size of 140,000 TEUs with shore power by 2028 at the latest The immediate goal of implementing shore power is the reduction of GHG emissions and pollutants coming from the vessels, with the long-term goal of having the electricity supplied to the vessels coming from green, renewable energ y sources such as solar and wind farms.
This new need for shore power solutions creates the need for an experienced, global par tner who can provide solutions that can adapt to many different individual site-specific conditions These solutions should always comply with the international standards that are in place to guide the design process, ensuring safety, proper operation, and compatibility between systems that are installed around the world.
Local regulations are also driving the adoption of clean technologies like shore power in ports: California was the first US state to mandate shore power technolog y in por ts in 2007 The California Air Resources Board issued regulations requiring cer tain types of vessels S h o r e P
The legal framework
The Paris climate protection agreement in 2016 set new goals and requirements for the maritime industr y, leading the sector to take greater responsibility for its impact on the environment, climate change , and health This promoted investments in new technologies such as cleaner-burning fuels and alternative propulsion systems using wind or electricity
This standardisation allows first adopters like the Por t of Hamburg to make confident investments in leading emissions reduction shore power technolog y such as the igus Mobile Shore Power Outlet
Figure 1: The igus Mobile Shore Power Outlet is connected
Shore power solution by igus has been recently installed at the Port of Hamburg (Source: Port of Hamburg)
to use emission reduction systems, which were expanded in 2010 In 2018, the IMO issued guidelines encouraging the use of shore power In 2022, the US Congress passed the Inflation Reduction Act, providing funding and incentives for the implementation of shore power systems
In China, pilot programmes for shore power were launched in por ts like Shanghai and Qingdao in 2015, followed by guidelines from the Ministr y of Transpor t to promote shore power infrastructure . The 2020 Five-Year Plan included shore power projects as par t of environmental and emission reduction efforts Stricter regulations have since promoted the use of shore power The EU plans to ban greenhouse gas emissions from ships at ber th by 2030, with some por ts implementing this as early as 2025.
The connection dilemma
When planning a shore power installation, ever y por t and terminal presents its own set of unique challenges Different tidal ranges, quay designs, and equipment arrangements create the need for flexible solutions that can adapt to the needs required to service different vessel sizes and ber thing arrangements
In the case of shore power enabled cargo ships, a cable reel onboard deploys two cables with special connectors down to the quay to be plugged into an outlet This seemingly simple process that was originally conceived to service a few ships with a common connection point is no longer so simple
Changing vessels, increases in shore power enabled vessels and the need to connect 100% of these vessels have all played a par t in making it next to impossible to design a working solution using the fixed outlet methodolog y and maintaining compliance with the IEC 80005-1 international standards
A new solution was needed, so an analysis of the existing equipment and connection procedures was performed to identify the specific challenges associated with existing installations. This analysis yielded 3 common factors across fixed outlet type installations that prevented the desired performance level
1 The var iance in locations where the onboard cable management system is located
2. Cable deployment length limitations and 3 Ber thing arrangement needs for both single and multi-ship configurations to maximise loading productivity
Challenge #1 – Variance of locations of the cable reel onboard the vessel
The shore power outlet locations on the quay need to align with the position from which the cables are deployed from the vessel Many factors can influence where this cable drop position is located on the vessel.
Both the size of the vessel and the location of the bridge can influence this drop point position as some vessels use an AMP container located somewhere between the bridge and stern while some vessels have cable reels located at the bridge
With many different vessels currently calling on a terminal and the possibility of different vessels calling in the future it can create an impossible number of needed outlet locations to plan
When these factors are added to the possibility of both port and starboard berthing, the number of needed shoreside outlet locations increases again. The choice between starboard and por t ber thing often depends on various factors such as the por t's layout, prevailing winds, and the vessel's design.
Challenge #2 - Onboard cable reel length limitations
The relative ver tical motion of the vessel to the quay due to tidal range coupled with variance in freeboard due to loading in extreme cases can create a range of motion over 18m/60ft The need to accommodate this motion can have a significant impact on the cable remaining to make connections from the right or left of the fixed outlet
In the case of the AMP container systems, the length of the cable is determined by the diameter of the cable reel which must fit inside a standard container It is written in the standard that only 10m/33ft of extra cable must be supplied making the maximum range of a cable deployment +/-10m/33ft or 20m/66ft
With two cables weighing approximately 10kg/m (6 7lbs/ft) this would mean handling 200kg (440lbs) of cable to make a connection at full deployment
Figure 3: The Connection Dilemma with different ship sizes
Figure 4: The challenge of the huge variance of vessel shore power locations
Challenge #3 - The need for single and multi-vessel berthing arrangements to maximise productivity
Large effor ts are being made to maximise vessel density on long quays by accommodating various vessel Lengths Overall (LOA's), thereby optimising the use of available space
With the mobile sockets moved to a position directly below the cable drop point, the ship cables can easily be connected The Shore Power Solutions por tfolio from igus offers multiple configurations to best fit the individual situation for the customer The preferred mounting location for the iMPSO system is on the quay face above the fendering system.
The berthing alignment to a specific meter/foot marker is crucial for achieving an optimised container loading flow. This along with the planning effor ts to maximise vessel density on long quays by accommodating multiple combinations of vessel lengths challenging the classic 1:1 ber th-to-vessel layout creates even more possibilities for connection points
If there is not enough room to mount the system in this location as was the case with the iMSPO systems for CTH, there are other options that include mounting the system on suppor t columns or directly to the deck of the quay In greenfield projects, there is also an option to install the system in a trench in a configuration where the socket trolley
In summar y, even with extensive planning, all of these factors make selecting locations to install a fixed shore power outlet that will allow all vessels to connect challenging If the goal is to choose a fixed shore power outlet location that will also provide 100% future-proof connection flexibility it is next to impossible
The technolog y - iMSPO
Therefore , por ts like the Por t of Hamburg have chosen the igus Mobile Shore Power Outlet to solve the challenges associated with the connection dilemma. The iMSPO self-propelled system can deliver a shoreside socket outlet connection point for the ship’s cables wherever it is needed along the ber th up to a distance of 400m and more .
In addition to the standard iMPSO there are other possible mobile shore power outlet variations like the igus Shore Power e-chain Reel. This is a special solution that was developed for a case where there was not enough space for an iMPSO system in any configuration and there was no possibility of digging into the quay to install fixed outlets In this case , a special ground rover energy chain was developed to roll on the quay deck and supply a mobile socket box mounted onto an AGV that could operate on a narrow path of less than 1m/3 28ft in between the crane and bollards providing a continuous connection range of 125m/375ft
igus roll e-chains systems with special continuous flex cables enable the iMSPO to cover long distances easily handling the required heavy cable fill weights while minimising wear providing a planned service life of over 20 years.
The iMSPO system is simple to operate and maintain with all functions of the system controlled by a single control unit It is designed to comply with all IEC 80005-1, Annex D6.6kV, 7.5MVA standards and satisfies the EU Machiner y Directive of 2006/42/EC
For durability in the maritime environment, it features the same corrosion protection system used in the offshore industr y as well as IP67 ratings for all electrical components
operates on top of the trench while the cables are protected inside Many combinations and configurations are possible to fit different site conditions around the world.
Figure 5: The challenge of onboard CMS limitations
Figure 6: The flexibility of the iMSPO system
Figure 7: Installation of the iMSPO system at Hamburg
There are many advantages to deploying an iMPSO system on a terminal When considering the investment in a shore power system, the iMPSO is a one-time investment that provides 100% connection capability for all vessels and ensures that zero-emission goals can be reached not only today but also in the future without the need for adaptations or additions From an operational perspective , dead zones no longer exist giving the operations team freedom from having to align the vessel to the shore power connection instead of compromising the exact optimal container flow ber thing position
Installing an iMSPO provides operators with a repeatable and predictable connection procedure that is simple to perform for ever y vessel This means faster connections and disconnections as performing a connection with an iMPSO takes less than 15 minutes to complete and never requires more than 2 people
The ability to exactly position the sockets eliminates any excess cable handling creating a safer and more ergonomic system for the workers to use Workers no longer have to carr y the heavy ship cables and leave them lying on the deck which prevents injuries, eliminates trip hazards, and removes the potential for the medium voltage cables to be damaged while exposed without protection
Ensuring the safety of medium voltage equipment is paramount so the design of the iMSPO follows all requirements of the IEC 80005-1 standards and the EU Machiner y Directive . Critical components have been type-tested per the standard and the test results are available for customers to review. To ensure the safety and functionality of our products, we have a 4,000m² test laborator y at igus in Cologne. Around a third of our test laboratory is located outdoors. This allows us to test our shore power energ y chain systems for their suitability in wind and weather under
real conditions - both on long travels and ver tically on test towers Clear signalling for operational feedback and shore power supply status has been included in the design to enhance the safety and usability of the product
iMSPO system is much easier with less equipment to maintain as there are fewer shore power outlets, less backend equipment, and a smaller, simpler overall electrical system to test The iMPSO system is built to be easily maintained with readily available parts, minimal par ts marked for wear, and a planned ser vice life of 20 years with regular inspections and maintenance As an operator at the por t, this means igus will support you with a full-service programme making the iMPSO system 100% hands-off regarding maintenance and ser vice
All these benefits add up to significant cost savings when considering TCO of a shore power system Additional savings can be realised from the elimination of the extensive construction and expensive berth outage time that it takes to dig the holes in the reinforced concrete required to install shore power vaults in the ground.This type of construction is not needed with an iMSPO installation Also, because of the electrical layout of the iMPSO, less cabling is needed to reach multiple pits and the switchgear associated with these can be eliminated yielding a smaller footprint needed for the electrical distribution house
brownfield terminals without existing infrastructure , and cost-effective designs to revitalise existing fixed installations that are out of ser vice because they no longer provide the capability that is needed
A project can get started with a simple review of the quay layout and definition of the desired results regarding connection flexibility iMSPO systems can be deployed in many configurations and there are many solutions for making adjustments and augmentations to the fendering system to create the space needed for an iMSPO These recommendations will be made when we review the quay layout and can be included in a budget cost.
The future - GO zero
Por ts striving to reach their “Zero-Emission” goals need innovative solutions to enable smar t investments in technologies that provide critical benchmark results like 100% capability and future-proof flexibility.
In the case of shore power, the question is no longer if we can plug in, but now how fast and safely can we plug in with the expectation of 100% connection of all vessels?
Shore Power connection systems should seamlessly integrate into the workflow as smoothly as a standard mooring operation
The
engineering process
Ever y shore power project begins with a study and exchange of information to develop a clear understanding of the site conditions and needs of the project
Even though the iMPSO is a component within the greater system needed to realise a working shore power solution, we have an understanding of the entire project scope and can provide guidance and partners to cover ever y aspect of the project This includes designs for greenfield terminals, designs for
At igus, we do not want our clients to have to focus on the shore power equipment and connection procedure We want to give them technolog y that makes it easy to focus on the core business - moving containers
Figure 8: iMSPO testing area at the igus headquarters
Figure 9: The iMSPO has the lowest Total Cost of Ownership (TCO)
Figure 10: The demand of reliable shore power supply will grow
CMAR (Construction Manager at Risk) model adopts the use of early contractor involvement which establishes a collaborative design process, however the designer is still employed by the Owner, thereby eliminating the single point of responsibility and drawing the Owner into the process, having more control over the design, but retaining the design risk
PPP/P3 (Public Private Par tnership) is also an alternative way to develop a project This is more commonly used when private finance is introduced as a third par ty or under the umbrella of the Contractor
Design build (DB) v design bid build (DBB)
By Keith Abraham, Nigel Nixon & Partners
Design Build has been commonplace in Europe , par ticularly in the UK over the last for ty five years Its origins can be found in all the facets of construction that cannot or are not achieved with a more traditional Design-Bid-Build form of contract
The demands of commercial Owners, speed of modern construction, and the ability to react, the Architect or Engineer cannot deliver alone As par t of the deliver y team under the leadership of the Contractor, the Architect and or Engineer still has an extremely valuable role to play. Only one member of the delivery team can guarantee quality, cost and time: the contractor Yet he is often the last person invited to the table .
The longer the Contractor is par t of the team prior to the works star ting on site , the more he can influence the design and associated costs and buildability of that design and reduce or eliminate risk and provide the Owner with cost cer tainty. Too often the Contractor is left out of the picture early in the process, with the design developed from an Owner’s brief, by the Architect, Engineer and Cost Consultant The Owner has a requirement, the Architect interprets, the Owner asks how much? Remember, the Owner often recalls the first number you tell him.
True Design Build is where an Owner has a requirement, thinks he knows what he wants, and requires some assistance to formulate that requirement into a brief to approach a Contractor or number of Contractors. However, with the differing permitting regulations and constraints from countr y to countr y, that simply doesn’t happen
So, the next best thing is to engage early with an Owner’s Representative and selected design team to establish the brief and budget, and to develop the minimal design to obtain the necessar y build consents Having done that step to formulate the brief into a requirement, the risk on the project then needs to be assessed to allow the party who can guarantee quality, cost and time the best oppor tunity to deliver it
The prime driver in most construction projects is to deliver cost certainty for either the State or other stake holders - an essential funder or shareholder requirement To achieve this, the project risks need to be identified, managed and eradicated prior to agreeing the contract
A clear strateg y for risk mitigation and management will deliver the cost cer tainty required on any scheme irrespective of size and complexity Appropriate high-level cost advice on a project must be provided by a leading authority on the economics of schemes, the nature of such advice being dependent on project scale , profile and complexity
Alternative deliver y in the US
Some will have heard of the use of EPC (Engineering Performance Contract) which has its roots in Design Build These projects tend to be one-off bespoke contracts for large , megaprojects and take a long time to procure . Design Build promotes a simpler framework with standard contracts
The Design Build Institute of America (DBIA) has been established for over twenty-five years and provides support and training in this regard The DBIA have successfully promoted the notion of Progressive Design Build, where early contractor involvement addresses some of the introductor y points raised
Research over 351 projects, undertaken for the Charles Pankow Foundation and Construction Industr y Institute , has found that “After 20 years, DB (Design-Build) projects are still delivered faster and with greater reliability in cost and schedule performance” (Molenaar, K & Franz, B 2018) In detail:
• DB projects were 0 3% less expensive than DBB but more impor tantly saw 3.8% less cost growth than DBB (Molenaar, K & Franz, B 2018)
• DB projects were 36% faster than DBB and saw 1 7% less sc hedule growth than DBB (Molenaar, K & Franz, B 2018) The results when compared against the Construction Management route showed greater favour towards DB.
The American Council of Engineering Companies (ACEC) in their 2022 Design Build State of Practice repor t stated that “56% of large projects experienced claims, dispute and or litigation” Contractual issues on these large projects have had issues of both schedule and financial creep
In many cases, the reason for these experiences is down to the quality of information provided at bid stage , the risks the Contractor is expected to take, and the Contractor not given sufficient time to under take the necessar y investigations they need to accept such risks
This simpler contractual and communication route brings advantages such as:
• Contractor owning risk best achieves cost certainty
• No work change order contracts or time extensions
• Designer s encouraged to design what the Contractor can and is able to construct to his best ability as opposed to design what the Designer s want the Contractor to build
• Best deliver y time
• Best pr ice
However, disadvantages include:
• State Institutions and Author ities unfamiliar with design and build procedures tend to adopt half-baked solutions render ing the design and build advantages iner t
• Public bidding procedures often negate selecting bone fide experienced Design and Build Contractors and select by public tender those deemed suitable often resulting in an inexper ienced bid list
• Bad Owner’s Requirements leads to conflicts and disputes
Owner’s requirements
Design Build integrates the procurement team providing Designers the oppor tunity to increase their skill sets to design more cost efficiently, use alternative material use and innovated systems to suit alternative and safer build methods and to the Contractors’ schedules.
Contract administrators or Owner Representatives have developed skills beyond the traditional cost consultant and take on the “Project Manager” mantle to ensure the Owner’s Requirements are being complied with
The project manager is the first responder to the client providing an independent view rather than a design centric response that would possibly be otherwise given
The skill required in writing an Owner’s requirements that transfers risk from Owner to Contractor while maintaining the same quality product should not be underestimated Too many projects have failed the Owner’s expectations on either quality, cost or time owing to poor requirements.
The risk of not having a detailed or appropriate Owner’s Requirements in the first instance is the submittal of bids with a wide cost variance and high volumes of clarifications Once on site this develops into differing interpretations and dis-satisfaction of the built product as well as encouraging cost variances
The fundamental point is that the information the Contractor receives is a requirement, not a design from which they can build The onus is on the Contractor to take the requirement and prepare the best possible proposal, driving the design, be it materials or method influenced, for cost efficiency. It is impor tant in any requirement for the Contractor to “ own ” the information he is relying on to base his proposal
Relevant to the Por t industr y we have seen many clients providing very comprehensive site investigation repor ts and findings and made them an exhibit in the tender documents The bidding Contractors were then expected to use these findings to base their bids on. We all know the reliability of site investigation data and their true condition representation
Sadly, such variances in the data provided often differ, rendering an excuse for project and cost variation To avoid this, such data, if available , should be used as a “guide” and it should be up to the bidders to take ownership of that information or augment it with their own, so that the Owner does not become responsible for any site variances and ensuing costs
The passing of risk from the Owner to the Contractor is best achieved by early partnering with a Contractor, including engaging a Contractor to under take early enabling works to identify and quantify unknown risk. These enabling works can take the form of further site investigations, survey or uncovering works to expose and quantify risks.
It is perfectly reasonable for the Owner to pay for these works - he would otherwise have had to do so himself anyway. The point being these works negate fur ther Owner responsibility for any potential erroneous information that the Owner may provide .
Reasons for choosing design build
From the above discussion, cer tain reasons for choosing Design Build are clear :
• It provides a deliverable framework to ac hieve Cost Cer tainty
• It c hallenges Owner s to really think about the br ief
• It gets the best out of the Contractor
• Researc h has shown a project can be delivered quic ker and provide the Owner with better value for money
• Having a single point of responsibility is impor tant when consider ing defects and maintenance
• If it is a simple project and low r isk, Design Build will deliver the project faster
• Complicated phasing, temporar y works or traffic management allows flexibility and buildability from a Contractor-led design
Having made the decision to procure the project using Design Build, the next step is to consider Progressive Design Build.
Contract / evaluation
There are several standard forms of contract to procure Design Build Internationally the FIDIC (Fédération Internationale des Ingénieurs Conseils) form is used, whilst in the USA, the AIA (American Institute of Architects) form and the DBIA form are available We would encourage amendment to these forms to secure the cost cer tain principles.
Contractors who are asked to bid, (or chosen) should be selected according to their suitability for the project, based on experience , understanding of Design Build, cost cer tain deliver y, quality benchmarks, project schedule adherence and instances of legal claims. Evaluation of bids to deliver best value is not about lowest cost, but price , clarifications, schedule and attitude are all considered, weighted as appropriate to the Owner’s policy
Progressive Design Build is a process of selecting the Contractor based on qualifications, team approach, and timeline and can include such commercial considerations as overheads and profit mark up, design and pricing costs, and General Conditions costs based on their timeline This can be bid on minimal design information, incurring less upfront costs for the Owner and reduced bidding costs for the Contractor
Once appointed, the Contractor and his team under take any sur veys and investigations they need, to develop the design to a stage where a fixed price can be established The agreement of costs should be under taken in an open book fashion, with sub-contracted works and materials supply market tested The result is the right price which all par ties trust in.
Conclusion
Design Build is an established method of procurement worldwide , in many sectors of the construction industry Established standard forms of contract provide a framework and the Owner’s Requirements provide the detailed brief to allow the works to be procured, designed and constructed Good Owner’s Requirements protect the Owner’s intentions but give the contractor the opportunity to bring their skill to the project and take risk and achieve cost certainty.This model of procurement has been successfully implemented on Por t projects in the US and overseas, and continues to be the favoured route for many corporations
C r i t i c a l i n f r a s t r u c t u r e n e e d s
Claire Instone reports…
This edition’s editorial on the por t construction market shows that the United States is making serious headway when it comes to offering not only bigger, but reliable and sustainable ser vices From warehousing to harbour maintenance and bulkhead replacement to gate upgrades, por ts in the States and around the rest of the world are responding to critical infrastructure needs.
Rest of world
* International Container Terminal Services Inc (ICTSI) is building a new container terminal in Bauan, Batangas, Philippines The facility will be the largest privately-funded marine terminal investment in the countr y ’ s histor y and will ultimately be the second-largest container facility after the Manila International Container Terminal (MICT) in the Por t of Manila. Construction will star t in 2025 with an estimated USD800 million investment
Design and engineering studies are underway, and ICTSI will begin construction in the first quar ter of next year, with the first ber th scheduled for completion by the end of 2027 Upon completion, the terminal will feature up to 900 meters of quay and at least 8 ship-to-shore gantr y cranes and an estimated capacity of over 2m TEUs per annum
Critically, the terminal will have direct and unencumbered access to Southern Luzon’s expressways. This was made possible by the completion of the Bauan-San PascualBatangas-STAR tollway diversion road
Additional expressway projects from Cavite to Bauan by Metro Pacific Tollways Corporation and San Miguel Corporation are expected to fur ther enhance the new por t’s connectivity.
“The new terminal represents a significant leap forward for Southern Luzon We are building a world-class facility that will unlock a wave of economic benefits for the region and the country It will create new employment oppor tunities, improve the quality of life for our host communities and the industries located around the terminal, and solidify Southern Luzon’s position as a key player in global trade , ” states ICTSI’s Executive VP.
* Peel Por ts is establishing a framework for works across its seven major por ts in the UK and Ireland The organisation is looking to appoint construction firms to deliver around £750m wor th of general and marine construction across a range of lots over the next eight years
“Our por ts form a network of busy logistics hubs servicing local, national and global supply chains, and this move represents a huge step in our effor ts to futureproof that network, so we can keep responding and adapting to our por t users ’ needs in an agile way, ” confirmed Lewis McIntyre , Managing Director of Por t Ser vices at Peel Por ts Group
Specifically, a pair of contractors are wanted for £300m wor th of major projects across the seven por ts: Por t of Liverpool, Heysham Por t, Manchester Ship Canal, Medway, Clydepor t, Great Yarmouth, and a container terminal in Dublin. The framework also features regional lots In the Nor th West, four places for £235m of general construction work are available and another two for marine construction with a value of £73m.
* DP World has opened three new sites in Romania. Constanta, the biggest container por t on the Black Sea, is now home to two new facilities following a €65 million investment: a ‘project’ cargo terminal for heavy, large and complex cargo, and a new ‘roll-on, roll-off ’ terminal that can cope with up to 80,000 vehicles annually A fur ther €50 million will be put into a new multi-transpor t platform in Constanta that will open next year The global operator’s third new facility opening was in Aiud, in the industrial hear t of Romania, which is now home to a new ‘intermodal’ logistics hub connecting rail and road, thanks to a €21 million investment.
DP World has invested over €250 million in Romania in the last twenty years The company anticipates that its latest investments will encourage and enable major businesses to relocate or expand manufacturing facilities in the region.
“The Romanian government welcomes DP World’s latest investment in Romania’s logistics infrastructure . DP World has been a strong par tner to Romania for twenty years Constanta por t has opened Romania to new markets and trading oppor tunities, provided stable and skilled jobs and catalysed the development of a whole host of adjacent businesses,” states Sorin Grindeanu, Minister of Transpor tation, Romania.
The new facilities will improve connectivity between DP World’s existing sea, rail, barge and truck ser vices across Romania and enhance the movement of goods between mainland Europe through to the Black, Nor th and Adriatic Seas
“DP World’s latest investments in Romania will increase the cargo flows by around two million tonnes per annum through the country We believe that with this investment, DP World in Constanta will significantly strengthen its position as one of the most impor tant
container and RO-RO hubs in Central and Eastern Europe To aid this, we also plan to open a centre of excellence for ser vices in the Balkans, to facilitate trade for the countries around Romania,” confirmed Cosmin Carstea, CEO DP World Romania.
United States
* A proposal of USD40 million in state investment has been announced in order to keep the container por t open at the Por t of Por tland’s Terminal 6 Back in April, the por t announced it was going to halt container service at Terminal 6 starting Oct 1 of this year
“After the Por t of Por tland’s announcement that container ser vice would end, I heard from scores of producers throughout Oregon that relied on Terminal 6 to ship their goods Having represented the por t’s home district in the Oregon Legislature for many years, I understand that the terminal’s location makes container operations at Terminal 6 economically challenging In response, I am proposing USD40 million in state funds to allow container service to continue and communicate my expectations for reliable and sustainable ser vice moving forward,” said Oregon Governor Tina Kotek
Of the USD40 million, USD35 million will come from the governor ’ s 2025-2027 recommended budget, and USD5 million will be requested from the legislative Emergency Board Going forward, USD20 million will be dedicated towards a capital programme that suppor ts por ts with active container ser vice; USD15 million will be allocated to initial state funding for costs affiliated with the Lower Columbia River Channel Management Plan; and USD5 million will go toward T6 operations
Kotek has requested a progress report from the Port of Portland regarding ongoing operations, and steps to reduces losses in the 2025 budget year and increase the number of containers moving through the terminal by August
* Infrastructure and expansion projects amounting to more than USD77 million are currently being developed at Por ts of Indiana-Burns Harbor
“The port is going through a transformational multiyear expansion and the amount of construction happening right now exceeds every year since the port was built in the 60s,” said Por ts of Indiana CEO Jody Peacock
“These are critical projects that ensure our por t remains an international gateway for ocean vessels, lakers and river barges, and that our multimodal infrastructure can meet growing freight demands in the Nor thwest Indiana and greater Chicago market We’re extremely grateful for the leadership from our state and federal depar tments of transpor tation in suppor ting Indiana’s multimodal expansion ”
Projects include construction of a highway bridge entering the por t, two new railyards, three new ship berths, a new bulk warehouse, industrial site development, and extensive dock and rail rehabilitation
Around USD35 4 million is being used for the construction of a dual bridge entrance to the por t, USD25 million is being invested in a multimodal project to construct three ship ber ths and two railyards to expand shipping capabilities and improve efficiencies, USD9 million has been allocated for a bulk cargo facility (the new 84,000 square-foot warehouse and bulk storage area will be located near the East Harbor and increase the por t’s capacity of covered bulk storage by 70% once completed in 2025), while capital investments of USD8 3 million will be made
in por t infrastructure and include developing shovel-ready industrial sites, rail and dock rehabilitations, multiple paving projects, as well as building upgrades
“This is an exciting time for our por t, and I am thrilled to see the amount of investment and capacity expansions happening right now, ” said Por t Director Ryan McCoy
* The U S Army Corps of Engineers has announced that the Por t of Los Angeles will receive an estimated million in federal funding this year for maintaining harbour channels and repairing whar ves
“The San Pedro Bay por ts move 40 percent of the nation’s container imports, transporting the goods that power our economy, ” said California Sen. Alex Padilla. “I am glad to see the Army Corps heed my call to fund these crucial upgrades for the Por t of Los Angeles that will bolster global supply chains and make long overdue repairs ”
Having star ted this fight back in 2011, this has been a long time coming “The U S Army Corps of Engineers’ announcement is a major win for the economic vitality and sustainability of the Por t of Los Angeles and the Southern California region,” said Rep Nanette Barragán, whose Congressional district includes the por t.
“After decades of imbalanced HMTF allocations, where West Coast por ts received 11 times less funding than East Coast and Gulf por ts, our local por ts are finally set to get a more equitable share than they have previously received. This federal funding will address critical infrastructure needs, including wharf repairs, seismic safety upgrades, environmental remediation, and other essential harbour maintenance projects to improve the safety and efficiency of operations at the Por t of Los Angeles.”
The Por t of Los Angeles cites the total requirements for navigation maintenance and repair projects at USD6.7 billion. Works include dredging, seismic safety upgrades, wharf and fender repairs, pile replacements, sediment removal and remediation, and improvements to slips and channels
* Orion Group Holdings recently announced a contract award worth almost USD80 million which involves a pivotal infrastructure upgrade at one of the nation’s busiest por ts
Orion won the Por t Everglades Bulkhead Replacement Project award through a competitive bid process. The scope of work includes the replacement of approximately 2,240 linear feet of aging steel sheet pile bulkheads, including large diameter combi-wall systems, soil anchors and encapsulated concrete caps
Moreover, the works will address the aging Nor th Bulkhead at the Entrance Channel, which spans 1,200 feet The project is set to star t on June 1 and be complete in late 2026.
“We are excited to continue our relationship with Moss and the Por t Everglades Seapor t Engineering & Construction Division by delivering this critical marine project that will modernise and strengthen the por t’s capabilities. With our deep marine construction exper tise , we look forward to suppor ting por t business into the future , ” said Travis Boone , Chief Executive Officer of Orion Group Holdings, Inc
“This project not only reinforces our commitment to maintaining the highest standards of maritime infrastructure but also ensures Por t Everglades continues to ser ve as a critical hub for the world-class cruise industr y and the growing international cargo and petroleum business ”
* The Por t of Beaumont is set to expand its cargo capacity, shipping traffic and revenue with a new dock finally completed at Main Street 1 Terminal The facility’s new U85 million dock was unveiled and celebrated with a ribbon cutting on May 2
The terminal was closed back in 2012 after officials decided the dock had outlived its useful life and it has taken over a decade for the Por t’s Board of Commissioners to see their plan to rebuild the dock come to reality
Terminal 1 will ber th three vessels that will enable the simultaneous movement of three militar y combat brigade teams Moreover, it will move one million tons of militar y cargo per year
* Upgrades totalling nearly USD6 million are almost complete at Richmond Marine Terminal (RMT) Managed by The Por t of Virginia, improvement projects at the facilitywhich were expected to be complete by the first quar ter of 2024 - are now nearing their end
The improvements being made at RMT include a new, fenced drop lot It will allow drivers to leave their containers on site in a secure facility after business hours Gate upgrades are also underway
According to a spokesperson for the por t, the works will bolster security and also help to process drivers through the gate faster
* The Por t of Galveston’s West Por t Cargo Complex will soon undergo a huge transformation, thanks to a USD29.9 million contract A construction contract was recently approved that will initiate the first phase of the facility’s larger USD90 million cargo infrastructure expansion and improvement project
The contract will facilitate the enclosure and filling of a slip at Pier 38/39, with construction expected to begin this summer Concurrently, the following two phases, also cited to commence this year, will cost around USD50 million and will be backed by USD36 million from a USD42 million state grant that was awarded to the por t last year, along with USD14 1 million from por t reser ves These phases entail the enclosure and filling of a slip at Pier 40/41.
The project also consists of a new 1,426foot-long ber th stretching from Pier 38/39 to Pier 40/41. Future phases will look at other enhancements such as paving, with the entire project expected to conclude by 2026
The por t will also action the demolition of a decommissioned grain elevator at Pier 30/33 towards the end of 2025 and use this land for cargo handling and laydown.
* The Por t of New Orleans has received USD7.12 million to reduce truck congestion and emissions at por t terminals through sustainable transpor tation and infrastructure The grant was awarded by the Federal Highway Administration’s Reducing Truck Emissions at Por t Facilities (RTEPF) programme
“This funding is a significant investment that will drive substantial reductions in truck emissions, benefitting the environment and public health It showcases a bold approach to modernising por t facilities, aligning with the goals of the Infrastructure Investment and Jobs Act to promote sustainability and innovation in transpor tation infrastructure By upgrading electrical infrastructure and incorporating all-electric trucks, the Por t of
New Orleans sets an example for por ts nationwide while also fostering workforce development through strategic par tnerships with educational institutions,” states Representative Troy Car ter, Sr (D-LA)
Seven electric terminal tractors and associated charging infrastructure will be installed at both Port NOLA terminal operators, Ports America Louisiana, and New Orleans Terminal.
“We would like to thank the Biden Administration and our federal delegation for helping the Port of New Orleans honour its commitment to sustainability, environmental justice , equity, and reducing our environmental footprint,” said Por t NOLA President & CEO
* A second warehouse at the Shipyard Creek Logistics Center is being eyed up by Capital Development Corp The developer of the USD250 million logistics hub next to the Por t of Charleston’s Leatherman Terminal in North Charleston has filed plans for a second warehouse at the site
As construction of the first building is coming to an end, the company is tr ying to obtain environmental permitting for a 248,000square-foot structure with office space .
The Port of New Orleans has received funds in order to invest in sustainable transportation and infrastructure
T h e D e t r o i t / W a y n e C o u n t y
P o r t A u t h o r i t y C a s e S t u d y
Tunley Environmental present readers a case study of the Detroit/Wayne County Port Authority.
In the US the Detroit/Wayne County Por t Authority has taken a bold step in sustainability, publishing their decarbonisation and air quality improvement plan on Ear th Day, April 22nd This initiative was made possible through funding from the State of Michigan and the effor ts of Senator Stephanie Chang, who challenged the Por t Authority to take action to reduce carbon emissions within the por t region
About the Project
The Por t of Detroit Decarbonisation and Air Quality Improvement Plan is a pioneering initiative marking the commencement of the Port of Detroit’s journey towards sustainability. This project is a testament to the por t’s commitment to environmental stewardship and its ambition to be recognised as #GreenPor tDetroit
The plan aims to significantly reduce carbon emissions and improve air quality in and around the por t It outlines a comprehensive strateg y that is the first step in reducing
maritime activity from over 1,000 acres along the Detroit and Rouge Rivers The project has involved a huge engagement effor t with those who live , work and travel through the por t to hear the call to action for cleaner air, reduced sound, vibrations, and the danger in neighbourhood streets caused by trucks that haul cargo from the port every day The ultimate goal is to transform the Por t of Detroit into a model of sustainability and environmental responsibility for por ts worldwide
Key Highlights
• The Por t of Detroit’s commitment to reducing carbon emissions to net zero by 2040
• A detailed account of the current carbon emissions from por t operations, which total 27,869 metric tons of CO2 equivalent, with drayage accounting for 55% of baseline emissions
• A breakdown of emissions by terminal operators, with personalised plans for each to reduce their emissions
• Recommendations for immediate action to lower emissions, such as the use of biodiesel, which can reduce emissions by 74% compared to traditional diesel.
• The introduction of an interactive carbon footprint map for public accountability and transparency
• The aim for all Por t of Detroit par ticipants to achieve Green Marine certification by 2030
• A call to action for community engagement and collaboration to ensure environmental justice and the health benefits of decarbonisation for all residents.
Baseline Carbon Footprint
Tunley Environmental provided their exper t technical consulting services to turn the project concept into reality As with any environmental impact plan, the first step is to measure a reliable baseline carbon footprint that reflects the current state of emissions and ser ves as a reference point for future actions
The Baseline Carbon Footprint for the Port of Detroit was meticulously calculated through a year-long engagement with terminal operators, tugboat companies, and other essential por t suppor t operators This collaborative effor t was crucial in moving beyond mere estimates to obtain accurate data, which revealed that the total carbon emissions from por t operations amounted to 27,869 metric tons of CO2 equivalent. Notably, drayage ser vices were identified as the largest contributor, accounting for 55% of the baseline emissions Without this extensive engagement, the oppor tunities for targeted emission reductions would have been significantly limited, underscoring the value of this comprehensive approach
The repor t highlights the impor tance of this engagement and collaborative effor t from the terminal operators, as it allowed for the development of personalised plans for each terminal to reduce their emissions This level of detail and specificity in the Baseline Carbon Footprint is instrumental in identifying effective strategies for emission reduction For instance , the use of biodiesel could reduce emissions by up to 74% compared to traditional diesel, showcasing the potential for impactful change through informed decision-making
The Baseline Carbon Footprint ser ves not only as a benchmark for current emissions but also as a roadmap for future improvements The engagement with the port community has laid a solid foundation for ongoing effor ts to reduce emissions and achieve the Por t of Detroit’s ambitious goal of reaching net zero by 2040
The repor t's findings are a testament to the power of collaboration and the significant strides that can be made when all stakeholders come together for a common environmental cause
Pathway to Net Zero
By quantifying and analysing the current sources and levels of emissions from the por t activities, the Baseline Carbon Footprint provides a clear picture of the existing environmental impact and identifies the areas where improvement is most needed and feasible This enables the development of a Pathway to Net Zero that is tailored to the specific needs and challenges of the Por t of Detroit and its operators, and that sets realistic and measurable targets for emission reduction over time. Thus, the Baseline Carbon Footprint is an essential first step in planning and implementing a comprehensive decarbonisation strateg y for the por t.
To ensure a successful transition to net-zero, the pathway would require the commitment and par ticipation of all por t operators and associated businesses The action steps required from ever yone are summarised in the figure shown. The ultimate goal would be to create a por t that not only contributes to the health and well-being of the surrounding community but also sets a standard for por ts worldwide in the fight against climate change
This interactive map is accessible through the Por t of Detroit’s website and is designed to foster a culture of accountability and continuous improvement It is updated annually to reflect changes in emissions and the effectiveness of measures taken to reduce them, making it an essential component for tracking progress towards the por t's net-zero goals
The inclusion of such a map underscores the impor tance of the work completed, as it not only informs the public but also involves them in the por t's journey to decarbonisation. It is a testament to the por t's dedication to transparency and its proactive approach to addressing climate change .
Reducing Harmful Emissions through Green Marine Standard
The Por t of Detroit’s decarbonisation project stands as a remarkable case study in reducing not only carbon emissions but also other harmful pollutants. One of the main sources of greenhouse gas emissions is the combustion of fossil fuels, however this also produces harmful pollutants that affect air quality and human health
Interactive Carbon Footprint Map
Transparency and public accountability are the cornerstones of any decarbonisation project, fostering trust and ensuring that the community can actively par ticipate in and monitor the project's progress towards sustainability goals These principles not only promote informed engagement but also drive the project towards more effective and impactful socio-environmental outcomes.
For these reasons, the Interactive Carbon Footprint Map was a pivotal deliverable in the Por t of Detroit’s decarbonisation project, ser ving as a transparent and dynamic tool for public engagement. It is crucial because it provides a visual representation of the por t’s carbon emissions, allowing the public to see the impact of the por t’s operations on the environment
Community Engagement and Environmental Justice - Collaborations
for Sustainable
Progress
The Por t of Detroit’s decarbonisation project has included a strong element of community engagement, ensuring that the environmental initiatives can be inclusive and collaborative . The project’s success is rooted in its commitment to involving those who are most affected by port activities, ensuring their voices and experiences shape the outcomes Through community meetings and partnerships with local organisations and leaders, the project has fostered a sense of shared purpose and collective action
This approach has not only enriched the project with diverse perspectives but has also strengthened the community’s investment in the port’s sustainable future The #GreenPortDetroit initiative is a shining example of how environmental projects can drive positive change while honoring the contributions and concerns of the community.
The Bottom Line
The Por t of Detroit Decarbonisation and Air Quality Improvement Plan stands as a testament to the power of collective action and the impor tance of widespread collaboration
Therefore , the plan developed in this project aims to reduce not only carbon emissions but also other emissions that contribute to poor air quality, such as par ticulate matter The plan’s comprehensive approach also aims to elevate the performance of Port of Detroit Terminals in mitigating fugitive dust, sound, vibrations, and the impact of truck traffic on local communities
By encouraging all por t terminals to join the Green Marine cer tification programme , the project sets achievable standards for environmental excellence in maritime operations, tailored to the industry of each entity This initiative underscores the por t's dedication to not only achieving net-zero emissions but also improving the overall health and safety of the surrounding environment and its inhabitants
The project’s success hinged upon the active par ticipation of a multitude of stakeholders, including terminal operators, por t businesses, and governmental entities, the majority of which voluntarily shared their operational data and contributed to the development of targeted solutions This spirit of cooperation is encapsulated in the formation of the Low Carbon Por t Committee , which will continue this collaborative effor t through quar terly meetings over the next 16 years, ensuring the plan’s goals are met and exceeded The plan also emphasises the critical role of community groups such as SDEV and OUCSD, whose ongoing collaboration will shape the future of the por t’s decarbonisation journey
The establishment of the Decarbonisation and Air Quality Improvement Advisory Board, comprising community leaders, residents, governmental officials, and por t businesses, further underscores the project’s commitment to inclusive progress This board will evaluate the plan’s implementation and guide future projects and standards development, ensuring that the #GreenPortDetroit benefits the entire community The project’s call to action is clear : join the effor t, for it is only through united will and energy that the ambitious goal of a sustainable , net-zero por t can be ac hieved
