Gateway to the Caribbean’s twin islands

PORT AUTHORITY OF TRINIDAD AND TOBAGO I PROFILE

The Port Authority of Trinidad and Tobago has been the gateway to the capital of the Twin Islands of the Republic of Trinidad and Tobago for more than 70 years, Inside Marine reports on the port’s latest developments.

The Port Authority of Trinidad and Tobago has witnessed a decline in volumes over the past five years –however, the trend prior to this saw significant increases topping a maximum volume of 400,000 TEUS in 2009.

Given the decline in volumes and the port’s lack of investment in any major infrastructural upgrades and equipment acquisition, a new page could yet turn on its 70-year history, with the national Government considering privatising port operations.

As a prime location for trade along the east coast of the USA, Latin America and South America, the islands of Trinidad and Tobago operate as an important dual import and export hub.

At every stage in its history, stretching back to 1962 when it came into being, the Port Authority of Trinidad and Tobago has made significant steps to operate to global industry standards, while delivering vital services at local and regional levels.

The authority manages the Trinidad ports of the Port of Port of Spain (PPOS) and the Scarborough port, primarily overseeing domestic, tourism and commercial shipping across the two islands.

Rising demand, increasing investments

PPOS, sitting on 63.5 hectares of land, is one of the most technologically advanced in the Caribbean. It serves as the country’s largest containerised port, with a significant market share, and handles all major dry cargoes, general cargo, breakbulk, and domestic passenger traffic.

The authority employs over 1,500 people, and oversees real estate including berths, and manages fully equipped gantries, reach stackers, cranes, trucks and other shipping aspects.

Marcia Charles-Elbourne, Deputy General Manager of the Port Authority has advised that recent investments included the purchase of two empty container handlers, 15 trailers and container scanners. A new Panamax crane began operation mid-2021, with tenders for new empty container handlers and a reach stacker to be issued soon after.

In 2002, the authority saw a throughput of 120,000 TEUs, rising to 400,000 TEUs in 2009. Today, the average combined throughput at the Port of Port of Spain and its competitor port, the Port of Point Lisas, is now around 450,000 TEUs. The average proportion of domestic to transhipment business in Trinidad is 60-40.

Ms Elbourne reflected: “Covid-19 created significant disruption to PPOS achieving its targeted volumes in 2020. There has been a 14% decline in container volumes and almost 50% in RoRo volumes compared to 2019.” Yet, one of the highlights of 2020 was the arrival of PPOS’ largest containerised vessel, handling approximately 1,500 TEUs.

The authority has also been responsible for managing and operating the inter-island Fast Ferry service, where vessels are capable of holding vehicles and up to 800 passengers, make a crossing between Trinidad and Tobago in approximately two and a half hours, compared to the previous six-hour journey.

Privatisation possibility

At this critical juncture in the authority’s history, the Government of the Republic of Trinidad and Tobago has announced a proposal to engage a private operator for PPOS.

“At this time, a committee has been appointed to consider the relevant arrangements and options. As we are in the early stages of this undertaking, PPOS is awaiting the Government’s directive on this matter,” acknowledged Ms Elbourne.

Until there is further clarity, the authority is currently dealing with a more pressing matter – the impact of Covid-19.

“PPOS was deemed an essential service and a vital entity towards the sustenance of our nation’s economy. So, the port has main-

PORT AUTHORITY OF TRINIDAD AND TOBAGO I PROFILE

tained regular operational business hours, even during the peak of the pandemic,” Ms Elbourne commented.

“PPOS has successfully navigated business productivity and Covid prevention by adopting several health and safety protocols with the guidance of the Ministry of Health and the Chief Medical Officer.”

Prevention measures have included the enforcement of social distancing, wearing of masks, frequent handwashing, temperature checks, and regular sanitization of offices, workspaces and terminal equipment.

Enhancing efficiencies and overcoming challenges

Sensitisation sessions were held with employees, as well as installation of signage as reminders to the HSE protocols, new utility sinks and sanitization stations, and the provision of masks, gloves, sanitizers and PPE to all staff.

PPOS has also continued to enhance efficiencies across its operations to remain viable and competitive, keeping its supply chains open, and providing a continuous flow of trade.

While the pandemic was indeed a concern for the authority, she spoke further about the day-to-day challenges which continue to beset its operational capabilities.

These ranged, she said, from outdated laws and regulations that act as deterrents to efficient trade facilitation and ease of doing business to support agencies being paper-based, thus incurring lengthy document processing times and redundancies.

Shipping stakeholders are currently out of sync in enhancing trade facilitation, such as the hours of business at the port versus

hauliers, importers/exporters, and agencies which are required to provide approvals, she added.

External factors which create further inefficiencies within the PPOS’ operations range from delays in getting approvals at various agencies (increasing the dwell time of cargo at the port) to a lack of interoperability with the port’s TOS which creates additional processing time and delays for customers.

Paper-based agencies which require customers to take unnecessary steps in document processing have been largely eliminated by the introduction of the SEW, but not all major agencies are currently on-board. “There is also an absence at the facility for online payments at some agencies,” she went on.

As Trinidad and Tobago lies beneath the Caribbean hurricane belt, there is a far reduced risk of disruption to business.

“We benefit from a safe and sheltered harbour and a strategic location,” said Ms Elbourne.

“We also have a stable environment that is not prone to political unrest, and labour unrest is infrequent. Our tariff rates are low when compared to competitor ports and we have a multipurpose, technologically advanced facility that seeks to reduce the processing time of customers.

“Indeed, the most important factor is good customer service that connects and builds relations with port clients. We are always promoting a positive, safe and friendly environment, to ensure clients leave satisfied and are willing to return.”

Towards a new normal

Timely and clear communications through notices, social media and the Authority’s website continue to forge a unique connection with port clients.

Ms Elbourne added: “The fast-tracking of digitalisation has shown encouraging ways of enhancing processes which contribute to the ease of doing business. Many stakeholders have been forced to implement the use of technology, and digital transformations have significantly improved the logistics supply chain.”

She concluded: “While Covid-19 has presented many unique challenges to our port, we have demonstrated an ability to adapt to change, to think ‘outside the box’ of usual norms to service customers in a new dynamic way, and adjust to a new normal.” n