Terminal Operator - January/March 2015

Volume 1 - Jan-Mar 2015

Khorfakkan Container Terminal is now ‘MegaShip Ready p.34

Exclusive interview with Abu Dhabi Terminals CEO, Martijn Van de Linde p.26

licensed by creative city and national media council

Konecranes makes history in Abu Dhabi p.44

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LAUNCH EDITION

W

elcome to the first issue of Terminal Operator, the region’s first technical magazine on automation technology for ports and container terminals which explores and reviews the latest developments within the industry.

With the rise of automation throughout terminals in the region and with new ground-breaking technology being released, it is essential to inform you of the latest developments within the industry.

Automation aside, major line operators have introduced mega vessels into service, and with the 24,000 TEU ships being proposed, are we prepared? The impact this will have on port and terminal infrastructure to accommodate this growth is immense. Martijn Van de Linde, CEO of Abu Dhabi Terminals evaluates (on page 26), what a terminal should think of when determining whether or not they are able to accommodate these giants of the seas. He also identifies what they are able to achieve using their current platforms and equipment, whilst calling for more innovation into terminal operating systems.

Martijn’s interview raises many great points as well as challenges for the industry. Will crane companies have to invest in new designs to serve this proposed growth? If so, with the limited supply, what is the lead-time to ordering these in?

Adding to this discussion, but from a slightly different prospective, Gulftainer take this further in their article on page 34, where they discuss how Khorfakkan Container Terminal is now ‘Mega-Ship Ready.’

Terminal Operator isn’t just about mega-vessels. TBA is known for its services during the planning stage of container terminals and realization. What they are less recognised for, is their support of operational improvement and how they have helped 25 terminals worldwide to improve quay crane and berth productivity without the requirement of deploying more equipment. In his paper Dr. Yvo Saanen, Managing Director of TBA explains how they have a new approach to setting the correct KPIs, which ultimately make the process simple and pain free – can we as an industry accept this change and move to more efficient systems?

We are extremely proud of the team’s collaboration to make this, the premier edition, as exciting and thought provoking as the industry in which it is dedicated to. I wish to thank all of our valuable advertisers, contributors and partners for making this possible.

printed by CMS Printing Press LLC © Copyright 2015 FlipFlop Media All rights reserved

Sam Khan

While the publisher have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.

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Edition 1 January-March 2015

3

As world trades moves full steam ahead, a smooth supply chain is critical. With over 38 years of managing the world’s most productive ports, Gulftainer has the expertise you need. Our constant innovation and award-winning performance are always on call to partner your global ambitions.

Gulftainer operates in Khorfakkan, Sharjah in the UAE, Iraq, Brazil, Lebanon, Saudi Arabia and the USA with logistics offices in Turkey, Pakistan and throughout the region. gulftainer.com

Partnering progress

partners with growing demand

When strong infrastructure

DPS

GULFTAINER

DPS

GULFTAINER

Contents terminal efficiencies 12

The Missing Link --------------------------------------

14

the future --------------------------------------

EXCLUSIVE INTERVIEW 26

Terminal Planning Design & Construction 18

Martijn Van de Linde CEO, Abu Dhabi Terminals

22 The Terminals of San Pedro Bay, California Where are We Going?

mega vessels

Optimization as mantra for operational excellence

container handling & crane technology

36

on the cover 44

48

UASC receives three LNG-ready ultra large container vessels

EDITION 1 January to march 2015

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Edition 1 January-March 2015

Making History in Abu Dhabi -----------------------------------Mobile Harbour Crane: The mother to all port workload handling ------------------------------------

32 The Essence of Time --------------------------------------------34 Khorfakkan Container Terminal is now megaship ready --------------------------------------------38 Mega Vessels: Bigger businesses, bigger opportunities, bigger challenges

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seabury report

THE NEW GATEWAY TO THE GULF

Contents terminal operating systemS

54

58 Terminal Operator Systems in Container Terminals Integrated Automation Solutions

customs, security & surveillance

VTS, Navigation, Mooring & BerthinG

62 Ensuring Peace of Mind in a Challenging Security and Economic Environment

environment & sustainability Sponsored by:

76 70

72

66 4 Factors to Consider When Choosing the Right LED Fixture

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Edition 1 January-March 2015

Ecosystems services for terminal operators though the U.N.’s Millennium Ecosystem Assessment

Hazards and measures to deal with additional mooring lines --------------------------------------

78

Automation: The only key to reduce stress among VTS operators

Drives and Motors from Emerson Industrial Automation Businesses Cut Crane Energy Bills by up to 30% at the Port of Ravenna

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Bringing you Container Terminal 3 at Jebel Ali Port, Dubai • World’s largest semi-automated facility • Capacity of 4 million TEU, taking total capacity at Jebel Ali Port to 19 million TEU DP World, UAE Region P.O.Box 17000 Dubai Tel. +971 4 881 5555 marketing@dpworld.com www.dpworld.ae

• 19 automated quay cranes and 50 automated rail-mounted gantry cranes • Quay length of 1860 metres, 70 hectare storage yard and 17 metres depth

Terminal Efficiencies

The Missing Link

Joost Achterkamp Managing Director and owner of Solid Port Solutions After finishing his civil engineering study in 1981 he worked for the Rotterdam Port Authority in various functions.

In 1992 Mr. Achterkamp joined ECT to work as a Project Leader on the civil construction of automated container terminals. In 1997 he switched to the function of Operations Manager at the Delta SeaLand Terminal in Rotterdam, the first fully automated container terminal in the world.

By the end of 2001 Mr. Achterkamp joined the Euromax Terminal team as PM Operations, responsible of the operational design and aiming to build the next generation fully automated terminal.

In 2004 he switched to the position of PM Construction. In 2009 the Euromax terminal was fully up and running and he choose for a new challenge in his career joining ADPC to design and build Khalifa Port, the first semiautomated terminal in the Middle East, giving him the opportunity to combine his knowledge of civil infrastructure, container handling equipment, terminal systems and project management in one job.

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What are the basic services that the company provides to its clients? How is it different from the others?

The basic services offered by Solid Port Solutions are based on sharing the knowledge of 25 years of Port Automation. Most people don’t realize that the first fully automated terminal was already operational in 1993 in Rotterdam.

This means that there are consultants available that have gone through all the hard lessons to get port automation to the mature level that it has reached nowadays. Solid Port Solutions can offer management and engineering services to its clients with using this long time knowledge of Port Automation, by advising the clients on the best method and technologies to improve the efficiency of a terminal, by introducing state of the art automation solutions.

What do you expect to happen regarding the automation in the container terminal business?

In the last 20 years automation of the operational container terminal processes has evolved to a mature technical level. Nowadays there are many suppliers on the market that can offer solutions to increase the efficiency of landside, yard, and waterside processes by implementing automation technology. So in fact the proven technology is available and there are more and more examples of successful implementations. So the question is why do you still see the market hesitating if they need to make a decision to go for automation? I have been thinking about this question and came to the conclusion that many clients are lacking the experience to organize and manage complicated multi-disciplinary automation projects. And of course I am not talking about the top 5 terminal operators who can support their local terminals with experts from the company headquarter.

With this in mind Solid Port Solutions was established with the main target to connect the clients, who don’t have their own in-house experts, with an experienced consultant who can deliver them the right people only during the project phase. SPS is able to offer not only the technical knowledge, but also the knowledge

Edition 1 January-March 2015

and experience how to manage, coordinate, integrate and commission the technical solution in a “live” operational environment or in a greenfield project.

How has Solid Port Solutions evolved in the last two decades? What are the future plans for the company?

Solid Port Solutions was established in January 2013, so the company itself has only existed for 2 years. However the people behind SPS have all had many years of experience in the container port industry, and the company was started with the idea to use this huge source of information for anyone who would be interested. The approach of SPS is based on a professional and practical approach that means that you shouldn’t underestimate the complexity of a project, but on the other hand you shouldn’t get stuck in rigid procedures and too much project paperwork. Communication is a key word in the SPS approach, the scope between disciplines should fit seamlessly and during the execution phase flexibility should be created to resolve any unexpected issue.

What kind of services can Solid Port Solutions provide for complex port projects?

For every project it is most important to understand the operational processes on the terminal and the way they will be influenced by the introduction of automation. The best way to structure this is by Business Process Mapping (BPM); so firstly we will start with this analytical representation to describe the current or intended future state of a business process in a structured manner, so that it shows how the work gets done and by whom. All interactions with the automated system are described as well. SPS can deliver project management and engineering services for the full project timeline, from procurement until the hand-over to operations. In our approach we will strongly advise to keep the operational department involved from the start to finish, as they are the ones who will be using the system in a 24/7 environment for at least the next ten years. An

automation project can only be successful when it is fully accepted by operations and people are trained to make the best use of the new technology. Experts from SPS will also support this (sometimes underestimated) final part of a project. Finally SPS will help the client to prioritize and focus on the critical areas, these are the areas where the suppliers will interface and technologies are linked together.

Solid Port Solutions was associated with the opening of the Khalifa Port. What were the main challenges that you faced and how were they resolved?

When I look back at the most important target of ADPC’s Khalifa Port project in Abu Dhabi it was to open on time; Delays were not an option! When Tony Douglas joined the project mid 2010 as ADPC’s new CEO, and shocked the project team by demanding the impossible; that the already tight schedule should be shortened by 3 months and the opening was scheduled on 1 September 2012.

With this in mind the project team, including some key staff now working for SPS, set-up a strategy of no-risk and on-time delivery; involving all aspects of Project Management, from the procurement phase until the Go-Live.

The first commercial ship was handled on 1 July 2012, 2 months ahead of schedule, with this achievement ADPC set a new record in the delivery of a semi-automated container terminal: 19 months from signing the Equipment/TOS contracts to commencement of operations.

What are the targets for 2015 for SPS? SPS is an ambitious company and together with SPS InnoQon, the focus will be on the controlled growth of the company in 2015.

We will keep our role as an independent consultant giving consultancy services to Operators, Port Authorities and Suppliers.

Our aim is to lift the container terminal market to higher efficiency levels by implementing the latest available technologies, delivering professional engineering and project management services to our clients. l

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SOLID PORT SOLUTIONS provides consultancy services to deliver your port project on time. Our team of experts will assist you in all project phases from the Initial Project Study until the Final Acceptance. Our knowledge of the latest technologies and operational processes will help you to improve the efficiency at your terminal and to be ready for the future.

SOLID PORT SOLUTIONS THE PRACTICAL AND PROFESSIONAL APPROACH How to contact Solid Port Solutions:

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Address Level 14, Boulevard Plaza Tower 1

Sheikh Mohammed bin Rashid Boulevard, Downtown Dubai PO Box 334155, Dubai, UAE Email info@solidportsolutions.com Tel +971 4 368 0885 Mobile +971 50 621 4686 Fax +971 4 455 8556 Website www.solidportsolutions.com Edition 1 January-March 2015 13

Terminal Efficiencies

The Future...

Elmar Hendriks Managing Director SPS InnoQon He started his own company SPS InnoQon as the managing director.

He joined Kalmar in 2008 and has since been working in various positions including sales, product management and business development worldwide. Most recently he was responsible for mega project sales in Europe, the Middle East and Africa.The last years he has worked as Director terminal Development and Automation at Kalmar.

Before joining Kalmar, Elmar has held various positions in operations management in ECT Delta and Euromax terminals in Rotterdam.

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What kind of services can SPS InnoQon provide for their customers?

SPS InnoQon is a 100 percent daughter company of Solid Port Solutions, with a business focus on Project Management, Terminal Design and Solutions and as we call it Systems.

We have over 20 years of experience in the container industry. SPS InnoQon advises our customers from the early start of a project by helping analyzing the possible design and solutions, offering alternative studies, creating business cases including investment costs, operational costs and total cost over ownership for each of the alternatives. Another expertise of SPS InnoQon is advising on terminal improvements and optimization items. This is not always a system related item. Because we have operational experiences in different terminal concepts, we are also able to advise on operational levels, for example helping optimize the business process flows to create another way of working.

One of the primary works of SPS InnoQon is to advise customers on alternative automated

solutions. Can you explain some of these solutions and how are they different from the conventional ones? How economical are they as well?

There is not a tailor made answer because each terminal and each solutions is unique. Although the basics are most of the time the same, our strength is that we will not advise from behind a drawing board, but will use our operational experiences and knowledge to determine what’s available in the market. From the terminal design point of view there’s a difference between green field terminals and brown field. The last group is more complicated because if you want to automate an operational terminal, the business must go on. In that case it’s very important to have a step by step approach.

This design is based on Automated Stacking Cranes parallel to the berth and combined with an empty container stack handled by manual empty handlers.

For horizontal transport, Automated Shuttles Carriers are being used. A new aspect is the parallel ASC-stack, and the possibility to move ASC-cranes from the left to the right.

An example of a terminal design where we combine different operational concepts:

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“From the terminal design point of view there’s a difference between green field terminals and brown field” elmar hendriks, m.d. sps innoqon

Economically it should be a nobrainer for everybody to add automation to the terminals. CAPEX is much higher but the savings on the OPEX costs is significant. General speaking the pay back time could be between 2 and 5 years depending on the size of the terminal, volume and chosen concept.

Why does the industry still consider automation as a major risk?

The main reasons that cause the industry to still be afraid of automation, are the many examples of projects in the past that were delivered late or highly exceeded their budgets. Most of those projects didn’t fail because the technology of the individual suppliers didn’t work, but it was more because of the lack of integration of a total solution.

An automation project is more than a set of individual sub-projects. The key thing is the interfacing between suppliers, and the integration with operations and maintenance. SPS and SPS InnoQon staff have learned this lesson in the last 25 years, and we are able to assist the client to supervise the delivery of an integrated solution with various suppliers, each with their own individual interests, and all with the same interest of handing over a successful project on time and within budget. l

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Terminal Efficiencies

“The main reasons that cause the industry to still be afraid of automation, are the many examples of projects in the past that were delivered too late or highly exceeded their budget�

www.terminaloperator.com

Terminal Operator 1.14

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Terminal Planning Design & Construction

Terminal Planning Design & Construction

Optimization as mantra for operational excellence

Dr. Yvo A. Saanen, Managing Director

Experience with process improvement To most, TBA is known for its services during container terminal planning and realization, using state-ofthe-art simulation models to quantify the need of future operations, and to ensure that what is targeted in terms of performance and capacity can and will be realized. In this style, TBA has worked on many new terminals that meanwhile have gone into live operation – e.g. Euromax, Khalifa Port, Antwerp and London Gateway, APM’s former terminal in Portsmouth Virginia, DP World Brisbane, BNCT in Pusan, GTI in Mumbai, Transnet in Durban, Tercat in

Barcelona, GCT in New York – and some are still under construction – e.g. LBCT in Long Beach, APMT MV2 in Rotterdam, and Rotterdam World Gateway.

Probably, TBA is less known for its support of operational improvement, optimizing the terminal’s processes.

However, over the course of the last 5 years, TBA has helped improve performance at more than 25 terminals world-wide, and applied its proven process improvement approach, based on the DMAIC (Define, Measure, Analyze, Improve and Control) or 6s model. In this paper, we discuss the approach, and its results, arguing that every terminal should do it, one way

Most terminals strive for higher waterside performance (quay crane or berth productivity), especially fostered by the ever-bigger vessels that require increased handling demands to keep the port times as low as possible

or the other. The business case – as we will show in this paper – for process improvement at container terminals is very solid, providing returns within the course of less than a year.

Objectives Most terminals strive for higher waterside performance (quay crane or berth productivity), especially fostered by the ever-bigger vessels that require increased handling demands to keep the port times as low as possible. The easiest way to achieve this is to deploy more equipment (yard equipment and horizontal transportation equipment).

However, this typically leads to an increase in operating costs, which is not in the interest of the terminal, unless the shipping line is willing to pay more for shorter turn times in port (which is rarely the case). Hence, adding equipment is not the way to go. It also means that just measuring service levels (berth productivity, or truck turn time), is not sufficient to determine whether the terminal has improved its efficiency.

To overcome this, we introduce the performance-cost index (PCI), which looks at the change (ΔP) in performance in relation to the change in operating expenses (ΔC). In formula form:

As example:

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Period

P

C

Initial

25.0mph

$150/move

Result

27.0mph

$145/move

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Terminal Planning Design & Construction

The PCI would then turn out as: (1 + (27 – 25)/25)/(1+ (145-150)/150) = 1.08 / 0.97 = 1.12 (12% improvement).

Similarly, other performance KPI’s could be integrated in the P formula, weighted against their relative importance, in the form of: P = ∑ ni=1 ai x Pi, where a is the relative weight of a KPI, and P the performance of that KPI. This approach allows us to balance performance improvement (of any kind) against the effect on operating cost, and such find the right optimum given the objectives of terminal, its customers, and shareholders.

The approach The (DMAIC based) approach we have developed is divided into three main phases (see also Figure 1): 1. Quick scan (Define, Measure, Analyze) 2. Improvement study (Improve) 3. Implementation and Continuous improvement (Control) Quick scan The objective of this phase is to arrive at a diagnosis of the operation and to have insight into bottlenecks and opportunities. We deem diagnosis so important because it avoids jumping to conclusions, or focusing on solutions that may not be the answers to the root cause of the problems. Therefore thorough analysis, based on profound operational data, is the basis of process improvement.

Typically, the quick scan consists of 4 steps: data analysis, layout review, site visit, and reporting. During the site visit, the results from the initial data analysis are discussed, which typically leads to observations the terminal staff was not entirely aware of. This range from the frequency of QC deployment, the distances driven by prime movers, the time equipment is idle, etcetera. Subsequently, several brainstorming sessions are held, followed by time and motion studies and staff interviews.

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The data analysis will commence prior to the initial site visit focusing on: 66 Container flow data, equipment characteristics, vessel patterns (pro forma berth schedule), and layout characteristics 66 Recent and past utilization and productivity of equipment, using TBA’s KPI tool to analyze TOS data 66 Layout analysis 66 Capacity analysis of berth and yard The final result of the quick scan phase is the production of a list of identified bottlenecks, as well as a list with potential improvements.

The latter list will be divided into 3 categories: 1. Measures to implement immediately, without further study (internal or external).

2. Measures to analze using simulation in the coming period.

3. Measures to be put on hold until further notice.

The operational aspects that are typically covered in the list of improvement measures: 66 Terminal capacity 66 Key performance indicators 66 Terminal layout, possibly of offdock sites 66 Operating procedures and processes (including planning and use of information) 66 Yard strategy 66 Equipment characteristics and productivity 66 Time and motion in the operation 66 Container and traffic flow 66 Resource deployment 66 High level cost of breakdown Observations and performance numbers are compared with peer sites and benchmarks for similar terminals, and applicable best practices.

From this list of references, a list of identified bottlenecks, as well as possible improvement measures will be created.

Figure 1: TBA’s process improvement approach

At the end of the on-site visit, the draft quick scan report will be presented; the final version is typically finalized within a week after the site visit to keep the identified problems fresh.

The report will include a list of improvement measures which will be roughly evaluated on expected effort and gain, and graphically displayed in an improvement matrix based on experience (as shown in Figure 3). In this initial study, no quantified tools will be used to evaluate the measures. We will rank them based on experience into the 3 categories aforementioned. Here our Improvement Matrix helps categorizing the benefits versus the costs of each measure. We distinguish 4 categories:

Figure 2: Areas of attention for improvement measures

1.

2.

3.

4.

Cash cows (high benefit, low implementation cost) Stars (high benefit, high implementation cost) Question marks (low benefit, low implementation cost) Dogs (low benefit, high implementation cost)

Improvement study The improvement study is the next step in the improvement approach, and takes the list with identified improvement measures to an in-depth analysis, determine the impacts on performance and cost such measures would have.

The aim of this step is to arrive at a list of evaluated improvement measures and an implementation plan. This phase will immediately commence, and the lead developer will be part of the team on-site, so he is involved from the beginning to ensure fast and accurate modeling.

We discern three steps: 66 Develop and validate a model of the terminal, and model the improvement measures as alternative solutions 66 Analyze in detail the impact of the improvement measures on performance and cost 66 Define an implementation plan based on the outcome

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Terminal Planning Design & Construction

Figure 3: TBA’s Improvement Matrix to Graphically Rank Performance Measures

Figure 4: Two solutions for interchange at a straddle site: with landing platforms (left), and without (right)

Figure 5: Example of results from a simulation, including PCI calculation

Figure 6: Snapshots from TBA’s TIMESQUARE simulation model

The most promising improvement measures that require additional study will be developed further and analyzed in more detail.

An example (see also Figure 4): the terminal is removing the twistlocks from the containers while the quay crane is waiting (‘hook hanging’), which takes approximately 20 seconds in the crane cycle. The average crane

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cycle increases from 90 seconds to 100 seconds (as approximately 50 percent of the cycles have twistlocks). The maximum quay crane productivity decreases from 40 cycles per hour to 36 cycles per hour. In order to quantify the effect on the operation – taking the interaction with the straddle carriers into account – a simulation model is used. The base productivity

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Figure 7: Comparison of Improvement Measures vs. Performance Cost Index and Required CAPEX

(with 3 straddles per quay crane and no landing platform) equals 36 containers (24 cycles) per hour. With the landing platforms, the performance increases to 38 containers (25.3 cycles) per hour, a gain of 5.6 percent. As a result, the total operating hours would decrease by 5 percent. An operating hour of 1 quay crane and 3 straddle carriers costs approximately (in this case) US$600. The quay crane operates 4500 hours per year (US$2.7m/year).

The saving of hours equals roughly US$150,000. This would pay off the cost for two landing platforms (US$100,000 each) in less than 2 years: a worthwhile investment!

Jointly a list of improvement measures will be determined that needs detailed, quantitative investigation (similar to the example above) – this to avoid the wrong strategies being implemented. Impact on both costs and performance will be analyzed in more detail to update the graphical representation.

For the evaluation of the impact of the improvement measures on terminal performance, we will make use of advanced models (TIMESQUARE) that are validated using real data from the terminal. These models can be used to determine the best improvement measures, and to quantify them for performance impact and operational

cost impact. In Figure 4, a typical example of results from an analysis of improvement is tabled. The potential monthly savings are exemplary for exercises like this.

The modelling and validation part are the most time-consuming tasks. Although we have an extensive in-house library of terminal models – ranging from simple reach stacker models, to large scale automated terminals – the calibration to a specific terminal’s environment, with specific (labour) practices and processes takes time and diligence.

It pays off though, because a validated model is a perfect play ground to investigate the various ideas that live at a terminal.

In addition to performance analyses, the impact on cost (investment and operational cost) of the improvement measures will be analyzed for labour hours, equipment running hours, equipment maintenance, equipment energy consumption, and equipment purchase.

The results of the performance and cost analyses are combined in the performance cost index. See Figure 6 for an example where packages of improvement measures are combined.

In a joint session, the terminal and TBA will select the improvements that should be implemented.

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Terminal Planning Design & Construction

As may have become clear from this paper: process improvement is a rewarding activity for container terminals Implementation The hardest part is the implementation. After reaching a list of promising (and less promising improvements), the changes have to be implemented, and this requires change management. Typically there can be resistance against change, and

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having the numbers in hand, helps to convince people that this is the right way forward. Based on our experience, the following is key during the implementation: 66 Only implement one improvement measure at the time; as such you allow for focus and measurement of the result 66 Ensure buy-in and understanding of all stakeholders involved; typically operations, IT, engineering, and the management 66 Do not give up after one trial; some changes require training, and practice 66 Ensure training beforehand; many changes fail due to a lack of training

66 66

Share success with all stakeholders Check after a few months whether the new practice is still in place. Old habits are persistent

Concluding remarks As may have become clear from this paper: process improvement is a rewarding activity at container terminals.

Therefore, it isn’t surprising that several global terminal operators have created their in-house lean 6s teams, or continuous improvement teams; an idea that goes back many years, but remains as rewarding as back in the 80’s and 90’s.

The returns of a successful implementation of improvement measures are large, and pay off in

most cases within one year. The crucial point is the implementation (change) of the new practices, overcoming the resistance, and sticking to the new practices. In our experience, this has proved to be the hardest part, as there is nothing more difficult than change!

The approach we follow, using proven, accurate models that reflect operational practices to great detail, helps to convince people and assist in defining which measures are worthwhile to implement, and which are better to stay untouched.

Moreover, bringing international benchmarks also helps place practices in their context. Whilst terminals may think that they are different, many operational practices have been proven to apply worldwide. l

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Terminal Planning, Design & Construction

The Terminals of San Pedro Bay, California

Where are We Going?

Larry W. Nye Sr. Vice President Moffatt & Nichol

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offatt & Nichol has been commissioned by a number of Terminal Operators and the Ports of Los Angeles (LA) and Long Beach (LB) to think about the next generations of container vessels that will require access; these vessels being 14,000 and 18,000 TEU. The Ports of LA and LB currently handle about 40% of US containerized trade, about 16,000,000 TEU’s in 2014, and about 80% of that trade is with Asia. Transpacific vessel calls consist of large vessels with large interchange rates, some services interchanging 90% of vessel capacity per call. Weekly 8,000 - 9,000 TEU vessel services that generate over 8,000 container moves per call are now being replaced by 13,000 TEU vessels that generate up to 12,000 moves per call. And, it is considered just a matter of time before 18,000 – 22,000 TEU vessels may generate up to 20,000 moves per call.

Beyond the obvious infrastructure requirements of channel size, water depth, wharf strength and quay crane size, the terminal operators face the logistical challenges of servicing these vessel calls reliably and economically.

Edition 1 January-March 2015

A somewhat standard manned terminal operating mode has evolved in SP Bay as a result of available terminal space, labor practices, and cost. The typical operation includes; 66 Single trolley quay cranes 66 Front-End loaders (top-picks) • Receiving imports from vessel • Delivering block-dispatchable imports (“peel off”) • Receiving exports from gate • Delivering exports to vessel • Loading and unloading railcars • Storing and retrieving depot empties 66 RTG’s for delivery of randomly delivered local imports • Some low-dwell-time imports are still stored/staged on chassis This mode is currently the most cost-effective here and provides adequate productivity for current conditions, but obviously the space required for the top-picks to work, along with their necessity for bay allocation limits both storage density and utilization of slots. In addition there is a lower limit to the distance these machines can work with respect to each other

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Terminal Planning, Design & Construction

Figure 1. 18,000 TEU Vessel

Figure 2. 18,000 TEU vessel with 8 Quay Cranes

both in terms of safety and traffic management.

This all results in an upper limit to throughput and handling capacity.

Preferred hours of operation are the day and night shifts, 0800-1700 and 1800 -0300, respectively. The third shift, 0300-0800, is usually reserved for catch-up.

We estimate that the current operating mode will limit most local terminals to about 7,000 TEU’s per acre per year. The local port complex has a total of about 3,000 acres of terminals, so theoretically the current mode can handle around 21M annual TEU’s.

Assuming a throughput growth rate of 4%, this could take the Ports to about year 2021.

Two new terminals employing end-loaded twin stacking crane systems are under development in the San Pedro Bay port complex, the Trapac (Mitsui) and LBCT (OOCL) terminals.

End-loaded stacking crane systems deployed here can increase throughput capacity to about 10,000 TEU’s per acre per year, so if converted, the current port complex could conceivably handle up to 30M annual TEU’s, taking the Ports to about year 2030.

Of course, an alternative might be to just ditch the top-picks and deploy a bunch of RTG’s to get

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higher storage density and slot utilization. But there is a problem with that.

For large call sizes, vessel productivity can currently average about 78 gross moves per hour.

(An 8,800 TEU vessel averaging 8,200 moves per call, starting Monday 0800 finishing Friday 1700, 105 gross hours, = 78 gross moves per hour, and 75 net hours = 109 net moves per hour.) This can be accomplished with 5 quay cranes so net quay crane productivity averages about 22 moves per hour.”

We estimate that a future 18,000 TEU vessel will generate about 17,800 moves per call over an allowable port time of five days, say Monday 0800 - Friday 1700 with no work scheduled for the third shift to provide recoverability. So, we will have to average 145 gross and 264 net vessel moves per hour. With 8 quay cranes, this will equate to about 33 net moves per hour per crane, about 50% above existing. By adding technology to the cranes and in some cases a second trolley and tandem lift capability, this is considered doable even considering the increased outreach and lift height associated with the larger vessels.

The large number of moves per bay and high opportunity for tandem lifts will help.

18,000 TEU Vessel Mid-Body Bay

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Under the current operation, 7-9 drivers and average 1.5 toppicks per quay crane would equate to around 65 terminal tractors and 12 top-picks PER SERVICE

Figure 4. Work & Traffic Generation per 18k TEU Service Call

Terminal facilities required to handle just one 18,000 TEU vessel service per week will look something like Figure 5 if end-loaded stacking cranes are used.

Figure 3. 18,000 TEU Vessel SP Bay Terminal Lifts per Bay

The real issue for a conventional terminal will be managing the ground traffic in the area of the quay cranes and in the stacks where sustained simultaneous demand for high vessel and gate/ rail service will take place. Peak waterside demand will be around 280 mph and peak landside demand about 250 mph, a total of 530 yard mph PER SERVICE. And, with at least 5 days of port time there will be overlap between services and no way to time peak waterside and landside demand periods for avoidance Under the current operation, 7-9 drivers and average 1.5 toppicks per quay crane would equate to around 65 terminal tractors and 12 top-picks PER SERVICE. Two overlapping services double those numbers. Add to that a requirement to serve around 160 road trucks with 250 lifts per hour PER SERVICE and it is easy to see that the conventional yard can become a nightmare for terminal operator, trucker and labor, not to mention safety with the high concentration of activity. These numbers beg for total separation of waterside and landside traffic, a condition that is the principle advantage of the now-common end-loaded stacking crane systems and something an RTG terminal cannot do.

Each service will also generate 1.6 million TEU’s of annual throughput requiring around 35,000 TEU storage slots. With about 35% of traffic via on-terminal rail, landside traffic will include 14,000 one-way truck trips and 9 - 8,000 foot (2440m) long double-stack trains per call PER SERVICE (see Figure 4.).

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Figure 5. Terminal Requirement - Per 18k TEU Vessel Service

In conclusion, the next generation of vessels to arrive here in SP Bay, carrying the next increment of increased throughput, may just cause the current operating mode to snap. Some terminals will be ready and some will have to figure out workarounds, something that terminal operators are very good at. But workarounds are usually expensive too, consuming operational rather than capital dollars. In the end, a new round of investment in terminal infrastructure and systems will be required in the San Pedro Bay ports.

If there is good news it is that perhaps the not-too distant future will reveal the optimum vessel size and service configuration for this trade lane and the rate of change will subside. l

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Terminal Design Alternative Terminal Studies Business Process Modeling Business Case Comparison Terminal Systems and Solutions SPS InnoQon provides consultancy services to help you designing the terminal in the most optimum way. We are able to make comparison of available solutions and new terminal concepts; showing you the initial investment cost, operational cost and the Total Cost of Ownership over a period of time. This will help you making the right decision for improving the efficiency and lower the cost for your terminal.

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How to contact SPS InnoQon: Elmar Hendriks Managing Director SPS InnoQon

Level 14, Boulevard Plaza Tower 1 Sheikh Mohammed Bin Rashid Boulevard Downtown Dubai PO Box 334036 Dubai, United Arab Emirates M: +31 6 546 978 01 T: + 971 4 278 0995 Email: info@spsinnoqon.com Skype: elmar.hendriks Website: www.spsinnoqon.com

EXCLUSIVE INTERVIEW

interview

Martijn Van de Linde CEO, Abu Dhabi Terminals

Martijn Van de Linde CEO, Abu Dhabi Terminals

hen Abu Dhabi Terminals advised that they would like to support our launch magazine and offered an interview with Martijn Van de Linde, their CEO, we jumped at the chance Van de Linde’s reputation precedes him. Known as a forward thinker and visionary, he is pushing forward to make Abu Dhabi Terminals one of the main ports in the region and the results speak for themselves; compound growth has risen more than 20% year on year during the last 5 years. With such success, we were keen to find out more‌ What are the hallmarks of an efficient terminal?

That depends on the prospective and if you consider it from the point of view of shipping lines, or from an external logistic provider haulier, or even where we sit as an owner operator.

If you are a shipping line you measure berth productivity; how many boxes per hour does the terminal actually produce and in what sense can you reduce the port stay? Shorter port stays are better. Most shipping lines have metrics to evaluate terminal efficiencies across the globe.

Taking the prospective from the landside service providers, they focus on things like how long it will take to pick up a box and leave, including all the commercial transactions, securities, costs, price of services etc. We try to give the right mix of effective output and efficient production, to cost per unit. We use a whole range of metrics to measure the customer prospective to internal efficiencies. For example, take a 14,000 TEU ship that wants to exchange

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EXCLUSIVE INTERVIEW

3,000-4,000 containers. We know that in order to make the window; we need to be doing a berth productivity of 150/200 moves an hour.

We then set that as the desired transaction productivity and when the operation starts, we measure how it is produced ultimately determining if are we on target.

Will there ever be a fully automated terminal?

There are terminals whereby a lot of the process is automated. The new generation

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of terminals, which are currently being commissioned in Rotterdam and Maasvlakte, have the current highest degree of automation around. The level of automation a port needs should is based on many dimensions like will you get a pay back? Another is labour costs and the cost of technologies.

There are areas that we haven’t even started to automate yet. Those have to do with human clerical functions, like how to record container data, how to document sealed data containers; and specifically those interfaces with customs and

commercials processes… Commercial customs procedures in general haven’t really changed in last twenty years . We’ve been using OCR Technology and RFID, but there is still no terminal that I know that has automated documentation of seal numbers. This means that someone needs to verify the number, key it in and send it to customs for verification.

What are the biggest challenges that your industry faces?

The anticipated increase in ship sizes to 23,000 TEU vessels means cranes will become higher, wider, bigger. Bigger cranes aren’t necessarily good news.

Imagine if you had to hoist over 6 or 7 containers high on a 20,000 TEU ship; just to hoist the containers 52 meters, and sink it to the bottom of the ship takes time. One of the challenges will be to come up with ways to deal with all that, whilst maintaining and increasing the productivity of cranes. We might have to go back to the older concept of second spreaders on the cranes, or even different systems on the crane where the main spreader only moves the container from the ship to the platform, and there is a different spreader and technology to process them on the ground.

Ships will get wider – that is how you get to 21,000/22,000 TEUs. If you go to that width, and a length of 450 meters to where the physical limit is of steel which is around 500 meters, you can maybe get another 1,000 TEU or so, but beyond that there has to be new technology because the torsion limit of naval architecture is usually around there for a container ship.

Coping with this is one of the challenges, as is the peak and average utilisation of a terminal. By this we mean you could have 10 ships that will all contain 1,000 containers. Then you get one mega vessel that will exchange 5,000-7,000 containers.

This means that you will have to invest in all this infrastructure and equipment to accommodate a short period of peak utilisation and then a couple of days of nothing until the next peak. It means you are over invested and for smaller terminals this will be a problem.

In the last 10 years the changes have been particularly fast, going from 8,000 to 20,000 TEUs only took a couple of years

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EXCLUSIVE INTERVIEW

really. In terms of the profile of how fast ship sizes grow, the last couple of years have been staggering and I don’t believe that this can be maintained.

The differences globally in customs and commercial processes are another challenge. Everyone wants tablets or apps to clear containers and track where they are, make your gate appointment, etc. We all facilitate that. But there is such a difference country to country that this means it is a bit of an IT challenge. There is a lot of inefficiency on the interfaces that can be taken away completely if the government agencies were involved in the process. We are pretty good in the UAE as we work very closely with customs, food control and the Ministry of Environment, but elsewhere this doesn’t happen.

What are you doing as a port to address these challenges?

We spend a lot of time of formulating a vision for all technologies and software as well as how we would like these to develop over time. When we say over time, we are not talking over the next year or 5; we are talking over the next 10 to 15 years. A terminal is usually invested in concession periods for 30 to 35 years. You need to have a vision on what is the ideal world for you and how you will get there. We are always working on the vision and formulating the strategy.

For us, increasing the degree of automation is something that we are working on, and we need to get the timing right.

What are you seeing in terms of competition with the suppliers?

The only big change that I think we have seen in the last ten years is the rise of the Chinese manufacturers. The equipment market has been dominated by China. If you were to go out to tender there really isn’t much choice. You

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will get maybe two or three of each suppliers who will qualify as they have the capability to produce something like a large key crane in 12 to 16 months, and then also do it for a price that is compliant and fits into our budgets. The price of a key crane should never exceed US$9million or so, so in terms of global competition, I don’t see much change in that. You will see local variances when it comes to local ports or niche terminals, but the barrier to entry to market seems to be quite high.

Regarding terminal operating systems, there is the need for competition. The landscape has been the same for years; you have two or three products that dominate the entire industry, and developing your own comes with challenges.

You have a choice of two or three companies for TOS. The barrier to entry on the TOS side is higher than on the equipment side.

I don’t expect a lot of change in the short term. In the longer term, when the production side balances out in Asia, you may see more competition on the equipment side, from Eastern and Southern Europe, but I think that this will be more than 10 years from now.

What are your plans and growth strategy for the next 10 years?

Here at Khalifa Port we will build on the strategy of the Abu Dhabi Economy. We have grown quite rapidly over the last five years, with consolidated growth of more than 20% a year. A lot of that is driven by the emirates’ investment

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“Here in Abu Dhabi, we are playing a more regional role, moving cargo for smaller ports in Pakistan, Iraq, and Iran etc., so we are developing quite rapidly as one of the main hubs in the Gulf� martijn van de linde ceo, abu dhabi terminals

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in ports and heavy industries. We are continually investing in capacity. We will double in size over the next 5 years in terms of throughput. Here in Abu Dhabi, we are playing a more regional role, moving cargo for smaller ports in Pakistan, Iraq, and Iran etc., so we are developing quite rapidly as one of the main hubs in the Gulf.

On the other side, we are investing in the vertical integration of some of our customers in terms of logistics. As an example, we are currently opening a packing plant for polymers on the terminal. What we have built is a plant with four packing lines to book containers with polymers in

bulk. They go into big hoppers and into machines, that fill it into 25kg bags at a speed of 1500 bag per hour and then it comes out at the other end of the line completely wrapped. We do that for some of our key accounts, but there is a lot more we can do for them. If we can play a role into integrating the warehousing, packing of products and the inventory control, then we should be looking into that area.

And then, we also have an ambition for us to grow internationally. This is not something that we would do by means of acquisition but in a more organic way - So, a lot to do! l

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Mega Vessels

The Essence of Time OHAR Port and Freezone is a deep sea terminus strategically located on the tip of the Arabian Peninsula.

With investments totalling US$15 billion it is also one of the world’s largest port and free zone developments, offering unrivalled access to Gulf economies, while avoiding the additional costs associated with passing through the Strait of Hormuz. Having built deep-water jetties capable of handling some of the world’s largest ships, the ongoing development of terminal operations at the burgeoning logistics hub are shaving minutes and seconds off of the time ships need to load and unload, says Executive Commercial Manager Edwin Lammers.

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“In the twelve years since startup we have attracted leading global container, dry bulk, liquid and gas terminal operators to SOHAR, including Hutchison Whampoa, C. Steinweg, Oiltanking Odfjell, and Svitzer. After a slow start, we are also starting to see the fruits of the relocation and expansion of our container operations to a new 700,000 square metre Terminal C yard, with automation in particular cutting turnaround times for ships visiting the port,” says Lammers.

Operated by Oman International Container Terminals on behalf of Hong Kong’s Fortune 500-listed Hutchison Whampoa, the terminal boasts among

other things, the latest ‘nGen’ automated terminal operating systems – a first for Oman. Three new post-panamax quay cranes, and 14 rubber tyre gantry cranes now tower over the dockyard as a result of the project, while a deeper draught means the maximum vessel SOHAR can accommodate rose from 6,500 TEU to 18,000 TEU. And while infrastructure is currently only in place to offload 10,000 TEU ships, the plan is to eventually install larger cranes and increase the capacity of the terminal to over 4.5 million TEU. “The relocation of the container terminal presented the opportunity to introduce ‘nGen’ terminal operating systems, which allowed for automated

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Mega Vessels

planning, loading and offloading of cargo for the very first time. The new heavy lifting equipment installed at SOHAR also saw us become only the second port in Oman to add dual lift technologies to its terminal. This is also improving speed and cutting costs for big ships calling at our unrivalled18 metre draught,” Lammers adds.

The only other port in the country with dual lift capabilities is 1,200 kilometres away in Salalah, and the chance to establish a fully integrated container terminal at SOHAR is therefore a major innovation within Oman’s economy. On other fronts, quay length at the general cargo terminal operated by C. Steinweg Oman, was almost doubled from 520 meters with yard space rising from 280,000, to 500,000 square metres. Operating Liebherr and Gottwald mobile rubber tired shore cranes, a fleet of forklifts, and several reach-stackers, has paved the way for a 37 percent spike in dry bulk cargo between 2012 and 2013. As such, dry bulk accounted for over half of all cargo handled in 2013, with SOHAR’s total dry bulk capacity currently set at 45 million tonnes.

“This is especially noteworthy given that the main contributors to this growth – Brazilian iron ore giant Vale’s 9Mt pelletizing plant, Jindal Steel & Power’s (India) 1.5Mt DRI plant, and Sohar Aluminium’s state-of-the-art 1,000MW plant – only began operations after the global recession struck, in 2008.” Given the conditions in which these achievements have been made, growth of dry bulk volumes compare favourably with that of its joint venture partner and Port of Rotterdam, which handled 89 million tonnes of dry bulk in 2013. One of the many benefits of growth in dry bulk passing through SOHAR, is the way manufacturing products such as iron ore pellets, DRI, HBI, and other goods have had a knock-on effect on downstream industries in the Freezone.

“SOHAR benefits from the expertise of two liquid bulk giants in Oiltanking Odfjell, who offer over 1.3 million cubic metres of storage space and global expertise in getting petroleum, chemical, and gas products on and off ships at the port’s liquid bulk terminal.” The terminal will support the expansion of in-port refuelling led by MXO in a move that will further streamline efficiency, with ex-pipe fuel deliveries also earmarked for the future through an exclusive 43,000cbm storage agreement between Oiltankning Odfjell and MXO. Looking ahead, Lammers revealed plans are also

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well underway to add an agricultural bulk terminal dedicated to the handling of grains.

“SOHAR has also taken the decision to branch out and will soon hand over the responsibility for managing Oman’s first agricultural terminal to Atyab Investment – a public joint stock company engaged in milling and food processing, and the investment arm of Oman Flour Mills. This will see 700,000 tonnes of grain products - wheat, rice, barley, and others – and a million tonnes of raw sugar imports pass through its docks during the first stage of the venture. It will also mean developing and managing the nation’s strategic food reserve planned for SOHAR,” he explains.

“In a region that imports 90 percent of its food, new expressways, an airport, and planned rail links mean food reserves can be distributed easily from SOHAR in times of need. Populations are also growing and increasing demand for food stuffs. As a result, we have been leveraging on our world-class facilities in order to attract global food manufacturers to SOHAR,” he adds. l

SOHAR has also taken the decision to branch out and will soon hand over the responsibility for managing Oman’s first agricultural terminal to Atyab Investment

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Mega Vessels

Khorfakkan Container Terminal is now mega-ship ready he competitiveness of ports is defined by their ability to evolve as facilities that will attract the largest of the modern container vessels each carrying cargo from a diverse portfolio of liner operators. The Khorfakkan Container Terminal (KCT), the only fully fledged operational container terminal in the UAE, that is located outside the Strait of Hormuz, has recently taken another significant step to further strengthen its position to welcome the world’s mega-ships.

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The recent addition of four state-of-the-art Ship to Shore (STS) and twelve Rubber Tyred Gantry (RTG) cranes by Gulftainer at KCT has scaled up the terminal’s capacity and competency to underline its credentials as one of the bestperforming terminals in the world.

One of the most important transshipment hubs for the Arabian Gulf, the Indian Sub-continent, the Gulf of Oman and the East African markets, KCT serves as a cost-effective option for megacontainerships that can save valuable transit

time, by calling to Khorfakkan and enjoying a quick turnaround to continue their onward journey. In this way, it serves as an ideal Middle East stop on the larger Asia/Europe trade.

The scaling up of equipment will enable KCT to further boost the trade dynamics of Sharjah, complementing the ongoing growth of the UAE as one of the major centres for global trade and transshipment business.

KCT’s geographic advantage is further bolstered by the valuable land bridge it provides

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Mega Vessels

“The addition of these advanced crane systems at KCT underlines our commitment to further strengthen our operational capabilities at the terminal, defining its credentials as one of the world’s most productive hubs for container operations” Steve Ogden Group Director of Operation, KCT

Group Director of Operations, Steve Ogden

to local container traffic imports into the UAE. Any box imported into the country through KCT could potentially reach a consignee’s warehouse up to 2-3 days earlier than any other port in the country.

Over US$60 million investment The strengthening of the terminal’s operational efficiency and increase in overall productivity through the addition of the sophisticated cranes marks a further US$60 million investment by Gulftainer. Delivered on-site fully assembled, the equipment is now fully operational.

Steve Ogden, Operations Director of Gulftainer, said: “The addition of these advanced crane systems

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at KCT underlines our commitment to further strengthen our operational capabilities at the terminal, defining its credentials as one of the world’s most productive hubs for container operations.”

He added: “We continuously invest in our facilities to strengthen the efficiency of our operations to maximise productivity. The new STS cranes are not only larger, to better cope with the giant 18,000 TEU and above vessels, they also provide greater flexibility in their operations. This has helped speed up the terminal operations and is creating even better value for our customers, who are also seeking innovative and economic ways of transporting containers.”

The new cranes will also enhance the working conditions for Gulftainer’s drivers by incorporating user-friendly

operator interfaces, climate-controlled ergonomically designed operator cabs and consoles to maximise comfort and thus boosting performance.

A subsidiary of Crescent Enterprises, Gulftainer also operates the Sharjah Container Terminal on behalf of Sharjah Ports Authority at Mina Khalid, the first dedicated container terminal in the Arab world. Gulftainer’s current portfolio covers operations at Umm Qasr in Iraq, Recife in Brazil, Tripoli Port in Lebanon and also Saudi Arabia, where it manages container terminals in Jeddah and Jubail ports. The company has recently signed a 35-year concession with the Canaveral Port Authority in Florida marking Gulftainer’s first venture in the United States. l

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UASC receives three LNG-ready ultra large container vessels nited Arab Shipping Company (UASC), a leading container shipping line and an emerging global carrier, announced the delivery of the second and the third A15’s class vessels MV “Al Murabba” and MV “Salahuddin”. The two vessels were delivered in January this year following the delivery of MV “Sajir” in November last year, which was the first ever LNG-ready ultra large container vessel, and the first vessel in UASC’s current newbuilding program.

With a capacity of 15,000 TEU (A15), the DNV GL classed vessels are the largest and most eco-efficient vessels in this capacity range. Preliminary calculations indicate an Energy Efficiency Design Index (EEDI) value that is close to 50 percent below the 2025 limit established by the IMO. Eight further A15 vessels and six 18,800 TEU (A18) box ships will be delivered from Hyundai Heavy Industries and Hyundai Samho Heavy Industries to UASC by mid-2016.

The CO2 output per TEU for these new vessels class will be 22 percent less than for a 13,500 TEU vessel delivered only two years ago. The environmental credentials of the A15 class are further highlighted by the fact that these vessels are designed and prepared for a quick and cost-efficient LNG retrofit at a later stage. This “LNG-ready” concept has been confirmed with an Approval in Principle from DNV GL as an industry first. The vessels will further receive DNV GL’s CLEAN class notation, which documents that the new generation ships comply with environmental regulations

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beyond today’s normal IMO, flag and class standards. They will also be provided with an Inventory of Hazardous Materials, which is not yet a mandatory requirement, and they are one of the first to receive an Energy Efficiency Certificate with documented EEDI. Moreover, all A15 vessels are equipped with an approved ballast water treatment system, and a shore-to-ship power supply solution to enable zero emissions at berth, which is documented by the “Shore Power” class notation.

The A15 class vessels also deliver world-class standards of structural safety.

The fatigue strength of the hull structure is based on the assumption of 25 years of operation in the North Atlantic, which is far beyond the normal standard. The A15 vessels will also be equipped with a DNV GL approved hull stress monitoring system, that provides guidance to the crew on current stress level in the ship structure during operation.

The delivery of the A15 class vessels reinforce the Company status as an emerging global carrier, and further demonstrates the Company’s commitment to technical innovation and eco-efficiency.

Everything that UASC does is about serving the best interests of their customers. The A15 fleet will play a pivotal role in enabling UASC to continue to deliver the highest standards of customer service excellence.

Operating modern, reliable and highly efficient vessels is an integral component in being able to provide their customers with the global reach, service reliability and quality of service that they have every right to expect.

UASC’s ambitious new building program includes 17 of the world’s most ecoefficient vessels with a total value of US$2.3 bn

Efficiency technologies deployed on the A15 class The fuel and energy efficiency technologies and solutions deployed on all A15 class vessels include: 66 Electronically controlled fuel injection main engine 66 Bulbous bow and propeller modification 66 Waste heat recovery system (WHRS) 66 Low resistance, high-performance anti-fouling hull coating

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Mega Vessels

In a competitive global market, efficiency is an increasingly important differentiator. Shipping market conditions and regulatory requirements mean that fuel and energy efficiency are fundamental to delivering cost-effective services and value for money

66 66

66

Energy Saving System (ESS) Energy efficiency software to monitor and optimize propulsion systems, machinery operations and navigation decision-making Shore-to-ship power supply solution for zero emissions at berth

Efficiency is not just about the deployment of technology. It is also about empowering UASC’s crew on board with the tools that they need to make the right operational decisions that will deliver optimized voyages and higher fuel efficiency. l

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Mega Vessels: Bigger businesses, bigger opportunities, bigger challenges he average number of big vessels docking at ports globally has grown considerably over the last few years, and the trend is expected to continue in the years to come.

According to industry analysts, almost half of current ship orders are for vessels exceeding 12,000 TEUs. According to industry experts, the demand for mega vessels has increased significantly from 1996 to 2013. The growth in capacity, measured in TEU (Twenty foot Equivelent Units), has increased by 148.5 percent over this period, while the increase in length overall during this period was 45.5 percent and the beam grew by 49.7 percent. In fact, it is reported that delivery of the 22,000

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and 24,000 TEU ships that are currently on order, may available sooner than expected. Industry observers predict that 22,000 TEU ships could come into service by 2018.

It is evident that larger vessels provide many advantages to liners, shippers, beneficial cargo owners, as well as the common consumers. They also yield in the reduction in the per-container cost to transport cargo. However along with the advantages there are several challenges that have come up. These ships, owing to thier size also affect ports, both big and small.

VESSEL-SHARING AGREEMENT AND FINANCIAL INCENTIVES One of the biggest concerns with these vessels is the Vessel-Sharing Agreement. For decades, ocean carriers have shared ships through agreements, enabling them to lower costs and increase efficiency by splitting up the available slots for containers. It is a model that has also been adopted by the airlines, which form alliances to share seats, enabling them to fill their respective airplanes. Most of the shipping lines and companies are investing in mega vessels to create economies of scale. Larger vessels allow the lines to reduce the slot cost (the cost per container). However, these economies of scale can only be maximised when the vessels are at

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Mega Vessels

full capacity. This need to fill the extra capacity generated by the bigger ships has led carriers to enter into vessel sharing agreements with other carriers to improve the chances of filling the larger ships. While vessel sharing agreements are not new, the size, reach and market concentration of recent alliances are.

Also ports across the world have excess capacity. Recognising this, carriers and their related alliances are capitalising on the excess capacity, by pitting ports against each other for favorable rates and other financial incentives. In addition to financial incentives, carriers are requesting that ports make capital improvements that require significant financial investments and time. Ports are racing to obtain adequate water draft, berth size, crane height, terminal space and rail connections.

Few ports across the world can meet all of these requirements today. At the same time, the new alliances are creating financial uncertainty for port authorities. Carriers that currently call at a particular port may shift their cargo to neighboring ports in accordance with the vessel deployment strategy, which has been agreed by the alliance partners. As a result, the role of the port authority is more important today. Port authorities must be able to evaluate how the changes in the industry could impact their port and identify ways in which some of these challenges can be mitigated.

SPEED AND FUEL Another area of concern is the speed of these big vessels.

Over the years, the speed of these mega vessels has also been reduced to meet costs. The trend in the industry is to have slow steaming which ensures a reduction in the vessel speed and enables less fuel to be burnt, thereby reducing emissions as well as operating costs. Five years ago, the average speed of the largest vessels at that time was in the range of 20-25 knots. Today, the average speed has dropped to 15-17 knots.

While slow steaming has cut fuel costs for shipping lines, cost savings achieved by the larger vessels may not filter down to the bottom of the supply chain. Due to the increase in transportation duration, the capital and insurance costs of the goods transported has risen. With cost savings a major factor in their decision-making process, carriers are less concerned with the routing of cargo.

As there are so many containers on the mega ships, it takes longer to unload cargo, which affects truckers and endcustomers, increasing their time-in-transit. Some ports are not deep enough to admit a mega ship, and therefore are having to invest in their infrastructure to accommodate the larger vessels.

Unexpected delays in the supply chain can create inventory and cash flow problems, not to mention unhappy end-customers.

If an importer has dozens and dozens of containers on the same mega ship, the effect of longer unloading times can be amplified. Utilising mega ships to routing options can create cost savings, but it is imperative to account for additional unloading time and its effect on the inventory and cash flows.

BIG SHIPS, BIG THREATS Another cause of concern is that larger ships with larger volumes of cargo equate to a higher level of risk, and the

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consequences of a loss are far greater than smaller ships.

There is a real concern within the salvage community, that in the event of a large container ship running aground, suitable marine carnage just isn’t available to offload the cargo in a limited timeframe. Without the means to lighten these big ships and reduce the draft, re-floating a vessel before widespread damage is inflicted might not be possible.

This is a major threat for the operators and insurers, and a problem for which there is currently no a viable solution.

Another concern is around helath and safety. Records indicate that cargo has not been properly secured, which has been said to cause fire and casualties. Fire in a container stack is notoriously difficult to control, and the scale of the implications increase with the size of ship and volume of cargo. The major shipping lines have started to implement schemes to determine exactly what is inside each container.

DEADLINES and CONTAINER TERMINALS The efficiency of a container terminal is determined by the time a mega vessel has to spend in the port. The more efficient a container terminal can operate, the shorter the time the ship needs to stay in the port. Time is a crucial aspect

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Without the means to lighten these big ships and reduce the draft, re-floating a vessel before widespread damage is inflicted might not be possible

in container shipping. Waiting time is very expensive for carriers. Carriers prefer the port turnaround time to be as low as possible. A consequence of larger container vessels is the increase in time spent in the port. Since the mega container ships reduce the amount of ports to achieve economies of scale, the load and unload time in the ports will increase. More containers need to be loaded and unloaded in fewer ports. Quay cranes are developed and improved, just like all the other material. So larger ships, do need more time in ports, but technological developments are capable of (partly) reducing this extra time. This reduction in port time is important, because as long as the container ships are in the port, they will not generate income for the carriers.

For these ships to perform well, ports need to be well placed. If a container terminal port cannot operate efficiently, the problem of congestion appears. The mega container vessels could bring too many containers to the port and the terminal; the hinterland connections would not be able to handle all this containers. The container terminal would get less attractive, if containers cannot be handled efficiently, carriers will choose other terminals.

However many port authorities and terminal operators are investing in extra container handling capacity by creating new terminals. If too many new terminals are created, the problem of overcapacity could occur.

INVESTMENT and PROFITS A lot of carriers invest in mega ships, and they compete for the available cargo to fill these mega ships. This is necessary to achieve the economies of scale. However freight rates will decline, and therefore so will the return on investment, which will lower the profit. To maintain the competitive advantage and the profits, carriers try to achieve cost reductions, leading them back to investing in mega container ships. Carriers want to maximise their profit, and therefore prefer maximum capacity for their

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own company. But if every carrier strives for maximum capacity for its own company, oversupply on the entire market will be the final result. Oversupply will push freight rates down, profits will decline, and exactly the opposite result is achieved. As mentioned before, the market equilibrium is where supply and demand meets. In the container shipping market demand fluctuates. The worldwide economy is an important aspect that determines the demand for container shipping.

Determining where to operate a mega ship is extremely important. In order to achieve the necessary economies of scale, the ship must be used in an optimal situation, which is why mega container ships are now only deployed on the main trade flows. The economies of scale can be achieved here. This high density trade is required to fully use the capacity of the largest container

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Mega Vessels

vessels. Of course carriers would like a yearly growth in container transport. This provides both certainty and opportunities for liners.

CONCLUSION None of the above disadvantages and arguments will stop the mega vessels, mainly the Triple Es, from going into service. Other carriers are bound to follow Maersk’s example, with ships of equal or even greater size. So why are the lines insisting on following this path, when experience shows it to be so fraught with problems? Experts suggested that it’s all about positioning themselves for the coming wave of industry consolidation. Ironically, it’s the big ships themselves that are at least partly to blame,

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with their tendency to turn liner service into a rate-driven commodity. It is expected that the current crop of around 20 large global players may shrink to as few as seven by the mid 2020s.

The carriers with the biggest and newest ships hope they’ll be among the handful of survivors.

For a capital-intensive industry like container shipping, it’s a risky and expensive game to be playing. The trend for increasing ships is still very active and relevant today inspite of all problems, as can be seen by the recent ordering of Maersk all over the world. Therefore further research must be done to find out what will be the future, and the adjustments that need to be made, in order to handle the latest generation of such large container ships. l

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Container Handling & Crane Technology

Container Handling & Crane Technology

Making History in Abu Dhabi Khalifa Port is owned by Abu Dhabi Ports, a wholly owned entity of the Emirate of Abu Dhabi

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he new, ultra-modern Khalifa Port in Abu Dhabi began commercial operations in September 2012. In a remarkable achievement, container traffic was transferred from Zayed Port, Abu Dhabi’s former container port, to the new port two months ahead of schedule.

Konecranes was the main supplier of automated container handling equipment including 30 Konecranes automated stacking cranes (ASCs), a Terminal Operating System (TOS) and automation sub-systems.

Khalifa Port is a central pillar of Abu Dhabi’s Economic Vision 2030, a hugely ambitious long-range plan for economic

Edition 1 January-March 2015

growth and diversification. The port is one of Abu Dhabi’s largest infrastructure investment project in recent years and is intrinsically linked with the adjacent Khalifa Industrial Zone (Kizad), offering optimum supply chain connections and efficiencies. Both Khalifa Port and Kizad cover an area of 418 sq km and provide an unprecedented intermodal transportation network, with market access to 4.5 billion consumers within four time zones.

The Emirate of Abu Dhabi sits on about 10 percent of the world’s oil reserves. Oil accounts for about twothirds of Abu Dhabi’s GDP, and the Emirate could live off its “black gold” in princely style for at least the next

100 years. Nevertheless, the Emirate is preparing for its post-oil future with ambitious plans to diversify the economy and build sustainable industries in line with the Emirate’s economic vision. Against this backdrop, the Abu Dhabi Government is investing billions of dollars in renewable energies, logistics and tourism.

A flying start Khalifa Port is owned by Abu Dhabi Ports, a wholly owned entity of the Emirate of Abu Dhabi. The operator of the port’s container terminal is Abu Dhabi Terminals (ADT). In its first development phase, Khalifa Port has the capacity to handle 2.5 million TEUs , the equivalent

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Container Handling & Crane Technology

Khalifa Port is one of the most advanced container ports in the world today in terms of both technology and operating methodology

of 2.5 million 20-foot containers, every year. “We have got off to a flying start,” says Technical Project Manager Angelo de Jong from ADT, “Ship traffic has increased dramatically in the space of a few months. With its 16.5-meter draft, 4-kilometer quay wall and Konecranes’ automated container handling technology, the port can easily accommodate the world’s largest container ships.”

Khalifa Port will be built in five phases. When all development phases are completed, the port is expected to increase its capacity for container volumes to 15 million TEUs. The capacity will be needed. Abu Dhabi’s GDP is growing at an annual rate of 6–7 percent, fueled by strongly growing trade with the Gulf States. Thanks in no small part to its excellent delivery performance so far, Konecranes was awarded another contract for 12 more automated stacking cranes which were delivered in the fourth quarter of 2013 and the first quarter of 2014. The Middle East has been an important market for Konecranes for a number of years.

“The Abu Dhabi Ports order is historic for Konecranes,” says Niklas Brönn, Managing Director, Konecranes Middle East. “Our job was to deliver a complete automated stacking crane system within 19 months of the signing of the contract.

We took on this tough challenge and succeeded. It is an excellent reference for us worldwide.”

The height of productivity Khalifa Port is one of the most advanced container ports in the world today in terms of both technology and operating methodology. The Konecranes automated stacking cranes are field-proven, high-productivity machines with a lifting capacity of 40 tons. They can stack six containers high, nine container rows wide, and feature Konecranes’ patented Active Load Control (ALC) technology. ALC is an integrated sway prevention and horizontal fine positioning system, that allows optimum cycle times to be achieved in virtually all conditions, under both automatic and remote control. The delivery also included a Terminal Operating System (TOS) for real-time planning and control of the terminal. The TOS integrates the entire terminal operation, from quayside to gate, and features an advanced graphical user interface that provides intuitive oversight over the terminal operations and tight control over container movements.

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The power of pragmatism A supplier of automated container handling systems is judged both on the performance of its technology and its ability to deliver and commission the equipment within the flow of the total project. “I am proud of our ability to consistently deliver automated container handling systems on time, with high quality,” says Jussi Suhonen, General Manager, RMG Cranes, Konecranes.

“Our growing list of automation references speaks for itself. With each delivery, we gain strength and expertise. The extension order granted to us by Abu Dhabi Ports is proof of their confidence in us.”

“The delivery was 100 percent successful, in terms of industrial safety as well,” says Brönn.

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Container Handling & Crane Technology

There were no major accidents during the project, which accounted for 250,000 working hours in total, and at its peak had 110 men working on-site under Konecranes’ supervision. Konecranes is wellknown in the container handling industry for its delivery expertise.

The building of Khalifa Port was meticulously planned and oversight was highly professional, but unforeseen problems can always crop up in very large, multidimensional infrastructure projects of this kind. When an unforeseen technical problem occurs, the ability to grasp it and solve it pragmatically, in real-time under great time pressure, is enormously valuable.

Konecranes has this ability.

And Konecranes reach stackers Khalifa Port also operates three Konecranes reach stackers with a lifting capacity of 45 tons.

They are used to handle oversized cargo and special containers, and they also load and unload trucks outside the ASC stacks. The reach stackers are equipped with safety features, such as safe transport mode, reverse alarm, and extra lights.

Special operating features include EMC Master electronic control, a container counter, and extra-strong air conditioning. Maintenance features include central lubrication and wheel nut protection.

Service with local touch The operator of Khalifa Port’s container terminal, Abu Dhabi Terminals, has also signed a service contract with Konecranes’ local joint venture company Crane Industrial Services for maintenance of the automated stacking cranes. It is a Preventive Maintenance and 24/7 Emergency Repair contract. About 30 skilled service technicians are working in different teams according to a set schedule. l

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Container Handling & Crane Technology

Mobile Harbour Crane: The mother to all port workload handling he overall task of a container terminal is to manage vessel berthing, inbound container unloading, outbound container loading and storage yards as efficiently as possible.

Such a goal can be obtained by coordinating the berthing time of vessels, the resources needed for handling the workload, the waiting time of customer trucks, and by reducing congestion on the roads and docks. Each of these activities significantly influences port efficiency, with consequences on the local and global economy of the freight transport system.

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In order to manage a container terminal, it is necessary to develop decision support systems which are able to analyse the system situation, and identify system inadequacies or critical points.

Among the various machinery needed to run effectively, the most important is the crane.

Mobile harbour cranes (MHCs) are one of the most important and popular cranes that are used in ports around the world. The MHCs can handle the lifting capacities from 42 tonnes, up to 208 tonnes whilst offering practical solutions to customers in areas such as container handling, bulk operations and handling of general and heavy cargo. The unique technical features

like an optimised undercarriage concept, or the in-house designed crane control system mean mobile harbour cranes are some of the most powerful and universal handling equipment worldwide.

MHC activities are mainly devoted to loading and unloading containers to and from berthed vessels (loading activities from shuttle to vessel or from dock to vessel, and unloading activities from vessel to dock). With the invention of these cranes more than 50 years ago, they can freely manoeuvre around the port and are often superior to stationary cranes. They are mobile, universally-applicable handling machines

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Experience the Progress.

Liebherr Container Cranes Ltd. Fossa, Killarney/Ireland Tel.: +353 64 6670200 sales.lcc@liebherr.com facebook.com/LiebherrMaritime www.liebherr.com

Liebherr-Werk Nenzing GmbH Dr. Hans Liebherr Str. 1 6710 Nenzing/Austria Tel.: +43 50809 41-725 mobile.harbour.crane@liebherr.com facebook.com/LiebherrMaritime www.liebherr.com

powered by electric drives and able to handle all forms of cargo without problems, safely and economically– alongside all sizes of vessels and in terminals of all kinds.

These are tangible benefits reflected in more than 1,400 machines sold worldwide to over 100 countries.

Over the years, Liebherr Construction Equipment Company has been responsible for the sales and marketing of earthmoving and material handling equipment in the United States. The company is also well known for ranges of innovative mobile harbour cranes as well. Liebherr has been in the market for four decades with Mobile Harbour Cranes. More than 1,200 cranes in nearly 100 countries all over the world; that’s the outcome of 40 production years of Liebherr mobile harbour cranes. Manufactured in 1974, the very first cranes were exported to France, Italy and Spain. Three years later, cranes started operating in Argentina, South America. At that time, Liebherr mobile harbour cranes already allowed for highly efficient cargo handling on four continents. Then and now, creativity and innovation are the key factors to success. Thus, Liebherr Maritime Cranes has introduced a number of ground-breaking innovations to the market, like the SmartGrip, Pactronic and Sycratronic.

Since 2012, Liebherr’s 1,000th mobile harbour crane has been handling bulk at the French Atlantic Coast.

Over the last ten years, the demand for Liebherr mobile harbour cranes has been particularly strong. It took 31 years to sell the first 500 Liebherr mobile harbour cranes, whereas the goal of the next 500 was accomplished in less than seven years – between 2005 to 2012.

Customers in more than 100 countries across the globe rely on Liebherr Maritime Cranes’ solutions, for high quality standards, unrivalled performance and a global service network for quick response times. Some of the other products include ship to shore container cranes, rubber tyre gantry cranes, rail mounted stacking cranes, straddle carrier, reachstacker, log handler and the LiSIM – maritime crane training simulators. l

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Drive-In L

the new standard

for RTG Electrification

E-RTGTM with Plug-In Solution

E-RTGTM with Drive-In P Solution

We add the “E” to your RTG Electrification of Rubber Tyred Gantries Converting a conventional RTG into an electrical one (E-RTGTM) means to shut down the diesel generator and to power the RTG with electrical power only.This conversion is now possible with the complete RTG electric power solutions developed by Conductix-Wampfler: Plug-In Solution, Drive-In P & L Solution and Motorized Cable Reel Solution.

We move your business! www.conductix.com

E-RTGTM with Motorized Cable Reel Solution

terminal operating system

terminal operating systemS

Integrated Automation Solutions How they can help ports to improve performance and profitability Seaports and terminals are gateways for international trade. With the changing times and needs, ports and terminals have become more dynamic in their offerings to their customers and operators.

Investments in automation solutions are critical to improve the performance of the ports. As the industry grows, there are many systems being deployed – some of them are standalone, while some are in older technologies with little or no support. Yet, some are locked

to proprietary systems. With growing competition and changing dynamics, the ports now require integrated solutions built on open standards, with flexibility to adapt to new requirements from time to time.

Key factors while considering automation Functional: Solution that meets the demand of all the business processes at the ports. It should have the ability to capture seamlessly the transactions across various departments, with least amount of data entry.

Deployable: The solution should be

deployable on any hardware, operating system, flexible databases and with the least hardware configurations it should be built on open architecture for inter-operability.

Adaptable: User friendly, with least amount of training, requiring the least amount of data entry, well-integrated document flow, configurable control and work flow, with required notifications and escalations.

Auditable: Ability to track the changes, deviations, exceptions, and approvals. Tight control over interface data with time stamps and audit controls.

Scalable: Ability to support and perform with optimum response as the operations scale up with more users, more business functions, integrations and analytical reports.

Integratable: Ability to be integrated with any external applications, databases, EDI’s, SCADA, PLC, Mobile, RFID, Barcode etc.

It should support SOA/web services and multiple integrations standards.

Manageable: Systems should be manageable, with the least technical competency at the port, and with least administration on a day-to-day basis.

Affordable: Modular deployment approach – ability to start with minimal functions and then expand to other functions. Can be configured independently and integrated, as and when required. iPortman Solutions iPortman offers an integrated solution to meet the growing needs of the industry. The solutions can be accessed from anywhere – Mobile, Tablet, PDA, Desktop and can be ported to any technology platform – OS, DB, Reporting Tools. It supports multiple terminals of different regions and countries, and also multiple languages.

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terminal operating systems

iPortman aiding in daily Port Operations Let’s take a quick look at the various solutions that iPortman offers in various areas: Port Operating System (Marine): It tracks end-to-end operations handling at a port. The solution facilitates vessel operations, berth and pilotage planning and operation, planning and managing all supplementary services and special services provided by the port.

General Cargo: iPortman General Cargo manages all types of cargo operations for both import and export cycles, including billing and invoicing. It also helps in monitoring and improving berth occupancy, berth utilization, reducing vessel’s turnaround time (TAT), equipment utilization and crew utilization.

Liquid Cargo: iPortman Liquid Cargo enables to track end-toend operation of liquid vessels – both import and export vessels.

Also, the average manifold pressure at the ship’s manifold, which is maintained either hose-wise or shift-wise, can captured.

RORO: iPortman functionality facilitates the shipping operations of wheeled cargo, such as automobiles, trucks, semitrailer trucks, trailers and rail road cars.

Terminal Operating System: iPortman Terminal Operating System (TOS) manages the container operations at berth, yard and gate. Solutions can handle all industry standards EDI through, Mail, FTP and CSV. With Advance Planning, Mobile Integration Solution helps to improve throughputs and response times.

Container Freight Station and ICD: iPortman provides end-to-end container handling solution, helping container storing, booking, stuffing, de stuffing and package handling.

Yard Management: The iPortman Yard Management tool takes care of the major yard management operations. The system has the ability to award the cargo and container transfers to multiple sub-contractors, and to match the original task to the finished task.

Warehouse Management: iPortman-Warehouse Management helps in end to end warehouse management for TPL, storing and shipping operations. It optimizes layout and space utilization and incorporates a variety of pick prioritization methods including first in/first out (FIFO) first expire/first out (FEFO), or at last in/last out (LILO) into directed pick, movement, and pt-away decisions.

Transportation Management: iPortman Transportation Management supports all modes of operations taking place either through road or via rail.

Port Maintenance /Asset Management: iPortman/Asset Management captures details about day-to-day inspection, scheduled maintenance, planned shutdown, job card, maintenance history, and the like. The system will help reduce equipment downtime and asset failures.

Container Repair & Maintenance: iPortman Container Repair & Maintenance enables to maintain multiple contractors and allows to set up a particular contractor for a particular customer. It also maintains inventory and stocks for M&R usage.

Health Safety and Environments (EHS): iPortman HSE provides the overall strategic framework for maintaining and

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improving thr health and safety performance of the people and the surrounding . HSE has a number of operational inspectors and visiting staff, who can be tracked via this solution.

Planning: iPortman Planning offers solutions Portal: Enables a customer to access portal and process the transactions, track the current discharge/loaded details or the dispatch/receipt details. It ensures all stake holders paper less operations, real time information as single window service.

Mobile Solutions for Ports: A solution catering to all the operations across the port and can be deployed on tablets, PDA and VMT’s. Supports Android, Windows and IOS. iPortman Advanced Solutions iPortman advanced solutions solve some of the industry’s key problem areas and improve the performance of ports.

SCADA & PLC Integration: A solution that integrates SCADA, PLC, weighing systems of conveyor, material handling equipment and cranes for real time performance monitoring and analysis.

Weighbridge Solution: iPortman Weighbridge Solution ensures seamless integration between weighbridge, independent weighbridges and the server for accurate and reliable weighment recording.

Gate Management: iPortman Gate Management provides smart card based online and offline solution to increase speed and accuracy during gate openings.

OCR Integration: iPortman OCR Integration solution integrates with automated gate operations and OCR systems for recognition, tracking and monitoring of gage and internal movements. _____________________________________________________ With all these solutions, iPortman can certainly address the present and future needs of the ports and terminals of any size, for any type of cargo. The solutions offer flexible deployment options for green field and brown field projects. It also caters to those who would like to transform their current automation investments. To know more about iPortman, please do write to us at sales@envisionesl.com or visit us at www.iportman.com or www.envisionesl.com l

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JADE MASTER TERMINAL

CentrePort Wellington -41.278307, 174.786198

Smart software makes your job easier. Jade Master Logistics solves challenges faced by mixed cargo ports and carriers around the globe.

Ambitious, competitive ports from Ghana to Mexico have chosen Jade Master Terminal as their terminal operating system. A single integrated view of your entire operation lets you work faster and make better decisions day-to-day and in the future.

Our enhanced implementation methodology makes the move to Master Terminal, including user support, as smooth as possible.

The leading TERMINAL OPERATING SYSTEM for container and mixed cargo ports.

jademasterlogistics.com Asia Pacific North America Middle East Europe

TERMINAL OPERATING SYSTEMS

Terminal Operator Systems in Container Terminals ith the recent exponential growth of global trade, more and more goods are moving across international borders every day, with over 70 percent of these goods being transported in sealed containers. Jebel Ali, the Middle East region’s largest port, is ranked amongst the Top 10 container ports in the world.

In 2014 Jebel Ali handled more than 14 million TEUs at its three, state-of-theart container terminals. These terminals are equipped with a total of 23 berths and 78 cranes to cater to some of the world’s largest container vessels. Terminal 3 is the size of 70 Olympic-sized football pitches.

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This should give you an idea of the scale and complexity of the operations involved in managing a single container terminal.

A container terminal requires very precise and mission critical co-ordination between machine operators, planners, managers, shipping lines, transporters, regulators and analysts. And a Terminal Operating System (TOS) is the primary instrument for achieving this complex, multi-dimensional co-ordination.

The TOS takes up a small portion of total investment in a terminal, when compared to the cost for procuring terminal equipment or infrastructure. However, terminal operations largely depend on what kind of TOS is selected and applied. For

even terminals, with their pricey equipment and high-caliber manpower, can become unprofitable fast if they do not have the right systems for speedy, safe and highly automated operations.

The key challenges faced by terminal operators today are faster loading and unloading speeds as demanded by larger sized ships, smaller energy footprints required by environmental regulations, and sustained profitability in a global economy. Therefore, a TOS needs to be efficient, easy to use, environmentally conscious, cost-effective, standardized yet highly adaptable and scalable.

A TOS serves many different users, each with their own unique set

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terminal operating systemS

of needs. Equipment operators need speed and simplicity.

Liners need freight control. Truckers and railroads need transport flexibility. Planners require complete visibility. Customers demand ease of use and privacy.

Regulators need transparency and the ability to intervene when required. Analysts must have acrossthe-board access to complex information. Thus the primary challenge lies in intelligently and cost effectively balancing these conflicting interests in a complex operating environment.

There are seven major functional areas of any Terminal Operating System. How they are individually and collectively managed decides the overall productivity and effectiveness of a container terminal.

Day-to-day Planning: The fundamental aim of any Terminal Operating System is to improve terminal performance. The TOS must provide tools for the tactical planning staff to quickly prepare work sheets, allocate resources and issue unambiguous, clear instructions to operators. One of the most difficult challenges of any TOS is to find the optimum ratio between space utilization which drives revenue, and productivity, which drives labour cost and customer experience. The TOS must incorporate excellent tools for planners to balance space and performance on a day-to-day basis.

Yard Operations: Yard operations staff, are there to run the equipment, move freight and to go home safely at the end of their shifts. The TOS must provide operations staff an uncluttered user interface that is simple, quick and easy to use.

When you have hundreds of operators rapidly moving about thousands of tons of cargo, safety and clarity of communication are critical issues.

Customers: A container terminal’s customers are almost all sophisticated international shipping businesses. Each customer has their own business systems with their own particular set of requirements. The TOS must be robust, flexible and adaptable to meet all these different needs.

Regulators: Every container terminal has to operate within a given regulatory framework. This framework can change at any time and flexibility is the key. The TOS must allow regulators to grant permissions for movement as quickly as possible. It must also allow them to stop any objectionable activity while at the same time it must be “smart” enough to prevent regulators from overstepping their boundaries.

Machine Interfaces: TOS’s need to interface with a variety of different machines different technologies. The TOS must be designed to work optimally with known technologies. At the same time, it must inherently possess the flexibility to absorb and adapt to new ones quickly using open socket technologies.

Performance Metrics Reporting: For any system a thorough understanding of its performance is the only way to improve upon it. The TOS must provide a comprehensive and accurate suite of key performance indicators (KPIs). These KPIs have to be rigorously defined and meaningfully reported.

Strategic Planning: Nothing is more certain than

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change in a container terminal. No logistics pattern stays stable for more than a few months at a time. The terminal manager needs to constantly adapt strategic space and equipment resources in response to new volumes, shifting logistics or changing regulations. The good TOS has to be a dynamic entity successfully adapting and thriving in an ever changing environment.

The three container terminals at the Jebel Ali Port complex are prime examples of terminals operating at peak performance. In November 2014 Jebel Ali was ranked by the highly respected US publication Journal of Commerce, as the most productive port in the world.

The rankings were based on moves of containers per ship, per hour. Jebel Ali led the list of 483 major world ports with an average of 138 moves per vessel hour. Moving these 20 and 40 foot behemoths so rapidly and efficiently is a feat of engineering and organization that has few parallels even in today’s modern world of superconductors and mega machines. At the heart of this success story, lies the OPUS Terminal Operating System designed and maintained by CyberLogitec of Korea.

This year Jebel Ali has set a target of handling 17 million TEUs with the ongoing expansion of Terminal 3. Once fully operational, this ultra-modern facility will be able to accommodate 10 mega vessels simultaneously. This flagship Container Terminal 3 operated by DP World is considered by many to be a “center of excellence” for terminal automation and serves as a benchmark for terminal operators across the world. l

Equipment operators need speed and simplicity.

Liners need freight control.

Truckers and railroads need transport flexibility.

Planners require complete visibility.

Customers demand ease of use and privacy.

Regulators need transparency and the ability to intervene when required.

Analysts must have across-theboard access to complex information

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Customs, Security & Surveillance

Customs, Security & Surveillance

Frank Soltero CPP/PSP/CISSP/LEED Green Associate Regional Ports Solutions Manager, Middle East G4S

eace of Mind – Ultimately that is what the concept of security is all about. The peace of mind to operate an enterprise knowing that one’s facilities will be safe and secure. This concept is not only important to a business such as a Terminal Operator but even more so to one’s clients who, as we all know, typically have multiple options by which to move their goods. All things being equal (cargo handling efficiency, throughput, pricing), facilities which are known (or perceived) to be insecure and/or out of compliance with local and/ or global regulatory frameworks pertaining to security stand the chance of: losing business to competitors; being blacklisted by other facilities/ shipping lines/governments; and being fined/ penalized for non-compliance.

Recent events throughout the region initiated by revolutionary or criminal groups indicate that the threat, and security environment, will remain challenging for some time. Critical National Infrastructure facilities such as seaports and their terminals are natural targets for such groups and thus must be adequately protected. The threats range from: schemes to destroy facilities and infrastructure through direct and cyber attacks, to the use of port facilities for criminal activity such as cargo theft and smuggling of contraband such as illicit substances and weapons.

Further compounding the issues posed by an increased threat level, is the probability that the falling price of oil (currently below $50 a barrel) will have a substantially negative financial effect on the economies of a number of countries in the Middle East which import/export the majority of their goods through seaports. Depending on the country, the breakeven price for crude oil at current spending levels ranges from approximately $56 per barrel (Kuwait) to $94 per barrel (Saudi Arabia) . Although a number of countries in the Middle East enjoy the financial cushion provided by substantial sovereign wealth funds, that in

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Ensuring Peace of Mind in a Challenging Security and Economic Environment theory would allow them to continue spending at current rates for a number of years, one can be sure that these countries will take proactive measures to reduce their financial exposure in the short term by scaling down, lengthening the timeline of, or even cancelling large expenditures such as some mega projects.

These conditions place conflicting demands on Middle Eastern Terminal Operators and Port Authorities in terms of security related practices and enhancements. On the one hand, an increased regional threat environment places pressure on Terminal Operators and Port Authorities to enhance their security postures. On the other hand, the potential of slowing regional economies as well as possible government funding cutbacks may make it increasingly difficult to justify additional security related expenditures.

In order to properly assess where organizations stand with regard to existing and emerging threats, and whether or not their current efforts are sufficient to deal with these threats, organizations should regularly, either internally or through a third party, conduct thorough and collaborative security reviews. These reviews must at a minimum include: threat assessments, vulnerability assessments, and risk analysis. During these reviews terminals and Port Authorities must collaborate with stakeholders such as the local and country level security apparatus (Coast Guard/police/military), first responders, and suppliers. Failing to do so may result in “groupthink” thus causing an organization to miss an opportunity to get the full security picture.

66 Threat assessments are studies which are used to define and evaluate a wide range of threats to a facility/enterprise, ranging from manmade events such as terrorism and/or criminal acts to naturally occurring ones such as severe weather. During the assessment, the likelihood of an event occurring is calculated. Once the threat assessment has been completed, the

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output should be used to proceed to the next stage which is the vulnerability assessment.

Vulnerability assessments examine the potential impacts of the events identified during the threat assessment. The potential events are further classified by their likelihood of occurrence as well as the financial impact to an organization should such an event occur.

The risk analysis is the final piece of the puzzle which helps an organization decide which risks are acceptable, which risks can be transferred to a third party (such as an insurance provider) and which must be addressed with countermeasures.

In short, as many in the Maritime, Logistics, and Security professionals know, effective security, and the peace of mind that comes with it, can only be achieved by thoroughly understanding the threats and risks that an organization faces. It is only through such understanding that an organization’s leadership can invest in, and apply, the appropriate policies, procedures, and countermeasures to properly address these vulnerabilities. G4S can help organizations address their security needs at every step along the way through the provision of our comprehensive security solutions which include: Vulnerability, Risk and Threat Consulting; Manned Guarding Solutions; and deployment of advanced Communications and Integrated Security Technologies.

G4S is the largest multi-solution security provider in the Middle East, offering Electronic Security Solutions, Manned Security Services, Cash Solutions and Facilities Management in 10 countries across the region. With more than 70 local facilities, G4S has 45,000 employees in the Middle East from 48 different nationalities who offer a range of integrated solutions to thousands of international, regional and local customers. G4S is ISO 9001:2008 certified and has received more than 1000 customer recognitions in appreciation of its teams’ performance. l

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Customs, Security & Surveillance

Sponsored by:

Environment & Sustainability

Sponsored by:

Environment & Sustainability

4 Factors to Consider When Choosing the Right LED Fixture he benefits of LED technology are indisputable.

The efficiency, light quality and maintenance solutions have revolutionized lighting at ports around the world. However after the choice to illuminate with LED is made, how do you find the right fixture among the array of options? In order to protect your investment, there are some important things to consider about the fixture design and manufacturer.

Every component part matters For the first time in history, we have a light source that can outlast the assembly of most fixtures. As a result, lighting manufacturers must consider the wear and tear their products will undergo during the LEDs’ long lifetime. There is a large number of fixtures being put onto container handling equipment that will fail before the end of the typical 50,000+ hour rated life. The cause of the failures will likely have nothing to do with the LED. It will be a different component such as the driver, housing, lens or a poorly designed heat sink.

You should challenge lighting manufacturers to prove and stand behind their claims. Ask questions about the driver and LED brands to confirm they are reliable with proven performance records. Also ask about the materials used for the lens, housing, hardware and mounting parts. The manufacturer should be able to explain the key components of the fixture and how it will withstand the rigors of your application.

Versatile fixtures allow for customized light Having a variety of optic options is crucial in customizing a lighting package that is perfect for your application. Without the proper optics, you will have inadequate light distribution. In order to maximize resources, a reputable manufacturer should conduct studies to determine an optimized lighting design for your facility.

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LED lighting optimizes productivity at the Port of Rotterdam

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Sponsored by:

Environment & Sustainability

“The manufacturer should be able to explain the key components of the fixture and how it will withstand the rigors of your application�

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Sponsored by:

Environment & Sustainability

Phoenix’s ModCom 300W LED floodlights illuminate an ARMG at Long Beach Container Terminals in the US

Determination of the best lighting package for a terminal facility should be based on solid industry experience

Reparability is critical to longevity High-quality, well-designed fixtures should also be repairable.

For example, if an LED module needs to be replaced, it is best if it can be done in the field. If a component fails on a fixture that is difficult to repair, the light will likely need to be uninstalled and sent back for repair or, even worse, it could be a total loss.

You may also see manufacturers designing fixtures that can be retrofitted as technology advances and offers even more efficiency.

For example, a module that draws 25W may eventually be replaced with a 15W module as efficiency reaches higher levels. Thus, your investment can be maximized.

Specialization and support is critical before, during and after the sale Although most lighting manufacturers serve multiple industries, look for one that exhibits dedication to the port market.

This includes R&D efforts as most fixtures designed for alternate applications will not survive the challenges of container handling equipment. Determination of the best lighting package for a terminal facility should be based on solid industry experience. Also, consider the after-installation support of your fixture manufacturer.

A reputable manufacturer should provide an accessible support team that can answer questions, provide technical expertise and ensure parts are readily available. l

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Phoenix’s newest LED floodlight option – The EcoMod 150

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Environment & Sustainability

Ecosystems services for terminal operators thRough the U.N.’s Millennium Ecosystem Assessment nvironmental sustainability is about making responsible decisions that will reduce a business’ negative impact on the environment. It also involves making decisions and taking action that are in the interests of protecting the natural world, with particular emphasis on preserving the capability of the environment to support human life. Environmental sustainability forces businesses to look beyond making short term gains and look at the long term impact they are having on the natural world.

As business booms, port authorities, terminal operators and maritime construction groups are joining economists and environmentalists to

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find a measures to protect ecosystems whilst achieving port expansion.

Researchers from the National Institute of Water and Atmospheric Research, point out that human activities put severe pressure on the marine environment. Amongst many of the activities listed are: waterborne transport and port activities, tourism in coastal areas and the maritime industry including dredging, and fisheries. Another report from Enveco Environmental Economics Consultancy, Sweden confirmed a decrease in marine biodiversity can be caused by deterioration resulting from increased sedimentation from dredging.

For instance, surveys indicate that urban

development, such as the construction of piers, harbours, maritime infrastructure and dredging operations in the coastal environments can have a negative impact on the maintenance of habitats.

Though everyone agrees that such activities put pressure on the ecosystem, it must be equally understood about the social and economic importance of maritime infrastructure and port development.

As an industry, the major international dredging companies have met these issues with heavy long-term investments in green technologies, and designs for executing projects in a sustainable fashion.

The concept of ecosystem services (ES) offers an opportunity to advance dredging projects in a cost efficient and ecologically sound way, by assigning a monetary value to both the project and to the potential impacts. ES allows policymakers and stakeholders to ‘compare apples with apples’ in estimating the value of a potential project versus that of the ecosystems at the project site.

After a four-year study involving more than 1,300 scientists from 95 countries, the United Nations issued a report named The Millennium Ecosystem Assessment. Although the subject of ecosystem services had been around for decades, what the MA did was a turning point – it was methodical, clear and compelling. The MA provided an analysis of the state of the Earth’s ecosystems. It described ecosystems as the Earth’s ‘life support system’, providing humankind with essential ‘services’. It defined four basic categories of ecosystem service: provisioning - the supplying of food and water; regulatory - the storage of water, climate and air control; life-

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As for port development and other maritime infrastructure construction, the dredging industry continues to focus on the essential services dredging offers, such as coastal protection and port expansion terminaloperator.com

supporting - nutrient cycles, photosynthesis and crop pollination; and cultural, such as spiritual and recreational benefits. The assessment also provided guidelines for decision-makers and people in general.

Hence with the support of the United Nations’ assessment, the concept of ES has gained momentum. For the dredging industry this resulted in the recent presentation of the Central Dredging Association’s (CEDA) information paper on ‘Ecosystem Services and Dredging and Marine Construction’ at the World Dredging Conference, WODCON XX in Brussels in June 2013. This document has stimulated conversation in the dredging community by specifically framing ES in terms of dredging projects.

Obviously, dredging is often a pre-requisite for the development of coastal defences against flooding, marine and inland infrastructure and land reclamation. But dredging often takes place in sensitive environments, such as coral reefs, sea grass meadows and mangroves.

In this context, strict environmental requirements are usually in place before a project launches; what has changed is the method for implementation.

Two decades ago the role of dredging contractors in planning these projects in terms of the protection of sensitive ecosystems can be characterised as passive. Dredging contractors complied with the environmental regulations, but traditionally their role was focused on carrying out appointed mitigation or compensation measures covering project impacts. Understanding of the relation between dredging and ecosystem health was somewhat limited and left to others.

This often resulted from the lack of available tools and knowledge to predict the behaviour of sensitive ecosystems as a function of dredging operations.

Nowadays, the opposite is true. Contractors are now proactive in developing innovative approaches. Stimulated by tightening environmental requirements and a growing awareness of the role of biodiversity, the contractor’s perspective towards dredging close to sensitive receptor sites has changed.

The reach of the ES concept is growing; for instance in 2011, PUMA the sports manufacturer, as part of its long-term sustainability programme, developed and announced an environmental profit and loss account (EP&L) that puts a monetary value to a business’s use of ecosystem services across the entire supply chain.

Recently a new organisation has been established known as the Natural Capital Coalition. This is a global, multi stakeholder open source platform for supporting the development of methods for natural and social capital valuation and is reaching out to the business world to participate.

As for port development and other maritime infrastructure construction, the dredging industry continues to focus on the essential services dredging offers, such as coastal protection and port expansion. Simultaneously, using the best available scientific and technical practices, dredgers aim to comply with stakeholders’ values and concerns for ecosystems and biodiversity.

Economic prosperity should be a shared value that reaches all corners of our global community, but it should not be achieved at the degradation of other aspects of our global interests. This inner tension between economics and environment demands creative solutions that promote good policy choices where ecosystems are not sacrificed for economic advancements. By using ES valuation to quantify the importance of biodiversity and viewing it as natural capital, the process can hopefully be applied to the maritime industries, to port development and related dredging operations. l

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Drives and Motors from Emerson Industrial Automation Businesses Cut Crane Energy Bills by up to 30% at the Port of Ravenna

he recent installation of an Emerson Industrial Automation engineering solution involving drives, motors and crane control software has led to average energy savings of 25-30% on two ship-to-shore (STS) cranes at the Port of Ravenna on Italy’s Adriatic Coast.

The Port of Ravenna has chosen to use products from two Emerson Industrial Automation businesses: crane management system software, control system software and Unidrive SPMD hoist drives from Control Techniques; and FLS hoist motors from Leroy-Somer.

Milena Fico, the General Manager of Terminal Container Ravenna (TCR), the operator of the Port of Ravenna, says: “Our current investments at TCR have been developed in order to prepare the port to take advantage of future opportunities. The innovative upgrades to TCR’s STS cranes will improve competitiveness and will give it the ability to attract new business.”

Gianbattista Dubini, Director of Marketing, Cranes at Control Techniques, says: “The challenge of day-to-day operations in the busy environment of a container port can distract managers from the need to make basic equipment upgrades that can drastically improve efficiency and effectiveness.”

“This is problematic because, to remain competitive, ports must continually improve efficiency. The Port of Ravenna is future-proofing their operations by upgrading to Emerson Industrial Automation’s drives, motors and crane management software. The outcome of this upgrade is energy savings on the cranes of up to 30%.”

The revamped cranes will have 17 container rows of operational capacity and a lifting capacity of 55 tons. Their height under the spreader is 34.5 meters.

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About Terminal Container Ravenna TCR is the leading container terminal operator in the port of Ravenna and part of the Contship Italia Group.

Its favorable location on the northern Adriatic makes TCR the fastest link to the eastern Mediterranean, the Black Sea and the Suez Canal. Located in an industrial complex, the terminal is directly linked by rail to the richest area of North Italy. TCR provides a full range of value added logistics services within the terminal area and it is specialized in the handling of perishable goods and refrigerated cargo. The team experience and expertise and the high level of flexibility make TCR a highly dynamic terminal. The Darsena S. Vitale Pier has an operating area of 300,000 m² and 640 meter long quay. An additional berth makes it possible to load and discharge two roll-on/roll-off ships simultaneously. For more information visit http://www.contshipitalia.com/ en/marine_tcr.htm About Control Techniques Control Techniques, an Emerson Industrial Automation company, is a world leader in the design and production of electronic variable speed drives for the control of electric motors. The company’s strategy is to concentrate on delivering drives and servo products that enhance the productivity of its customers’ machines and processes. For more information, visit www.ControlTechniques.com

About Emerson Industrial Automation1 Emerson Industrial Automation, a business of Emerson, is a global technology provider that enables productivity, efficiency and quality gains for customers across a spectrum of industries. Its products include alternators, electric motors and drives, electrical distribution devices and mechanical power transmission, fluid automation and ultrasonic joining solutions. Emerson brands include Appleton, ASCO, Branson Ultrasonics, Browning, Control Techniques, Kop-Flex, Leroy-Somer, McGill, Morse, Numatics, O-Z/Gedney, Rollway, SealMaster, and System Plast. For more information, visit www.

EmersonIndustrial.com About Emerson Emerson (NYSE: EMR), based in St. Louis, Missouri (USA), is a global leader in bringing technology and engineering together to provide innovative solutions for customers in industrial, commercial, and consumer markets around the world. The company is comprised of five business segments: Process Management, Industrial Automation, Network Power, Climate Technologies, and Commercial & Residential Solutions.

Sales in fiscal 2012 were $24.4 billion. For more information, visit www.Emerson.com

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“The challenge of day-to-day operations in the busy environment of a container port can distract managers from the need to make basic equipment upgrades that can drastically improve efficiency and effectiveness�

Milena Fico General Manager, TCR

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Edition 1 January-March 2015

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VTS, Navigation, Mooring & BerthinG

VTS, Navigation,Mooring & Berthing

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VTS, Navigation,Mooring & Berthing

Hazards and measures to deal with additional mooring lines number of serious incidents have occurred in recent years involving shore requests for large tankers to moor using additional synthetic lines to supplement their own mooring wires. It has always been the aim of industry experts to raise awareness of the dangers associated with such shore requests for the provision of additional mooring lines, especially those resulting in mixed (synthetic fibre and wire) mooring arrangements.

Handling of mooring lines has a higher potential accident risk than most other shipboard activities. Attention is specifically drawn to the dangers associated with crew handling additional synthetic lines and shore supplied wires, often with indirect leads, which must be stopped off and made fast to bitts.

A prime principle of safe mooring of a vessel is that it is a co-operative venture between the ship and the shore requiring a common understanding of safe mooring practices. To further this endeavour, the Oil Companies International Marine Forum (OCIMF) set up a task force to consider current standards and practices and to develop guidance for the safe and efficient design and operation of mooring equipment.

As a result, the second edition of the Mooring Equipment Guidelines was laid down recently for the industry.

It is highly recommend that a given mooring pattern, ship and terminal operators alike should have a good understanding of these principles, and should recognise the problems which are likely to arise from the use of mixed and/or additional mooring lines. Terminals are advised to develop guidelines for the safe mooring of vessels for using the following concepts of modern mooring management.

The overall mooring pattern dictates the load distribution to each individual line. A safe and efficient mooring arrangement can only be obtained through a balanced load distribution. Loads in any one mooring line should not exceed 55% of its Minimum Breaking Load (MBL). Some of the important suggestions are that wire ropes fitted on winches should be standard mooring equipment on all large tankers, therefore enabling the vessel to remain safely moored alongside the berth under established limiting environmental criteria.

The use of mixed mooring for a similar service comprising full length synthetic ropes used in conjunction with wires, should be avoided. If a wire line and synthetic line are used together in the same service, the wire line will carry almost the entire load, while the fibre line carries practically none. Shore

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mooring lines with adequate tending arrangements, should only be provided to augment shipboard mooring lines when the operating conditions at the berth exceed the restraint capacity of the vessel’s mooring system.

The shipboard mooring arrangements should comply with the OCIMF Guidelines.

User-friendly computer programmes are now available to evaluate the adequacy of the mooring system at a terminal known to have unusual environmental conditions or mooring geometry. Mooring line load measurement apparatus is also available with a central read-out in the terminal’s operation control room and in some vessel’s control room. Such systems have been installed at a number of large tanker berths and at many LNG berths.

The shipping industry has always been concerned with safe mooring practices.

These include the facilitation of safe and efficient mooring, unmooring and linetending operations with minimum demand on manpower. l

Mooring line load measurement apparatus is also available with a central read-out in the terminal’s operation control room and in some vessel’s control room Edition 1 January-March 2015

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VTS, Navigation,Mooring & Berthing

Automation: The only key to reduce stress among VTS operators

ith the rapid growth of container terminal industries globally, challenges on workforce stress has also gone up multifold. The need to counter stress among VTS (vessel traffic service) operators has been one of the top most priorities among industry experts. This urgent need to deal with such challenges among the operators is because the later have immense responsibilities and skilled services that are designed to improve the efficiency of navigation, safety of life at sea and the protection of the marine environment.

Being stressed can make you more alert. Stress in an emergency situation can be a positive thing. Too much stress however, can potentially lead to several negative consequences. Stress accumulated over a period can lead to headaches, bursts of anger, physical pain or discomfort, and poor judgment. Stress levels therefore should be managed and relieved among VTS operators to ensure safe shipping.

The need to reduce stress and the effects of stress in operators are wellknown. There are several mechanisms like education, entertainment and shifts around the world that deal with the problems of these operators. For example, operators rotate positions in the Dover Channel Navigation Information Service, the Maritime Port Authority of Singapore hands over operations to another operator every 45 minutes for its busiest VTS areas. It is also why the IALA VTS Operator course teaches VTS operators about the causes of stress and how to manage it.

Over the years several experts and research papers have probed questions such as how can machines co-operate with users during

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high workload situations and what tasks can a system take on to ease the burden on operators? And the only answer that came as a remedy was Automation.

Some experts point to traffic as the main stressing factor. It is noted that the berthing of a supertanker is often more stressful than the berthing of several small container vessels. Others point stress to the task type, not task load. A collision in one’s area of responsibility, creates more stress than in any other tasks like multiple VHF requests for weather. Several experts carried out trials with real VTS operators to understand the relationship between workload, type and stress.

One such trail consisted of simulated VTS control tasks. They were conducted in two rounds, with experienced maritime traffic operators from Halifax, Canada and the Norwegian Coastal Administration acting as the VTS operators. They were instructed to control a specific area and execute realistic tasks with physical responses measured by connecting the operators to monitoring equipment. Operators also finished with a post-testing questionnaire, where the trials were recorded by video and audio.

The operators completed some situations where each stage increased the workload; from an under load scenario and progressing to an overload situation. Operators were given multiple tasks simultaneously, which resulted in stress effecting both their health and work. The pressure tasks lasted ten minutes and witnessed an increase in blood pressure and breathing rates. The workload also showed the operators’ attention became increasingly narrow as stress levels increased, so dangerous situations were missed and in one case, a (simulated) collision was not identified.

Automation is the key to counter this link between workload and stress in the VTS environment. Co-operative human-machine systems can reduce the level of VTS operator involvement. One of the most successful automations that maritime experts have developed is a means of communication between a shore-based VTS system, and a ship-based system; specifically a portable pilot unit (PPU). This technology was used to develop an advanced Vessel Path Planner.

Here, the VTS operator draws a path for the vessel on the VTS system chart; after which the path planner receives the path and validates it based on chart data. Once the path is established and validated, the rest is automated. The VTS operator is not required to find and report weather data to the pilot, and should the VTS operator become engaged in a critical situation, any warnings relevant to the pilot are automatically communicated. Workload is reduced, and with a reduction in workload stress is reduced.

The co-operative human-machine system and automation in VTS is still in its infancy. More research and development is needed to understand precisely what situations or criteria create high levels of operator stress, and how to deal with them with automation. l

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