Mediterranean Ports and Logistics Association by Outlook Publishing

MEDITERRANEAN PORTS AND LOGISTICS SPOTLIGHT

A historical and intricate network of cultural, economic, and political connectivity, the Mediterranean Sea and its ports have served as a geopolitical hub for millennia and continue to occupy a central position in world trade

Writer: Lauren Kania | Project Manager: Josh Edwards

Called the ‘Mare Nostrum’ by the ancient Romans, the Mediterranean Sea is more than just a sparkling body of water - it is a vital aquatic highway for trade, economic development, and cultural expansion that has existed for over 1,000 years.

The various ports that exist along the extensive shores not only play a critical role in regional stability and growth but also implicate international economies. These ports have operated since the beginning of mankind’s global expansion and should not be underestimated as stimulating factors of future growth.

These nexuses of connectivity are strategically positioned at the crossroads of the Europe, Middle East, and Africa, serving as one of the most globally dynamic sea lanes and furthering the area’s geopolitical importance.

Surrounded by 22 countries and territories, the Mediterranean Sea has a 46,000-kilometre (km) coastline and a basin area that covers 0.82 percent of the world’s ocean surface – approximately 2.6 million square kilometres (sqkm).

With one-third of the world’s total merchant ships crossing the sea each year, the waters are connected to the Atlantic Ocean through the Strait of Gibraltar, the Red Sea by the Suez Canal, and the Black Sea via the Bosphorus Strait, making it one of the busiest continuous shipping routes.

The backbone of world trade, the maritime transport and logistics industry accounted for 80 percent of volumes and 70 percent of the estimated USD$32 trillion value of global trade in 2022, showcasing international dependency on water transportation.

The Mediterranean has occupied a central position in this trade for centuries, enabling the ongoing transportation of goods, services, energy resources, and more.

In addition to its undeniable importance to global connectivity, the Mediterranean Sea’s many ports serve as pivotal drivers in creating jobs, attracting investment in renewable energy projects, revitalising impoverished areas, fostering regional cooperation, and as meeting points for diaspora.

As countries around the globe continue to look towards the future of economic growth potential, maritime ports will play an unparalleled role in these efforts, with the Mediterranean Sea serving as a central player.

INTERVIEW:

MEDITERRANEAN AND LOGISTICS ASSOCIATION

Covering a vast expanse of the Mediterranean Sea, the Mediterranean Ports and Logistics Association oversees the collaboration of commercial and maritime lines within international waters. We speak to Pino Musolino, President, to learn more about the association’s origins and ambitions

PORTS ASSOCIATION

Proudly representing 70 percent of cargo and 90 percent of passenger traffic handled in the Mediterranean Sea, the Mediterranean Ports and Logistics Association (MEDports) is the largest network for maritime and port activities in the area.

The association aims to create a new platform of collaboration, production, and exchange between Mediterranean ports on common issues alongside promoting the internal visibility of the region’s maritime and port locations.

Pino Musolino, President, provides a deep dive into the ever-evolving industry, the association’s goals for a promising future, and its intent to get closer to key international institutions.

EME Outlook (EO): Firstly, please explain the origins of MEDports – when was it founded and what was your initial vision?

Pino Musolino, President (PM): The association was created in June 2018 by Christine Cabau Woehrel, President of the Port of Marseille-Fos. I was the first signatory party and one of the first Vice Presidents who understood that there was a missing link in the chain.

The Mediterranean is made up of different regions and territorial organisations, including Europe, Africa, and the Middle East. However, at that time, there wasn’t a forum for discussing the challenges we were all facing.

We’ve had some ups and downs, but as with any organisation, if you don’t have people pushing through and bringing fresh innovation, then you are living by the chair. The COVID-19 pandemic didn’t help as being scattered across such a big area but unable to meet in person was a huge limitation in fostering cooperation.

The association was formed to fill a gap that required much collaboration and allows for the exchange of ideas and best practices.

EO: What is your current take on the ports and logistics industry across the Mediterranean?

PM: In the last four years we’ve experienced two waves of the COVID-19 pandemic and conflicts in Ukraine and the Middle East, so it has definitely been challenging but we’ve grown stronger, wiser, and more compassionate.

On top of that, we’re also in the midst of the largest energy and business process transitions ever seen in shipping and logistics. There’s currently a lot of enthusiasm, even though uncertainty is the new normal. However, I wouldn’t categorise this as a negative thing as it forces people to be more attentive and careful.

EO: Can you tell us more about MEDport’s three commitments of sustainable business development, cooperation and partnership, and promotion?

PM: All ports within the association have merged into one collective family instead of struggling to create dialogue with each other.

We’re all facing the same challenges. Of course, scale and magnitude can be different, but it doesn’t make a difference if you’re big or small, so we came together and started to exchange ideas.

It is important to note that Mediterranean ports usually have 300 to 500 years’ worth of history and face the challenges of modernity. Our ports, therefore, have a different approach to others around the globe. Equally, we have invested a lot in personal development and pay special attention to the next generation of logistics talent. We additionally have exchange programmes to get to know various people in the association better, easily contain conflicts, and find common ways to resolve problems.

Another pivotal point of action is technological innovation and the complete change of our business model, combined with sustainability, 5G, the Internet of Things (IoT), and more.

We also lobby and bring our standpoints to governing bodies such as the European Union, African Union, and Arab League. We want our voices clearly heard, and having this forum where people can deal with problems together has been helpful for everyone.

EO: How does MEDports’ strategic geographic position provide a distinct advantage?

PM: We’ve been a crossroad of civilisation for millennia. Geography matters because it shapes trade, commerce, and ultimately the economy.

There is historical evidence that the Mediterranean was a thriving area of trade between the Egyptians, the Phoenicians, the Italic populations, and even the Celtics. There is proof in the British Isles of the exchange of copper that came from the island of Cyprus in 3,000 BC. If you mix the past, present, and future, you find that the Mediterranean is very interesting.

Awareness of history and geographical influence is crucial to what we’re doing. Looking at the 21st century, you’ve got Northern Africa – the gateway to the

continent – which will grow significantly over the next 100 years.

Logistics and ports are the unsung heroes of globalised trade. It’s with this spirit that we are working towards the future of the industry. In the last year alone, we have increased by seven members and had ports join that are not in the Mediterranean. As such, we are seeking to expand our membership to the Black Sea with countries like Romania, Bulgaria, and Ukraine, which enter the Mediterranean through the Dardanelles Strait.

Our geographical position imposes a natural tendency to interact and work together, and that’s what we’re doing.

EO: How does MEDports embrace a continuously changing landscape?

PM: We have a very diverse and nuanced group of people with different approaches who bring added value to the table. They have strong technical backgrounds and an approach that comes from the different needs of each area. They are more risk-prone, which encourages our partners to see things differently.

We’ve created a safe environment for people to engage in a continuously changing landscape, and the most important thing is to embrace this rather than see it as a limitation.

Things have evolved at the speed of light due to globalisation, nearshoring, and the creation of just-in-time logistics. Then we had the COVID-19 pandemic, which altered everything in the blink of an eye, and from that moment on there has been constant change.

We also cannot ignore the fact that in the next decade, we’re going to have major reinsurance costs connected to the damage and disruption caused by climate change.

The number of challenges we’re facing is sometimes overwhelming, but we always keep pushing.

“LOGISTICS AND PORTS ARE THE UNSUNG HEROES OF GLOBALISED TRADE. IT’S WITH THIS SPIRIT THAT WE ARE WORKING TOWARDS THE FUTURE OF THE INDUSTRY”

–PINO MUSOLINO, PRESIDENT, MEDITERRANEAN PORTS AND LOGISTICS ASSOCIATION

EO: What about MEDports’ aim of creating a new platform of collaboration, production, and exchange between Mediterranean ports on common issues?

PM: We found there were spots in the ports and logistics industry that were uncovered, and the more we began to dig, the more we understood there were new layers that could be explored. For example, the port-city relationship is a huge thing that primarily belongs to the Mediterranean. Specifically, cruises and overtourism affect small, historical towns and cities. Dubrovnik, for example, has very limited space but receives thousands of visitors every

PORT OF CARTAGENA: A MEDITERRANEAN LOGISTICS LEADER

37.4m

tonnes of

187,700 cruise passengers in 2023

The Port of Cartagena is a vital Mediterranean logistics hub, ranking as Spain’s fourth busiest port and 20th in Europe by cargo traffic.

Specialising in bulk cargo, it handled 37.4 million tonnes in 2023, including 27.7 million tonnes of liquid bulk (biofuels, natural gas, petroleum) and 8.7 million tonnes of dry bulk (cereals, derivatives).

It leads Spain in live animal exports and welcomed 187,700 cruise passengers in 2023. Strategic investments, new routes, and intermodal rail connections by 2025 aim to boost efficiency and competitiveness, securing Cartagena’s future as a logistics cornerstone.

day due to the popularity of Game of Thrones, which can cause problems. On the one hand, tourism brings wealth, but not implementing it sustainably is a recipe for disaster. However, more often than not, the problems are in common and can be addressed collectively rather than individually.

Having the chance to lead such an amazing group and see things develop and grow is a very rewarding experience that I do out of passion.

We all have common ground but come from different historical and cultural backgrounds and have different ways of doing things. Ultimately, diversity is a powerful strength of ours. We are still a very young association, and I hope my legacy is to build a strong foundation for the next generation of leaders.

EO: Are you optimistic about the future of Mediterranean ports?

PM: I must be, otherwise I’m in the wrong line of business! I recognise things are tough, but I feel optimistic because the future is in our hands and I am inspired by my family and many great leaders before me.

I’m positive because I see a lot of potential, breakthroughs, and innovation. They are not without their challenges, but that is what makes them exciting.

It will be tough, and the next few years may not be easy, but history is procyclical like a sinusoid. Hopefully, after every up and down, there’s a marginal increment in improvement, which we have seen thus far.

When leading any association, you need to be optimistic, or you’ll drag everybody down. You must exude positivity, otherwise the people who depend on you will channel that pessimism and negativity to others.

It’s not that you can’t have fears, but they must be handled in a way that doesn’t overwhelm you and allows you to be capable of performing, functioning, and leading. That’s why, in a nutshell, I can’t be anything but optimistic about the outlook of my industry.

EO: Finally, how will sustainability and inclusivity play a crucial role in the future of the Mediterranean ports and logistics industry?

PM: It is important to highlight sustainability and the energy transition. Now is the time to bring more science and less hype and propaganda. Time is of the essence as we’ve got tight deadlines, and we are ages away from

reaching any of the goals we so profoundly and profusely built.

In 2023, the UN had to issue a decalogue on how to avoid greenwashing, which is good for awareness, but we must now invest, experiment, and take risks. We can only do that by pumping money into R&D, unleashing the potential of the private sector, working on purchasing power parity (PPP), and understanding that part of those fundings won’t immediately produce tangible results.

Edison used to say that everybody praised him because of the lightbulb, but nobody knew that to get there, he failed 999 inventions before. Innovation comes from failures and repeated attempts – this is the challenge, and everyone must take it into account. We must believe in our people and allow them to grow, learn, make mistakes, and be part of the process.

Through our work, we can improve and rejuvenate the lives of whole communities, recover brownfields, make new investments, create jobs, and provide new opportunities for businesses not directly connected to the ports such as hotels and restaurants. More than anything, we need to leave an impact through what we’re doing for people.

AS A PORT ASSOCIATION, WE ARE THERE TO CONNECT, NOT DIVIDE, ALLOWING US TO GO PAST MANY OF THE DIFFERENCES THAT SEPARATE CULTURES AND CITIES”

–PINO MUSOLINO, PRESIDENT, MEDITERRANEAN PORTS AND LOGISTICS ASSOCIATION

We need to change some of the metrics. For example, the throughput of cargo is still the angular stone through which we evaluate ports, but this is wrong. You can move ample cargo but pollute the land and infect people with lung diseases and cancer in doing so – does this make you a driver of innovation and growth, or are you just a colossal bacterium? If you are measuring with the wrong metrics, you will have misleading results.

You need to follow the system and the rules, but you also need to be permeable because if people don’t feel they belong to the port and that it belongs to them, even

in cultural terms, they will never allow you to build or create new projects. You will have a lot of social backlash, hindering growth rather than fostering it.

Being a port city makes you unavoidably cosmopolitan and open to the world because you are in contact with another port city one-on-one. You can’t find that spirit anywhere else. If you are on a port, you have the infinite horizon of the sea, which gives you a different approach.

As a port association, we are there to connect, not divide, allowing us to look past many of the differences that separate cultures and cities.

Finally, technological innovation is wiping away many differences, allowing more women to enter the field. As a typically male-dominated business due to the physicality of the work, technology is now equalising it so others can enter.

Ultimately, I see the ports of the future as easy, innovative, sustainable, and inclusive.

medports@medportsassociation.org