Quarterly - 3rd Edition 2015
licensed by creative city and national media council
in the spotlight SOLID PORT SOLUTIONS Mega-ships require mega terminal performance
mega vessels Smart containers make debut on CMA CGM BOUGAINVILLE
exclusive interview Abu Dhabi Terminals on track for another successful year
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Publisher & CEO Liam Williams liam@flipflopmedia.ae SALES Sales Director Sam Khan skhan@flipflopmedia.ae +971 4 369 9061 Sales Manager Adam Walker adam@flipflopmedia.ae +971 4 369 9063 Editorial Editor Sunil Thakur sunil@flipflopmedia.ae +971 4 369 9063 Staff Writer Rachel Stracey info@flipflopmedia.ae Marketing Head of Marketing Harry Norman harry@flipflopmedia.ae +971 4 369 9062 Design Head of Design Marlou Delaben design@flipflopmedia.ae circulation & Production Circulation and Distribution Manager Antonio de Marco circulationdm@flipflopmedia.ae +971 4 369 9063 Database and Circulation Manager Aaliya Khan databaseandcm@flipflopmedia.ae +971 4 369 9063 Production Manager Juan Vasquez productionmanager@flipflopmedia.ae +971 4 369 9063
editor’s note
T
hese are challenging times for everybody in the industry. Shipping lines are seeing falling freight rates and ordering larger ships to achieve economies of scale. Ports and terminals are gearing up to meet the huge demands of these ever-increasingly larger ships. But adversity, after all, is the mother of invention. Enter automation and process optimization. From innovative terminal operating systems to automated, intelligent container handling equipment, suppliers and operators across the board are deploying the latest technologies to meet the challenges of the present day. Making a break from the tradition, online business processing, equipment automation and process optimization are going to be the theme for the next decade. The message is loud and clear: Perform or Perish. We begin this quarter’s issue with some valuable insights and practical advice on how container terminals can scale up performance to meet the demands of servicing mega-sized vessels. A prime example of this is the Rotterdam World Gateway Terminal one of the most innovative and automated container terminals in the world. In the mega vessels section we take a look at the newest induction into the world’s major shipping fleets and try and rationalize the current fashion of ‘bigger is better’. In the Container Handling section we take an in depth look at how to convert from manual to automated RTGs. The most powerful mobile harbor crane has been commissioned last month. In keeping with our focus on technology, in the TOS section industry maven Yvo Sannen explains how simulation can play a key role improving terminal performance while reducing overall costs. So hop on board as we take you from port to port and provide you with a 360 degree view of the industry as it stands today and where it is heading in the future.
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Registered at Fujairah Free Zone PO Box 26734 Dubai, UAE Tel: +971 4 369 9063 Fax: +971 4 369 8989 www.flipflopmedia.ae printed by CMS Printing Press LLC © Copyright 2015 FlipFlop Media All rights reserved While the publisher has made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.
terminaloperator.com
Quarterly — 3rd Edition 2015
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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
Official Distribution Partners
Contents Terminal Planning, Design & Construction
event preview
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PSA LAYS FOUNDATION FOR NEW TERMINAL IN MUMBAI
mega vessels
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RWG readies to handle world’s largest vessels
TOC Middle east
abu dhabi ports
8 – 9 December 2015 Le Méridien Dubai Hotel & Conference Centre Conference | Exhibition | Port Tour | Networking
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Abu Dhabi Terminals on track for another successful year
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in the spotlight
The challenges of mega ships
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Responsible Growth and Social Responsibility at the core of Maersk Line Values
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40 APM Terminals Maasvlakte II Achieves Loading Record
Abu Dhabi Ports sees 41% increase in throughput
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58 Smart Containers Make Debut on CMA CGM BOUGAINVILLE
42 HPH breaks their own teu record
gulftainer
boost in productivity for egypt’s suez canal container terminal in 2016
milaha
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MSC celebrates the christening of MSC Maya
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60 “Mega-ships require mega terminal performance”
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Sharjah and Canaveral Ports sign ‘Sister Ports’ agreement
Quarterly — 3rd Edition 2015
Halul wins award for ‘Most Innovative Stand’ at Seatrade Offshore Conference
Hapag-Lloyd secures financing for five new-builds
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Official Distribution Partners
Contents container handling & crane technology
terminal operating systems
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70 A longer life for your port cranes
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Konecranes Terex plc ANNOUNCED
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PLAN VALIDATION FOR CONTAINER TERMINALS
Liebherr Delivers First LHM 800
Quarterly — 3rd Edition 2015
Seven more for N4
93 JADE MASTER TERMINAL
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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
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Contents customs, security & surveillance
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Detecting Contraband and Radiation
102 IDENTEC SOLUTIONS rolls out new products and reorganizes for growth
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Abu Dhabi Ports launches ‘eye in the sky’ drone Cameras
Mark-It Services sells WAM Technologies to ORBCOMM
environment & sustainability
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DP WORLD PLANS TO HARNESS SOLAR POWER IN DUBAI
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Go Green concludes on a successful note
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ELEVATING TO NEW HEIGHTS
‘OICT, a high productivity terminal and the gateway port of Oman’
Event Preview
TOC Middle East 8 – 9 December 2015 Le Méridien Dubai Hotel & Conference Centre Conference | Exhibition | Port Tour | Networking
T
OC returns to Dubai at a hugely exciting time for the region. Current investments in Middle East port development are close to $35 billion, and this figure is set to rise even further over the next decade. Those Middle East ports among the world’s 100 largest already have a combined throughput greater than 35m TEU. Some estimates suggest this could easily double over the next 10 years. This is driving the region’s maritime sector to invest heavily in infrastructure to meet future demand. Ports and terminals across the region continue to be a major presence in the global shipping and maritime sector as they exploit their strategic location on the Asia-Europe trade lane. Dubai’s Jebel Ali, for example, sits as one of the world’s 10 biggest ports and is a global shipping powerhouse and maritime centre of excellence. Abu Dhabi’s Khalifa Port Container Terminal this year reported a significant 35% increase in volumes handled in the first quarter of 2015 and is one of the fastest growing ports across the world. TOC Middle East returns in December 2015 to offer attendees exclusive insights into the critical factors shaping the Middle East port landscape. The opening session will take a 360
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degree view of the key port and liner shipping developments in the region, with an impressive line-up of keynote speakers: Mohammed Al Muallem, Senior Vice President & Managing Director - UAE Region, DP World; H.E. Musaed Bin Al-Drees, Director General, Saudi Ports Authority; and Martijn Van de Linde, CEO, Abu Dhabi Terminals. The conference is divided into two tracks. The Container Supply Chain sessions provide the latest intelligence on key trends in international and regional trade, container shipping strategy, port development, transport logistics and of course, terminal operations. For those involved in the business of planning and running container terminals, the TECH TOC sessions will bring attendees up to date with the latest thinking in operational best practice, plus equipment and technology innovation to drive improved efficiency, environmental performance and safety. There will be fourteen conference sessions in total and numerous networking opportunities (including evening reception held “pool-side” and tour of Jebel Ali) throughout the event – giving attendees the chance to tailor their own agenda.
Meeting the escalating rise in container traffic The Middle East has capitalised on its prime location in the global supply chain, driven by an increase in import and export trade, billions of dollars are being invested in warehouse, port and terminal facilities and transportation infrastructure. Multinational logistics players already have a strong presence in the region and many regional and domestic companies continue to expand into this market. The region must take advantage of its physical and financial capacity to deliver world class port infrastructure and wider logistical capabilities to ensure continued economic growth. Session to attend: Outlook, Market Analysis & Emerging Trends (8 Dec, 11:15 – 12:45) Speakers include: DHL, Mondelez International (formerly Kraft Foods) & King Abdullah Port Re-engaging Iran The door is opening for Iran to re-join global and regional container trades as sanctions imposed by the United Nations, the US and European Union seem now highly likely to be lifted. In the past three months alone, there have been a number of global carriers – including Evergreen, HMM, Hanjin, Yang Ming, UASC, CSCL, and CMA-CGM – return, adding Bandar Abbas to several Asia-Middle East port rotations. In the port sector, DP World is reportedly interested in talking to Iranian authorities about developing one or more terminals in the country, and Contship Italia Spa. has signed a strategic Memorandum of Understanding (MOU) with Sina Port & Marine Company (SPMCO), with a view to exchanging experience and know-how on various aspects of port operations and logistics management.
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event preview
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• Behzad Alsafi
Session to attend: The Re-Emergence of Iran and the Suez Canal Expansion (8 Dec, 14.00 – 15.30) Speakers include : Mattex Group, Milaha, Bandar Abbas Port Authority Meeting demand in the Middle East Growing container movements and ever larger ships mean that countries across the region are investing heavily in port infrastructure. The GCC Railway, once fully operational, is intended to connect all six GCC nations with track running through many key cities and the regional network. On completion it will comprise 2,177 km of rail, approximately 180 km of
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which would connect major logistics facilities. The region is no doubt putting plans in place to ensure that it can meet escalating cargo traffic, but is it enough and can it be delivered within the required timeframe? Session to attend: Investment, Expansion & Mega Infrastructure Projects (9 Dec, 09:30 – 11:00) Speakers include: SOHAR Port & Freezone, Saudi Arabian Mining Company (Ma’aden), Yilport, Bechtel Port expansion & terminal performance As the region expands its ports and terminal infrastructure, master port planning and design
•
Majid Asadi
is critical for both short and long-term operations. Current focus leans towards having the right infrastructure in place. But is that sole answer? Ports also need to identify a fit-for-purpose strategy that works for them in order to maximise potential? This includes planning infrastructure based on market need, practical implications for development – including planning and dredging consent; financial implications and support mechanisms to ensure that port traffic is merged with other transportation modes. Session to attend: Master Port Planning & Design (8 Dec, 11:15 – 12:45) Speakers include: APM Terminals, Kalmar At time of going to press there are over 30 speakers confirmed including: • DP World, Mohammed Al Muallem, SVP & MD – UAE Region • Saudi Ports Authority, H.E. Musaed Bin Al-Drees, Director General
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Abu Dhabi Terminals, Martijn Van de Linde, CEO Mattex Group, Vasco Amoroso, Director, Group Supply Chain Milaha, Michel Deleuran, EVP DHL, Praveen Joseph, VP for Operations, BPM & VASMENA & Turkey Mondelez International (formerly Kraft Foods), Anil Nair, Regional Quality Head SOHAR Port & Freezone, Marc Evertse, Executive Commercial Manager Saudi Arabian Mining Company (Ma’aden), Bander Boitey, Manager, Supply Chain Bandar Abbas Port Authority, Behzad Alsafi, Senior Expert Sina Port & Marine Company (SPMCO) Majid Asadi, Technology Management Adviser Yilport, Sean Pierce, CEO Ministry of Economy & Finance – Kingdom of Morocco, Mohammed Adnane Ouzzine, Financial Adviser
The latest speaker list, conference agenda and exhibitor list can be found on the event website: www.tocevents-me.com Port technology exhibition The TOC Middle East exhibition is a global showcase for the latest in port and terminal operations. There will be over 50 companies exhibiting and there will be equipment demonstrations outside the venue. Exhibitors include DP World, Abu Dhabi Terminals, Saudi Ports Authority, King Abdullah Port, ABB, Kalmar, Konecranes, Liebherr, Hyster, World Crane Services as well as first time exhibitors in the region including Combilift, and SF Port. The exhibition allows visitors to experience the latest innovation in the industry, connect with the region’s biggest players and explore new business opportunities.l
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in the spotlight “Mega-ships require mega terminal performance” Joost Achterkamp Managing Director Solid Port Solutions Joost Achterkamp currently serves as Owner/ Managing Director of Solid Port Solutions, a company that offers Port related consultancy services and specialized in the field of Container Terminal Automation and Integration. . In 1992 Joost joined Europe Container Terminals (ECT) to work as a Project Leader on the civil cnonstruction of automated container terminals and other projects within ECT. 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. Optimizing the efficiency of the terminal and reaching a performance above 30 cmph was one of the focal poits in that period. By the end of 2001 Joost became a key member of the Euromax Terminal project team as Project Manager Operations with the responsibility of the operational design and the goal of building the next generation of a fully automated container terminal. Beginning of 2004 the Euromax project restarted and he rejoined the team now being responsible for the civil construction and equipment of this state of the art facility. When, in early 2009, the Euromax terminal was fully up and running and handed over to operations, Joost chose a new challenge in his career with by joining ADPC to design and build the first semi-automated terminal in the Middle East, giving him the opportunity to combine his knowledge of civil infrastructure, container handling equipment, terminal systems and project management, all in one job. In 2013 he successfully started Solid Port Solutions.
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The effect of Megaships Nowadays it is impossible to open a container shipping or operator business magazine without reading articles about the mega-ships that have entered into the business in the last few years or the even bigger container ships of 15,000+ TEUs on order and to be delivered in the coming years. Most major ports are telling us that they are ready for handling these giants. But is this actually true? Yes, harbour basins and approach channels have been deepened to 17m and the STS crane dimensions are - in theory - sufficient in height with 50+ mtrs under the spreader and an outreach of 25 rows wide to operate on mega-ships. But at the same time, what has happened with the terminals that will handle the mega-ships? Mostly not much has been changed in terminals. On average, berth productivity is still at a level of 100 – 150 container berth moves per hour - even for the latest generation of semi-automated and fully-automated terminals. Crane productivity can reach 35 container moves per hour and only on rare occasions, when terminals are able to schedule a large number of STS cranes working simultaneously, they are able to publish record productivities of 300+ berth moves.
Euromax Terminal, Rotterdam
Quarterly — 3rd Edition 2015
Looking at the rotation of mega vessels, with most of them deployed on the Asia– Europe trade route, it is obvious that two factors will make the average call size in a port increase significantly. Firstly, shipping lines want to reduce the number of ports of call. In the past in total 12 -15 ports were scheduled in a rotation but with the bigger ships this will reduce to 8 – 12. This effect itself will cause an increase of around 30 to 50% more containers per call. Secondly it is the increased size of the vessels themselves that will make call sizes grow. A round-trip rotation of a 14,000 TEU vessel will produce around 35,000 container moves for all ports. With the recently delivered 18 to 20,000 TEU vessels this figure will go up by 40% to around 48,000 and looking to the future, with 24,000 TEUs we could expect 60,000 container moves per round trip. Call sizes of above 6000 containers (10,000 TEU) for discharge and load will become the standard. With a berth performance of 100 - 150 moves per hour this would mean port calls of two days instead of the single day in the past. As a result, an additional vessel per string should be considered in order to maintain a weekly service. The cost per call will increase dramatically not only due to the bigger
vessel but also due to doubling of the time a ship stays in the port. When designing mega-performance terminals, the industry should realize that additional investments for high productivity will provide a big benefit for shipping lines in cost reduction on mega-vessels. Another result of the increased call sizes and reduced ports of call in the rotation is a higher transhipment volume the mega-hub effect. This might also change the overall capacity of the terminal because the total number of waterside moves will increase and enough berth space could become an issue. Higher performance on the mega-vessels could tackle this; a shorter port stay of the mega-vessel will leave more time for handling the feeder vessels. 300 cmph (container moves per hour) per berth should be the design target for Mega-Hub Terminals. To achieve a berth performance of 300 the target STS productivity should be 50 cmph, on average.
Current bottlenecks in terminal performance Looking back over the last 20 years we can see that there are 4 main types of mega terminals being built. a. Rubber TYred Gantry yard cranes in combination with Tractor/ Trailer; RTG/ITV. Most popular in countries with low labour cost like Asia these kind of terminals have proven to reach high productivity in the range of 35+ cmph per STS. The layout with parallel blocks to the quay is simple but effective. Stacking rules are kept efficient without conflicts between the cranes and the RTGs are flexible in operation on several blocks. However, it seems the RTG/ITV terminal has reached its limits. When operating with 6 or more STS cranes on one vessel on average 8 to
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in the spotlight
Shanghai, Yan Shan Terminal
10 manual driven TTs have to be deployed resulting in a total fleet of 60 or more TTs. This causes a highly inefficient use of the horizontal transport with only around 50% actual driving time. The other 50% of the time the vehicle and the driver are lining up in order to have an uninterrupted STS process. The STS operation is between the legs of the STS and due to the tunnel effect when operating mega-ships with 6 or more STS cranes all vehicles have to enter and leave the vessel operation at the front or rear side of the vessel. This also causes delay due to congestion. Although suppliers have introduced the automated RTG (A-RTG) it seems that a safe operation in a fully automated mode, including an Automated Horizontal Transport System (AHTS), is not easy to achieve because of the mix with the external trucks. From
Dubai, Jebel Ali T3
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an environmental perspective the RTG/ITV operation is moving towards E-RTGs but TT are most of the time still diesel engines and therefore such a terminal cannot be classified as “Green”. So for the RTG/ITV terminal it can be concluded that the terminal can deliver a high performance with 120 – 180 cmph but a stable 300 per berth level is not expected in the near future. b. Cantilever Rail Mounted Gantry (RMG) yard cranes in combination with ITV In general one can say that RMG/ITV terminals can deliver the same productivity as the RTG/ ITV. The advantage of the Cantilever RMG is that the crane itself can give a higher productivity of around 30 cmph and the interchange with the ITV can be controlled in a better
way. The blocks are most of the time also parallel to the quay and very productive for transhipment moves. An Automated RMG with remote operator has been successfully introduced amongst others, in Busan and Dubai. A disadvantage of the RMG is the same as with the RTG; there is still a huge number of horizontal transport vehicles needed, causing the same issues under the crane and a limitation in berth performance. The impact of the more expensive cranes and infrastructure is compensated by a lower number of cranes needed because of the improved productivity and easier positioning. c. Automated RMG with perpendicular blocks With the introduction of the ARMG (also called Automated Stacking Cranes or ASC) and perpendicular blocks to the quay an important problem was solved; it was possible to split the landside operations with external trucks from the waterside operations. The first fully automated terminal in Rotterdam was designed in this manner however at this terminal an additional move with a Straddle Carrier was needed between ASC and external truck or Inter Terminal Transport. With the introduction of 2 ASCs working on one block at CTA Hamburg in 2002 the SC operation could be deleted and the additional time for handling the external trucks directly under the ASC with the landside ASC was less influencing the waterside operation Because of the fully-controlled waterside operations the ASC like terminals are currently reaching a STS productivity of 30–35 cmph and berth productivities of around 150 cmph. But can we expect that this system will reach the 300? Looking at the waterside operations a few bottlenecks have been solved in the last 15 years. The introduction of the second trolley with lashing platform at CTA
Hamburg made it possible to get the manual handling of twistlocks out of the main trolley cycle and to decouple the interchange with the AGV. The shift of the AGV operation to the back reach gave more flexibility to the AGV routing on the quay. These measurements have made it possible to improve the productivity from a level of 25–30 to 30–35 cmph. The latest development is the introduction of racking systems at the ASC transfer area and LiftAGVs to drop containers on the racks. This decoupling will decrease the fleet of AGVs but the question is if it will also give a higher waterside performance. Probably the recently opened terminals at the Rotterdam MV2 will give the answer soon. Similar ASC terminals with manned 1 over 1 Straddle Carriers are performing at a level of 35 cmph with maximum decoupling at both ASC and STS side. The number of ASC blocks per STS is roughly calculated with 2.5 per STS, based on actual performance of existing terminals and simulation studies. In theory we can say that one ASC can deliver 20–25 cmph and five ASCs together 100–125 cmph. In order to support a STS performance of 35 cmph there seems to be an inefficient use of the ASC , even taking into consideration a peak load at landside of 10 cmph per block. Actual figures of ASC terminals with 2 ASCs on one block show that the ASC system is spending 40-50% of its moves on housekeeping even during peak demand. In principle, with perpendicular ASC blocks complicated stacking algorithms and priority conflicts cannot be avoided. Adding more blocks is physically impossible because a 10-wide block has a module width of around 36 m. A mega vessel with a 6 STS operation will require at least 6 x 2.5 = 15 blocks x 36 mtrs = 540 mtrs being much more than the length of the vessel itself. Based on the above it is hard to
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in the spotlight
RWG Rotterdam
believe that the current design of perpendicular ASCblocks can support stable berth productivities of above 200 cmph in an efficient way if the horizontal transport and STS are capable of delivering this performance. d. Full Straddle Carrier operation In some North Western European ports, like Antwerp and Bremerhaven, a full SC operation is still popular. It is a simple but effective way of operating with only one type of equipment serving landside, yard and waterside. The disadvantage is the amount of space that is needed for the yard area to reach high throughput volumes. For handling mega-vessels it can be expected that a full SC operation will give congestion under the STS crane and in combination with a limited stack perfomance, a performance of 300 cmph will be difficult to reach.
How to solve the bottlenecks Designing a new generation terminal requires the courage to think at higher performance levels and with new terminal concepts that are for the next 30 years. Actually, all the technology is available but it is a matter of finding the best mix of existing and proven concepts. Starting point in the design should always be maximizing the waterside performance and STS productivity.
One of the effects of the increased vessel size is that the distribution around average crane cycle times has increased. There is a huge difference in the cycle time of picking up a box at the first row on deck and at the lowest position at the last row in the last hatch. 28
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CTA Hamburg and afterwards copied to other AGV terminals. This system not only separates the twist lock handling from the main cycle but it also shortens the main trolley cycle and decouples the handshake with the horizontal transport Even without big changes to the STS crane design it is possible to reach average productivities of 45–50 cmph when using multi-lifting, dual cycling and decoupling of the twist lock handling. This way berth productivity of 300 cmph is achievable without deploying new technologies.
a. The STS crane One of the effects of the increased vessel size is that the distribution around average crane cycle times has increased. There is a huge difference in the cycle time of picking up a box at the first row on deck and at the lowest position at the last row in the last hatch. Terminal performance can be improved by predicting the cycle times and actively reacting to this. Particularly, remotely operated STSs might be more predictable, because most of the cycle is in automatic mode. Another effect that will make productivity differ from crane to crane is the use of twin lift and tandem lift. Twin lift (2 x 20’) is more or less a fully accepted mode of crane operation and also tandem lift has developed to a mature level with proven high performance. Mega-vessels with big call sizes will be able to use tandem lifting for 80% of the 40’ boxes and this will have a big impact on the overall berth performance. Table 1 shows the use of around 53% tandem lifting and 25% twinlift. Mega vessels with big quantities of containers being discharged and loaded on the same bay provide the ideal situation for dual cycling which by itself can increase productivity by more than 50%. In order to fully utilise the STS production capabilities on a mega-ship the handling of semi-automated twist locks (SATL) should be done outside of the main trolley cycle of the STS. A few methods have been developed to achieve this. The most successful one, a twist lock handling platform with second trolley system was successfully introduced at
Single 40ft Lifts Twin 20 Lifts (Single Spreader) Tandem 40ft lifts Quad 20ft Lifts Others QC 2 3 4 5 6 7 8
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b. The process to support the STS operation Around 1998 at the first fully automated terminal in Rotterdam ECT and Sea-Land worked closely in what were then called Performance Improvement Teams (PITs) to improve productivity from 25 to 30 cmph. “Why is the hook hanging?” was the simple question to start the discussion. Nowadays too this simple question should be the starting point to design the process to support the STS. ITV (Internal Terminal Vehicle) demand by the crane can vary from 30 up to 70 vehicles per hour. Calculating in averages per crane has become pointless and the process to support the STS should have the flexibility to cope with a huge variation in demand. One of the current bottlenecks at the existing terminals is that horizontal transport is arriving too late and causing congestion under the STS. In order to avoid the direct handshake between main trolley and horizontal transport the introduction of decoupling and buffering should be considered,
Crane Breakdowns, Operator Breaks, Waiting Shuttles, Bins, O/H Frames, Damaged Boxes Etc
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Use of tandem and twin lift
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in the spotlight
especially when using tandem lifting. For the decoupling and buffering on the STS itself the lashing platforms with support tables (for twist lock handling) and second trolleys were mentioned earlier in the article. The only disadvantage of this solution is that it will require an additional investment for each STS of around $2.5 Mln. Buffering on quay level can be created by using Straddle Carriers, placing the containers on the pavement under the portal or in the back reach, or with buffering of the vehicles themselves. Buffering of vehicles in a waiting queue can be done by using dedicated lanes per crane but with 8 STS cranes on a vessel this will require a rail span up to 50 mtrs. Sketch 1: QC Booster concept
Quay Crane Booster (qcB) In order to create maximum flexibility a solution should be created that can give: decoupling, buffering, twist lock handling separation and the possibility to use it when needed. Next to that the solution should be capable of introducing automated horizontal transport at existing terminals and to work in combination with SC or ITV/AGV. With this in mind the QC Booster or QCB was designed The QCB can be described as a mobile twist lock handling platform with its own lifting system to place the container on a vehicle or on the pavement. The performance improvement that can be expected when using the QCB with the deletion of the time required to position the container on the vehicle(s), the time to handle the twist locks and in case of tandem lifting, the time to shift the head block to the maximum width. All this together can result in 25% higher productivity. In case the terminal with the 50 mtr rail span STS would like to introduce automated horizontal transport the general arrangement is shown in Sketch 1. Here the vessel planners have the flexibility to use the QCB under the portal or in the back reach or both. Using it for both would make it possible to introduce a decoupled dual cycle tandem lift operation. The QCB is an example of how a technical solution can create more flexibility in the vessel operation process and the QCB design gives a good answer on how to cope with an increased variation in STS productivity in a manned or unmanned operation. Introducing horizontal transport automation will at the moment still have the need to split the manned and unmanned areas. Maybe in the future new technologies currently being developed in the automotive industry will make it possible to mix the two but with the risks associated with handling huge and heavy 30-ton containers it could take a while before this technology is at a fail safe level. c. Flexibility of the horizontal transport Flexibility of the Horizontal Transport System (HTS) on the quay between yard and STS cranes will be an essential factor in designing the mega-performance terminals. The key success factor of a HTS would be that it can handle the
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ASC 8 Wide
ASC 8W
Full Empty Reefer Intendant TP C-RMG maintenance TP
RMG 10W
Sketch 2: The Hybrid Terminal Concept
huge variation in demand for vehicles by the STS cranes and also can support the high peak demands without congestion problems. An important factor is the difference in loading or discharging sequences. STS cranes that are discharging have a relatively simple demand for empty vehicles, every vehicle will do and the only target is to follow the productivity of the STS. Loading on the other hand is until now a more complicated process, for almost all containers the sequence of loading is important and containers should only be placed at the locations according the approved stow-plan. With this mind it is preferred that the HTS should allow some kind of buffering of containers at the STS crane side, this will make it possible that the arrival of the containers is not 100% sequence dependent. The buffering could be with the containers still on the vehicle or with the containers placed on the pavement. Currently, the existing terminals are already faced with congestion at the waterside operations. Higher productivity will aggravate the issue and the challenge will be to design an HTS with a simple routing principle that will avoid congestion and allow buffering. Recently, a new design was introduced that gives access under the back reach of the STS without hindering the operation of the adjacent cranes even if they are working in a “shoulder-toshoulder� configuration This lay-out will make it possible for containers to arrive earlier than needed according to their sequence as long as a spot for the container first in sequence stays open.
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in the spotlight
e. Mixed Yard handling concepts As mentioned earlier in the article, the stacking rules for parallel RTG and RMG yard blocks are less complicated compared with the stacking algorithms for perpendicular ASC blocks. However, both systems have their pros and cons and it could be a good alternative to utilize the advantages of each system in its best way especially when designing a semi-or fully-automated terminal process. Also, for the yard it would be a good approach to start the design by considering the flows at the terminal (import, export, transhipment) and create separate rules for these flows. This principle is used in the terminal design as shown in Sketch 2. The export and transhipment flows are handled via the parallel cantilever RMG blocks and this will guarantee a high performance because of the good pre-stacking of the load containers and the short travelling distances. The import flow is handled by the ASC blocks and is not disturbing the load process in the separate RMG cranes. f. Yard performance The productivity of the yard highly depends on yard planning. Good yard planning creates shorter driving distances for the HTS and minimizes the number of unproductive handlings. For the waterside high performance is required when a ship is being handled but for the yard it is
300 cmph per berth should be the design target for MegaHub Terminals. To achieve a berth performance of 300 the target STS productivity should be 50 cmph, on average.
different. The situation for the yard changes every time, with big fluctuations in the landside and waterside demand. All terminals have their daily peaks in truck visits and some terminals have a limited opening time of the truck gate. In principle different yard planning scenarios should be available in order to anticipate on the actual situation. Although it sounds very logical we still see that it is not commonly scheduled in a way that the time between peaks should be used to optimize the position of containers for the next expected high productivity. New stack designs based on proven technology like the NGICT concept (as shown below) from Frans Koch, CEO Koch Consultancy Group, in which the Overheight Bridge Cranes can pass each other, are promising developments and could be the answer on how to create maximum flexibility in the yard in order to deal with continuous changing circumstances.
LBCT Long Beach
automation; all ingredients from a techincal or system perspective are available in the market. The design of terminals should be focussed on the big variation in required peak performances and on a yard system that is capable of handling continuously changing scenarios in container flows. Tandem-lifting has become a mature mode of STS operation that will be used more and more in the future with up to 80% of all 40’ lifts in tandem. The Horizontal Transport System should be designed for optimized support of multiple containers per STS cycle and a huge variation in STS productivity (30 – 80 cmph) . The “QCB” is an example of a flexible way to support, at existing terminals, the STS cranes that are critical to the overall berth times. l
Summary Mega vessels require a mega terminal performance of 250 – 300 container moves per hour, twice the current terminal performances. All existing terminal designs are limited in performance for various reasons and only a new approach in terminal design will result in mega terminal performances. There is no need for new technologies or additional
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mega vessels
mega vessels
The challenges of mega ships Chinese shipping company Cosco Holdings Co. is the latest to acquire huge box ships. It has agreed to order 11 container vessels, each with a capacity of 19,000 TEUs, for a total of $1.5bln in an “attempt to cut costs”. Delivery is expected in 2018. With this signing, Cosco now just about manages to edge out Hapag Lloyd to become the fifth largest global shipping line in terms of market share with existing fleet and current orderbook combined.
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espite looming overcapacity, the order is the latest in the industry-wide trend of ultra-large container vessels (ULCVs). Orient Overseas Container Line (OOCL) has ordered six 21,100 TEU container ships, with an option for a further six. Mitsui OSK Lines of Japan plans to add six 20,000 TEU vessels to its fleet. French shipping line CMA CGM has ordered at least three 20,000 TEU container ships, with delivery scheduled to begin in 2017, while Copenhagen-based Maersk Line ordered 11 second generation Triple-E ultra-large containerships, with an option to add six more. The capacity of the global container fleet has recently exceeded 20 million TEUs, representing an increase of 1 million TEUs since the beginning of this year. Contrast this with the current idle capacity that stands at approximately 575,000 TEUs - up almost a 100,000 TEUs in recent weeks. As far as new inductions are concerned, 152 container ships with total capacity of 1.27 million TEU have been added so far this year. The total number of new orders for container ships are significantly exceeding the average of the last few years and have reached 190 new builds with total capacity 2.04 million TEU. In just over three years, ninety-seven 18,000 to 20,000-TEU ships have come into service, based on the current order book, with 36 of the giant ships entering service this year alone.
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Here are some interesting statistics: Presently, there are unconfirmed reports of about 200 idle large container ships at port due to weak demand. However, despite this reduction in demand, the capacity of the active fleet is currently 6.3% above last year’s level. In total, idle container ships with over 500 twenty foot equivalent units surged by 90,000 TEUs in the past few weeks to reach 673,000 TEUs, or 3.4 percent of global capacity, the highest rate since March 2014. Scrapping: By the end of 2015, it is anticipated that the scrapping total will barely be half of what it was in 2014 and the sum could be the lowest since 2011, representing approximately just a tenth of the new buildings that have been added to the fleet. Owners of older ships have preferred 2015 to extend the lifecycle of their assets rather than consign them to the scrap heap because demolition prices are less attractive than they were and because there was some renewed demand for Panamax ships as a result of new regional services in the early months of the year, particularly in Asia, and to cover the US West Coast port strikes. Declining Rates: Within the past few months, alliances including 2M, Ocean Three and the G6 have removed sailings on the Asia-Europe trade route, owing to declining freight rates. Maersk Line has indicated that before the end of the year it plans to omit two to four large strings in order to cope with overcapacity, whilst CMA CGM is to begin chartering slots on its transatlantic TAE service of the CKHYE Alliance (excluding Hanjin).
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mega vessels
It is likely that at some stage 24,000 TEU ships will be sailing the world oceans; it is not unimaginable that this will already be the case in 2020
But there is a silver lining. Next year is likely to see a better worldwide performance. One of the potential reasons is the lifting of sanctions on Iran, which will see a major global player come back into action. Dr. Mohammad Saeidi, the head of the carrier IRISL (Islamic Republic of Iran Shipping), has stated that he hopes to see the revived liner become a world top-10 carrier by 2025. In order to reach this goal, IRISL would need to have at least half a million TEUs of capacity. Another factor which could vitalize a sluggish global market is the thawing of US-Cuba relations. Although much smaller in volume than the potential of Iran, it is plays a key role in the soon-to-beexpanded Panama Canal. Despite the crashing Chinese economy, ChinaNorth America and China-Europe trade is expected to grow annually by at least 5% year-on-year over the next five years. Such anticipated growth provides further reason to smile for the major East-West shipping lines. How big? is big? Lets crunch some numbers on fuel efficiency: A 4,900-TEU ship uses 0.016 tons of bunker fuel per day per TEU. With a 10,500-TEU ship, fuel usage per TEU per day drops 31 percent to 0.011 tons. Going up to a 13,200-TEU ship results in only an 18 percent drop to 0.009 tons; a 19,200-TEU ships yields only an 11 percent drop to 0.008 tons per day per TEU. Now lets come to port: The number of containers needing to be lifted on or off the ship during a port call has expanded as ship sizes have grown. However, the number of cranes typically assigned to a single ship has not increased nearly as proportionally. As the trend for ever-increasing container ship sizes continues, a new International Transport Forum (ITF)/ OECD report has indicated that 24,000 TEU vessels could be sailing the world’s oceans by 2020. The new report, which is part
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of the ITF/OECD Mega-Ship project, looks at the benefits of the current mega container ships and whether they still outweigh their costs to the whole transport chain. According to the report, 24,000 TEU vessels could have major impacts on main trade lanes, would raise transport costs and could hinder the competitiveness of ports overall. “It is likely that at some stage 24,000 TEU ships will be sailing the world oceans; it is not unimaginable that this will already be the case in 2020,” says the report. “This is of course speculation; these are strategic orientations of carriers that they are not willing to share.” The report says there are three possible scenarios: The capacity of the fully cellular fleet will grow in line with the market demand growth during the next five years, with the total fleet capacity expanding by roughly one third and containing no units of a new generation of mega carriers with capacities of up to 24,000 TEUs by the year 2020, or grow with 50 units of new generation carriers replacing demand for 19,000 TEU vessels, or with 100 units of new generation carriers. But, the report goes on to state that for ports in the different regions, the average ship size is only one component. “If they want to compete for the hub status, they need to be prepared to receive the largest vessels that may regularly call in the future,” it adds. The report reveals that even if there would be no upsizing of container ships to 24,000 TEU ships, the dimensions of the largest ships calling the ports in almost all regions will change, due to cascading effects. This will require adaptations of port equipment and infrastructure in these ports to be able to handle these larger ships. “This will be even more pressing if 24,000 TEU container ships would be introduced in 2020, as this would further increase the dimensions of the ships, and thus the required infrastructure adaptations, although a more detailed study would be needed to gauge the exact extent of required changes,” the report concludes. The report also makes recommendations to ensure countries and ports’ decisions on accommodation larger vessels aren’t detrimental. These include aligning incentives and costs to public interests – design port dues in such a way that they do not provide incentives for the largest ships – and provide policy support to ports to enhance supply chain productivity and innovation. The report also recommends collaboration at a regional and cross-port level to help strengthen the collective bargaining position of the landside supply chain.
The Physics There are known conceptual assessments of bigger containerships of around 22,000 TEUs to 24,000 TEUs, that estimate them to be potentially be up to 50 meters longer. Current large containerships have breadth consistent with carriage of 22 or 23 stacks abreast on deck. The capacity then becomes a function of vessel length. However, it is considered that the industry is nearing the upper limit of creating capacity increases through greater length alone. More boxes will be squeezed into the current breadth limit, but it is unlikely that vessel capacity will exceed 22,000 teu without increasing the breadth. So it seems that 450m length overall is a realistic upper limit for vessel length for the foreseeable future – so the design of berths for the very largest anticipated container ships should be predicated on a vessel length of 450m. The development of 22,000 TEU vessels will be by means of increasing length, with 430m-433m being the likely dimension. There are two options for 24,000 TEU vessels – either further lengthening with a slightly deeper draft, or a shift to broader vessels on a length of up to 430m. This would entail an additional row of containers. It is realistic to anticipate that 22,000 TEU vessels with a length of around 430m+ and 23 rows wide will be deployed on the Asia-Europe trades. The shift to 24,000TEU+ vessels will be more complex and would involve significant infrastructure and container crane investments. As vessel sizes increase, they will have to be integrated into a well-established maritime world with many complexities in place. This is where automation comes in. Already autonomous ships are routinely used in research, defense, and oil exploration and extraction activities. While autonomous merchant vessels are unlikely to be a reality for many years yet, onboard systems are increasingly becoming automated, which demands a new set of skills and aptitudes from seafarers. why so many new builds this year? The new capacity ordered this year has already exceeded the annual contracts placed in the past seven years, with some owners rushing to sign contracts ahead of the imminent implementation of new environmental regulations. Lets wait and watch. Orders must be signed by the end of October to enable shipyards to lay keels ahead of a January 1, 2016 deadline for new ships to meet stricter nitrogen oxide emission levels set by the International Maritime Organization. Interesting times these, for these behemoths of the sea. l
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mega vessels - maersk
Responsible Growth and Social Responsibility at the core of Maersk Line Values This will require pioneering fleet and network innovation beyond what can be reasonably fathomed today and this is why the entire organization is rallying to accelerate progress for tomorrow.
As the world’s largest container shipping company, Maersk Line has always conducted its activities with three principle core values: 1. Enable Global Trade and Development 2. Do that in a Sustainable, environmentally-friendly manner 3. Provide Emergency relief whenever required, across the world One of the focus areas of the company in recent years has been the development of trade in Africa. Container shipping industry analysts have estimated that the overall African containerized cargo handling has increased by 7.2% last year, as compared with an overall global growth rate of 5.4%. African port container volumes are forecast to continue to increase well above global market volumes. Coming under Maersk’s terminal operations arm, APM Terminals (APMT), the Apapa Container Terminal in Nigeria has consistently seen year-on-year increase in productivity of 10%. APMT has carried out two investment and expansion programmes, which have seen the terminal keep up with growth, eliminate vessel-waiting times and improve safety, reefer
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capacity and facilities in general. Apapa is continuously seeing new shipping lines call the terminal, increasing competition. In Kenya farmers and exporters are able to reach new markets thanks to Maersk’s new routes and reefer container services. In Liberia, supported by new Maersk services, APMT is investing another $32 million in the port. The total investment will reach $120 million by the end of the 25-year concession. This latest round will cover complete paving of the terminal footprint, installation of CCTV security and the construction of a new port office away from terminal operations to keep staff and customers away from the machines. A $1.5 billion investment by the Maersk Group in a new port build in Ghana is creating a modern multi-purpose facility located on what is today an undeveloped beach adjacent to the existing port. It will make room for an initial 3.5 million TEU, have allocated space for a variety of terminal operators and eventually boast 17 berths for vessels of all types, including much larger container vessels than those it can handle today. Through its various core business activities and long-term sustainability programmes around the world Maersk has always
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mega vessels - maersk
found new ways of promoting social and economic progress while minimizing adverse impacts on the environment. One of the company’s philosophies that have helped achieve its development and sustainability goals is decoupling growth from resource consumption. For several years now, Maersk Line has driven energy efficiency improvements across the company, pioneering initiatives ranging from network design and speed optimization to technical upgrades and the deployment of new and more efficient ships in their network such as the Triple-E vessels. A Bold Sustainability Target Last year Maersk set itself a bold target. By 2020, it plans to reduce CO2 emissions per container moved by 60% compared to levels in 2007. The impact of this new target is a sustained decoupling of economic growth from CO2 emissions. In effect a license to grow its business, and its customers’ businesses in years to come, with the least negative impact on the environment. Innovation will be key to delivering the new CO2 target. This will require pioneering fleet and network innovation beyond what can be reasonably fathomed today and this is why the entire organization is rallying to accelerate progress for tomorrow.
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The Clean Cargo Working Group (CCWG) published their annual CO2 emission performance data for the container shipping industry. Overall, industry performance is improving with average CO2 performance for carriers across all trade lanes improving 8% from 2013 to 2014 (29% since 2009). Maersk Line however, is performing better than the CCWG average on almost all trades and globally Maersk Line has more than a 10% advantage over the global CCWG industry average. Maersk Line is also complying with stricter rules by switching to cleaner but more expensive fuels. Simultaneously, it believes that a strong enforcement regime is needed to ensure a level playing field for carriers as well as shippers and to make sure that health and environmental benefits are maximised. Partnership has been a key theme of much of its sustainability work, be it transformational commercial carbon pacts with selected customers, removing barriers to trade in emerging markets or keeping countries connected. By partnering on joint sustainability challenges, Maersk will deliver the business models of the future that generate sustainable and profitable growth, together. Several Maersk Line customers have an ambition to grow their business in a responsible way and the independent verified data from
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mega vessels - maersk
CCWG allows customers to integrate CO2 data into their supplier selection together with other sustainability parameters. Customers interested in CO2 partnerships include Tetra Pak, DB Schenker and BMW, all of which have signed Carbon Pacts with Maersk Line, show mutual commitments to improve the sustainability performance of their ocean transportation. (See statistics below) Low-Emission Ice-Class Vessels Maersk Line’s new orders also reflect the shipping lines commitment to the environment. It has just signed a building order for seven new vessels designed for short-sea services in the ice-prone
Kapil Mehta, Head of Trade and Marketing for the UAE cluster, says: “The CSR efforts of the Maersk Line UAE Cluster - that includes the countries of UAE, Oman & Qatar- for supporting schools in Burkina Faso and Zimbabwe and providing for the relief and health care of the Ebola effected children in Liberia are a testimony of the Maersk Liner Business conducting its business activities in a socially responsible manner. We believe that a business can only be successful if the society around it prospers as well. As we continue to increase our business foot print in the African continent, we are also making efforts of contributing to the upliftment of society where needed the most. Furthermore, we are doing this in partnership with our customers, hence bringing an inclusive approach to this critical aspect of widespread awareness which is essential towards long term sustainability of these efforts. On the business side, Maersk Liner Business is making considerable efforts towards providing cost effective, efficient and reliable solutions to our customers. Our global network, electronic support channels and an exhaustive local network all contribute immensely towards this goal. We are partnering with our major industrial customers in the region both in terms of long term business viability and also doing this in a socially responsible manner. It is encouraging to see shared vision and efforts from our customers on many of these initiatives.”
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Maersk has partnered with SOS Children’s Village in Liberia to provide emergency relief and free healthcare to 720 affected children from ages 0-17 that have lost parental care to Ebola. Baltic and North Sea regions. Built by COSCO Shipyard Co., Ltd in Zhoushan, China, the vessels will have a capacity of 3,600 twenty-foot equivalent units (TEU), a length of 200 metres, width of 35.2 metres and a 10-metre draft. The order is the first in a number of new building orders. Maersk Line has previously announced an investment programme of USD 15 billion over the next five years for new vessels, retrofits, containers and other equipment. The ice-class vessels will trade in Northern Europe under the Seago Line brand, and will achieve unprecedented economies of scale. Seago Line will deploy the vessels in the Baltic and North Sea regions, where they will replace several smaller container vessels, half the size or less of the new buildings. The new vessels will sail on marine gas oil (MGO), thus being compliant
80% MORE VOLUME
with the SOx (Sulphur oxides) emission limits which went into force 1 January 2015, creating the ECA (Emission Control Area) zone in Northern Europe. They will be built specifically to navigate through sea ice, providing Seago Line short-sea and feeder customers with competitive services, also in the winter. The vessels will be delivered in from April to November 2017. Maersk CSR Initiatives in Africa Maersk has partnered with SOS Children’s Village in Liberia to provide emergency relief and free healthcare to 720 affected children from ages 0-17 that have lost parental care to Ebola. 162 affected children have benefited from the program so far. Services provided vary from out-patient to in-patient care, (consultation, lab test and medication) including revisit and follow-up. The Maersk partnership with SOS Children’s Villages will continue to provide free healthcare and support to EVD affected children till the end of December 2015. Another initiative supports equal Information and Communications Technology (ICT) access at the University of Zimbabwe in collaboration with Computer Aid International. 100 PCs have been sent by Computer Aid International to the University of Zimbabwe. In Burkina Faso Maersk is equipping schools in the community of Saaba with solar energy. Partnering with the NGO Kologh Naba, 62 additional public and private schools have now been equipped with solar energy. Maersk is currently awaiting the usage report from the students once the schools reopen in October. Initial feedback shared by the students and the teachers has been overwhelming and heart warming. l
60% CO2 reduction from 2007 to 2020 40% CO2 reduction to date – 8% in 2014 alone! 200 million tons in avoided emissions by 2020
40% LESS ABSOLUTE CO2 EMISSIONS
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mega vessels - cma cgm
smart containers make debut on CMA CGM BOUGAINVILLE The CMA CGM BOUGAINVILLE entered the French group’s fleet when it was inaugurated in October this year by François Hollande, President of the French Republic. It is the fourth vessel of the 18,000 TEU series, bearing the names of great explorers. She pays tribute to the French explorer LouisAntoine de Bougainville, who led, as Captain, of the first French official world tour in the 18th Century
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ith her 400m length – about 4 football fields end to end – and 54 meters width, this giant of the seas and her extraordinary dimensions, has a capacity of 18,000 TEU (twenty-foot equivalent containers). The Bougainville symbolizes the dynamism of the French group, which became a world leader and a key player of the world’s global economy. Calling at Le Havre every 77days, the Bougainville is positioned on one of the most emblematic lines of the CMA CGM Group: The FAL which joins Europe to Asia. In a globalized economy, this gigantic vessel has the capacity to transport almost 200,000 tons of goods between European, Middle East and Asian markets and becomes a key element in such trades. By calling the CMA CGM hubs at Malta and Klang ports, the Bougainville is offered transshipment connections towards worldwide markets. Beyond her exceptional features, the CMA CGM Bougainville is equipped with all the latest environmental technologies, allowing her to become one of the world’s greenest transportation solutions. Thanks to the latest environmental technologies onboard and the optimization of her hydrodynamics, her CO2 emissions/km are historically low.
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In fact, the vessel’s CO2 emissions average at only 37g of CO2/km for each container, energy efficiency almost three times higher than recorded by the group’s fleet 10 years ago. The Bougainville was delivered by the Korean shipyard Samsung on August 25th and begun its first rotation by calling at Asian ports.
In another technological first, The Bougainville is the first containership in the world to be equipped with Traxens technology which transforms containers into smart connected objects and introduces the multimodal transportation system to the Big Data era. The Traxens-equipped smart containers will be able to communicate among
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mega vessels - cma cgm
66 The largest vessel of exceptional dimensions sailing under French flag, with its 400m length, has started its rotation on the Group’s Asia French line. 66 The CMA CGM BOUGAINVILLE is a vessel serving the world’s global economy 66 The vessel is equipped with the latest information and environmental technologies.
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themselves as well as to the ship’s communication infrastructure by using built-in relay antennas, allowing even the most deeply hidden container to be connected. All the collected data will then be sent to CMA CGM Headquarters in Marseille via Traxens’ data centers. The Traxens system collects real-time data throughout the container’s transport whether on land or at sea, adding considerable value to the shipping line and to its customers, insurers, and customs. A wide range of data from each container can be gathered and transmitted to the CMA CGM group including information on location, temperature, humidity level, vibrations, impacts, attempted burglary, customs clearance status and more. The devices provide even greater added value in the refrigerated transport of perishable goods. They can remotely control and adjust the temperature of refrigerated containers and will allow resource optimization for routine inspections. With more than 12 million containers transported by CMA CGM, it means that a huge amount of information will be collected and analysed with the objective of improving the service provided to the end customers. In February 2015, as part of their constant quest for added value innovation, CMA CGM Group strengthened their investment in Traxens, a Marseille based start-up. With this partnership, CMA CGM has positioned itself as a forerunner in the field of Big Data as applied to transport and provides clients with unique solutions for monitoring and collecting information in real time, anywhere in the world. CMA CGM and Traxens aim to promote this technology as an international standard in the world of shipping. l
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mega vessels - msc
MSC celebrates the christening of MSC Maya MSC Maya joins the ranks as the world’s largest containerships at a massive 19,224 TEU, alongside the MSC Oscar, Zoe, and Oliver
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https://www.msc.com/che/press/images
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he vessel is built to exacting engineering standards at Daewoo Shipbuilding and Maritime Engineering (DSME’s) shipyard in South Korea and sail under the Panama flag. The new ship is named after Maya, the grand-daughter of MSC group Founder and Executive Chairman. Fouryear-old Maya broke the traditional bottle of champagne against the ship at the MSC PSA European Terminal in the Port of Antwerp, in the presence of her mother Elâ Soyuer Aponte and her father Diego Aponte, President and Chief Executive Officer of MSC Group. Diego Aponte, President and CEO of MSC, said: “Holding the ceremony in Antwerp means a lot to our family because this is where it all started for MSC. “It was 45 years ago that my father and my mother started MSC with a single conventional ship, the MV Patricia, in Brussels. I believe it is through these kind of moments that we can transmit our passion for the sea to our children, to carry forward what my father has built over the past four decades.” Marc Beerlandt, Managing Director of MSC Belgium, said: “Today, we are honoured to christen MSC Maya in Antwerp, which is MSC’s most important hub in Northern Europe. “Our partnership with Antwerp goes back many years. Both MSC and the port of Antwerp play an important role in the local economy. In addition to our container business, MSC also offers our customers a range of dedicated intermodal services connecting Antwerp to major business centres throughout
Benelux and to various destinations in Northern Europe.” MSC Maya and her sister ships are not only the biggest container ships on the seas today, but design make them among the greenest. The Oscar Series ships are equipped with a modern low fuel consumption diesel engine which reduces CO2 emissions. In terms of structural design, and also for greater operating efficiencies, their double hull structure provides additional strength and resistance for heavy cargo loads. In other developments MSC has opted to purchase a 45% stake in the Trieste marine terminal of the EU-based TEN-T network, according to the Journal of Commerce. This follows news that the carrier is working on an expansion for its Viau Container Terminal at the Port of Montreal, which is taking place to boost TEU capacity at the terminal. Swiss-based MSC’s Italian holding company, Marinvest, is to purchase the stake from Trieste terminal owner TO Delta group for around $22.8 million. MSC’s decision to follow through with the stake sale is anticipated to strengthen its position in the TEN-T network, as the port of Trieste is situated in such a way that it is based in a key part of the TEN-T’s transportation corridors. As well as its terminal plans, the carrier recently signed a credit guarantee agreement with China Exim Bank for $690 million in funding. MSC plans to use this investment to purchase 10 container ships, which will all be over 10,000 TEU and will be leased to MSC on delivery. l
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mega vessels - hapag-lloyd
Hapag-Lloyd secures financing for five new-builds Hapag-Lloyd and a banking syndicate signed a $372 million facility agreement with a term of 12 years yesterday. The Company will use the loan to finance five new vessels, which were ordered in April 2015 for delivery between October 2016 and May 2017. The total investment volume of the order lies in the mid three-digit million US-dollar range
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he five ordered vessels will be deployed primarily on the South American routes and will have a capacity of 10,500 standard containers (TEU) each. With 2,100 reefers plugs each, the vessels are particularly suitable to carry perishable goods. With the investment, Hapag-Lloyd intends to strengthen its position as one of the largest reefer carriers in the world. The banking syndicate was led by joint bookrunners Credit Agricole, DNB, HSBC and UniCredit. As the order was placed with a Korean shipyard, the Korean Export Credit Agencies K-sure and KEXIM agreed to provide financing support for Hapag-Lloyd to facilitate the investment with the Korean yard and will thereby support the overall financing. Hapag-Lloyd decided in parallel to increase its existing revolving credit facility with the financing banking syndicate from $95 million to $200 million in order to strengthen its liquidity reserves at attractive financing conditions. Based on the recent ship financing, Hapag-Lloyd also successfully renegotiated conditions for existing
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vessel financing facilities. In total, the Company was thereby able to decrease its interest burden by approximately $40 million over the remaining life of these financing facilities. “We secured the financing for our new vessels at attractive financial terms”, said Nicolás Burr, Chief Financial Officer at Hapag-Lloyd. “In addition, based on this new benchmark we were able to significantly reduce our interest burden and at the same time gain more financial flexibility by increasing our liquidity commitments.” Co-operation with Maersk Line on dangerous goods Hapag-Lloyd and Maersk Line have agreed to cooperate in increasing the safety of dangerous goods. In a meeting which was held in Hamburg, Maersk Line showed their
interest to implement a tracing system similar to Hapag-Lloyd’s watchdog program into their business processes. This watchdog together with the Hapag-Lloyd FIS (Freight Information System) is continuously examining cargo data to identify anything conspicuous. It has a database of more than 6,000 keywords that is constantly being added to and refined. Dangerous goods that are declared imprecisely, incorrectly or not at all have the potential to pose a major risk to crews, ships, the environment and other cargo on board. “By implementing a system similar to Hapag-Lloyd’s watchdog program, we will be able to increase safety on board of our 600 vessels and at the terminals we call”, says Soren Toft, Chief Operating Officer of Maersk Line. “We will also improve our risk profile and in the same
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mega vessels - hapag-lloyd
“In addition, based on this new benchmark we were able to significantly reduce our interest burden and at the same time gain more financial flexibility by increasing our liquidity commitments.”
time we will be sending a strong message to the shippers, who put safety at risk.” Hapag-Lloyd has been developing the watchdog program since 2011. With their many years of experience, Hapag-Lloyd’s dangerous goods and IT experts played a key role in creating effective search routines. The dangerous goods department was established almost 50 years ago and was the first in the shipping industry. Since then, HapagLloyd’s internal specifications on dangerous goods have repeatedly formed the basis for statutory regulations and have thus become mandatory for the entire industry. “Experience, know-how and secure processes are crucial for a safe transport of dangerous goods”, says Anthony J. Firmin, Chief Operating Officer of Hapag-Lloyd. “We are very happy that we were approached by other shipping lines to learn more about our watchdog program. The cooperation with Maersk Line is a very important step forward for increased safety and security of our entire industry.” Last year, Hapag-Lloyd discovered 2,620 cases of incorrectly declared dangerous goods that were prevented from being shipped. Dangerous goods experts at Hapag-Lloyd investigated over 162,000 suspicious cases, which were recorded using a newlydeveloped watchdog software. l
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Quarterly — 3rd Edition 2015
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Terminal Planning, Design & Construction
Terminal Planning, Design & Construction - DP WORLD
RWG readies to handle world’s largest vessels DP World, together with joint-venture partners APL, HMM, MOL and CMA-CGM, has officially opened the Rotterdam World Gateway (RWG) terminal, providing the global supply chain with the most innovative and automated container terminal in the world.
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P World Chairman, HE Sultan Ahmed Bin Sulayem attended the grand opening ceremony as guest speaker along with the Mayor of Rotterdam, Ahmed Aboutaleb, RWG Managing Director Ronald Lugthart, RWG Board of Directors Chairman Rob van Dijk and Port of Rotterdam Authority CEO Allard Castelein. Rotterdam World Gateway provides container storage and transhipment with maximum efficiency. With a current capacity of 2.35 million TEU, RWG is ready to handle the newest generation of ultra large container vessels (ULCCs) and the future generations to
Source: RWG
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come. The facility has eleven deep-sea cranes, three barge/feeder cranes, two rail cranes and 50 automatic stacking cranes which provide access to both deep-sea vessels and all hinterland connections. These elements, combined with fully automated processes, allow RWG to guarantee a quick and reliable handling of containers for all modalities. RWG is ready to provide ‘Seamless access to Europe’. DP World Chairman, HE Sultan Ahmed Bin Sulayem, said: “Rotterdam World Gateway promises to provide an unrivalled level of automation and customer service and brings a new era of technology and modern efficiency in container terminal operations.
The ease of connectivity between container vessels, barges, road and rail is a vision of how the future can look in our industry. With RWG, the future of container port operations promises to be cleaner, greener, safer, quicker, more inclusive and brighter. I am extremely proud that DP World and our partners are part of that future.” Mayor Aboutaleb of Rotterdam said, “If we, as a global port, have the ambition to remain a world player, we need outstanding companies that are ready for the future. RWG is such an organisation.” High-quality automation: RWG’s terminal is able to handle the largest container vessels afloat in the most efficient and reliable way due to its innovative character. With dedicated handling facilities for road, rail and barge and extensive automation on site, RWG looks very different to a traditional marine container terminal. RWG currently employs about 180 people, a large number of whom are IT specialists due to the level of innovation and automation at the terminal. This is a completely new approach to container operations. Safety and sustainability: The high level of automation at the terminal brings benefits for RWG when it comes to safety and sustainability. These are two areas in which RWG is leading the way. Innovative concepts result in shorter distances for internal terminal transport and less equipment on the terminal. With fully electric cranes, which are powered by 100% green
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Terminal Planning, Design & Construction - DP WORLD
Source: RWG
RWG marks the start of a whole new era of container handling. Via complete automation the terminal promises new dimensions in speed, sustainability and safety energy and generate their own power, RWG is setting new standards in the industry. RWG marks the start of a whole new era of container handling. Via complete automation, the terminal promises new dimensions in speed, sustainability and safety. This in turn also affects the information that accompanies the containers. On Maasvlakte 2, the information always precedes the containers. RWG request carriers, forwarders and shippers to electronically notify all relevant container information in advance. The submission of all necessary information in advance applies equally to import and export cargo, as to trucks, trains and inland barges. Through correct pre-notification, the delivery and/ or collection of containers becomes easier than ever. Every terminal visit proceeds efficiently. l
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Source: RWG
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exclusive interview
Terminal Planning, Design & Construction - Abu Dhabi Terminals
Abu Dhabi Terminals on track for another successful year As one of the most technologically advanced container terminals in the region Abu Dhabi Terminals (ADT) has had a stellar year so far with consistently high container moves per hour and fast truck turnaround times. We spoke with Neil Watson, Chief Operating Officer, ADT, to discuss the reasons for ADT’s ongoing success and how it has come to be the third fastest growing container terminal in the world.
What are the major operational / organizational factors that have helped ADT achieve a remarkable yearon-year volume growth of 41% for containerized cargo? One of the primary factors that have led to this level of performance is that there is confidence and belief in the operational capabilities of ADT. Secondly, we have positioned ourselves well to match capacity with demand. We have always been very careful to look forward and make sure that the capacity that we have in place now, and the capacity we plan, matches with the projected demand in the market. We are constantly
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making investments in infrastructure at various levels. Short-term investments shuttle carriers and material handling equipment. Mediumterm investments in things like quay cranes and automatic static cranes. Then there are longerterm investments in infrastructure. KPCT has been designed to accommodate large flows of cargo, and as such, the volume increase was something ADT had planned for when we started operating KPCT in September 2012. Overall, in terms of operations, ADT has made a huge jump since the inauguration of Khalifa Port Container Terminal (KPCT) on 12/12/2012. Our operations team is consistently achieving 35 GMPH and has recorded the fastest
truck turnaround time in the region - which currently stands at 12 to 14 minutes. Other factors that have helped the increase in productivity and volumes are growth of the industry in Abu Dhabi and the vote of confidence from our customers who are happy with the services we provide. Then there is also ADT’s increased role in regional transshipment and capability to become a regional hub for upper Gulf traffic. New services like the offshore maintenance and repair depot and the launch of our e-services web portal will further facilitate the ease of doing business at KPCT. We strongly believe in value addition to our port. Our onsite warehousing facilities have been increased to almost 2.5mln sq ft. of warehouse space. The opening of the polymer packing facility for Borouge with an installed capacity of packing 700,000 metric tons of polymers a year. This significantly adds to the value-added port-centric logistics services that ADT offers to customers. ADT has also seen a steady increase in new customers and shipping lines that use KPCT. Here our focus is on connectivity. Currently KPCT has 22 weekly calls to 52 direct destinations. Thanks to this connectivity we have managed to gain market share from regional container terminals. When we relocated from Zayed Port our connectivity was limited. Now customers that were previously transshipped through regional ports to Abu Dhabi are now coming directly to KPCT. We have targeted origin and destination cargo going to and coming from Abu Dhabi. In terms of planning where do you stand as of now and what are the plans for the future? The first phase has a design capacity of 2.5 Mln TEUs. We currently have an installed capacity of 1.8 Mln TEUs. The addition of the three new quay cranes and 10 ASCs will take us up to 2.5 Mln TEUs
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Terminal Planning, Design & Construction - Abu Dhabi Terminals
by the end of the first quarter of 2017 in terms of capacity that we will be able to handle per annum. In terms of throughput we expect to handle over 1.4 mln TEUs this year. Next year we anticipate handling 1.6 Mln TEUs and by 2017 we are looking to grow this up to 1.8 to 1.9 Mln TEUs. What are the future plans for further automation and upgrades of infrastructure? There are broadly speaking, two main areas of automation we are focusing on: equipment automation and process automation. We have an ongoing strategy to develop equipment automation and to look at opportunities to automate existing and new equipment. Equipment automation has three broad areas: automation of quay cranes, full automation of our stacking cranes including fully automated truck loading and unloading and thirdly, the automation of our shuttle carriers. Each has a cost and each has a time frame for implementation. Out of these three we are presently taking a closer look at shuttle carrier automation. At the moment we feel this offers the greatest potential benefits in terms of reduced maintenance of equipment, a safer work environment and reliable productivity. On the process side we are looking to further optimize the same using in-house talent and also in cooperation with our vendors. In terms of immediate material handling investment, we currently have 28 shuttle carriers and 5 more are being commissioned and they will come online by the end of October. These are all Terex Sprinter carriers. We have also ordered three new larger quay cranes from ZPMC that will come online by early 2017. In the last 9 months what have been the notable upgrades in infrastructure and new technologies? Our overall IT infrastructure has largely remained the same. System wise we had a Navis N4 TOS upgrade and we are always improving our process automation.
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In April we launched our web portal which received extremely good feedback from the market as it enables our customers to get 24/7 access to essential services and analytics reports about their vessels and cargo. Next month we will implement gate changes that will further reduce truck turnaround time with 1 or 2 minutes, again a major cost saving initiative that benefits our customers.
Neil Watson, Chief Operating Officer at Abu Dhabi Terminals
Equipment automation has three broad areas: automation of quay cranes, full automation of our stacking cranes including fully automated truck loading and unloading and thirdly, the automation of our shuttle carriers. Each has a cost and each has a time frame for implementation.
How has the industrialization of the Abu Dhabi hinterland influenced productivity at the terminal and how do you plan to meet future challenges posed by the same? Khalifa Port was constructed as an enabler for the growth of Abu Dhabi including being the local gateway to the industrial developments in KIZAD. From the start we have planned to enable import and export for the industrial production in the area. We keep a close eye on upcoming projects that will generate significant volumes for import and export of containers. ADT’s truck transaction time has always remained consistent despite ramp up of volumes, as we have sufficient truck bays. On the quay side ADT is geared to handle the biggest ships. We are naturally gearing up for future expansion with more equipment like the latest quay cranes and stacking cranes. What is the value addition provided by ADT's services that keep customers coming back? ADT has always provided competitive value propositions with a high level of engagement for its customers. ADT’s location and sizeable gateway provides access to key export customers such as Borouge and Emirates Aluminum. Ranked in the Top 5 by JOC within the MENA region, ADT’s high and consistent berth productivity minimizes waiting time for ships as compared to the regional benchmarks. Offdock, our short truck turnaround times allow for multiple truck trips per day. Finally, our outstanding safety record ensures all port users are safe and secure whilst working within Khalifa Port. Any notable tie-ups with shipping lines or major freight forwarding companies in the near future? Our corporate philosophy is based on “partnership“ and we are focused on ensuring that the customer experience within Khalifa Port is one of the best not only at port but also at the related logistic services level. We have many of the top shipping companies contracted with Abu Dhabi Terminals due to the value we provide both on the marine and port handling services. Within our logistics business unit, we work very closely with a number of leading providers to once again ensure we have the knowledge and most technically advanced solutions that we can provide to our customers. We will no doubt expand and invest in more capabilities going forward. l
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Abu Dhabi Ports
Abu Dhabi Ports sees 41% increase in throughput Abu Dhabi Ports, the master developer, operator and manager of ports and industrial zones in the Emirate, is handling more cargo than ever before. At the Khalifa Port Container Terminal, which is operated by Abu Dhabi Terminals, cargo volumes increased by 41 per cent in the first seven months in 2015 over the same period in 2014.
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olstered by rapid growth in polymer exports and transhipment activity across the Gulf, over 772,000 TEUs (twenty foot equivalent units/containers) were handled in the first seven months of 2015, up from 549,000 TEU in the same period in 2014. Such productivity levels across all the ports have seen the network of Abu Dhabi Ports grow to more than 100 direct connections to global ports linked to over 36 shipping lines. In the same period, general and bulk cargo saw growth of 21 per cent to 8.71 million freight tons (FT). In 2015, all roll-on-roll-off (RORO) operations were transferred to Khalifa Port from Zayed Port in light of the growing UAE market for the automotive sector. An enhanced yard and terminal facilities opened the door for increased customer services and provided strategic location and flexible capacity. This transition to Khalifa Port saw volume increase by 11 per cent, given the improved efficiencies and quicker turnaround times in port. Today, Khalifa Port offers a capacity of about 350,000 vehicles a year. Capt. Mohamed Juma Al Shamisi, CEO, Abu Dhabi Ports, said: “Our ability to handle record loads across the cargo and transportation market has been facilitated by our commitment to implementing operational efficiencies and adopting next-generation technologies.” Over the past seven months, Abu Dhabi Ports has invested heavily in upgrading infrastructure, implementing new technologies and in buying new equipment to expand operations and continue providing unparalleled service to our clients. At Khalifa Industrial Zone (Kizad), Abu Dhabi Ports saw a total of 19 Standard Musataha Agreements (SMAs) signed this year with national and international investors including Schmidt ME Logistics, Bin Ali Safecare Medical, Adearest – Polar, and SIDDCO Group. These projects will represent one million square meters of plot size. The agreements expose
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their business to outstanding access to markets, world-class infrastructure and dedicated investor support. To date, around 80 national and international investors have chosen Kizad as their production or logistics base – nine of these will have completed construction and will be fully operational by the end of this year. MAQTA GATEWAY The Emirate of Abu Dhabi, celebrated the halfway mark of Stage I implementation of Maqta Gateway. With the new milestone, Abu Dhabi Ports sees full integration of all electronic messaging for transactions processing among port users. The testing of these message flows will continue with the relevant partners, Abu Dhabi Customs and Abu Dhabi Terminals. Both entities are fully integrated in the development process and will continue to work closely with Abu Dhabi Ports as Maqta Gateway looks to expedite and streamline trade across the Emirate by converting and implementing all port operations through a single point-of-access. Stage I of the Project is expected to be completed by end of this year. Purpose-built by the trade community for the trade community, Maqta Gateway Project was inaugurated on 16 December 2014 as a state-ofthe-art port community system (PCS). Maqta Gateway is designed in line with international standards that will serve the community by interlinking all of the relevant parties involved in Abu Dhabi’s growing import and export trade business. Developed in-house by Abu Dhabi Ports, together with the Centre of Excellence for Research and Technology, the commercial, research and training arm of the Abu Dhabi Higher Colleges of Technology (HCT), and under the advisory of Portic-Idom, PCS experts, Maqta Gateway will offer ports, exporters, importers, shipping lines, customs and government agencies a single point-of-access and real-time information – even via mobile – significantly enhancing processing times and communication procedures.
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Abu Dhabi Ports
Abu Dhabi Ports completed an in-depth project analysis and business study on Maqta Gateway in collaboration with Portic and IDOM Consulting in December 2014. Development of the project remains in progress – divided into six stages aimed at final delivery and implementation of Maqta Gateway – and will evolve to address and serve the ongoing needs of the trade community. Stage I, currently ongoing, looks to serve shipping lines and shipping agents, with focus on containerized traffic. To ensure Maqta Gateway is successful and represents the needs of its users, Abu Dhabi Ports works in close collaboration with shipping agents and shipping lines, the current end users, to receive their inputs and validate certain functionalities of the system. Although Stage I is specific to shipping lines and shipping agents, all Maqta Gateway users will benefit from this stage via information services offered: vessel schedules, cargo tracking and other strategic information that will help users set action plans accordingly. The plan is to integrate other user profiles, including clearing agents, and all cargo types in the near future. “Maqta Gateway offers optimization, efficiency, automation and transparency, covering the trade process end-to-end. The implementation of a single point-of-access will be highly beneficial for the Abu Dhabi Government, the trade community, and wider society”, said Captain Mohamed Juma Al Shamisi, CEO Abu Dhabi Ports. “We welcome our customers, users and other stakeholders to take part in upcoming workshops and facilitate the development of Maqta Gateway, ensuring a robust port
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community system that benefits the Emirate of Abu Dhabi and the wider trade community as whole”. Noura Al Dhaheri, Ports Community System Manager, Abu Dhabi Ports, said: “Maqta Gateway is an integrated system. To manage the success of such a complex system, we have developed the software with the highest industry standards and adopted agile approach in project management. This approach is highly flexible and adaptable to the changing demands from different stakeholders and engages them to achieve high quality solutions in minimum time.” For Abu Dhabi, Maqta Gateway offers better risk management, improved levels of security and increased revenue yields with enhanced trader compliance. Trade communities will benefit from transparent and predictable interpretation and application of rules, better deployment of human and financial resources, decreasing costs and improving customer service, and thereby seeing appreciable gains in productivity and competitiveness. Finally, trade facilitation has a great impact on society – linked to the rest of the world, goods will travel more quickly, efficiently, and will be able to be tracked and traced, thereby ensuring delivery. l
General and bulk cargo grows by 21 per cent Transfer of all RORO operations to Khalifa Port completed Kizad SMA’s in 2015 represent one million square metres plot size
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Terminal Planning, Design & Construction - APM Terminals Maasvlakte II
APM Terminals Maasvlakte II Achieves Loading Record APM Terminals Maasvlakte II operations has set a record in Rotterdam on the MADISON MAERSK with 17,152 TEU loaded, including ten high above deck stowage. The vessel sails on Maersk Line’s AE-10 string in the Asia/ Europe trade lane.
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ans Van Kerkhof, Managing Director of APM Terminals Maasvlakte II said:“This is an important milestone in our journey to help our clients achieve the vessel utilizations needed to optimize their networks and compete in the market. Our operations team worked hard to handle just under 1,000 containers during the 15 hour port call”. The vessel sailed with a high utilization to its next destination, Tangiers, Morocco on 30 September 2015. The APM Terminals Maasvlakte II Rotterdam facility ushers in a new era in port innovation. The facility launches the world’s first container terminal to utilize remotely-controlled STS gantry cranes. The cranes move containers between vessels and the landside fleet of 62 battery-powered Lift-Automated Guided Vehicles (Lift-AGVs) which transport containers between the quay and the container yard, including barge and on-dock rail facilities. The Lift-AGV’s also represent the
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world’s first series of AGV’s that can lift and stack a container. A fleet of 54 Automated Rail-Mounted Gantry Cranes (ARMGs) then positions containers in the yard in a high-density stacking system. The terminal’s power requirements are provided by windgenerated electricity, enabling terminal operations, which produce no CO2, emissions or pollutants, and which are also considerably quieter than conventional diesel-powered facilities. The facility, constructed on land entirely reclaimed from the North Sea, has been designed as a multi-modal hub to reduce truck traffic in favor of barge and rail connections to inland locations. Construction began in May 2012, with the first commercial vessel call in February 2015. 2015 and 2016 are the years of ramping up operations and refining the terminal operating system. The 86 hectare (212 acre) deep-water terminal features 1,000 meters of quay, on-dock rail, and eight fullyautomated electric-powered Ship-to-Shore (STS) cranes, with an annual throughput capacity of 2.7 million TEUs, representing an APM Terminals investment of EUR 500 million. At planned full build-out, the terminal will cover 180 hectares (445 acres) and offer 2,800 meters of deep-sea quay (19.65 meters/64.5 feet depth), with an annual throughput capacity of 6 million TEUs. On October 2, 2015, APM Terminals Maasvlakte II delivered 1000 moves with a gross crane moves per hour of 20.8 on MAERSK LANCO – an 8,850 TEU vessel sailing on Maersk Line’s Samba string in the North-South trade. At the 2015 Lloyds List Awards APM Terminals was the winner of the “Port Operator Award” in recognition of establishing new industry standards in the areas of productivity, investment in underserved markets, multi-ports, safety, inland services and innovation. “We are very proud of what we have been able to accomplish as a team effort of more than 20,000 people and grateful for this recognition by the
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Terminal Planning, Design & Construction - APM Terminals Maasvlakte II
judges,” said APM Terminals CEO Kim Fejfer. The transition of the global container fleet to an increasing dependency on vessels of 10,000 TEU capacity and above has introduced challenges to the port and terminal operating industry. These are reflected in both demand for greater terminal productivity and the need for increased accident risk awareness with larger volumes of container movements required for each vessel call. APM Terminals in 2014 demonstrated industry leadership in both key areas, dominating the JOC Group’s annual terminal productivity study, as well as reducing the Lost-Time Incident Frequency (LTIF) rate throughout the APM Terminals port and Inland Services operations by 22% over the year prior. The JOC Group study cited 13 facilities within the APM Terminals Global Terminal Network as among the world’s productivity leaders for the first half of 2014, as measured by crane moves per hour (MPH) with a vessel alongside, with APM Terminals Yokohama once again the world’s productivity leader at 180 MPH. In addition to holding the top spot globally (and concurrently in Asia), APM Terminals Rotterdam ranked first in productivity among European Terminals, with 102 MPH, and APM Terminals Port Elizabeth, at the Port of New York and New Jersey led all US terminals with 82 MPH during the first six months of 2014, within the award entry qualifying period. In terms of Safety Performance, the combined LTIF rate for APM Terminals’ port and inland services operations fell to 1.41 per million man-hours worked in 2014 from 1.81 in 2013; this is the eighth consecutive annual decline in the LTIF rate for the APM Terminals port and Inland Services portfolio. Elsewhere, APM Terminals Apapa, which operates the busiest container terminal in West Africa,
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In terms of Safety Performance, the combined LIFt rate for APM Terminals’ port and inland services operations fell to 1.41 per million man-hours worked in 2014 from 1.81 in 2013; this is the eighth consecutive annual decline in the LIFt rate for the APM Terminals port and Inland Services portfolio with 700,000 TEUs handled in 2014, was named the “Most Environmentally Conscious Port Operator at the Lagos Port Complex” by the Nigerian Port Authority’s Environment Department of the Health, Safety and Environment Division. APM Terminals also continued to invest in emerging markets under served by modern infrastructure, where industry-leading standards of safety and productivity have an even greater impact. In May 2014, APM Terminals signed a 20-year concession to operate, maintain and develop the Port of Namibe, Angola. In June 2015, the
company signed an agreement with the Government of Ghana, for a $1.5 billion expansion of Tema Port, including the construction of new port access roads. “Leadership in innovation, safety, productivity and new investment, however, are not new goals or results for APM Terminals”, noted Mr. Fejfer, as the company was also named “Port Operator of the Year” at the Lloyd’s List Global Awards in 2012. In Spain APM Terminals has reached an agreement with Perez y Cia to acquire their majority stake in the Barcelona-based Grup Maritim TCB and its maritime services’ container terminal portfolio in Europe and Latin America. Grup Maritim TCB has 11 container terminals with an annual throughput capacity of 4.3 million TEUs and an estimated annual container volume of 3.5 million TEUs. The transaction is expected to close by the end of the year and is subject to certain conditions precedent, including relevant approvals. Terms and price were not disclosed. Grup Maritim TCB consists of Spanish container terminal concessions in Barcelona, Valencia and Castellon, on the Mediterranean coast, along with the concessions in Gijon, on the Bay of Biscay, and in the Canary Islands: Santa Cruz on Tenerife and La Palma on Gran Canaria. Outside of Spain, Grup Maritim TCB’s terminal operations include Izmir, Turkey; Yucatan, Mexico; Quetzal, Guatemala (under construction, opening 2016); Buenaventura, Colombia, on the Pacific Coast; and Paranagua, Brazil. Kim Fejfer said “This is an exciting investment for APM Terminals, which adds complementary locations to our portfolio in high growth markets throughout Latin America, in Turkey and a strong gateway presence in Spain. Equally important, Grup Maritim TCB is one of the best run terminal businesses in the market with a history dating back to 1972, when it was first established by the Perez-Maura family in Barcelona. The company has earned a reputation for excellent service and professional people. Being a family company with these attributes makes a combination with APM Terminals a natural fit. I want to thank the Perez-Maura family for entrusting APM Terminals with the legacy of Grup Maritim TCB and look forward to exploring further opportunities of collaborating.” Grup Maritim TCB CEO, Xavier Soucheiron stated “This agreement with APM Terminals marks a landmark moment in the Grup Maritim TCB journey. We share the same core values and views on how to build on our market momentum, where to invest in port upgrades and improve the entire TCB portfolio for clients. Together we can achieve even more potential in the APM Terminals family. Joe Nicklaus Nielsen, APM Terminals Vice President and Global Head of Container Port Business Development negotiated the deal and stated “APM Terminals seeks partnerships with bestin-class organizations who can extend our market reach. Working with Xavier Soucheiron and the leaders of Grup Maritim TCB enables us to effectively expand our reach in six countries, enhance our portfolio and achieve our growth goals.” This latest portfolio expansion of the APM Terminals Global Terminal Network increases the number of operating facilities to 74, in 40 countries across five continents. l
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Terminal Planning, Design & Construction - Hutchison Port Holdings Limited
best breaks its own record Hutchison Port Holdings Limited (HPH) subsidiary Barcelona Europe South Terminal (BEST) moved 15,000 TEU via rail in August, breaking its previous record of 13,000 TEU set in March of this year. During August BEST serviced nearly 300 trains, a 25% increase on its monthly average.
TMZ is a perfect fit with BEST’s semiautomated container terminal in the Port of Barcelona
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he terminal is equipped with two Rail Mounted Gantry cranes allowing trains to be loaded in an average of 1.5 hours per train and unloaded in one hour. Each train has 22 wagons with capacity for 72 TEU. Guillermo Belcastro General Manager of BEST commented: “This is an important milestone for BEST and the Port of Barcelona. With the continued hard work and support from the stevedores and the Barcelona Port Community we hope to sustain this trend for growth.” Rail traffic at BEST has increased significantly in recent years, increasing from 7.17% of local traffic in 2010 to 19% currently. BEST has an eight-track railway facility, the biggest on-dock railway terminal of any port in the Mediterranean. The rail facilities currently serve a large hinterland within a 600 kilometer radius of Barcelona. The potential market for rail has expanded in recent years supporting the strategic objective of the Port of Barcelona to become the Mediterranean’s alternative access point for European markets. Best operates an average of 65 weekly services to and from main destinations; Azuqueca (Madrid), Lisboa, Noain (Pamplona), Selgua, Zaragoza Plaza, Zaragoza TMZ, Villafría (Burgos), Tarragona and France. BEST has also acquired a 20% interest in inland terminal company Depot tmZ Services S.L. Depot tmZ operates the Maritime Terminal of Zaragoza (TMZ), one of Spain’s most important inland terminals. Commenting on the acquisition, Guillermo Belcastro, General Manager of BEST, said: “TMZ is a perfect fit with BEST’s semi-automated container terminal in the Port of Barcelona. This new acquisition will help us provide comprehensive logistics solutions by developing our hinterland network throughout Spain and southern France. “Zaragoza is strategically located mid-way between Barcelona and Madrid and within 300 kilometers of some of Spain’s most important industrial areas including Catalonia, Aragón, the Basque region and Valencia. Combining TMZ’s ability to
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transfer containers to all these destinations with BEST’s deep-sea shipping connections offers logistics solutions that are efficient, economical and environmentally sustainable.” The investment in TMZ will help open up the range of destinations serviced through BEST and the Port of Barcelona. In cooperation with other rail operators BEST has been working to increase the range and frequency of rail services including, since January 2015, a new direct daily connection to the Madrid area. TMZ is BEST’s second investment in its growing inland terminal network. It joins Terminal Intermodal de Navarra (TIN), BEST’s existing inland depot located in Pamplona. TIN has been providing successful and innovative logistics solutions for shippers in northern Spain and South of France since October 2012. Earlier, HPH was awarded the Authorized Economic Operator (AEO) certifications of “Customs Simplifications” and “Security and Safety” issued by the Tax Agency (Departamento de Aduanas e II.EE. de la Agencia Tributaria), making it the only container terminal at the Port of Barcelona with this double certification. The AEO certifications allow BEST’s customers to streamline paperwork, go through fewer physical and document-based Customs control points, and receive priority treatment at control and inspection points as well as advanced notice if their goods require a physical inspection. Jorge Moreno, BEST’s Head of Commercial said: “Obtaining these double certifications of the AEO allows the company to add value and quality to its customer service. The AEO status signifies to customers that BEST is a safe and reliable operator across the European Union. In future, such Customs simplifications will extend globally with the mechanism of mutual recognition” l
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Terminal Planning, Design & Construction - scct
Klaus Holm Laursen SCCT CEO
boost in productivity for egypt’s suez canal container terminal in 2016
Egypt’s Suez Canal Container Terminal is set to get a boost to its productivity in 2016 with the opening of the new side canal to the main channel. Terminal Operator spoke with SCCT CEO, Klaus Holm Laursen, about the terminal’s current productivity and challenges and discussed prospects for the near and distant future for SCCT.
In 2014 SCCT handled about 3.4 Mln TEUs. Looking at the first six months of 2015 how do you think the productivity for the current year is shaping up? And what are the current challenges to achieving that goal? Productivity for the current year is lower than the last year mainly because of the closing of the El Salam Bridge in July last year, which made the East Port uncompetitive for imports and exports to the country. However, that was only until August this year and now we hope to see conditions improve. This year we hope to achieve a
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target of 2.98 million TEU which is approximately 12% less than the year before. When are you expecting the new side channel dredging to be completed and what benefits do your foresee once it has opened? We expect the new side channel to be completed by the end of the second quarter next year. It is will be 9.5 km in length, 18.5 m deep and 250 m wide. The primary benefit of the side channel will be marked improvement to the present navigational situation.
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Terminal Planning, Design & Construction - scct
Presently, ships leaving East Port Said have to wait for ships passing through the Canal to pass before they can leave port in either direction. This causes congestion at both ends of the channel. By extending the side channel we allow ships to arrive and leave the port 24 hours a day giving SCCT a lot more operational flexibility and capability to handle almost double the number of potential ship calls to what it handles today. With the additional ship calls do you have any upgrade and expansion plans for the port and terminal? We are going to take delivery of four additional post-Panamax STS in the middle of next year. These cranes will not only add to our current fleet of 20 but their greater height and reach will make them capable of handling the largest carriers crossing the canal today and in the near future too. Also our draft will improve allowing us to continue servicing the biggest vessels. With the raised operating capacity and greater number of ship calls we hope to achieve productivity of 5.4 Mln TEUs by the 2016. More automation is also planned to have the terminal working more efficiently and at lower costs. What about yard expansion plans? Apart the original plan we are keeping a close eye on developments globally and locally while preparing to take the necessary steps quickly and decisively as and when required. What is the outlook for Egypt’s international trade and domestic industries in the near future? And how conducive is the present environment to domestic and international trade? I think the general outlook for Egypt is positive compared to the recent past. With the development of the Suez Canal and the focus the government has on developing this area I think there is good prospects for many more
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These cranes will not only add to our current fleet of 20 but their greater height and reach will make them capable of handling the largest carriers crossing the canal today and in the near future too.
logistics and production companies to invest in this area. Port Said with its strategic location and state-of-the-art facilities is in a unique position to provide interline and hinterland services of the best quality and at reasonable prices. Therefore, I am very hopeful to see good growth in the coming years. And are getting the necessary support and encourage from the government and local authorities for this? I certainly see faster development and a much more international view taken by the authorities on attracting investments. The present government has a much more constructive approach towards attracting investors and developing business with those that are already here. Of course, things can always become better but the progress is being made and people are finally willing to make decisions to get things to move. So all in all I see very good prospects for SCCT and other local players in the near future. l
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gulftainer
Sharjah and Canaveral Ports sign ‘Sister Ports’ agreement The United Arab Emirates is the USA’s largest trading partner in the Middle East region, a distinction the UAE has held for six straight years. Since 2009, bilateral trade has grown more than 80 per cent exceeding more than $24 billion in 2014.
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he robust UAE-USA trade relationship received a further boost as a ‘Sister Ports’ agreement was signed between His Excellency Sheikh Khaled Bin Abdullah Al Qasimi of the Department of Seaports & Customs, Government of Sharjah, and the Canaveral Port Authority of Florida in the United States of America, represented by Jerry Allender, Chairman, Canaveral Port Authority Board of Commissioners.
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The signing ceremony was hosted by Gulftainer - the largest privately-owned, independent port operator in the world which recently expanded into the USA with a new concession at Port Canaveral. The signing was held at the Sharjah Chamber of Commerce in the presence of Shaikh Fahim Bin Sultan Bin Khalid Al Qasimi, Head of the Department of Government Relations in the Emirate
of Sharjah, Badr Jafar, Vice Chairman of Gulftainer and Managing Director of Crescent Group, Wayne Justice, Commissioner of Port Canaveral; Frank Kruppenbacher, Chairman of the Greater Orlando Aviation Authority; Mohammed Meer Al Sarrah, Director of Department of Seaports & Customs, Government of Sharjah; Jersh Mohammed Bin Jersh, Director of Sharjah Creek Customs; and
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gulftainer
Mr. Allender said “We thank the Sharjah Port Authority for extending a hand of friendship to us, and Gulftainer for graciously hosting us. We look forward to a long prosperous relationship.”
Yaqoub Hassan Abdulla, Director of Marketing & Head of Administration of the Department of Seaports & Customs, Government of Sharjah. The agreement confirms the two ports’ status as ‘sister ports’ in order to extend their mutual understanding for the development of economic resources, international trade and logistics. “The agreement is a ‘Joint Declaration of Collaboration and Cooperation’ by which both port authorities declared their commitment to extend their mutual understanding for the development of economic resources, international trade and logistics; as well as to explore new opportunities to develop cooperation between the ports and enable private companies within the catchment area of the respective ports to collaborate on trade and investment prospects. By signing the agreement, the authorities also committed to exchange information and knowledge between them and develop commercial, technological and cultural ties for
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their mutual advancement,” said Peter Richards, Managing Director of Gulftainer. Sheikh Khaled Bin Abdullah Al Qasimi of the Department of Seaports & Customs, Government of Sharjah, stated: “We are delighted to be part of such an important moment in the history of the UAE-USA trade relationship. The ‘Sister Ports’ agreement strengthens our ties with an already strong partner of the UAE and reflects our commitment to establishing strong international relationships to boost the country’s economic development.” Mr. Allender said: “We thank the Sharjah Port Authority for extending a hand of friendship to us, and Gulftainer for graciously hosting us. We look forward to a long prosperous relationship.” As the main container terminal operator at both authorities’ facilities, Gulftainer, which first started its operations in Sharjah in 1976
with the first container terminal in the Arabian Gulf, will play a key role in enhancing communications between both organizations and the various clients and private companies currently calling at their ports. Sharjah was first container terminal in the UAE when it opened in 1976. With a quay length of 786 meters, housing four berths and draft of 12.5 meters Sharjah Container Terminal houses a yard of 180,000 square meters. The terminal is Gulftainer’s hallmark operation in the Middle East. Peter Richards further added: “As the operator of the container terminal at Port Canaveral, as well as three main ports in Sharjah on behalf of the Sharjah Port Authority, we have welcomed this agreement with great excitement. This will positively impact our operations and we will continue to strive to strengthen the bond that exists with a view to contribute even further to the economy of both port areas.” Gulftainer’s new Canaveral Cargo Terminal at Port Canaveral in Florida, USA, officially opened for business earlier this year with a major launch ceremony attended by more than 300 local, state, and national public officials, alongside leaders of business and trade across the Florida region. The new cargo terminal opening comes one year after Canaveral Port Authority signed a 35-year agreement with GT USA, the US arm of UAE-based global ports and logistics company Gulftainer, to operate and further develop the container and multipurpose cargo terminal. GT USA, which has established its headquarters at the Canaveral Port Authority offices, expects to contribute more than $630 million to the local economy, creating 2,000 direct and indirect jobs when fully developed.
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gulftainer
“Container shipping is a $6 trillion industry that touches 95 per cent of the world’s manufactured goods, and we are determined to bring much more of that business to Port Canaveral in the months and years to come.” GT USA is part of Gulftainer’s strategic vision to triple its global cargo capacity in the next ten years across five continents. The Company is a subsidiary of UAE-headquartered multinational Crescent Enterprises, which is also active in a number of other industry sectors. Badr Jafar, CEO of Crescent Enterprises and Chairman of Gulftainer’s Executive Board, added: “Container shipping is a $6 trillion industry that touches 95 per cent of the world’s manufactured goods, and we are determined to bring much more of that business to Port Canaveral in the months and years to come. What our experience has shown us, time and time again, is that a well-run port can be a huge catalyst for economic growth and development, and we look forward to working with the Canaveral Port Authority and the local community to ensure that this facility becomes an indispensable part of global supply chains.” The unveiling of the new terminal and first container movements included the maiden call of the ‘CMA CGM Jamaica’, a 264-metre container vessel with a capacity of 4,298 TEUs (twenty-foot equivalent units) that berthed at the port, as the deepest vessel to ever call at Canaveral in its 60 year history, before resuming her voyage across the Atlantic and to Europe. A long-time business partner of Gulftainer, CMA CGM is one of the world’s leading shipping companies and is associated with Gulftainer at several locations around the world. Peter Richards, GT USA Chief Executive Officer and Managing Director of Gulftainer Group, said: “This new state-of-the-art facility is ready to get to work with two berths, two cranes and 20 acres of land already developed. In Gulftainer’s partnership with the Canaveral Port
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Authority, it is our policy to partner with the entire community and we hope to make this a world-class container terminal servicing the Florida region, the nation and beyond.” The Canaveral Cargo Terminal, which begins operations with a TEU cargo capacity of 200,000 TEUs, has ambitious plans to triple capacity to 750,000 TEUs. With a present quay length of 602 meters it is an ideal gateway for container shipping to the central Florida market and beyond, the new terminal provides an excellent connection to central Florida’s bustling consumption centres and growing number of distribution centres. The terminal is able to turn around cargo imported into Port Canaveral to the Orlando area within one hour, the fastest transit time when compared to other container terminals in the State. The Khorfakkan Container Terminal has 2 km. of quay length, six berths and a 16-metre draft. Its 22 cranes service 450,000 square meters of container storage area capable of storing 50,000 TEUs at a time. The terminal’s annual capacity is currently 5 million TEUs. Earlier this month, Gulftainer welcomed CMA CGM’s largest container vessel at its Khorfakkan Container Terminal in Sharjah, the ‘CMA CGM Kerguelen,’ with a total capacity of 17,722 TEUs. Gulftainer has also set a new record for the handling of the largest single unloading and loading of a vessel call on Khorfakkan at 19,561 TEUs. The terminal staff completed the record-breaking call of the CMA CGM Jules Verne container ship with the help of 11 cranes in only 54.5 hours. The 396-meter-long and 54-metre-wide vessel has been one of the largest container ships in the world sailing under the French flag. Khorfakkan Container Terminal has won the honor of ‘Shipping Port of the Year’ at the 2015 Supply Chain & Transport Awards. l
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A GLOBAL NETWORK A LOCAL, PERSONAL APPROACH MSC is a world leader in global container shipping and a company that prides itself on offering global service with local knowledge. The company has access to an integrated network of road, rail and sea transport resources which stretches across the globe. Excellent and flexible customer service is at the heart of the company’s ethos - which means having total confidence in the quality of service you will receive. To find out more, contact your local MSC office.
msc.com
milaha
Halul wins award for ‘Most Innovative Stand’ at Seatrade Offshore Conference Halul Offshore Services Co., a wholly-owned subsidiary of Milaha, participated in Seatrade Offshore Marine and Workboats Middle East which took place from October 5 to 7, 2015 at the Abu Dhabi National Exhibition Centre in the UAE. Halul took part as an exhibitor at the event and its CEO, Vivek Seth, spoke at the Marine and Offshore Leaders’ Forum about the state of the marine and offshore industries in the Middle East. The company also received an award for the ‘Most Innovative Stand’ at the exhibition.
H
alul Offshore Services Company was established in 2000 to provide the most comprehensive offshore support services to the oil and gas industries locally, regionally and even worldwide. The company currently operates a fleet of 40 offshore service vessels. Milaha’s current activities include marine transportation in gas, petroleum products, containers and bulk; offshore support services; port management and operations; logistics
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services; shipyard; trading agencies; real estate investments; and asset management. The Marine and Offshore Leaders Forum discussed the challenges facing the offshore services industry and its future, in light of the prevailing market conditions. The key topics included analyses and forecasts of the oil price; supply and demand drivers for offshore services; and a focus on regional developments – from the Red Sea to the Caspian Sea, and from Africa to South Asia.
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milaha
Mr. Abdulrahman Essa AlMannai, President and Chief Executive Officer of Milaha, said: “In the light of the decline in oil prices, it is vital that industry leaders brainstorm about how to meet the current challenges and devise strategies to enhance competitiveness. Seatrade Offshore Marine and Workboats Middle East and The Marine and Offshore Leaders Forum were an important platform to gather decision makers and stakeholders to take an indepth look at the options and to discuss issues of supply and demand affecting mid- to long-term profitability of the sector.” Seth said: “The price decline in the oil and gas sector is a challenging issue for the marine and offshore services industry. This has led us and our peers to re-evaluate our strategies as we explore new business opportunities. We believe now is the right time, as an industry, to improve on our standards of service, initiate technological innovation, and enhance quality, safety and security to ensure long-term sustainability. As we adapt to the changing market, such moves will enable us to ride out the prevailing volatility while we plan for long-term growth. The Marine and Offshore Leaders Forum at Seatrade Offshore Marine and Workboats Middle East is a great opportunity to debate relevant issues and discuss strategies to overcome difficult times with our peers and partners.”
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“The price decline in the oil and gas sector is a challenging issue for the marine and offshore services industry. This has led us and our peers to re-evaluate our strategies as we explore new business opportunities. We believe now is the right time, as an industry, to improve on our standards of service, initiate technological innovation, and enhance quality, safety and security to ensure long-term sustainability. Seatrade Offshore Marine and Workboats Middle East is one of the region’s leading event for offshore marine-related industries, workboat operators, builders and equipment suppliers. The biennial conference and exhibition gathers industry leaders and decision-makers to brainstorm on strategic
topics. The session saw the participation of a senior delegation from Milaha, led by HE Sheikh Ali bin Jassim Al Thani, Milaha’s Chairman and Mr. Abdulrahman Essa AlMannai, President and Chief Executive Officer, Milaha along with Halul Offshore’s senior management team based in Qatar and the UAE. l
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Terminal Planning, Design & Construction - Bharat Mumbai Container Terminals Private Limited
PSA LAYS FOUNDATION FOR NEW TERMINAL IN MUMBAI Bharat Mumbai Container Terminals Private Limited (BMCT), a wholly-owned subsidiary of PSA Bharat Investments Pte Ltd (which is a subsidiary of PSA International) celebrated the laying of the foundation stone today to mark an important chapter in the development of the fourth container terminal in Jawaharlal Nehru Port (JN Port), India.
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he ceremony was graced by The Honourable Shri Narendra Modi, Prime Minister of India; Shri Nitin Jairam Gadkari, Union Minister for Shipping, Road Transport & Highways; Shri CH Vidyasagar Rao, Governor, Maharashtra; Shri Devendra Fadnavis, Chief Minister, Maharashtra; Shri Rajive Kumar, Secretary, Ministry of Shipping of India; Shri Anil Diggikar, Chairman, Jawaharlal Nehru Port Trust (JNPT); Mr Lim Thuan Kuan, Singapore High Commissioner in India; Mr Tan Chong Meng, Group CEO, PSA International; and government representatives as well as members of the business community in Mumbai. “Today’s ceremony marks a key milestone in the joint efforts between PSA and JNPT to develop this new container terminal called Bharat Mumbai Container Terminal in Jawaharlal Nehru Port, India’s largest and premier container gateway. The Indian government has identified sustainable economic growth as a key pillar in the country’s ‘Vision 2022’ and the development of BMCT, PSA’s latest port project in India, will help facilitate that. I wish to thank JNPT and other stakeholders in India for the opportunity to work alongside them to develop this monumental project in India,” said Mr Tan Chong Meng, Group CEO, PSA International.
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BMCT will help facilitate trade and cater to the everincreasing demand for container handling capacity at JN Port. The new terminal will serve the important industrial and manufacturing centers and cities in India’s largest hinterland, and play a role in supporting India’s fastgrowing economy. Equipped with the deepest berths in JN Port and advanced port technologies, BMCT will be able to handle and ensure swift turnaround of the large container vessels plying our oceans today. BMCT will be completed in two phases with each phase of the terminal having an annual capacity of 2.4 million TEUs. The development of Phase 1 is expected to be completed in three years. Upon full completion of both phases, BMCT will have a quay length of 2,000 meters, 24 state-of-the-art quay cranes and a designed capacity of 4.8 million TEUs per annum. l
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No lines. No problem. Cavotec MoorMaster™.
Cavotec MoorMaster™ is a vacuum-based automated mooring technology that eliminates the need for conventional mooring lines. Remote controlled vacuum pads recessed in, or mounted on, the quayside, moor and release vessels in seconds.
Cavotec is a global engineering group that enables industries worldwide to improve productivity, safety and sustainability. Cavotec delivers power transmission,
MoorMaster™ dramatically improves safety and operational efficiency, and enables ports to make infrastructure savings.
distribution and control technologies that form the link between fixed and mobile equipment in the Ports & Maritime,
Operated by a single person either on board ship, or on land, the technology also reduces the use of tugs thereby improving operational efficiency and reducing environmental impact. Constant system monitoring ensures that MoorMaster™ automatically holds vessels at a pre-determined distance from the quayside. The technology is used by a growing number of operators worldwide, and has performed more than 115,000 mooring operations at ferry, bulk handling, Ro-Ro, container and lock applications around the world.
cavotec.com info@cavotec.com
Airports, Mining & Tunnelling and General Industry sectors. In addition to MoorMaster™, Cavotec’s technologies for ports and terminals also include Alternative Maritime Power systems, motorised and spring driven cable reels, radio remote controls, Panzerbelt cable protection systems and crane controllers.
Inspired Engineering
Supported by
Container Handling & Crane Technology
Container Handling & Crane Technology - kalmar
A longer life for your port cranes This white paper describes the possibilities and processes of converting a rubber-tyred gantry crane (RTG) terminal to automated operation (Kalmar AutoRTG ). Increasing the automation level of a terminal with products that automate a single part of the operation or the whole process is recognized as the next step towards improving performance at today’s container terminals. The benefits of automation include lower operational costs as well as improved terminal productivity, capacity, safety and security By: Timo Alho, Director, Terminal Automation, Kalmar, Tommi Pettersson, Vice President, Automation, Kalmar Mika Virt Anen, Vice President, RTG and STS, Kalmar
A
utomating an existing RTG terminal is a complex project that requires deep expertise, careful planning, a capacity for wideranging systems integration and the ability to consider numerous factors beyond technical implementation. Besides the actual automated system, there is also extensive change management within the entire organization of the terminal, as operating an automated terminal requires a thorough change of business processes as well as different skillsets for the people operating the terminal. In this paper, we examine several of these areas, ranging from the financial impact of automation to terminal and infrastructure design as well as organizational considerations. Finally, we look at proven results from the advanced RTG installation at Norway’s largest freight port in Oslo.
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1. Why AutoRTG? 1.1 RTG benefits Rubber-tyred gantry cranes (RTGs) are the most popular equipment choice for container stacking at terminals around the world, especially where high-capacity stacking and good maneuverability are key requirements. With a global installation base of some 8,000 machines, approximately 60% of the world’s container terminals use RTG s. Automated RTGs are suitable for the same types of terminals as manually operated rubbertyred gantry cranes. The main reasons to choose an RTG setup compared to other terminal concepts include simplicity as well as relatively low capital expenditures and infrastructure costs for deployment. RTG s are also highly flexible; by contrast with rail-mounted automatic stacking cranes (ASCs), the rubber-tyred cranes can be driven to a different area of the terminal if, for example, additional capacity is needed at another stack. RTGs also offer high stacking density and an easy automation upgrade path that is compatible with older equipment. As RTG s are able to interact with both road trucks and terminal tractors, the RTG concept is equally suited to both transshipment and import-export operations. When considering the choice of automation solution and terminal concept, it is important to remember that the question is not an either/or choice. Hybrid terminal layouts utilising multiple horizontal transportation and/or crane technologies are also possible. 1.2 Benefits of automated operation An automated RTG terminal offers several clear advantages over a traditional manually operated terminal. The most immediate and most easily quantified gain is significant savings in terminal operating expenses such as labor and maintenance costs. Other direct benefits include increased efficiency, more predictable operations, higher availability, significantly improved occupational safety, better site security and longer equipment life spans. An automated RTG terminal can utilize various options for horizontal transportation equipment. These can range from traditional terminal tractors and manual shuttle carriers to automated guided vehicles and fully automated shuttle carriers. When automating an existing RTG terminal with an AutoRTG solution, a major benefit is that the full horizontal transportation system does not necessarily need to be revamped, but the existing terminal tractors can remain in operation. Automation brings benefits to terminals of any size. In RTG terminals, the benefits typically
become most apparent when operating half a dozen or more RTGs. However, even a very small terminal can realize performance gains from the first level of automation (remote-controlled operation). Automation can be implemented in steps; even a small investment will reap immediate benefits, and more can always be added later. RTG automation is relatively new in the industry; however, proven technologies from ASCs are increasingly being deployed in this field. An often-heard remark from people seeing an automated terminal for the first time is how smooth the operation seems. No aggressive driving is seen, no containers are banging on the ground, and everything proceeds in a steady, systematic fashion. In an automated terminal, equipment is always handled optimally. Collisions due to human error and unplanned repair tasks are eliminated. Automated equipment also conserves resources and contributes to the sustainability of operations. Significant fuel and energy savings are realized through optimal driving patterns as well as the reduced need for air-conditioning and yard lighting. 2. Terminal implications 2.1 Timeframes for conversion The time required for the conversion of a manual RTG terminal to automatic operation depends greatly on the specific design, needs, operational environment and business goals of the terminal, in addition to target automation level, desired phasing of the project and the amount of equipment. However, a typical timeframe for an automation conversion project might be 12 to 30 months, though this is contingent on numerous factors including the need for possible terminal operating system (TOS) upgrades. When planning the conversion timeframe, a key consideration is whether to optimize for maximum testing of new systems or for the swift adoption of the new processes and organizational culture required by automated operations. A slower transition will enable more thorough technical testing and training of operational personnel, but a quicker transition may be preferable for organizational reasons. 2.2. Managing the transition period In any automation project, a key priority is carrying out the conversion with minimal disruption to the existing operations of the terminal. This requires careful advance planning. An RTG terminal can be automated in several steps, each implementing further levels of automation. Automating an RTG terminal
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Container Handling & Crane Technology - kalmar
does not necessarily require any changes to the terminal layout, but an automation-optimized layout may improve efficiency, especially if the horizontal transportation concept is re-organized. If horizontal transport is also automated, the procedures for STS operation, landside interface and reefer operations will change completely. Alternative processes may need to be introduced also to handle non-standard cargo that cannot be taken into the automated area, as well as for empty container handling. However, it is also important to remember that RTG automation can be realized without changes to the terminal layout. Change management of the workforce needs to be taken into account from the very
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beginning. The professional profile of the people operating and managing automated equipment will be markedly different from the staff running a manual terminal. Completely new skill sets are needed, and maintenance standards will need to be revised thoroughly. A well-planned automation project will also encompass training of the workforce as well as further development of the skills of equipment operators.
levels of automation, layout changes can give a significant increase in the capacity of the terminal within the same land area. An RTG automation conversion project can also be a natural point at which to carry out forward-looking upgrades on other terminal equipment. For example, diesel-electric RTGs can be upgraded to electricpowered RTGs which will be easier to automate in the future.
3. Infrastructure 3.1 The big picture When automating rubber-tyred gantry cranes, the existing terminal infrastructure can in most cases be left as it is. However, to gain additional operational efficiencies at the more advanced
3.2 Separating people and machines The number one priority in an automated terminal is maintaining strict separation between automated operations and areas in which people work, and designing safe yet practical interfaces between the two. In an AutoRTG terminal,
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particular attention needs to be devoted to truck lane operations in which road vehicles and their drivers are in the area. For automated horizontal transport, processes must be developed for all activities that involve people moving in the same area as the transport equipment. These include, for example, the handling of exceptions. All non-standard cargo that requires manual handling also needs to be kept out of the automated operating area. 3.3 Software integration Automated equipment is only as good as the software controlling it. To obtain the desired performance from automated container handling equipment, the terminal’s ERP (enterprise resource planning), TOS and other systems must be up to the task, and designed to seamlessly fulfill the required business processes while providing efficient ways to handle exceptions. An efficient automated terminal requires that business processes are mapped carefully, and the systems are designed to follow these processes seamlessly. Software integration needs to take place at all levels, from yard equipment to process automation. The complete system design, including all subsystems, has to be implemented according to a single set of business processes and exception scenarios, where the roles and interfaces between the subsystems and users are clearly specified. Converting a manual RTG terminal to an AutoRTG terminal Smooth and efficient deployment of new technology in an automation project requires thorough testing to ensure that all subsystems form a solution that complies with planned business processes. The execution of all business processes has to be confirmed first in a lab environment where all subsystems are present and end-to-end scenarios have to be verified with simulation and emulation before starting the testing in a live environment. Kalmar can offer a comprehensive emulation environment that runs an authentic terminal logistic system with simulated vehicles and cranes. Complex deployments can include a number of different software versions and releases from multiple vendors, which can all be tested beforehand with actual terminal data. 3.4 Integration services Integrating an automated container terminal is a significant task that demands seamless interfaces between numerous systems and subsystems. The task can be simplified greatly by professional services delivered by a trusted systems provider. In addition to testing, such services can include, for example, integration management that involves
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coordinating multiple sub-projects to deliver a single solution to the customer; or operational consulting that identifies ways the terminal can improve its operational processes. 4. Automation conversion 4.1 Degrees of automation in an AutoRTG terminal RTG terminals can be set up with several levels of automation, from basic crane remote control all the way to fully automated operation. The desired automation level can be selected based on the existing systems, operating environment and business goals of the terminal. Typically, process automation is deployed prior to – and alongside – automated equipment as the first step in gaining the benefits of terminal automation. 4.1.1 Remote control The most basic level of terminal equipment automation is remote control, which already enables a single operator to control multiple
The number one priority in an automated terminal is maintaining strict separation between automated operations and areas in which people work, and designing safe yet practical interfaces between the two. In an AutoRTG terminal, particular attention needs to be devoted to truck lane operations in which road vehicles and their drivers are in the area.
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Container Handling & Crane Technology - kalmar
cranes. For manual RTG s, crane idle time is usually approximately 50%. In a typical situation, a terminal might need to manage 10 RTGs at night with only a few road trucks arriving, because the required containers are located around the yard. Remote control provides the possibility of adjusting the manning level of the terminal based on the true amount of moves needed instead of the number of cranes, as the operators are located in an office environment at remote control desks, able to take over control of any crane in the terminal. Typically, a single operator can manage up to three RTGs remotely. 4.1.2 Remote control with driver assistance At the next level of automation, the crane makes automatic gantry and trolley moves under the operator’s supervision. This mode of operation streamlines operations and saves valuable seconds on each move, providing significant incremental gains over time. Automatic gantry steering is already the norm in new RTG installations. Other automated solutions that are rapidly gaining ground include container location systems and stack profiling which increases safety through improved collision avoidance. 4.1.3 Semi-automated operations More advanced automation features can be added for even higher efficiency and performance. In semi-automated RTG operations, the crane gantry and trolley are under fully automatic control. This is a major step in the overall safety approach, as the equipment functions without an operator. Container handling operations in the stack and truck lane are still controlled remotely by an operator. 4.1.4 Fully-automated operations Finally, in a fully automated RTG setup, all crane functions including hoist operation, container picking and placing, and stack housekeeping are automated. If needed, an operator can still step in to remotely manage exceptions. Only the servicing of trucks in the truck lane happens under remote control. Converting a manual RTG terminal to an AutoRTG terminal 4.2 Step-by-step automation approach In any terminal automation project, the key consideration is maintaining maximum throughput during the conversion. Many terminals have containers moving 24/7 at the quay and roadside, so operations cannot be shut down for automation deployment. Often, the most practical way to automate
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an RTG terminal is an incremental conversion following the automation levels outlined above. However, this is not the only option, as areas of the terminal can also be automated in one go, for example on a block-by-block basis. The optimum choice will always depend on the business needs of the terminal. Whether automating the terminal with a step-by-step or block-by-block approach, the cost savings can immediately be measured and evaluated as the conversion progresses. A wellplanned automation project will also involve adding readiness for future automation levels that may be needed at a later date. 4.3 Process automation Irrespective of the automation level and conversion type chosen for the RTG s and other terminal equipment, an additional way to realize significant performance gains in any terminal is through software-based process automation. Small incremental productivity gains from keeping track of containers, eliminating manual input of information and optimizing crane, container and equipment moves add up to significant savings per year. Process automation is an easy way to begin automating a terminal and will continue to deliver increased value as more of the equipment is automated. 5. Safety and security Safety is always paramount in any terminal operation. Automated terminals provide significant improvements in occupational safety by keeping people out of the operating area of moving heavy machinery. As an example from automated straddle carrier terminals, the Patrick container terminal in Brisbane has become one of the safest in the world since the adoption of the Kalmar AutoStrad™ system. To date, the terminal has operated for nine years with zero accidents. The most crucial safety element in any automated terminal is maintaining strict separation between automated areas and those with people working in them. In an RTG terminal, the key area to consider is the truck lane, which must be engineered to provide a safe yet practical interface for loading and unloading outside road trucks. Particular attention must be paid to the driver interface and the driver waiting areas. To maintain adequate throughput with roadside operations, road trucks must also be able to drive safely in and out of the truck lane at designated places along the length of the truck lane. For RTG operations, another key safety consideration is container handling, both in the
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stack and during loading/unloading. Safety can be further improved with automated gantry steering, anti-truck lifting which prevents a locked chassis from being accidentally lifted, and stack profiling which eliminates the risk of containers being accidentally knocked off the stack. Automated RTG s can accommodate any type of automated or manual horizontal transport equipment depending on the needs and existing infrastructure of the terminal. The required safety solutions will need to be adapted depending on the type of horizontal transportation solution chosen. In addition to infrastructure and terminal layout considerations, a different kind of safety mindset will need to be instilled throughout the workforce. Adoption of safe working procedures for accessing the automated area is required. Employees will also need to be trained locally – a safety handbook in English is not enough. An automated terminal will bring about a major change in the overall working conditions of operating staff. By transitioning to indoor desk work, employees will no longer need to work outdoors exposed to noise and other emissions, cold and heat, bad ergonomics or vibrations. Automated terminals improve the security of both cargo and personnel thanks to automated container handling and location tracking of all containers. Containers are not accessible in the automated zone and cannot be set down in unauthorized areas. Increased security contributes
In any terminal automation project, the key consideration is maintaining maximum throughput during the conversion. Many terminals have containers moving 24/7 at the quay and roadside, so operations cannot be shut down for automation deployment.
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Container Handling & Crane Technology - kalmar
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to customer trust and terminal competitiveness while reducing financial losses. 6. Maintenance Manual crane systems will work even the equipment is not in perfect condition, since human operators can usually compensate for the quirks and deficiencies of each individual piece of equipment. By contrast, automated equipment always needs to be in 100% working condition to deliver its full potential. This requires a major change in practices and attitudes for maintenance operations. With automatic operations, the emphasis shifts to more frequent preventive maintenance. However, as this maintenance is usually done at planned intervals, the caused impact to the operation is minimal. As collisions and other accidents due to human error are eliminated, the need for ad hoc repairs is also reduced dramatically, bringing cost savings in the long term. Automated equipment can also provide continuous updates on its status and can send alerts when any faults are detected. 7. Automating existing equipment The actual automation of most RTG s of recent model years is relatively straightforward. Steering and driving is controlled by onboard automation systems instead of from the cabin, while sensors and data links are added for control, monitoring and system diagnostics. Electric RTG s are the easiest to automate, as pre-existing cabling runs can be used for remote control signals and zero-latency video feed. Diesel-electric RTG s can also be converted to fully electric operation, which will reduce emissions and can cut fuel costs by as much as 95%. The return on investment can be less than two years. A turnkey project includes the design and supply of power grid connections, substations, conductor-bar system or cable-reel integration, taking into account the full chain of interacting components Kalmar’s automation solution is suitable for use with any brand of RTG together with Kalmar equipment. However, there are limits due to the age and type of cranes that may not be practical and/or economical to automate, potentially leading to less than optimal performance. In older models, sensor installation may not be feasible, but they can still be remote controlled. A terminal can also successfully run different models and generations of RTG s. The best automation solution will always be based on the needs of the customer. Working with a fully integrated system from a single vendor – and upgrading equipment when necessary – is often
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the lowest risk and most cost-effective solution for the terminal in the long run, when considering the longer term maintenance of the solution in the rapidly changing world of new technology. 8. Human resources The most significant and immediate cost savings from automation are due to the drastically smaller number of (but more highly skilled) operators required. Typically, a single operator can handle two to three AutoRTG s remotely, and in quiet periods even up to six machines. 8.1 Changing skill sets Automation is where IT meets engineering. In a traditional manual terminal, these are typically two separate teams that have little contact with each other. With an automation rollout, they need to start cooperating and form a joint team in which the skills and responsibilities of the people match each other and mutual responsibilities are clearly defined. An automated terminal requires a significantly different profile of employee. A different level of maintenance engineer skills is also required for the stricter maintenance standards of automated equipment. In addition, automated operations will require new, different skill sets in several other areas, including: • Data and fact-based usage and analysis compared to operators reporting faults in equipment • Understanding the operating principles of automated equipment and systems • Systematic planning of operation and maintenance work New tasks that will need to be handled include automation system specialists; system optimization engineers; IT system service and maintenance professionals; and instructors for internal staff and external parties. These competences can be built in-house or sourced from a trusted external provider. Successful and sustainable automation also requires new key performance indicators (KPIs) for operation planning. These can include system and subsystemlevel performance measurement, tracking of deviations from the normal level of performance, and operation accuracy measuring. KPI measurement is usually part of the automated system software and is monitored and reported automatically. 8.2 Need for open dialogue In many geographies limited availability of
personnel, even at competitive salaries, is a challenge. Automation can help mitigate this issue, but also changes the profile and structure of the terminal workforce. In general, an automated terminal will require a smaller but more highly trained staff. Automation provides new job opportunities, but also places additional demands on the workforce. Successful change management requires an open dialogue with all relevant parties. Human resources need to be taken into account from the beginning. The significant workforce impact of automation needs to be considered and planned carefully, working in cooperation with local labor organizations and other stakeholders. Conditions, legislation and industry labor norms will differ greatly from geography to geography, so these questions can only be fully answered by the terminals themselves. 9. Change management An often overlooked or underestimated fact is that automation is foremost a major culture change in how a terminal operates. For an automation deployment to be successful, managing this culture change is more crucial than the technical implementation. The job profile of the workforce will be transformed, a new maintenance approach is required, IT and engineering operations will need to converge, and business processes will need to be mapped and planned more carefully than before. Whether creating a new automated terminal or converting a manual terminal to automated operation, change management is crucial. Equipment is easily replaced, but human behavior takes more time to adapt. Change is inevitable, so the question is how to manage it. 10. Financial impact 10.1 Metrics Kalmar can work together with the customer to calculate the financial impact of automation in different operational scenarios and with various levels of automation. The exact numbers (OPEX, CAPEX, payback time, ROI) will vary depending on the automation approach taken. Savings in salary costs are the simple and immediately obvious benefit that is easy to calculate together with the automation vendor. For more detailed long-term projections, the terminal is the best expert in forecasting their own future volumes and operations. Automation projects always revolve around a basic wish list – an idealized implementation that encompasses the swiftest possible deployment, maximum performance improvement, and a
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Container Handling & Crane Technology - kalmar
totally integrated turnkey solution. Success in practice will depend on skillful optimization of these and numerous other factors. 10.2 Integrated solution A key consideration in an automation project is implementation time. On one hand, terminals seek to minimize the cost of conversion, often by combining components from multiple vendors. On the other hand, every interface between two systems needs to be not only integrated, but also maintained through the lifetime of the solution. The simpler the overall system and the fewer interfaces that need to be integrated and tested, the faster the implementation. Simply optimizing for the cost of individual subsystem components is a shortsighted approach. A delay of just a few weeks on a major automation project can cost of millions of euros in terminal downtime as time to value is extended. If automation is built with a ”bits and pieces” approach, the terminal may save in the very short run, but these savings can be lost already at the deployment stage due to the added complexity of
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integration and slower ramp-up of productivity. By contrast, a vendor that can offer a completely integrated turnkey solution will be able to provide a system that is not only deployed faster, but is also more cost-effective as a whole, while providing lower lifetime maintenance and support costs. 10.3 Additional savings In addition to the direct benefits of lower operating expenses and improved terminal performance, automation offers indirect cost savings in numerous other areas as well. Automatic driving eliminates collisions and accidents in the container yard, which will decrease the insurance premiums of the terminal. For an RTG terminal, automation can also safely enable somewhat higher stacking density, as many manual terminals currently leave the stack partially lower due to safety reasons. 10.4 Competitive advantage Compared with numerous other fields, automation is still a new development for the terminal industry. Automation adoption rates
vary greatly from geography to geography, and terminals will look to the automation level of other terminals on the same trade routes and/or in the same region. Terminal demand for AutoRTG solutions has been growing markedly in the last few years. At the time of writing, in early 2015, competitive advantage was still available for first movers that adopt automation sooner than their competitors. Conversely, without automation, terminals will inevitably fall behind in competition against automated terminals in the same region. In the worst case, this may even mean the end of business for the terminal. For greenfield terminals, automation is already the norm rather than the exception. It is highly unlikely that any major new terminals will be built for traditional fully manual operation, at least without very careful consideration of all available automation options. For existing terminals, the benefits of automation are equally clear, and over the next few years these benefits will be reaped by forward-looking operators seeking to stay ahead in today’s intensely competitive global container shipping industry.
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11. Case study: Port of Oslo Over 125,000 containers are unloaded each year at the Port of Oslo in Norway. Together with a yearly throughput of one million tons of dry cargo, including grain, sand, cement and salt, the Sjursøya Container Terminal in the port’s South Harbor is aiming to increase container throughput from 210,000 to 450,000 TEU annually. The Port of Oslo is located in a densely populated urban area, which posed the challenge of doubling the capacity of the port by the year 2030 without increasing noise, pollution and energy consumption. In a turnkey project, Kalmar is delivering eight revolutionary all-electric, 50-tonne RTG s, providing the Port of Oslo with the world’s most sophisticated RTG installation that combines automated positioning technology and process automation. Semi-automation offers flexibility for the future, allowing the terminal to take automation to the next level when needed. The RTG cranes installed at the port will be the most advanced in the world and the first to benefit from the automated positioning functionality realized within the Kalmar Terminal Logistic System software platform and
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Terminal demand for AutoRTG solutions has been growing markedly in the last few years. At the time of writing, in early 2015, competitive advantage was still available for first movers that adopt automation sooner than their competitors.
already used in Kalmar ASCs, AutoStrads™ and AutoShuttles™. This will be supported by a number of Kalmar SmartPort process automation solutions. To eliminate the risk of knocking down containers from the stack into the truck lane, the cranes will be provided with a container stack profiling system. The RTG s will also feature a complete data transmission system between the control room and the cranes, allowing the terminal to provide an optimum maintenance regime for the equipment, and enabling the transfer of operational data for future purposes. Productivity and efficiency are further improved through Kalmar SmartStack, which reports container moves to the TOS without any actions from the driver, automatically keeping track of the inventory. As the first terminal to deploy this revolutionary technology in RTGs, the Port of Oslo is able to make its operations more sustainable, safer and quieter. Choosing Kalmar Zero Emission RTG s over diesel-electric RTG s, CO2 emissions are reduced by over one million kilograms per year for the fleet of eight RTG s. The port is also ranked as the world’s most space-efficient terminal. 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
Container Handling & Crane Technology - konecranes
Konecranes Terex plc ANNOUNCED Konecranes and Terex Corp merge to form a “leading global lifting and material handling and solutions company through an all-stock merger of equals.”
T
he merger is described as a “combination of highly complementary businesses, creating a leading global lifting and material handling solutions company with a well-balanced business and geographic profile with US$10bln in combined 2014 revenue.” The combined company, to be called Konecranes Terex Plc, “will have critical scale to deliver outstanding technology innovation and enhanced service to customers.” It is the joint intention of Konecranes and Terex to execute a share buy-back programme post-closing of up to €1.4B/$1.5B, split between ca. €456M/$500M as soon as possible after closing and up to an additional €0.9B/$1B executed within 24 months after closing. The “enhanced capital structure and strong free cash flow is expected to support growth with increased returns to shareholders, including maintenance of Konecranes dividend level.” Konecranes Terex will be incorporated in Finland, with headquarters in Hyvinkää, Finland and Westport, Connecticut, USA. Konecranes’ current Chairman of the Board (Stig
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Gustavson) will become Konecranes Terex’ Chairman and the Terex CEO (Ron DeFeo) will become Konecranes Terex’ CEO. The nine-member Board will include five directors to be nominated by Terex and four directors to be nominated by Konecranes. As a first internal consequence of this merger, Nina Kopola has announced her resignation from the Board of Directors of Konecranes. Ms. Kopola is resigning from the Board due to possible conflicts of interest that could arise from her position as the Board member of Metso Corporation, which competes with Terex in materials handling sectors. Advantages of the merger highlighted by the companies include: • Increased global scale with enhanced ability to remain competitive via-a-vis intensifying global, in particularly lowcost emerging market competition • Broader presence in key sectors with greater opportunity to capitalize on growth trends, especially in industrial lifting and port solutions • Creation of a global service organization of critical mass and scope The stock market announcement about a “combination of highly complementary businesses” might raise an eyebrow or two in the port handling equipment sector, as Konecranes competes with Terex Corp affiliate Terex Port Solutions in almost all major lifting sectors - STS cranes, RTGs/RMGs, straddle carriers, reach stackers, ECHs and heavy FLTs. Exactly how product manufacturing, consolidation, rationalisation, branding, etc will pan out remains to be seen, but this looks like another clear narrowing of choice for customers. The merger is subject to approval by both Konecranes and Terex shareholders, as well as receipt of regulatory approvals in the relevant jurisdictions. Merged firm will have a broader offering While the number of strategic tie-ups and divestments in the construction machinery industry can at times seem epidemic, at first blush the announcement by Terex and Konecranes of a planned “merger of equals” looks to have promise. In recent years, Terex has focused on its presence in the lifting segments,
including aerial work platforms and construction cranes, as well as materials processing. Meanwhile, Konecranes has a strong presence in the Middle East, especially in the ports sector and in industrial overhead cranes. Combining complementary businesses will give the merged firm a broader offering. Customers will be able to select from a wider range of machines, while the sales team will have more opportunities to convert existing customers over to new segments. If the merger goes ahead – regulatory approval is expected next year – the larger firm will have a bolstered and responsive service organisation, says the outgoing CEO of Konecranes, Pekka Lundmark. This isn’t just about boosting existing service levels, it’s also about winning new service contracts globally, which is picked to be a growth area, as more and more customers look to have their servicing outsourced. That will be significant in the port industry, a sector of growing importance in the region. All in all, it looks like there are plenty of savings and synergies for the new company, including supply chain efficiencies and lower costs. But real savings can emerge in the longer term, with the combined research and development of the two companies. Efficiencies on the production side, such as greater commonality of components and spare parts, may take longer, but will also produce benefits for the company and its customers. l
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Container Handling & Crane Technology - liebherr
Liebherr Delivers First LHM 800
The giant LHM 800 on the specialized RoRo vessel
Liebherr Maritime Cranes delivered the first flagship mobile harbor crane LHM 800 in heavy lift configuration. Multipurpose Sea Cargo Complex Bronka took delivery last month. Located at the southern shore of the Gulf of Finland, Port Bronka is about to become an important multipurpose terminal on the Baltic Sea. In order to easily handle growing vessel sizes and heavy industrial goods right from the beginning, Port Bronka ordered the giant model of Liebherr’s mobile harbor crane product range: the LHM 800. The crane was transhipped fully assembled to the customer and is ready for operation.
Special Heavy Lift Configuration Designed for handling of oversized and heavy lift cargo, the first LHM 800 is equipped with a special reinforced 64 meters boom with a total weight of 63 tons. Two winches and a four-rope configuration provide a maximum lifting capacity of 308 tons. This exceeds the maximum capacity of the so far strongest mobile harbor crane, type LHM 600, by 100 tons. The cranes total weight of 820 tons is evenly spread to the ground thanks to four double supporting pads with a total area of more than 100 square meters. In
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Container Handling & Crane Technology
The cranes total weight of 820 tons is evenly spread to the ground thanks to four double supporting pads with a total area of more than 100 square meters.
driving mode 36 axle sets with altogether 144 wheels provide a remarkable mobility for a crane of this size. In addition to single lifts, the new LHM 800 is also designed for tandem lifts. With Liebherr’s tandem operation tool Sycratronic® activated, synchronized movement is guaranteed, and one crane driver can simultaneously operate both cranes for improved speed, capacity and safety. In tandem operation with a second LHM 800, the maximum lifting capacity rises to 616 tons. 1,300 Kilometers over the Baltic Sea After eight months of production, the LHM 800 was shipped fully assembled by the open deck vessel MV Papenburg. To ensure roll-on roll-off, the specialized vessel needed to get an elaborate steel and wood enlargement by three meters to a total width of 18 meters. By the help of a specifically designed ramp, it took the giant crane only one hour to drive onto the open-deck vessel. After one and a half days of on-board stowage, the MV Papenburg started its three-day-long journey to the 1,300 kilometers distant Port Bronka. Next LHM 800 Already in Production Montecon S.A. opted for the first LHM 800 in container handling configuration, which is already in production in the Liebherr Rostock plant. Based in Montevideo, Uruguay, the container terminal operator Montecon ordered a high-rise version of the LHM 800. The specially designed tower extension of nearly ten meters provides an eye level of more than 40 meters. The fulcrum point is above 36 meters, which naturally eases the handling of large vessels. Thanks to its enormous outreach of 64 meters, the LHM 800 is able to efficiently service container vessels, which are as wide as 22 container rows. l
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terminal operating systemS
TERMINAL OPERATING SYSTEMS
PLAN VALIDATION FOR CONTAINER TERMINALS By Yvo A. Saanen, Managing Director and Founder, TBA B.V. and Csaba A. Boer, Sr Product Manager and Head of Emulation Dept, TBA B.V.
In our experience, container operations can largely benefit from improved planning. Berth planning, stowage planning, yard planning, equipment planning are typical planning activities that take place up to 1 day ahead of execution. In order to achieve a high productivity and meet contractual berthing windows at the lowest costs, it is essential to have all resources lined up and have them aligned with the nature of the upcoming operation. In order to create an appropriate plan the planners have to properly align resources with the tasks ahead, which requires decision-making in a limited time frame against complex constraints.
1. INTRODUCTION In order to improve the quality of the planning, we at TBA have been working on a toolset for the planner to support him in his planning process, allowing him to simulate ahead of time what happens if he puts his plan into operation. Comprehensive KPI’s (key performance indicators), and guidance in interpreting these, enable the planners to revise the planning in the shortest possible time. Our approach involves two simulation models, a simulation model of the container terminal (including all entities such as layout, equipments, drivers, stacks, etc.) and a simulation model of the terminal operating system (TOS) that controls the container operation. Simulation addresses the need for the limited timeframe, as the time between planning activities and actual execution is fairly limited (typically a few hours). Simulation has the advantage that it can run (much) faster than real time, so the planner can benefit from using simulation as a decision making system by running and analyzing various different scenarios (experiments) at the same time. Scenarios containing different planning decisions (e.g., different amount of equipment dispatched, alternative stowage sequence, alternative grounding locations) result in different outputs helping the planners to make appropriate decisions. Although the idea of using simulation for this purpose is not new (Gambardella et al. 1998, Ottjes et al. 2006, Zeng and Yang 2009, Sun et al. 2012), there are a couple of innovative aspects to our approach. First, we start with actual data, that originates directly from the TOS. Secondly, we compare the
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Essence of tos In essence, TOS consists of 3 core elements: a data module, a business logic module and a communication module. All need to be represented in the simulated TOS. A dataset can be seen as a snapshot of the TOS at a given moment in time.
simulated TOS with the real TOS, both working against the same simulation model. Furthermore, the model originates from running in ‘emulation mode’ (see Figure 1), where it is coupled to the real TOS for fine tuning purposes (Boer and Saanen 2008, 2012a). As the real TOS does not allow for fast (enough, typically we reach to 3x real-time, requiring over 2.5 hours for one 8 hour shift) evaluation, we propose another approach to evaluate a plan in a feasible (operational) timeframe. The idea sounds simple and promising but it implies high complexity in designing and developing an accurate simulation of the terminal operating system (TOS), that is able to handle a live dataset,
Figure 1: Real terminal operation vs. emulation vs. plan validation (full simulation)
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terminal operating systemS
and within a very restricted timeframe; our aim is to evaluate with a speed exceeding 30x realtime, providing answers for 1 shift ahead in about 15 minutes. Key requirement here is that the simulation model provides valid (representative) answers for the upcoming shift(s).
CONTROLS Since 10 years, CONTROLS is the defacto standard in the maritime industry for emulation with over 50 large scale projects. CONTROLS has been used in combination with 7 different TOS, and covers 6 different handling systems.
2. THREE MODES OF OPTIMIZATION At TBA we developed an advanced simulation suite for container terminals, called CONTROLS (CONtainer TeRminal Optimised Logistics Simulation) that supports the creation of simulation models of container terminals (Boer and Saanen 2008), which can be seamlessly linked to TOS. The simulation models created by using CONTROLS are full representations of all relevant elements and processes at the terminal, for example the lay-out (yard, rail terminal and quay cranes), models of the equipment (kinematics, driver behavior, routing, disturbances and availability) and performance measurement functionalities. The simulation together with a real TOS allows for off-line experimentations and has been applied in a large amount (over 50) of emulation projects, where it is used for testing and tuning terminal operating systems and training terminal planners. Figure 1 depicts three modes of optimization: Scenario a) presents the real terminal operation where a real terminal interacts with a real terminal operating system. We call this “live optimization”. Scenario b) presents emulation, where a simulated terminal operation interacts with a real TOS. We call this “emulation”. Scenario c) presents a situation where both the container terminal and the TOS are represented by a simulated model, and the simulated TOS is fed with real data. We call this “plan validation”.
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It has become apparent that optimization in live operations – still applied though – is not easy. Operational noise typically blurs results, and reproduction (repetition of similar operations) is simply very hard. The 2nd scenario (use of emulation, with the real TOS linked to the simulation model) lends itself very well for optimization. Operations can be replayed, the parameters within the real TOS can be played around with, and there is no negative impact on operations as a result of faulty settings. However, the downside for the purpose of plan validation is the lack of speed. It simply takes too long to evaluate plans that are about to be executed. At present, this can only be realized if the TOS is also simulated. In a full simulation setting (see Figure 1, scenario c), both the container terminal and the TOS are simulated. This optimization mode aims at the validation of imminent operational plans . On the one hand, we have a valid representation of the operations outside; on the other hand we need a fast representation of the decision-making logic inside the TOS. So fast, that we can get results for say the next 8 hours in a matter of 15 minutes. In the next section, we discuss what is needed to represent a TOS.
3. SIMULATION OF TERMINAL OPERATING SYSTEMS A TOS can be seen as the heart of a terminal. It is mission critical for operations. The TOS supports all core processes in a terminal including vessel planning, yard planning, equipment control, and administration. On a very high level a terminal operating system has three ingredients: the data, the business logic and the communication. The data module contains the data repositories (e.g., databases, setting and configuration files) to store all data used for planning and scheduling. The business logic module contains the implementation of algorithms used for planning and scheduling. The communication module comprises the implementation of communication protocols towards real equipment, as well as to third party systems. In order to create a simulation model of a terminal operating system we have to consider these three ingredients. 3.1 Dataset – the Snapshot of an Operation All information available in the TOS, about the current state of the terminal, as well as the information about what is coming, we call the
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The 2nd scenario (use of emulation, with the real TOS linked to the simulation model) lends itself very well for optimization. Operations can be replayed, the parameters within the real TOS can be played around with, and there is no negative impact on operations. dataset. The dataset contains a representation of all work for all resources at the terminal (e.g. quay cranes, yard cranes, horizontal transportation equipment) as well as the initial state of the yard. One can imagine a dataset as a snapshot of a data module of the TOS at any given moment. 3.2 The Business Logic Module The core functionality of the TOS can be addressed as a “business logic module”. In our simulated TOS, we have modeled this module that drive decisions about container flows and the use of equipment to cater for the container movements. As a starting point – and hence part of the dataset – we consider the vessel loading and
discharge plan as a given. Also given, we consider the rail discharge and load planning, and based on historical data – or if available sourced from a vehicle booking system – we estimate the truck visits through the gate. The real-time decision making is then carried out by 3 sub-modules, making up the business logic module of Plan Validation: 1. Container Grounding Module 2. Horizontal Equipment Dispatching Module 3. Stacking Equipment Dispatching Module In short, we will discuss these three modules below: 3.2.1 Planning Grounding Location Proper yard planning strategies help to assign the containers to an optimal slot in the yard. This can result in decreased re-handle moves and yard shifts, and an increased yard utilization and productivity. The algorithms TOS uses rely on container information and stack information. Typical container information refers to: size, type, weight, port of destination (PoD), and category. Information regarding the stack module consists of: type of the stack (export or import, reefer), number of container in the stack module, maximum allowed stacking height and weight and category of each pile. In the algorithm that we use for our plan validation, we used a weighed scoring method for determining the optimal position of a container that arrives at the terminal. We arrive at a good location in 2 steps: First find the appropriate stack module and then find the appropriate slot in that stack module (similar to what is typically
Figure 2: Proposed learning cycle to continuously improve the plan using plan validation
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used in a TOS). Based on comparison between emulation and plan validation, we have come to the conclusion that the simulated grounding module is a valid representation of the real business logic in the TOS. 3.2.2 Job Dispatching of Horizontal Equipment The most common TOS support two approaches: Dedicated job dispatching and pooled job dispatching. In our simulated TOS, we implemented both of them. In case of the dedicated job dispatching approach the horizontal equipments are assigned to a specific point of work (POW), such as a quay crane or a rail crane, and executes the jobs of that POW only. In case of the pooled job dispatching approach, the horizontal equipment is assigned to multiple POWs. The dispatching algorithm is responsible to decide which job to assign for the given equipments at certain moment in time. This dispatching module also uses a weighed scoring mechanism to consider the variety of factors (type of work priority, job urgency, drive distance, congestion at origin or destination of the job, etc.) to find the optimal combination of the available equipments and the un-dispatched available jobs. We implement both of these mechanisms for plan validation and we provide high flexibility regarding the configuration of the rating values (penalties).
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terminal operating systemS
2.2.3 Job Dispatching of Yard Cranes The main goal of a yard crane (e.g., Rubber Tyred Gantry, Rail Mounted Gantry) dispatcher is to maintain an equal distribution of the yard jobs among yard cranes and minimize the gantry moves by the cranes. In reality, a planner continuously monitors the available jobs and assigns cranes to these jobs. In order to support the job assignment to the cranes and avoid potential collisions, the planners are using so-called CHE (container handling equipment) ranges. A CHE range contains yard jobs assigned to a crane and it can cover a part of a stack module or even more stack modules being in one lane. The size of the CHE range is mainly dependent on the number of jobs available in that area. The simulated yard crane dispatcher imitates the behavior of the planner and thus periodically checks the available yard jobs and it determines accordingly the CHE ranges and dispatches cranes to the corresponding areas. The dispatching algorithms that we use for plan validation, are similar to the logic used by the operators in the control room, and rely on yard job information and stack crane information. 4. PUTTING PLAN VALIDATION TO THE TEST The proof of the pudding is to see whether resolving the problems identified during a plan validation experiment actually lead to improved terminal efficiency (here measured as increased berth productivity with the same use of resources). In order to find the problems, we detailed statistics, and
have a movie available from the past plan validation run (the process is depicted in Figure 2). The findings indicate that by solving the issues identified, the actual productivity can be improved, without adding resources, as can be seen in the results of the cycle described above. Here we see that given a fixed set of resources (QC, RTG, TT, ECH) with improved stowage planning, yard planning, and equipment allocation, can deliver a significantly higher berth productivity across 3 vessels (improvements between 10 and 17%).
REFERENCES Boer C.A. and Y. Saanen. 2008. “CONTROLS: Emulation to Improve the Performance of Container Terminals.” In Proceedings of the 2008 Winter Simulation Conference, edited by S. J. Mason, R. R. Hill, L. Monch, O. Rose, T. Jefferson, and J. W. Fowler, 1094-1102, Piscataway, New Jersey: Institute of Electrical and Electronics Engineers, Inc. Boer C.A. and Y.A. Saanen. 2012a. “Improving container terminal efficiency through emulation.”, Journal of Simulation 6(4): 267-278. Boer C.A. and Y.A. Saanen. 2012b. “Testing, tuning and training terminal operating systems. A modern approach.” In International Conference on Logistics and Maritime Systems (LOGMS), edited by H.O
5. CONCLUSION Our conclusion so far is that Plan Validation is a way of quickly evaluating operational plans. With the use of a validated simulation model of the terminal itself, and a simulated TOS, plans of 8 hours into the future can be analyzed such that resolving the identified problems leads to a significantly higher productivity with the same use of terminal resources. The challenges we identified are the quick interpretation of the results coming out of the simulation. We used an expert team to identify the bottlenecks based on extensive KPI’s, but planners are not always used to analyzing large sets of quantitative data, and quickly turning them into solvable planning issues. Hence, we are working on the next step: automated identification of the planning issues, so that the only remaining activity is to improve the plans inside the real TOS. l
Gunther, K.H. Kim and H. Kopfer, 25-35, Bremen, Germany. Gambardella L.M., A.E. Rizzoli and M. Zaffalon. 1998. “Simulation and planning of an intermodal container terminal.” Simulation 71: 107–116. Lee Y. and N. Hsu. 2007. “An optimization model for the container pre-marshalling problem.” Computers & Operations Research 34(11): 3295–3313. Magnúsdóttir J.G. 2014. “Exploring container terminal planning: Effects of vessel plan forecasting and event-based visualization on planning and situation awareness.” Master Thesis, Delft, The Netherlands, 2014. Ottjes J, H. Veeke, M. Duinkerken, J. Rijsenbrij and G. Lodewijks. 2006. “Simulation of a multiterminal system for container handling.” OR Spectrum 28: 447–468. Sun Z., L. H. Lee, E. P. Chew and K. C. Tan. 2012. “MicroPort: A general simulation platform for seaport container terminals.” Advanced Engineering Informatics 26(1): 80-89. Zeng Q. and Z. Yang. 2009. “Integrating simulation and optimization to schedule loading operations in container terminals.” Computers and Operations Research 36: 1935–1944. AUTHOR BIOGRAPHIES Dr. CSABA A. BOER is a senior product manager and head of emulation department within TBA BV, one of the leading logistics and simulation consultancy firms in Europe. He is responsible for several products within the organization, one of which is CONTROLS and plan validation. He holds a Ph.D. in Computer Science and Logistics from Erasmus University Rotterdam. His research interests include distributed simulation, distributed virtual environments, port logistics, and port simulation and emulation. His e-mail address is csaba.boer@tba.nl. Dr. YVO A. SAANEN is managing director and founder (1996) of TBA B.V., a leading simulation consultancy company in The Netherlands. He heads the department that supports ports and terminal operators all over the world in their design process of container terminals by means of simulation. He holds an M.Sc. in Systems Engineering and a Ph.D. on the design and simulation of robotized container terminals, both from Delft University of Technology. In addition, Yvo Saanen is a lecturer at Erasmus University in Maritime Economics and Logistics. His e-mail address is yvo.saanen@tba.nl.
Figure 3: Results from applying plan validation in a learning cycle (Magnúsdóttir 2014): left the results before and right after resolving the identified planning issues.
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TERMINAL OPERATING SYSTEMS
Seven more for N4 Navis has announced that seven terminals have gone live with its N4 TOS since June 2015
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he seven terminals are spread across the globe and bring the number of terminals live on N4 to 118. They are: Peel Ports, UK ACT Burgas Port, Bulgaria Sand Island, Honolulu, Hawaii Marport, Istanbul, Turkey Ports of Auckland, New Zealand Libra Terminais Rio de Janeiro, Brazil Terminal Pacifico Sur Valparaiso, Chile
“The success and volume of terminal go-lives this summer is largely attributable to the partnership and collaboration that the Navis Professional Services team establishes with its customers to ensure TOS implementation success. The comprehensive implementation services offered by Navis include the integration of operational technologies with the TOS, pre and post go-live system testing, infrastructure analysis, operational performance tuning, support for product extensions and indepth staff training. These specialized planning and implementation services are available to help terminals ensure a seamless move to N4, whether from a legacy in-house system, another third-party system or from legacy Navis SPARCS/Express TOS” said Navis. The latest implementations represent a very diverse range of terminals. Peel Ports implemented N4 at its existing facility in Liverpool ahead of the opening of its brand new automated facility, Liverpool2, as a key part of its plan to roll out new systems to the port community ahead of the new terminal coming on stream. ACT Burgas rolled out N4 as part of a modernisation effort that includes new mobile harbour cranes and reachstackers. It is targeting increasing productivity from 11 to 18 moves per craneasnd 22 to 36 vessel moves per vessel hour. In Hawaii, Pasha Group Company Hawaii Stevedores has claimed the fastest N4 implementation to date - just 90 days after singing the agreement with Navis. As part of Pasha Group’s purchase of Horizon Lines, Hawaii Stevedores acquired its own terminal on Sand Island handling 290,000 TEU per year. It replaced SPARCS and in house systems with N4.
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Marport was a SPARCS/EXPRESS terminal that migrated to N4 as part of a project to increase handling capacity to 2.3M TEU by the end of the year. “As traffic to our port increases, it is essential that we optimize all aspects of our operations to ensure we achieve maximum productivity. N4 will be instrumental in helping us sustain our high service levels, increase performance, streamline billing, as well as position the terminal competitively in the region with future trade in mind,” said Ozgur Kalelioglu, VP of Arkas Port and Terminal Services Group. Auckland, Libra Terminals Rio and Terminal Pacífico Sur Valparaíso (TPSV) are among the many terminals to have replaced in-house and third party systems with N4. Auckland was running SPARCS with PACTS, an in-house
back end system originally developed by Patrick Stevedores in Australia. It’s migration to N4 was a “two year self implementation project”. Libra was also running SPARCS with a third party host system. Its implementation included “multiple product extensions” such as a cargo interface, new portal appointment system and warehouse management system. “Libra Terminais Rio is the first go-live in a multi-facility N4 implementation project for Libra Terminais, with the second at Libra Terminais Santos scheduled for completion later this year” added Navis. Finally, TPSV has replaced CTIS from Hamburg Port Consulting and other in-house applications with N4. TPSV had been using this system since 2001, and in 2009 it received a major upgrade to optimise its RTG system, which TPSV implemented in 2005. l
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terminal operating systemS
JADE MASTER TERMINAL Abu Dhabi Ports, the master developer, operator and manager of ports and industrial zones in the Emirate, has announced the successful implementation of Jade’s terminal operating system, Master Terminal, at Zayed Port.
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n the 1st of July 2015, Abu Dhabi Ports went live with its new terminal operating software at Zayed Port – the first of seven ports scheduled to upgrade its legacy system to Jade Master Terminal – an important regional hub for general cargo and home to Abu Dhabi’s growing cruise industry. The new terminal operating system will next be implemented at Khalifa Ports’ general cargo and RORO terminals as of 1st August 2015, and thereafter across the remainder of Abu Dhabi Ports. Commenting on the successful roll-out, Gary Lemke, Executive Vice President of Ports at Abu Dhabi Ports, said, “The implementation of the new technology at Zayed Port is a significant milestone for us as the system generates real time data and insight that can better serve customers. By driving greater efficiencies in cargo handling, and shaping and driving our investment plans, it is helping Abu Dhabi Ports to achieve its goal of becoming the leading general cargo port operator in the region.” David Lindsay, Managing Director of Jade Software, added “Zayed Port is the first port that will benefit from the improvements that our terminal operating system will bring. Jade Master Terminal will enable real-time management and control of all aspects of general cargo operations, including bulk, break bulk, RORO [roll-on/ roll-off] and project cargo, and enhance supply chain visibility, further optimising operations and helping Abu Dhabi Ports to deliver superior services to their customers.” Jade Master Terminal is a proven technology with a strong track record, and will further increase Abu Dhabi Ports’ ability to handle growing general cargo volumes. Its adoption will provide more accurate cargo information before
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vessel arrival in order for Abu Dhabi Ports to plan operations well in advance. The software also contributes to the reduction in time required for delivery and queues at the terminal; facilitates centralised and automated invoicing, thereby reducing the risk of incorrect charges as well as time required to produce invoices; and allows terminal operators to accurately track and trace cargo in the yard.
Jade and Abu Dhabi Ports’ teams worked closely during the implementation to minimise disruption to daily business activities and to maximise return on investment. Jade Software is set to bring added value to all of Abu Dhabi Ports’ customers and their business – with productivity gains of 15-20 per cent – as the company transitions into the next-generation of trade, making its ports the ports of choice across the Middle East. l
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Supported by
Customs, Security & Surveillance
customs, security & surveillance
A drive-through CX-Portal™ container X-ray inspection solution at an unmanned terminal
Detecting Contraband and Radiation The Most Advanced Detection Solution for the Most Advanced Ports Shipping ports are vast industrial complexes that deploy the latest world-class technology to ensure maximum efficiencies and minimum delays. Today, many include state-of-the-art, highly automated container terminals
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ithin these terminals, the mission of customs facilities is to protect the supply chain by finding contraband and threats, enforcing tariffs and duties, and facilitating legitimate trade, while protecting against risk. The major task is to efficiently determine the contents of the millions of twenty-foot equivalent unit (TEU) containers that come through port terminals. Containers are often subject to inspection from highly efficient, non-intrusive inspection (NII) solutions that allow for the rapid screening of commerce – the lifeblood of the port. L-3 Security & Detection Systems (L-3 SDS) supplied a networked hardware and software solution to a large European seaport that permits a unified and customized view of the critical
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information analysts need to assess cargo contents. Key to the installation is the implementation of L-3 SDS’ ClearView™ software solution, which integrates data from all scanning systems onto a single, centralized display within the command and control center. Workflow automation software tracks container status and disposition to optimize scanning system utilization and analyst resources. Analysts are able to quickly view enhanced data provided with any container scan taken from trucks, automated guided vehicles (AGVs) and rail cars. All incoming and outgoing cargo scan data is subject to review by analysts. Using ClearView Enterprise software, images can be displayed from any location, local and/or remote, seamlessly integrating data from multiple sensors, including other vendors. The benefits of this common
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customs, security & surveillance
ClearView™ Analysis is used in the command and control station, where operators monitor all activities.
CR-Portal™ radiation detectors use safe, passive detectors. A traditional manned terminal with a CXTM-Portal
L-3 SDS also supplies NII technologies, including the CX-Portal for advanced, highenergy container X-ray inspection, and the CR-Portal Isotope Group Classification (IGC) for radiation detection. user interface for all systems include greater operational efficiency, higher throughput and increased probability of detection. Previously, individual analysts were each trained on and assigned to only one system, with its dedicated workstation, creating operational inefficiencies. With the integration of legacy systems using ClearView, analysts can be trained on a common workstation, thereby lowering analyst training and staffing costs. L-3 SDS is dedicated to providing collaborative detection solutions within a complex, heterogeneous network. This approach allows cargo screening stakeholders to leverage their existing legacy investments in NII technologies, while expanding the port’s capabilities and allowing for future expansion. L-3 SDS also supplies NII technologies, including the CX-Portal™ for advanced, highenergy container X-ray inspection, and the CR-
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Portal™ Isotope Group Classification (IGC) for radiation detection. CX-Portals are high-throughput, fully automated, drive-through, high-energy X-ray inspection systems. As containers are unloaded from seagoing ships, they are carried to their stacking position by an AGV. Based on risk evaluation, a container will then pass through one of the CXPortals for X-ray inspection. With its dual-energy material discrimination, the system allows analysts to quickly identify suspicious contents. These systems are set up in an unmanned area where the AGVs work and are fully automated; they need minimal maintenance and are capable of running 24 hours a day, 365 days a year. L-3’s CR-Portal IGCs are state-of-theart radiation detectors, providing superior classification on regularly encountered sources, and detecting and identifying different classes
of radioactive material. They are extremely precise, with a low false alarm rate. Radiation comes not only from obvious radioactive materials, such as nuclear reactor fuel pellets, but also from contaminated steel and medical/industrial equipment. When used in tandem, it is possible for the CX-Portal and the CR-Portal to enhance the probability of radiation detection by allowing an analyst to compare X-ray and radiation detection results side by side. Similar to the X-ray portals, the radiation portals are fully automated, lowmaintenance and can operate around the clock. L-3 SDS’ cargo solutions provide configurable products and customized solutions that address each customer’s unique requirements. They are part of a family of platforms that serves the full range of cargo environments and applications, all backed by one of the industry’s largest and most experienced global service teams. l
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customs, security & surveillance
IDENTEC SOLUTIONS rolls out new products and reorganizes for growth New product launches, organizational restructure and R&D investment support IDENTEC SOLUTIONS’ endto-end offerings for personnel safety, asset and vehicle locating in harsh and ultra-harsh environments
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ew products, organizational restructure and R&D investment have helped drive strong FY 2015 revenue growth for wireless locating and sensing solutions provider Identec Solutions despite difficult conditions in the important oil and gas markets, reports CEO Dr. Urban Siller at the end of his first year in post. During the last 12 months, Dr. Siller has overseen the launch of several new and enhanced products for the oil and gas, tunnels and mining, ports and terminals, automotive and chemical logistics sectors. The Austrianheadquartered company, a pioneer in longrange active RFID, specializes in ultra-robust personnel safety and mustering systems and high-accuracy asset and vehicle locating solutions to improve operational safety and efficiency in harsh industrial environments. Key developments include the launch of a Bluetooth Mobile Reader, including supporting mobile application software, with the flexibility to operate across different hardware platforms. An ATEX-approved version of the mobile reader is due to be launched by the end of the year, enabling operations in potentially explosive atmospheres. This is an especially important development for clients in the oil and gas sectors, said Dr. Siller. The company has also released a number of new and upgraded tracking tags. These include the new i-Q350LX GPS/SAT tag, which enables
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global tracking of high value assets by satellite communication, and the ATEX zone 0/class 1 i-B250LX R-ED tag, used mainly in chemical logistics applications. The established i-Q350L FL-RTLS tag, used to locate finished vehicles in large mixing yards in the automotive industry, has also been reworked and enhanced. On the software front, Identec Solutions has just released the latest version of its flagship Watcher software suite with enhanced functionality. Watcher provides a complete solution for managing personnel safety and deployment, and tracking vehicles and other highvalue assets, in the demanding oil and gas, mining and tunnelling industries. Launched last June, the company’s RFIDbased CTAS Reefer solution, which allows remote monitoring of refrigerated containers in ports and terminals, is now operational in 8 container terminals around the world, with more deployments to follow in 2016. To facilitate continued growth and support its international client base, Identec Solutions has
also completed a major restructure, shifting from five locally-acting subsidiaries into one globally-acting company. As part of this, the company’s Global Professional Services team has been reorganized under one global lead. “This change enables Identec Solutions to provide the same standard and level of service regardless of the geographical location of a customer project,” said Dr. Siller. The company has also restructured and made a significant investment in its Research & Development teams. “We’ve now committed 30% of our employees to development resources in total, with 10% in hardware and 20% in software engineering,” added Dr. Siller. “The product developments and restructuring undertaken over the last year reflect Identec Solutions fundamental transition from a hardware provider to an end-to-end solution provider for multi-site customers in harsh and sometimes hazardous environments, where proven robust and reliable solution are critical to daily operations,” said Dr. Siller. l
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customs security & surveillance
Mark-It Services sells WAM Technologies to ORBCOMM Sale establishes the transportation industry’s most comprehensive provider of real-time refrigerated asset management solutions
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ark-it Services Inc. (MIS), North America’s leading provider of monitoring and protective services for ocean transport refrigerated containers and cargoes, has entered into a definitive agreement to sell the assets of its affiliate WAM Technologies (WAM) to OrbComm Inc, a leading global provider of machine-to-machine (M2M) and Internet of Things (IoT) solutions. Based in Skillman, NJ, WAM is a leading provider by market share of M2M telemetry solutions for remote location, monitoring and control of refrigerated containers and related intermodal equipment moving by land and sea on a worldwide basis. WAM’s proven technology has already been adopted and deployed globally by one of the largest container shipping companies in the world. “WAM is a natural addition to OrbComm ’s offerings. They are a leader in refrigerated container telematics supporting a strong base of customers. Their patented M2M technology and powerful software platform completes OrbComm’s cold chain offering, enabling us to now deliver best-in-class solutions for all refrigerated asset types,” said Marc Eisenberg, OrbComm’s Chief Executive Officer. “Through the acquisition of WAM, we can serve a broader scope of transportation customers and access a significantly large untapped market of refrigerated sea container units worldwide.” “We have had a long history of cooperation with OrbComm , providing refrigerated protective services, and their market leadership and expertise in refrigerated transportation makes
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them a great fit for WAM,” said Mark Heck, MIS Chief Executive Officer. “We look forward to continue working closely with OrbComm to provide our mutual customers around the globe with the most comprehensive, real-time refrigerated asset management solutions.” “Mark-It’s ReeferWatch and SentientWatch intermodal asset management platforms are
already integrated both with WAM’s and OrbComm ’s telemetry systems,” added Parvez Mansuri, Chief Information Officer at MIS. “With the addition of WAM to its product portfolio, OrbComm will now be able to provide a wider range of telemetry solutions to our customers, and the marine and intermodal transport industry at large.” l
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customs security & surveillance
Abu Dhabi Ports launches ‘eye in the sky’ drone Cameras Ever since its establishment in 2006, Abu Dhabi Ports Company (Abu Dhabi Ports), the master developer of ports and industrial zones in the emirate of Abu Dhabi, has proven that innovation, latest technologies and international best practices are integral to the company’s daily operations, corporate guidelines and procedures.
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bu Dhabi Ports features nine of the world’s most modern and largest ship-to-shore (STS) quay cranes at its flagship deep-water Khalifa Port, the first semi-automated port in the Gulf Cooperation Council (GCC) region. The company has also been the first in the region to offer awardwinning cloud computing solutions for its customers who are operating their production plants in the Khalifa Industrial Zone Abu Dhabi (Kizad), right next to Khalifa Port. Both, Khalifa Port and Kizad represent an initial investment of US$6.5 billion and mark the biggest industrial project ever undertaken in Abu Dhabi. State-of-the-art infrastructure facilities and equipment define Abu Dhabi Ports’s mega project that is being developed into one of the largest industrial zones in the world and has been initiated to diversify Abu Dhabi’s economy, in line with the emirate’s Economic Vision 2030. Quadcopter flies 300m high Most recently, Abu Dhabi Ports launched its cutting edge ‘Eye in the Sky’ drone camera to increase the surveillance at Khalifa Port, Kizad and Abu Dhabi Ports’s other ports in and around Abu Dhabi. The so-called commercially available Quadcopter is a remote controlled fourpropeller aircraft
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which carries a high quality camera and a 4GB micro SD card. The aircraft measures around 50cm3 and flies up to 300m high while taking 14MP stills and full HD videos. Radar displays distance to pilot The Quadcopter has its own wi-fi network for data transfer and is GPS-enabled to identify its location. It also offers position holding, altitude lock and stable hovering through a three-axis robotic stabilisation system. Furthermore, it is equipped with flight radar and displays its position in relation to the pilot, making it easy to calculate the distance to an incident, or the area and situation in question. Sultan Al Jaberi, vice-president of regulations, HSE and security at Abu Dhabi Ports is keen to take safety and security measures to the next level. He argues that living in a world with highly advanced and reliable technical devices and automation procedures obliges Abu Dhabi Ports to utilise such devices and procedures, not only to provide its customers with the best service offerings but also to ensure the safest and most secure work environment. Drone camera complements CCTV Unmanned, remote-controlled aircraft equipped with cameras are not new and have been used by the military and police for many years. What is new is the fact that these aircraft, such as Quadcopters or drone cameras, are increasingly infiltrating our day-to-day life and have been designed for the open market. They are reasonably priced and easy to operate. The Abu Dhabi Ports philosophy is always to try and find new, innovative ways to enhance its services and operations, as well as its safety and security measures. The drone camera perfectly complements its CCTV cameras, of which 761 alone are focused on Khalifa Port. The drone camera helps Abu Dhabi Ports to instantly check even difficult to access locations from various perspectives without putting any employees in danger. l
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iCmore
™
stop guessing and start seeing
More and more vehicles to screen, but which ones contain suspicious cargo? Our new iCmore cargo inspection software can automatically show you. iCmore automatically focusses and highlights areas of concern; removing the guess work and speeding up the whole analysis process. Reduce illicit trafficking and revenue risks from commercial fraud activities with iCmore. Finally, you can see more with iCmore. For further information on the product or sales, please visit www.smithsdetection.com or contact globalsales@smithsdetection.com iCmore is a trademark of Smiths Detection Group Ltd. iCmore is only available on our HCV cargo inspection systems http://www.smithsdetection.com /index.php/en/products-solutions/cargo-vehicle-inspection.html
Environment & Sustainability
Environment & Sustainability
DP WORLD PLANS TO HARNESS SOLAR POWER IN DUBAI Global marine terminal operator DP World has announced plans to launch a major renewable energy project with the installation of photovoltaic solar panels to generate electricity, allowing it to reduce its carbon footprint while exporting surplus energy to the national grid.
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he project, launched in cooperation with Economic Zones World, a DP World subsidiary, involves rooftop solar panel mountings on its Jebel Ali free zone buildings and parking sheds, and several of its cruise terminal buildings in Port Rashid. The announcement marks the start of the global “Go Green” campaign, a maritime industry initiative involving five of the world’s largest port operators - DP World, Hutchison Port Holdings Limited (HPH), APM Terminals and PSA International and the Shanghai International Port Group (SIPG) who have come together to raise environmental awareness to make a sustainable difference in the communities in which they operate. The launch of this major project, the largest distributed solar rooftop grid connected project in the region, follows the announcement by Dubai Electricity and Water Authority (DEWA) of Shams Dubai, a smart initiative to regulate the generation of solar energy in buildings and their connection to the grid and complements Dubai’s effort to persity energy resources in line with Dubai vision 2021 and the Dubai Integrated Energy Strategy 2030 which aims to reduce energy demand by 30% by 2030 and persify the energy mix. DP World Chairman HE Sultan Ahmed Bin Sulayem said: ”This project supports the Smart Dubai initiative and the vision of His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE
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Vice President and Prime Minister and Ruler of Dubai, to transform Dubai into one of the world’s smartest cities through sustainable development. It is a major milestone in promoting the rational use of natural resources and creating innovative solutions that replace traditional energy sources. We are delighted 5o contribute to the efforts that support the Emirate’s economic growth and the drive to build a green economy. “To secure a healthy sustainable society for future generations, it is necessary to take stock of our energy consumption today. persifying our energy mix with renewable resources such as solar power makes a lot of sense in our region where we can harness it all year round.” A tender has already been issued for the project and vendor bids will be accepted until 1 October with a final contract expected to be signed by the end of October 2015. The project will be implemented in phases, the first will cover 19 Buildings’ Rooftops in Jafza and their surrounding parking areas, six LIUs (Light Industrial Units) rooftops in Jafza and their surrounding parking areas, one warehouse and two Cruise Terminals Rooftops in Mina Rashid and their surrounding parking areas, in addition to ground-mounted panels for the main spine road in Jafza North. This will contribute to a total generation of 30-40 MWP (Mega Watt Peak). DP World also hopes to roll out the initiative across its global portfolio in the future. l
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Environment & Sustainability
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Environment & Sustainability
Go Green concludes on a successful note Thousands of port employees around the world have enthusiastically contributed their time and effort to a joint environmental initiative launched by marine terminal operators DP World, Hutchison Port Holdings Limited (HPH), APM Terminals, PSA International and Shanghai International Port Group (SIPG) – five of the world’s largest port operators, and joined by the Port of Rotterdam Authority (PRA). The week-long campaign from 14 to 21 September entailed joint activities to pioneer a green drive across operations worldwide, while bringing sustainable change to the communities they impact.
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n unifying their global resources to realize environmental benefits, the port operators developed various initiatives around three main themes: reuse and recycle, climate change and the community. The campaign also identified local partners in the effort to improve the environment, while creating and upgrading local green spaces, launching educational programs and community engagement. In line with DP World’s strategy of adopting a local approach to the implementation of its global environmental initiatives, 38 of its marine terminals across 29 countries organized activities tailored to the needs of the communities they impact. Employees across the world took part in a wide range of events from a cycling marathon, public square beautification and tree planting in Sokhna, Egypt and Karachi, Pakistan, alongside beach clean-up drives in Chennai, India, a ‘Green Race’ in Buenos Aires, Argentina and the recycling of old drums and tires into planter pots in Jeddah, Saudi Arabia. HPH business units around the world organized a wide variety of GO GREEN activities with a particular focus on
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terminaloperator.com
Environment & Sustainability
Greening the environment through tree planting was this year’s most popular activity
Sourec: HPH
Cleaning marine environments was one of the activities carried out around HPH’s global network
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SIPG employees took active part in the week-long campaign. They engaged in a series of activities to promote environmental protection philosophy, such as Lantern Riddle Competition, Eco-car Test Drive and “GO GREEN” Knowledge Contest.
tree planting. Many of the events were designed to benefit the local communities in which HPH operates in a number of ways. For example, some of the tree-planting activities were held in conjunction with local schools where HPH organized workshops teaching the students about green issues including solid waste management, recycling and deforestation. In some instances, the trees were positioned to reduce erosion caused by waves or to create a barrier that reduced noise and dust pollution. APM Terminals celebrated Go Green in 26 countries by planting 1793 trees and inviting more than 4000 students from local communities to learn about environmental themes. Employees, their families and members of local communities managed to collect 26874 kilograms of waste during the campaign week, through cleaning local beaches, forests and around facilities. Other initiatives included the installation of solar panels at the port in Doula, Cameroon, and upgrading pedestrian safety at the terminal by recycling and reusing old tires and drums as physical barriers in Coman SA in Contonou, Benin and adopting a kindergarten to plant a vegetable garden in Itapoa, Brazil. During the joint campaign, PSA business units around the world organized a multitude of projects to beautify the environment, such as planting trees and corals, cleaning up terminals, offices, local parks and beaches, and the creation of green spaces. Other activities included recycling competitions, conducting walks to appreciate the beauty of nature, and energy-saving seminars and talks at the workplace. Similarly, SIPG employees took active part in the week-long campaign. They engaged in a series of activities to promote environmental protection philosophy, such as Lantern Riddle Competition, Eco-car Test Drive and “GO GREEN” Knowledge Contest. Moreover, approximately 30 volunteers from HPH, Rotterdam World Gateway (DP World), APM Terminals Rotterdam and Port of Rotterdam helped www.recycledpark. com with collecting floating plastic litter from the New Meuse river on different locations in the City Centre of Rotterdam,
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Environment & Sustainability HPH used the GO GREEN campaign as an opportunity to teach students about the importance of greening the environment
as part of the global “Go Green” campaign. The plastics are recycled to give new value to the river. From the plastics floating platforms will be constructed for a new green environment; a floating park. DP World Chairman HE Sultan Ahmed Bin Sulayem said: “The huge response to the campaign from our global family underlines a firm commitment to the environment by the participants. Such initiatives help change behaviours and increase engagement in caring for the surroundings in which people live. One of our aims is to bring long term sustainable benefits to the communities where we operate and when local people and employees get involved in activities such as this then everyone benefits.”
benefit the communities in which our container terminals operate. When I look over the range of events that took place, it’s rewarding to see both our global network, and the largest container terminal operators in the world, uniting on the green front. Our environment deserves a lot more attention than an annual global campaign and HPH’s contribution does not stop here – we will continue to dedicate our time and resources to green causes.” APM Terminals CEO Kim Fejfer said: “The reaction by APM Terminals’ staff, their families, and other colleagues to this joint company environmental collaboration has been positive and inspiring. We are delighted by the response of personnel, and that of our industry partners
Hutchison Port Holdings Limited Group Managing Director Eric Ip said: “This year’s GO GREEN campaign cut to the core of HPH’s CSR philosophy: localised activities that
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“This year’s GO GREEN campaign cut to the core of HPH’s CSR philosophy: localised activities that benefit the communities in which our container terminals operate.
in making this initiative such a global success and we look forward to continuing these important efforts to help preserve the environment.” PSA International Group CEO Tan Chong Meng said: “We are glad to have been part of this joint initiative and channeling our efforts towards making the world a greener place. While this has been a milestone and a significant achievement, we remind ourselves that bringing about sustainable positive change to our environment is a daily affair, not just a yearly campaign. Therefore, the PSA people are back on the ground continually looking for every opportunity to reduce waste, promote recycling and raise environmental awareness. Every staff has a role to play in our green movement.” Shanghai International Port Group Chairman Chen Xuyuan said: “Thanks to the Go Green, major ports around the world have been witnessed for the first time to jointly safeguard our environment. Fine feedback on the campaign and full cover on what we have committed keep us moving forward on this green path. Starting from daily practice, SIPG will be more dedicated to caring about members of the community by making every green decision.” l
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CMA CGM
a leading worldwide shipping group
CMA CGM, founded and led by Jacques R. SaadĂŠ is today a leading worldwide shipping group. With Its 445 vessels, CMA CGM serves 400 commercial ports out of 521 in the world. CMA CGM Group employs nearly 20,000 people worldwide, through a network of 650 agencies in more than 160 countries. The Group is, also, partner with numerous logistics and port projects all around the world. For more information, please visit www.cma-cgm.com
www.cma-cgm.com