Issue 15

HOT SEAT: 

Interview with Ana Arévalo, Head of Shorepower Department, Port of Barcelona

The First Container Vessel Connected to OPS in Barcelona

• • We are interviewing you following the recent news about the first connection to the electricity of a container vessel in the Mediterranean last month in Barcelona. Can you tell us how important is this project for the Port and the city of Barcelona?

This project is extremely significant both for the Port of Barcelona and for the city as a whole. It marks a major step forward in our efforts to reduce emissions and improve air quality, which is a priority for both the port and the local community. By enabling container ships to connect to the electrical grid while docked, we significantly reduce their reliance on diesel engines, which in turn lowers CO2 emissions, NOx, and particulate matter in the surrounding area. For a port this transition is crucial for improving environmental sustainability. It also positions Barcelona as a leader in adopting green technologies in the Mediterranean region. And what it is more important is that this project is the FIRST milestone within Nexigen plan.

• • Now you are working to extend the Onshore Power Supply (OPS) to ferries and cruise ships. How will you be able to smanage to supply all the electricity needed for the biggest cruise ships in the world that call at your port? This has to be a very big challenge.

It is indeed a significant challenge to meet the energy demands of the world’s largest cruise ships, but we are addressing this by constructing a dedicated substation and developing a private electrical grid with an initial capacity of 80 MW, supplied by REDEIA (the transport utility in Sapin) . This infrastructure will allow us to handle the high energy needs of these ships, which are comparable to those of small towns. By creating this robust network, we will be able to provide sufficient and stable power to the vessels while ensuring the energy supplied is renewable and sustainable. Our strategy includes close coordination with energy provider and smart energy management systems to optimize the supply and distribution of power. This project not only addresses the immediate needs of the port but also prepares us for future demands as we continue expanding our capacity for OPS connections.

• • Do you think OPS is going to be financially sustainable in the future or will it always require public funding support? 

I believe OPS has the potential to be financially sustainable in the future, but it will depend on several factors. Initially, public funding is essential to support the necessary infrastructure investments, as the upfront costs are significant. However, as more ships and ports adopt OPS, the operational costs will decrease due to economies of scale. Additionally, with stricter environmental regulations coming into force, shipping companies will increasingly seek out ports with OPS to avoid the costs associated with running engines while at berth. Over time, this shift could create a market where OPS is not only environmentally sustainable but also economically viable, especially as the cost of renewable energy continues to drop. That said, long-term viability may still require a mix of public and private investment, particularly in the early stages of adoption to create the inercia.

• • We understand you also have OPS for mega yachts. How different are these OPS connections to the one recently developed for containers? 

While the underlying technology is similar, the OPS for mega yachts differs in terms of scale and specific requirements. Mega yachts generally have lower energy demands than container vessels or cruise ships, so the power capacity required is much less. Additionally, the connections for yachts tend to be more flexible and tailored to the individual vessels, as their electrical setups can vary widely. For container vessels, on the other hand, the OPS needs to be designed to handle high energy loads and ensure seamless integration with the ship’s existing power systems. In both cases, the goal is to reduce emissions while docked, but the technical specifications and implementation processes differ based on the type of vessel and its energy needs. Add to this one of the main differences is the frequency converter that is required in case of containers vessels and this means a more complex technical project.

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Issue 14

HOT SEAT: 

Interview with Mr. Minas Papadakis, CEO of Port of Heraklion

Insights on Heraklion Port, and the Future of Crete’s Maritime Industry 

• • You have recently hosted the seminar on island ports. Can you please tell us what was the main outcome of the seminar?

The seminar successfully highlighted the importance of collaboration among island ports in the Mediterranean. One of the key outcomes was the establishment of a framework for sharing best practices related to sustainable operations and innovative port management. Participants engaged in fruitful discussions on optimizing logistics, enhancing service quality, and boosting regional economic growth, ultimately fostering stronger partnerships among the ports.

• • We have seen during the seminar several huge cruise vessels in your port. What is the main benefit of the cruise industry for Crete and Heraklion? 

The cruise industry serves as a vital economic engine for Crete and Heraklion. Beyond the immediate financial impact, such as port fees and passenger spending, it significantly boosts local businesses in tourism, hospitality, and retail sectors. The influx of visitors helps to diversify our economy, creating job opportunities and promoting cultural exchange. Moreover, the enhanced visibility from hosting major cruise lines strengthens Crete’s reputation as a premier tourist destination.

• • Crete is a big island, the third biggest in the Mediterranean, how important is the port of Heraklion for the island prosperity? 

Heraklion port is pivotal for the economic stability and growth of Crete. It acts as a critical gateway for goods, facilitating trade and commerce not only with the mainland but also with international markets. The port’s strategic location enables us to support both passenger and freight transportation, thus enhancing connectivity. This connectivity is essential for attracting investment and fostering tourism, contributing directly to the island’s overall prosperity.

• • You previous background is from the financial sector. How has this helped you in the management of the Port of Heraklion? 

My background in the financial sector has equipped me with a robust understanding of financial management, risk assessment, and strategic planning. These skills are invaluable in navigating the complex financial landscape of port operations. They enable me to implement cost-effective measures, optimize resource allocation, and identify growth opportunities. By applying financial principles, we can ensure that the port operates sustainably while maximizing its economic impact on the region.

• • Grimaldi became recently the main shareholder of the port of Heraklion. What do you expect from the Italian company? 

With Grimaldi as the main shareholder of the port, I anticipate a collaborative approach that emphasizes green development and sustainability. Grimaldi’s commitment to eco-friendly practices aligns with our vision for a sustainable port. I expect this partnership to drive significant investments in green technologies and initiatives, such as reducing emissions, improving energy efficiency, and enhancing waste management practices. Together, we can position Heraklion as a model for sustainable port operations in the Mediterranean, contributing to a greener future for our community and the environment.

For more information, contact the MEDPorts Technical coordinator at fajrwahbaa@yahoo.com

Issue 13

HOT SEAT: 

Interview with Catalan Ports Agency – Member Port

The Challenge of Managing Almost 50 Small and Very Diverse Ports

• How many ports does the Catalan agency of ports manage? 

The public company Ports de la Generalitat manages 45 ports owned by the Generalitat of Catalonia, along the 580 kilometers of the coast. Of these 45, five ports host commercial activity, two are industrial, Alcanar and Vallcarca, and the other three are directly managed, Palamós, Vilanova and la Geltrú and la Ràpita. These ports mainly operate general cargo, which is not transported in containers, bulk and project cargo pieces. In 2023 these five ports moved a total of 1,175,000 tonnes of goods.

• Which are the main challenges your ports face? 

One of the main challenges is the consolidation of goods activity and the services offered by the five ports to economically energize the territory and generate jobs. Strategic lines have been created to publicize these ports, their characteristics and their potential to the local industrial fabric and its hinterland, with the aim of capturing new traffic and increasing export and import lines to boost the whole of the territory.

• How is the relation with the main ports in your region, Barcelona & Tarragona? 

The five commercial ports under the jurisdiction of the Generalitat and the ports of Barcelona and Tarragona are part of the Catalan port system. Work is underway on a new port front to look for road, sea, air and rail access that favors the transport of goods all over the Catalan coast. We work to find synergies to carry forward joint projects that benefit the ports of general interest and the ports of the Generalitat. They are seven ports that complement each other.

• What do you expect from your membership in MEDPorts? 

The consolidation of commercial activity in these five ports is linked to promotion and dissemination. Being part of this great family that is MEDPorts gives us the opportunity to make ourselves more known in this great sector and, at the same time, seek collaborations, coalitions and synergies of common interest with other ports to enhance the channels of transport of goods.

Issue 12

HOT SEAT (2): 

Interview with Eduard Rodés – Director of the Escola Europea – Intermodal Transport

and president of the Port Logistics International Knowledge Academy (PLIKA)

Creating a Collaborative Network for Port Logistics through PLIKA

• The inaugural meeting of the PLIKA Academy at the SIL Barcelona fair brought together participants from across the region, spanning from the Netherlands to South Africa. Can you explain what PLIKA is and its core purpose? 

PLIKA, which stands for the Port Logistics International Knowledge Academy, is a transformative initiative designed to unite training centres, port authorities, and professionals in logistics and international trade on a collaborative platform. The core purpose of PLIKA is to foster connections, share knowledge, and collaborate to enhance the future of the port and logistics sectors. This network emerged from the need for a common space for work, similar to what we experienced during our highly successful European-funded project YEP MED (https://www.enicbcmed.eu/projects/yep-med). In the conception of YEP MED, significant members of MEDports were involved, embedding the spirit of this association into PLIKA’s very DNA.

Currently, PLIKA is configured as a virtual campus where logistics-port communities can learn together. It provides a space where each group can express themselves freely, share and find information, and access resources that can be applied in learning processes, transitions, development of new procedures, and innovation. We envision PLIKA as a meeting point where international relationships and alliances can be established to improve procedures associated with international trade, transportation, and distribution operations. Our multimodal vision involves collaboration across all modes of transportation to brainstorm and create more sustainable logistics chains.

Within these logistics-port communities, training centres, companies, and related public administrations play a pivotal role. The focus is on personal growth for the individuals working within these organizations. Ultimately, our goal is to cultivate a generation of wise individuals who can serve as reference points and exemplars of the transformation processes that societies must face in the years to come. 

• Who is the intended audience for PLIKA, and how do you plan to engage them? 

The primary audience for PLIKA includes training centres linked to ports, port authorities, and technology providers aiming to enhance training and development within the port and logistics sectors. Additionally, anyone who believes they can gain value from this collaborative network is welcome. Our engagement strategy involves creating opportunities for meaningful interactions and collaborations among these groups, promoting innovative training programmes, and facilitating the exchange of best practices and knowledge.

It is evident that the current members of the network have strong allies in the port authorities, which themselves belong to extensive networks of ports with significant influence. Word of mouth will undoubtedly play a crucial role in expanding our reach, however a key element is our collaborators. They are the driving force behind the network, and their activity on social media will not go unnoticed. Their passion for collaboration and their determination to drive change will ensure the network’s growth and will help attract new members.

These individuals share many commonalities: they work in a sector they love, they are curious and ambitious in their understanding of the modern world, and they believe deeply in what they do. We are committed to supporting them, enabling them to excel through a network that belongs to everyone. This collective ownership is where its strength and appeal lie. As illustrated in the famous movie “The Spanish Apartment,” you get what you bring. This metaphor beautifully captures the spirit we expect from the individuals and centres that are in the network.

• Can you tell us about the founding entities of PLIKA and their roles in the network? 

The founding entities of PLIKA include key players from the YEP MED project, who have been instrumental in the initial development of our collaborative initiative. Educational centres are the main protagonists, as they play a crucial role in fostering innovation and collaboration within the international port communities. We have prioritised current key issues to ensure PLIKA develops effectively.

The governing body of PLIKA is responsible for making decisions that shape the direction and operations of the organization. Its members are:

• President: Eduard Rodés, Director at the Escola Europea Intermodal Transport and leader of the YEP MED project.
• Vice President: Alaa Morsy, Dean of the Port Training Institute from the Arab Academy for Science, Technology and Maritime Transport.
• Vice President: Ana Rumbeu, Director of the Training Department of Fundación Valenciaport
• Treasurer: Rabih Sabra, Director at Chamber of Commerce, Industry and Agriculture of Beirut and Mount Lebanon

These leaders provide strategic direction, contribute resources, and actively participate in PLIKA’s activities and committees. Their main priorities include:

• Fostering Innovation: Promoting creativity and technological advancement through structured plans and collaborations.
• Building Connections: Facilitating the establishment of new bilateral and multilateral relations between training centers, ports, and other organizations in the transportation and logistics industry.
• Supporting Development: Developing new transport services through innovative technologies and approaches, promoting sustainability and efficiency in the transport and logistics sector.
• Enhancing Education: Managing and promoting exchange and collaboration relationships between academic institutions to enhance PLIKA’s visibility and knowledge-sharing capabilities.

By focusing on these priorities, PLIKA aims to create a robust and dynamic platform that addresses the current and future needs of the international port and logistics community.

• Who are the current members of PLIKA, and what key activities and initiatives are planned for the network? 

The founding members of PLIKA are the Escola Europea – Intermodal Transport, Port de Barcelona, Autorità di Sistema Portuale del Mar Tirreno Centro Settentrionale, Port of Valencia, Fundación Valenciaport, Arab Academy for Science, Technology and Maritime Transport, Office de la Marine Marchande et des Ports (OMMP), L’Institut Méditerranéen de Formation aux Métiers Maritimes (IMFMM), Aqaba Development Corporation, Chamber of Commerce, Industry and Agriculture of Beirut and Mount-Lebanon and MEDports Association.

We are proud to announce that internationally renowned centres such as STC of Rotterdam and the Saudi Logistics Academy from Saudi Arabia have applied and been admitted to PLIKA. Additionally, other training centres, including the Instituto de Logística de Barcelona and ECAT Lluisa Cura of Barcelona, have also joined.

This initial group of members represents a significant and impactful start, bringing together prestigious institutions ready to collaborate. Their ambition and belief in the timely launch of this initiative provide immense energy for all involved.

Our planned initiatives include workshops, collaborative projects, and the development of new educational programmes and technologies aimed at enhancing the port and logistics sectors. Among the initial activities, we aim to foster student and teacher exchanges and conduct joint activities through telematic tools, similar to what was done with YEP MED. We are committed to applying everything we have learned to develop a new way of teaching, where students and teachers are the main protagonists – always focusing on the job market.

These activities are designed to promote continuous learning, innovation, and professional development among our members.

By facilitating the exchange of knowledge and best practices, we aim to create a dynamic and supportive environment that drives the advancement of our industry.

• Finally, can you tell us what was the driving force was behind your decision to launch PLIKA and embark on this ambitious initiative? 

The driving force behind launching PLIKA was the belief that port communities can be the spearhead of the social transformation our planet urgently needs. We face numerous transitions—energy, environmental, digital, and governance, to name a few. These transitions require collective effort, which is where the concept of Ubuntu comes into play. Ubuntu, a South African philosophy, emphasises caring for others and is based on the belief in a universal human bond. It suggests that humans can overcome challenges because they are fundamentally connected to one another. This interconnectedness fosters mutual support and collective resilience, making it possible to achieve significant and sustainable progress.

Ports are uniquely positioned for such a transformation because they already function as a global network. They share crucial elements such as English as the lingua franca, ships, maritime business practices, and international associations that regulate their activities. Networks of professionals like shipping agents, freight forwarders, customs brokers, and customs authorities work collaboratively in ways that are not common in other sectors. This existing framework facilitates the development of collective knowledge, which can be transformed into collective intelligence aimed at positive change.

At PLIKA, we believe that this collective intelligence should be guided by strong values, comprehensive knowledge, and scientific and technical progress. These elements are the fundamental basis on which to build a better future. Inspired by Ubuntu, PLIKA aims to create a network based on trust, creativity, and the shared goal of making a positive impact.

It would be great to see if any members of the MED Mosaic community would be interested in becoming PLIKERS. The Escola, and PLIKA, values fresh voices, and as such we are enthusiastic about the unique insights and contributions that new members can offer.

This initiative is about uniting efforts to achieve greater, sustainable progress, embodying the spirit of “Wish it, dream it, do it.” Together, we are here to make it happen.

Issue 12

HOT SEAT (1): 

Interview with Johan-Paul Verschuure – Director of Rebel Ports and Logistics

An InDepth Analysis of the Impact of the Red Sea Crisis in MEDPorts 

• Rebel is a 300 consultants large global financial-strategic advisory firm across infrastructure sectors based in Rotterdam. The port team works in the global port and shipping domain for major terminal operators, port authorities, investors and IFIs. How do you see the future of the port sector in the region?? 

The port sector in the West-Med has a bright future being on a junction of the major shipping routes – connecting Asia, Europe and the Americas. The vulnerability of the Suez Canal passage will make the region a popular point for transshipment activity, even if the situation stabilizes. In addition, liners will consider their options of securing strategic capacity in the region – in particular those without a good foothold in the region. It is noted that there are several capacity additions planned which could – if running out of sync with the demand growth – could lead to more competition if demand shifts back. 

• Now that we are approaching the end of the year’s first semester? can you please summarize for us which has been the main changes in terms of container port calls in the Mediterranean due to the crisis in the Red Sea? 

Mainline vessels from liners without a foothold in one the major hubs in the West Med needed to look for spare capacity at other West Med ports, with Algeciras and Tanger Med already highly utilized before the disruptions starting. At Algeciras growth was modest, and Tanger Med saw growth due to increased parcel sizes. Some major lines could divert to Valencia and Sines where these liners had an equity stake and capacity was available. Other liners without stakes there turned their eyes to Barcelona where capacity was available. Less fortunate liners even had to feeder cargoes back into the Med from more remote hubs in North West Europe in some instances. Cosco to Piraeus was an example of this. Central Med hubs are struggling with dropping transshipment volumes as well.

• The Red Sea Crisis and the diversion of ships through the Cape of Good Hope has shifted some volumes from Eastern to Western Mediterranean ports. Which have been the main winners and losers so far? 

Overall the market has been strong in the last two months seeing growth across markets in general vis-à-vis 2023 due to a recovery of gateway demand, as well as seemingly frontloaded demand – partly due to rushing to avoid import tariffs, strikes and rapidly increasing congestion levels. Sines and Barcelona are key winners with absorbing rerouted services, but also Valencia and Tanger Med saw above market growth rates. Pireaus saw a strong decline in volumes in recent months with Cosco reshuffling their services into the Med.

• The Red Sea Crisis has been provoked by the war in Gaza, one of the worst tragedies of the century and  we all hope it will end soon.  If and whenever it happens, do you think shipping lines will go back to the pre-war situation or some changes might remain? 

The shipping industry has a strong focus on cost competitiveness. When passage would be safe again, the Suez canal will be a favourable option again as the alternative is too expensive to be competitive – depending on the pricing strategy of the Suez Canal authority. Also from a perspective of reducing global emissions the route via Suez would be preferred. However, the second major disruption in the global supply chains driving up freight rates in a short space of time, must have further underlined the importance of resilient supply chains. As such the case of operating at lower utilization rates at terminals, securing strategic port capacity and perhaps operating with a system with interchangeable hubs will be more defendable. For these considerations the West Med is ideally positioned having multiple connection possibilities.