The graphic below shows the period of 2003-2014 (including 2009 crisis effect).

But after 2009 global crisis, it is known that the pace of CAGR (Compound Annual Growth Rate) of global container port traffic slowed down. There are two CAGR values shown in the graphic below as pre-crisis and post-crisis.

It is crystal clear that there is a huge difference between pre-crisis and post-crisis eras. After the 2009 crisis, the pace of CAGR decreased by half approximately. It means that the world seaborne trade could not get its pre-crisis strength and this trend will continue at least for a couple of years (despite cheap fuel prices). In other words, the world container market will grow but at a much slower pace.

Lines should take this development into consideration otherwise; there will be under-utilization in container carriage traffic all over the world. There are already some big alliances among the lines and this is creating some efficiency. But in the long term, adding more and more ULCVs into fleets can disrupt the balance since traffic growth is not parallel with the additional container-carriage capacity. Market leaders also anticipated this reality. Recently, in his interview at the JOC event, Maersk CEO Soren Skou pointed out that; 25K TEU ship is possible but not practical.

Of course, it is well documented that the lines are seeking for economies of scale. But this effort was more efficient when it first started in the late nineties. It was a huge step from 7K plus (in the mid-1990s) TEU to 15K plus (in the mid-2000s) TEU (and the efficiency was considerable). But leaping from 20K TEU to 25K TEU, even to 30K-35K TEU is not as efficient as in the previous decade.

In my personal opinion, having bigger mega-ships is like a game of competition. I think, the decisions are driven by over-confidence or panic in order to sustain market share and by a desire to be ranked on top in terms of carriage capacity.

Despite the awareness of the market players, the competition game is still continuing. Ship orders are increasing for the sake of being one of the members of over-20K TEU club. Thus, maritime experts tend to ask if the reason of having more mega ships is efficiency (economies of scale) or fierce competition.

Opinion piece written by Huseyin Sipahioglu https://tr.linkedin.com/in/huseyin-sipahioglu-68b97418

Sharjah-UAE: 29 February, 2016 - Gulftainer, the world’s largest privately-owned, independent port operator based in the UAE has announced the appointment of Flemming Dalgaard as the new Chief Executive Officer of the Group. Former CEO Peter Richards will now serve on Gulftainer’s Executive Board and lead the expansion of the company’s footprint in the United States as Chief Executive Officer of Gulftainer USA.

As outgoing CEO of Gulftainer, Peter Richards has implemented the company’s diversification strategy, and helped to shape the once small port operator into the international integrated logistics provider it is today. He also played an instrumental role in expanding the company’s global footprint further into the Middle East, Europe, Asia and North and South America.

Badr Jafar, Chairman of Gulftainer’s Executive Board, and CEO of Crescent Enterprises, said: “In his 30-year career with the company, Peter Richards has spearheaded efforts to ensure Gulftainer’s transition from a home-grown UAE company into an international player in the global port operations business. The Board has great confidence in his abilities to further accelerate our growth within the US market, and we wish him many more productive years with the Gulftainer family.”

Speaking on the appointment of his successor, Peter Richards said: “Given his experience in the industry and his previous position as Gulftainer’s CEO for International Operations, Flemming Dalgaard brings a wealth of industry experience to his new role as CEO of the Gulftainer Group. As we continue to expand worldwide, his global industry knowledge and strong customer relationships will prove invaluable in consolidating this growth.”

Dalgaard joined Gulftainer in August 2015 to manage its international operations. In his new role as CEO of the Group, he is mandated to oversee the strategic growth of the company, which currently operates and manages ports and logistics businesses in the UAE and internationally across Iraq, Brazil, Lebanon, Saudi Arabia and the USA.

With over 30 years in the international maritime industry, Dalgaard also served as Senior Vice President for Group Strategy at DP World and CEO for DP World Europe and Russia region. In a previous role, he was Managing Director at Maersk Line in the UK.
Gulftainer has recorded consistent growth year-on-year over the past decade, averaging more than 12%, compared to global market growth of 8.6% during the same period.

Press release dated Monday 29 February 2016

01.03.2016 - ICHCA International, the global cargo handling NGO association, has agreed to work with the Federation of European Private Port Operators (FEPORT) on matters of mutual interest. The two associations signed a formal Memorandum of Understanding on Mar 1 2016 at the ICHCA International 2016 Conference on “Bigger Ships, Greater Challenges”.

The conference was attended by the IMO Secretary General Kitack Lim, Ms Desiree Oen, Deputy Head of Cabinet of Transport Commissioner, Ms Violeta Bulc, officials and industry representatives of more than 34 countries.

FEPORT President Günther Bonz spoke at the ICHCA Conference, where he expressed the views of the European private port and terminal operator community on the challenges posed by bigger ships and other key operational issues for the sector. He was joined by a delegation of senior FEPORT executives and members.

ICHCA International represents the interests of its 160 voting members, over 6,500 associate members and the industry at large in front of key UN regulatory bodies, including the International Maritime Organization. The Association provides a focal point for cross-party dialogue and knowledge sharing among different members of the cargo handling chain and promotes good practice in safe and efficient operations across sea, land and air, including containerised, bulk and other cargo types.

Founded in 1993 and located in Brussels, FEPORT is a policy-led and policy-driven organisation that speaks on behalf of terminal operators and stevedoring companies carrying out activities in the seaports of the European Union and Turkey. Its members include over 1,200 companies with over 400 ports located throughout the EU and Turkey. The Federation promotes the interests of its members by maintaining regular dialogue with all EU institutional and non -institutional stakeholders.

The ICHCA International 2016 Conference is currently mid-way through the first of two days of sessions. Bringing together a cross-section of industry and institutional stakeholders, the conference has so far included keynotes from the Secretary General of the IMO and Deputy Head of Cabinet for the EU Transport Commission. Ends

Press release dated Tuesday 1 March 2016

GCT Canada Limited Partnership (GCT Canada), the operator of the country’s flagship container terminal located in Port Metro Vancouver, selected INFORM’s software to optimize their rail operations.

INFORM’s Rail Scheduler is part of the GCT Deltaport Intermodal Yard Reconfiguration project. This innovative project delivers capacity to meet projected rail demand for Canadian and US markets within the existing terminal footprint. The INFORM software will optimize container handover between yard, rail, and RMG moves.

The Rail Scheduler’s proposed handover times and transfer points at the rail area will optimize each container transfer between the yard and rail. The optimization benefits container handling, loading, managing rail transfer points, and finally the job sequencing of eight remotely-operated, cantilevered RMG (CRMG) cranes.

This redesign expands capacity and ensures safe and efficient train loading and unloading, while decreasing re-stacking moves at the yard blocks resulting into a smoother flow of containers through the terminal. Each CRMG spans double stacked railcars over seven tracks.

INFORM’s Rail Scheduler interfaces with GCT Canada’s existing terminal operating system. A simulation was carried out in October 2015, delivery is scheduled for October 2016, and the go-live is planned in early 2017.

“We were impressed by INFORM’s simulation and by the professionalism of their staff”, said Kwang Chen, Vice President of Terminal Support Services at GCT Canada. “The software optimizes container movements at the right time, allowing us to better utilize our terminal assets”.

“Our optimization software will go-live at seven terminals across the world this year,” added Dr. Eva Savelsberg, Senior Vice President of INFORM’s logistics division. “And apart from major maritime terminal operators, more and more inland terminals use our software to speed up their processes”.

To accommodate both the anticipated container growth in North America and the introduction of mega ships into the transpacific tradelane, GCT Canada is expanding and improving its rail operation at GCT Deltaport. The intermodal yard reconfiguration project will increase the existing intermodal capacity by over 50 percent to 1.9 million TEUs annually.

About GCT Global Container Terminals Inc.
Headquartered in Vancouver, BC, GCT Global Container Terminals Inc. operates four Green Marine certified terminals in two principal North American ports. Through GCT USA on the East Coast, the company operates two award-winning facilities: GCT New York on Staten Island, NY and GCT Bayonne in Bayonne, NJ. On the West Coast, GCT Canada operates two gateway terminals: GCT Vanterm and GCT Deltaport in Vancouver and Delta, BC. Visit www.globalterminals.com to find out more about GCT.

Press release dated Friday 4 March

The land purchased is part of the former Tilbury Power Station owned by RWE which closed in 2013 and is currently being decommissioned. The port has taken ownership of part of the 152 acre site, with the remainder to be handed over following the
completion of the demolition process.

This land acquisition brings the total port acreage to 1,100 acres and Forth Ports intends to use this land to extend their current operations with the creation of a new port, to grow to meet the needs of their customers and market demands. It is the intention of Forth Ports for the new port facility to be connected to the national rail and road networks. The port will lodge the relevant planning applications in due course.

Charles Hammond, Chief Executive of Forth Ports, said: “This is a significant land acquisition for the Port of Tilbury. As London’s major port, it is a key resource for companies who need to access London and the South East of England. We are acquiring this additional land to extend the port in response to increasing demand from customers who are seeking additional capacity within the port."

“We have an ambitious growth plan for the Port of Tilbury and this land deal will complement our other development projects at the port including the growth of London Distribution Park and the opening this year of the UK’s largest port-based chill store,
operated by our partners NFT.”

Steve Boughton, Head of Business Development UK for RWE, said: “RWE has a proud connection with the Tilbury Power Station site, having generated electricity there for millions of homes for over 46 years. Following its closure in 2013, we are delighted to have sold part of the site to the Port of Tilbury which we believe offers a fantastic opportunity for businesses and employment in the local area and beyond. We will continue to work closely with the port over the coming months while demolition of some
buildings take place. We wish the port every success for its future plans.”

The Port of London Authority Chief Executive, Robin Mortimer, said: “This is a really important development. The former power station site offers a fantastic deep water berth and the land is ideal for the port centric logistics in which Tilbury specialises. It’s all part of a picture of growing trade on the Thames, which we are actively supporting through the Thames Vision project.”

Press release dated Friday 4 March

Up to £5 million will be co-invested, allowing the facility to be ready to support activities for the 102 turbine windfarm in 2018/19.

The announcement comes just over two months after Peel Ports announced the purchase of Great Yarmouth Port Company Limited (GYPC).

The co-investment will support the construction of primary infrastructure and groundworks. This includes the delivery of yard storage and marshalling, as well as the installation of heavy lift quay facilities.

Components will be preassembled quayside and then loaded onto installation vessels which will depart from Great Yarmouth to the windfarm site, 30 miles offshore.

ScottishPower Renewables has announced that East Anglia ONE will provide in the region of 3,000 jobs, some of which will be created as part of the works at Great Yarmouth.

The port has extensive experience in handling vessels supporting offshore wind power generation projects. It has successfully provided installation and construction support for the Sherringham Shoal, Lincs and Scroby Sands windfarms.

Richard Goffin, Port Director, Peel Ports Great Yarmouth, believes the partnership will consolidate Great Yarmouth’s position as a leading offshore energy port facility in the UK.

Mr Goffin said: “This new partnership with ScottishPower Renewables will really strengthen our long term plans to grow and diversify our offering in Great Yarmouth within the energy sector.

“Following the acquisition, we have been able to highlight the benefits that Great Yarmouth can offer to customers and with the support of a wider Group, provide and attract inward investment which will enhance and transform our operations and facilities.

“We are looking forward to working with ScottishPower Renewables and helping them deliver valuable jobs and economic benefits to the region, as part of the East Anglia ONE offshore windfarm.”

When complete, East Anglia ONE will have a life span of 30 plus years and is planned to provide enough renewable energy to meet the annual electricity demands of the equivalent of 500,000* homes by 2020.

Construction is planned to commence in 2017 with the first turbines installed by 2019.

Jonathan Cole, Managing Director of Offshore Wind at ScottishPower Renewables, said: “East Anglia ONE is progressing quickly. As our chosen port for construction and installation, Great Yarmouth will allow us to deliver the project to the high standards and specifications required.

“We are committed to delivering local investment, local job creation and training opportunities as part of this project, so its pleasing that this work has gone in favour of Great Yarmouth.”

Press release dated Friday 4 March

The acquisition complements APM Terminals current portfolio, adding 7% throughput in key locations including Spanish container terminal concessions in Barcelona, Valencia and Castellon, on the Mediterranean coast, along with the concessions in Gijon, on the Bay of Biscay. Outside of Spain, Grup Maritim TCB’s terminal operations include Yucatan, Mexico; Quetzal, Guatemala (under construction, opening 2016); Buenaventura, Colombia, on the Pacific Coast; and Paranagua, Brazil. APM Terminals will invest an estimated USD $400 million over the next five years in upgrades and expansion to these operations.

“We are excited to complete the acquisition of Grup Maritim TCB and look forward to working together with our new colleagues. The acquisition expands our position in Spain and accelerates our growth in Latin America. While growth in Latin America has slowed overall, Colombia, Mexico and Guatemala are outperforming the rest of the continent and we believe offer exciting short and medium term opportunities,” said APM Terminals CEO Kim Fejfer.

In September 2015, APM Terminals reached an agreement with Spanish-based Perez y Cia to acquire their 61% majority stake in Grup Maritim TCB. In October 2015, the remaining minority shareholders also agreed to sell their shares, resulting in APM Terminals becoming the sole controlling shareholder of Grup Maritim TCB subject only to relevant approvals.

While we are pleased to close the main transaction, APM Terminals has yet to receive approval for the acquisition of the terminal in Turkey. Because of the corporate structure of Grup Maritim TCB, this terminal and those in the Canary Islands are not included in today’s closure.

Joe Nicklaus Nielsen, APM Terminals Vice President for Port Investments said: “We are continuing to pursue the acquisition of TCB’s Turkish and Canary Island terminals and are confident we will be able to provide satisfactory responses to the regulators’ questions in Turkey in due course. However, as these assets make up less than 5% of the value of the acquisition, we have decided to move ahead with the acquisition to capitalize on the significant momentum we have been building towards the closure of the deal.”

APM Terminals Global Terminal Network, which also includes multi-purpose port facilities, is the world’s most geographically balanced portfolio, with port and terminal interests, as well as Inland Services operations, in 69 countries, on five continents.

Press release dated Wednesday 9 March

Sharjah-UAE: 09 March 2016 - Gulftainer, the world’s largest privately-owned, independent port operator based in the UAE, recorded a strong performance in 2015 with an overall growth of four percent across its global portfolio.

Gulftainer’s operations in the UAE currently include the Khorfakkan Container Terminal (KCT) and the Sharjah Container Terminal (SCT) at Port Khalid and the Sharjah Inland Container Depot (SICD). The company’s international presence spans the Middle East, Europe, and the Americas with projects in Iraq (Umm Qasr), Saudi Arabia (Jeddah and Jubail), Brazil (Recife) and the US (Canaveral).

In the UAE, Gulftainer’s Khorfakkan Container Terminal and Sharjah Container Terminal collectively achieved an impressive nine percent surge in container volume. KCT registered the strongest growth of nine percent across the company’s portfolio, and set a new record of handling a total volume of 19,561 TEUs for a single vessel during 2015. KCT is an award-winning shipping port, and one of the most important transhipment hubs for the Arabian Gulf, the Indian Sub-continent, the Gulf of Oman and the East African markets.

Flemming Dalgaard, CEO Gulftainer

Flemming Dalgaard, CEO, Gulftainer, said: “The container industry worldwide is witnessing challenges in growth volumes due to a slowdown in the Chinese and European markets. However, Gulftainer’s success in bucking this trend with positive and robust performances across our terminals underlines our ability to adapt to market volatilities and economic fluctuations.

“Gulftainer is currently on a growth path to expand organically as well as through leveraging new contracts from 2015. Our outlook for 2016 remains cautiously optimistic. We will continue to invest in infrastructure to meet the requirements of our customers serving newer, larger ships and step up our capacity to handle higher volumes per call. As we steer ahead with this goal, it is encouraging to note that our terminals continue to build credibility both at home and internationally with their above market operational performance.”

In Iraq, Gulftainer’s Umm Qasr Logistics Centre marked another significant milestone notching up one million TEUs which were handled over a five-year period since the commencement of operations in 2010. Meanwhile, the company’s operations in Saudi Arabia continued to deliver strong performance through the year, and is well-positioned to achieve its long term targets.

2016 also marked the beginning of Gulftainer’s operations in the US, at Port Canaveral, where StreamLines, part of the SeaTrade Group, started operations with its ‘Blue Stream Service’ - a weekly container cargo service connecting Port Canaveral to Europe, the French West Indies, and Central America. The Blue Stream Service comprises five ships with 1,300 TEU capacity and 250 reefer plugs that work on a weekly rotation.

In addition to port activities, Gulftainer’s 3PL company, Momentum Logistics, which operates freight forwarding, trucking, warehousing, container repair and contract logistics, also recorded positive growth in 2015.

Over the next decade, Gulftainer has earmarked an ambitious growth strategy to triple volumes. The company aims to continue expanding operations through investments in infrastructure towards accelerating operational efficiency and benefitting from new opportunities as they emerge. As part of immediate plans, Gulftainer aims to launch its operations in Lebanon.

Press release dated Wednesday 9 March

PLA chief executive, Robin Mortimer said:

“Last year a number of operators introduced new, bigger ships and records were broken.  The record breakers included container ship, UASC Barzan and cruise ship Viking Star.  The 400 metre long Barzan set a new benchmark as the biggest-ever ship on the Thames when she called at London Gateway Port in September. Viking Star became the largest-ever cruise ship in central London when she called at our Greenwich cruise ship moorings on her inaugural trip in May.

“Since August, the Port of Tilbury has welcomed over 20 calls from Grimaldi’s new-generation, larger capacitycon-ro ships, operating on routes between Europe and West Africa.  Longer and wider than their predecessors, they are handled at Tilbury’s new landing stage berth, rather than in the docks.  And the Thames’ busiest service operator, CLdN has much larger, “game changer”, ships being built as well.

“It’s developments like these, combined with the planned ?1 billion of investment by Thames terminals and operators over the next five years, that give us confidence in the future.  The Thames Vision project, looking at how the Thames will develop over the next two decades has set a goal of port trade growing to over 60 million tonnes.”  

The tonnage of cargo handled at terminals on the Thames last year was 45.4 million tonnes, 0.9 million tonnes (or 2%) up on 2014. Growth was principally in containers and trailers (unitised traffic) up 4% to 16.9 million tonnes; aggregates and cement increased again as construction continued to recover from 9.7 million tonnes (11%) up to 10.7 million tonnes. Oil trades fell by 8% to 10.9 million tonnes, with volumes particularly low at the beginning of year.

At the Port of Tilbury, P&O Ferries passed a milestone, handling its one millionth freight unit at the port and the port handled over 40 million bricks. Not only that, a record 100,000 passengers passed through the London International Cruise Terminal.  At London Gateway Port, development of the third berth continued as increasing numbers of ultra large container ships called, benefitting from the port’s ability to continue operating even in high winds.

Press release Wednesday 9 March 2016

It turns out attracting members of Generation Y - the mercurial demographic born between 1980 and 2000 - to work in either the manufacturing or maritime industries is not going as well as hoped.

A recent study for the Institution for Marine Engineering Science and Technology (IMarEST) uncovered some startling statistics.

• 90 % of businesses in the manufacturing and maritime sectors, globally, believe they are struggling to attract talented engineers.
• 93 % said they are operating in a skills gap.
• 91 % believe their business will be adversely affected in the next twelve months by their inability to recruit fresh talent.

The obvious question: why is this happening?

There was once a time when the manufacturing and maritime sectors were attractive career choices for young people, offering the security of employment for life. Jobs in these industries were viewed as traditional and steady, and those qualities were highly valued.

The problem, of course, is that today, to Generation Y, at least, traditional and steady are not top of the list when it comes to identifying jobs. In fact, for the most talented young people entering the labour market today, traditional and steady might even be turn offs - reasons not to accept a job offer.

As Tony Short a senior director of EMEA & APAC in the Industrial Manufacturing sector recently said to me "Generation Y people are programmed differently and employers need to recognise that delivering their potential is vital to them, indicating an upturned Maslow hierarchy of needs"
While many industries have grasped this reality and adjusted accordingly, the manufacturing and maritime industries have been slow to respond and the result has been predictable. These industries have lost ground to comparatively progressive industries in the battle to attract and recruit young talent.

For the manufacturing and maritime industries, it is time to consider new, better ways of doing old jobs in order to find talent.

It is imperative that both industries look to other sectors to find examples of best practice, and, where they find it, to apply it. There is much to be done, and although the rewards for getting it right are potentially great, the repercussions for getting it wrong are serious.

Understanding Generation Y

The first step to recruiting Generation Y is to understand Generation Y. Companies in the manufacturing and maritime industries must strive to understand how this demographic’s perception of employment differs from previous generations’.  Gaining this understanding will necessarily take time and involve listening carefully, but it will pay dividends.

Already, recruiters in all sectors have come to understand members of Generation Y are not as concerned as their parents or, indeed, their grandparents, were with finding a ‘job for life’. Rather, they view employment opportunities as three or four-year engagements, during which personal development is not only possible, but vital.

Plentiful research has shown repeatedly that Generation Y wants both to feel that the work they are doing is not only personally improving, but of significant benefit to wider society.

Generation Y members, too, are not as interested as previous generations were in competing with colleagues for advancement. Instead, they are enthusiastic to seek collaboration in order further projects. This is a mindshift that all organisations need to accept in order to best harness Generation Y’s skills and dynamism.

Generation Y, too, does not want to enter into workplaces in which their line manager must be viewed as a figure of authority, to be feared as much as respected. Instead, they want leaders and managers who they view as mentors, helping them to unlock and realise their potential.

They also want to work in environments in which flexibility is not an impossible dream - workplaces in which the needs of the individual are understood and accommodated. Generation Y is not prepared to accept that a one size fits all policy is the only way to manage staff.

Making changes

Although perhaps daunting at the outset, it is possible for the manufacturing and maritime industries to adapt existing working practices in order to attract Generation Y talent.

Doing so will take a willingness to accept change is vital, but already we are seeing progress being made.

Lately, some firms have started to put time into the creation and implementation of impressive and realistic Employee Value Propositions (EVP) - an excellent step in persuading potential Generation Y recruits that the organisation takes seriously its responsibilities, both to its people and to the society in which it operates.

Kathy McCormack, Vice President of Human Resources at Johnson Controls recently stated "firms today need to understand the need to personalise their offering to staff and especially Generation Y. We focus on providing our teams with opportunities to develop both on the job and in other forums, our “Tech Innovation Days” are just one example of this."

Firms also need to focus on Corporate Social Responsibility (CSR) projects that are achievable and realistic. Generation Y wants to feel that CSR is not just a box that can be ticked through lip service. They want to see a difference being made.

Likewise, mentoring programs are popular amongst Generation Y, and, if executed correctly, an effective means of management, facilitating knowledge-sharing and shared purpose.

We are seeing an increase across several sectors of mentoring programmes at all corporate levels, from management down to what would, not so long ago, have been viewed as shop-floor apprenticeships.

Mentorships play to the sense of continuous organisational improvement that Generation Y prizes so highly.

Put simply, Generation Y, collectively, wants more from life and work than previous generations have perhaps thought possible. They believe the world can and should be a better place as a result of their existence.

In order to motivate them, an organisation and its leaders must learn to effectively communicate and align corporate and employee goals, focus on outcomes rather than office hours, take an interest in the lives of employees out of work, in their challenges and successes, and learn to sincerely care about their wellbeing.

Any industry that can manage this will reap the benefits: greater employee (and customer) engagement, less short-tenure staff attrition and greater business success.

All to play for

Companies, not only in the manufacturing and maritime industries, but in all commercial spheres, must learn to attract Generation Y. To do this, the focus must be on the life experience an employee is being offered, not on only the professional experience. 

According to Robin Windley - SVP Human Capital at DP World "There is a need to look at the drivers of different generations, not just Gen Y, but in this case “more of the same” will not work. The proposition that we put to potential employees needs to be compelling and offer them something that excites them. Consistent working hours, regular structured work, conditions that have not changed for years, will not do it. Opportunities to work in different locations, doing different and challenging tasks, projects that have a clear objective and short turnaround time are likely to be more interesting. For the employer we have to understand this and meet the changing demands without upsetting the fundamental needs of the business. It is also important to remember that a need for a balance of generations is the ideal. Too many of one and you run the risk of creating something unsustainable, one way or the other.”

Likewise, investment into skills training for Generation Y recruits must be prioritised: viewing it as a luxury will be ultimately self-defeating and cause inevitable damage to bottom lines, as the skills gap, already broad, inevitably widens further.

Generation Y employees must feel relaxed and happy in their place of work - or they will leave. For this reason, companies and managers must ensure the social environment in the work place is optimal - the balance between informality and formality that has existed for decades must be re-examined and re-calibrated.

Formality must yield some ground in the name of progress.

Accommodating Generation Y might seem a tall order, but Generation Y will soon be followed by the Millenials...

If employers think they have had it hard with Generation Y, many will consider early retirement when they hear what Millenials believe entails a healthy work/life balance.

Change now, before it is too late.

During the foreign trade mission headed by Princess Astrid of Belgium, Port Authority chairman Marc Van Peel signed two framework agreements with IPC Corporate University, a subsidiary of the Indonesian Port Corporation (IPC), one of the country’s four national port authorities.

Training
The agreement was signed during a maritime seminar in the presence of among others Princess Astrid, Flemish minister Philippe Muyters, the Belgian secretary of state Pieter De Crem, Indonesian coordinating minister for Maritime Affairs Rizal Ramli and Fisheries minister Susi Pudjastuti. The preparations for the meeting began already in 2015 when an IPC delegation visited Antwerp. Indeed, Indonesian maritime professionals have long been coming to Antwerp. APEC, the maritime training centre for the port of Antwerp, has welcomed no fewer than 340 Indonesian trainees for its standard programmes over the past three years. In addition APEC offers tailor-made courses for the Indonesian port authorities. Under the terms of the framework agreement that was signed on Wednesday APEC will now also conduct seminars on the IPC Corporate University campus in Jakarta.

Consultancy
In future the other Port Authority subsidiary, Port of Antwerp International (PAI), will also be more active in Indonesia. Together with IPC Corporate University, PAI will carry out consultancy work for the Indonesian port authorities.

Press release issued Wednesday 16 March

Once open later this year, Liverpool2 will be one of Europe’s most modern and advanced semi-automated terminals, able to accommodate virtually all of the world’s deep sea container vessels.

Marine trials are due to begin later this month, with other elements of the build coming online throughout Q2. The Liverpool2 development is part of a £650m investment by Peel Ports in the region and will add to a previous £125m investment in the National Import Centre at Port Salford, the UK’s first tri-modal inland port facility and national distribution park.

Shipping Minister Robert Goodwill said: “Merseyside has a rich maritime history and the future is looking bright thanks to major projects such as the Maritime Knowledge Hub and the deep water container terminal Liverpool2 at the Port of Liverpool. The Government will continue to offer its full support to the maritime industry, a sector which is vitally important to the UK economy.”

Speaking after the Minister’s visit to Liverpool2, Gary Hodgson, Chief Operating Officer at Peel Ports, said: “It was an honour to host the minister and to show him how construction is progressing at Liverpool2. We very much welcome his interest in how developments at and around the Port of Liverpool are attracting strong backing from cargo owners who are increasingly looking to the North-West gateway as a more efficient route to market.”

Later during his visit to Liverpool the Minister formally opened the first phase of the new Maritime Knowledge Hub in Wirral. Operated jointly by sector development organisation Mersey Maritime and Liverpool John Moores University, the new facility will be a global centre of excellence within the UK, generating knowledge-led growth and innovation.

Targeting an increased share of a global maritime industries market worth more than £3000 billion, the Hub will create a focal point for the Liverpool city region’s strengths and will ultimately include serviced business start-up space and support, an offshore survival centre and marine simulation centre, and a state-of-the-art facility to help manufacturers design, test and build products or services.

The Port of Liverpool is connected to other parts of the UK by 10 motorways within a 10 mile radius, numerous rail connections and the Manchester Ship Canal. The largest volume and density of large warehousing (over 97k sq ft / 9k sq m) of any UK region is located within a 70 mile radius around Liverpool. The Port provides direct connections to Southampton, Rotterdam, Antwerp and Le Havre via Peel Ports’ own and third party feeder operators.

All enquiries to Peel Ports Group Limited:

Laura Berry on laura.berry@bigpartnership.co.uk or 0151 600 5126

Press release dated 11 March 2016

Dubai, United Arab Emirates, March 17, 2016:

Global trade enabler DP World today announces strong financial results from its global portfolio for the twelve months ended 31 December 2015.  Revenue grew 16.3% and adjusted EBITDA increased 21.4%, delivering profit attributable to owners of the Company, before separately disclosed items , of $883 million, up 30.7%, and EPS of 106.3 US cents.

Results Highlights

• Revenue of $3,968 million
• Revenue growth of 16.3% supported by acquisition of Economic Zones World (EZW)
• Like-for-like revenue increased by 5.6% driven by a 4.9% increase in containerised revenue
• Volume growth of 2.7% ahead of industry growth estimated at 1.1%
• Containerised revenue per TEU (twenty-foot equivalent unit) grew 3.2% on a like-for-like basis
• Non-container revenue increased 8.2% on a like-for-like basis and up by 64.6% on a reported basis due to acquisitions

Adjusted EBITDA of $1,928 million; record adjusted EBITDA margin of 48.6%

§  Adjusted EBITDA margin reached a record high of 48.6% due to improved contribution from higher margin locations and EZW acquisition

Profit for the period attributable to owners of the Company of $883 million

§  Strong adjusted EBITDA growth resulted in a 30.7% increase in profit attributable to owners of the Company before separately disclosed items

Strong cash generation and robust balance sheet

§  Cash from operating activities amounted to $1,928 million up from $1,486 million in 2014. Cash conversion remained high at 100% of adjusted EBITDA

§  Free cash flow (post cash tax maintenance capital expenditure and pre dividends) amounted to $1,595 million against $1,228 million in 2014

§  Leverage (Net Debt to adjusted EBITDA) increased to 3.2 times due to acquisitions and higher capex

Total dividend per share increased by 28% to 30 US cents

§  Ordinary dividend increased by 28% to 30 US cents to reflect growth in 2015 earnings

Continued investment in high quality long-term assets to drive long-term profitable growth

§  $1,389 million invested across the portfolio during the year

§  Mumbai (India) and Yarimca (Turkey) both added 800k TEU of capacity each. 850k TEU capacity came on line with acquisition of Prince Rupert (Canada). Continued expansion in London Gateway Logistics Park (UK) and Jebel Ali Freezone (UAE)

§  By the end of 2016 we expect to have approximately 86 million TEU of gross global capacity, an increase of approximately 15 million TEU since 2012, and over 100 million TEU of gross capacity by 2020, subject to market demand

§  We expect capital expenditure in 2016 to be between $1.2-1.4 billion with investment planned into Jebel Ali (UAE), Jebel Ali Freezone (UAE), London Gateway (UK), Prince Rupert (Canada).

Key acquisition of EZW (UAE) and Prince Rupert (Canada) performing ahead of expectations

§  Approximately $4.0 billion invested in acquisitions which includes EZW (UAE), Prince Rupert (Canada)

§  Integration of EZW and Prince Rupert progressing well with both businesses performing ahead of expectations. Freezone revenues grew 7% year-on-year on a pro-forma basis

HE Sultan Ahmed Bin Sulayem, Group Chairman and CEO of DP World, said:

“We are pleased to announce a strong set of financial results for 2015, reporting earnings growth of 31% year on year, driven by the acquisition of EZW and robust underlying growth. This financial performance has been achieved despite uncertain market conditions, which once again demonstrates the well diversified and resilient nature of our portfolio with its focus on high growth markets. In 2015, we have invested approximately $5.4 billion with $4.0 billion in acquisitions and $1.4 billion in capex, and this investment leaves us well placed to capitalise on the significant medium to long-term growth potential of this industry. Furthermore, we are pleased to report strong progress with EZW with continued growth as we benefit from operating an integrated logistics hub.

“The Board of DP World is recommending increasing the dividend by 28% to a total dividend of $249.0 million, or 30.0 US cents per share to reflect the increase in our earnings.  The Board is confident of the Company’s ability to continue to generate cash and support our future growth whilst maintaining a consistent dividend payout.

“While 2016 is expected to be another challenging year for global trade, we have made an encouraging start to the year and current trading is in line with group expectations. Macro-economic conditions and geopolitical issues across some locations remain uncertain but we believe our portfolio is well positioned to deliver volume growth ahead of the market this year.

“We remain on course to deliver over 100 million TEU of capacity by 2020, while maintaining the existing shape of our portfolio that has a 70% exposure to origin and destination cargo and 75% exposure to faster growing markets. This positioning should enable us to deliver attractive earnings growth and shareholder value over the long term.”

Press release dated Thursday 17 March

The Gübretas contract is signed for an initial two years, and covers the handling of bulk, general and project cargoes. In addition, BussErk will invest in substantial equipment and provide stevedoring services as well as manpower. At the peak of operations, about 70 staff will be employed.

Emrah Gezgin, Managing Director BussErk: "We are proud to be asked to handle a contract of this magnitude. To make a difference for Gübretas and the local market, we are also making substantial investments in cranes and handling equipment, as well as other tools and implements."

The Gübretas Terminal is also in Iskenderun, about ten kilometers north of the LimakPort. The storage handling, including the transport from the quay to the warehouse, warehousing operations, including re-stowing and re-packaging, picking and packing, followed by the staging and handover of cargo for pickup, is also handled and managed by BussErk. Furthermore, the company helps with sales and marketing for the terminal.

Marco Neelsen, CEO of Buss Port Logistics: "The Turkish market has long been a strategic target for us. The Gübretas contract gives us the opportunity to showcase our capabilities and our productivity, while reinforcing our presence in southeastern Turkey and in the hinterland."

BussErk Logistics Extends LimakPort Contract for Another Two Years

Owing to a very positive development since its start in February of 2014, BussErk's contract for LimakPort in Iskenderun was also extended for yet another two years. BussErk currently employs around 160 staff at LimakPort, and the commitment to the port includes further investments in cranes and other handling equipment.

About BussErk Logistics
BussErk Logistics is a joint venture between the logistics experts Buss Port Logistics from Hamburg, Germany, and Erkport Lojistik from Izmir, Turkey. The company has a vast combined know-how, and years of experience in the logistics arena that covers the entire spectrum of port, cargo handling, and logistics services. Aside from the handling of bulk, break bulk, and project loads, the portfolio also includes warehousing and storage, export packaging, and stevedoring services.

About Buss Port Logistics
Buss Port Logistics develops tailor-made transport solutions for goods and cargo of all kinds – at their own terminals, on site at the customer’s facility, or at any other place for that matter. The logistics expert operates efficient multi-purpose terminals for general and bulk cargoes, heavy lift cargo, containers, project cargo and offshore wind components, with locations in Germany, the Netherlands, and Turkey. Additional port-specific services, such as stowage, lashing and securing, complete the portfolio. In addition, Buss Port Logistics, as a full-fledged offshore wind logistics outfit, plans and develops new port facilities and operates base, production and service ports in Eemshaven, Sassnitz, and Stade.

Press release dated 22 March 2016

APM Terminals MedPort Tangier will become operational in 2019, serving multiple trades and will be the first automated terminal in Africa.

The 30-year concession of APM Terminals MedPort Tangier will complement the current operations of the existing APM Terminals Tangier facility.

Tangier, Morocco- APM Terminals has been named as the operator of a new container transshipment terminal at the Tanger Med 2 port complex. APM Terminals already operates the APM Terminals Tangier facility at Tanger Med 1 port, which started operations in July of 2007 and handled 1.7 million TEUs in 2015. The new terminal will have annual capacity of five million TEUs. Total investment in the new terminal is expected to be EUR 758 million. Maersk Line will be an important customer of the new terminal. The new terminal is scheduled to open in 2019, under the terms of a 30-year concession agreement with the Tanger Med Special Agency (TMSA), which has responsibility for the development and management of the Tanger Med port complex.

The Tanger-Med port complex is strategically located on Africa's northwest coast near the mouth of the Mediterranean Sea on the Strait of Gibraltar, where the Atlantic Ocean and Mediterranean Sea meet. Tanger-Med is the second-busiest container port on the African continent after Port Said, Egypt. The new APM Terminals MedPort Tangier terminal will increase the port's total annual throughput capacity to over nine million TEUs.

APM Terminals MedPort Tangier will feature state of the art technology and have up to 2,000 meters of quay length and will feature the technology pioneered at the APM Terminals Maasvlakte II Rotterdam terminal which opened in 2015.

APM Terminals will create a new organization in Tangier, adding a large number of new jobs and be responsible for the completion of the terminal yard, surface, buildings, container handling equipment, and integrated automated systems. The quay wall construction and site reclamation for the first 1,200 meters has been completed by the Tanger Med Port Authority, which is part of TMSA.

"APM Terminals has been in Morocco since the creation of our first company APM Terminals Tangier in March 2005 in partnership with AKWA Group and the start of port operations in July 2007. Today's announcement shows our strong commitment to investing in trade and improving supply chains in the West Med market. Morocco and its port arm, TMSA, have been very supportive of APM Terminal's vision for the West Med. APM Terminals MedPort Tangier will bring important innovation and future capacity into the West Med market on one of the world's most strategic seaways – the Strait of Gibraltar" said APM Terminals CEO Kim Fejfer.

For APM Terminals the Western Mediterranean is an important market. APM Terminals Algeciras, on the Spanish side of the Strait of Gibraltar, operates in tandem with APM Terminals Tangier as an integrated Western Mediterranean transshipment hub. APM Terminals Algeciras handled more than 3.5 million TEUs in 2015, and has completed a major upgrading of its cranes and quay infrastructure to accommodate Ultra-Large Container Ships (ULCS) of 18,000 TEU capacity and above.

The location of the Tangier and Algeciras facilities provide a natural transshipment location for cargoes moving on vessels to and from Africa from Europe and the Far East on the primary East/West shipping route through the Mediterranean Sea; over 200 cargo vessels pass through the Strait of Gibraltar daily on major liner services linking Asia, Europe, the Americas and Africa. While African ports at present account for only 4.5% of global port throughput (including transshipment cargoes), the United Nations 2015 World Population Prospects Report projects that more than half of the world's population growth between 2015 and 2050 will occur in Africa, with the African population more than doubling from 1.1 billion to 2.4 billion over the next three and a half decades. Significant investment in port and transportation infrastructure will be required to meet the anticipated needs of the expanding African population and corresponding economic growth.

APM Terminals is the largest port and terminal operating company in Africa by equity-weighted container volume, with 12 facilities operating in 10 countries and three more terminals under construction.

Press release dated 31 March 2016