​Victor Jerez is an independent artist and stevedore at the Port of Algeciras. After years working between cranes and containers, he would return home to practice his real passion until the early hours of the morning: painting cinema posters. 

​Shortly after, he considered painting live. He started at small parties and local events (in Algeciras and Sotogrande). Next he moved on to larger events and, soon in a very short time, he was painting George Clooney, Keith Richards or Carlos Jean.
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The painting of sporting events came later to stay.  From that point, he has had the privilege and responsibility of immortalising personalities such as Rafa Nadal, Sergio Garcia or Novak Djokovic—live! He is now known as "The Painter of Athletes". 

What do you like most about being a stevedore?​
Working near the sea in the open air with amazing views is a privilege that not everyone has at work, and it is something I really appreciate. I also like the dynamism of my role, where we work in different ships and a variety of situations, that keep you alert and motivated so that each day is as productive as possible .

What is it like to work in the container terminals of Algeciras?
It is a privilege to work in our terminals as they have the most advanced technology and machinery to service the largest ships in the world. It is very rewarding to be part of the workforce knowing that its terminals are the most important in Spain and Europe. 

How do stevedores prepare for the arrival of a ship and the allocation of work?
With great professionalism and always ahead of each situation during the operation so that when the time comes, all the equipment is prepared so that the unloading or loading of the ship is as smooth and productive as possible. This collaborative work is done with the teams of each terminal to distribute the cargo or have it prepared so that the ship's call time is minimised.

Is ongoing development important in the stevedoring profession?
I believe ongoing development is very important as the world of stevedoring -and everything around it- continues to move very quickly and you have to adapt to new technologies and ways of working. This will enable the port to continue to be competitive. 

Please talk to us about your interest in art:
My interest in art was born during my time at university, where I became interested in cinema posters that were hand painted. This sparked my curiosity, which later became a passion when I spent hours and hours trying to mimic those movie scenes, always in a self-taught way. That's how I started painting and I haven't stopped since, turning into my profession.  

Would you define yourself as a stevedore-artist or an artist-stevedore?
I am an artist by vocation and it is one of the things I love most in life therefore, I consider myself an artist-stevedore.

​What are the topics you are most interested in painting?
Sport is the topic that interests me the most as it contains many of the important values that I believe in, such as effort, passion, sacrifice, enthusiasm and, above all, the joy achieved by the best athletes in the world when they reach their goals. In the past, they used to paint members of high society and the monarchy, considered the most influential and important people at the time, … today, the great athletes are the people who inspire new generations and have become world-wide icons.

​My goal is to capture all those values and emotions in my paintings. 

Painting has led you to meet many celebrities. Who has impressed you the most?
I have been fortunate to meet many top-level athletes and celebrities and they have all been very kind and friendly to me however, if I had to highlight one it would be former football player, former coach for Spain's National Team and Real Madrid: Vicente del Bosque. He conveys an incredible personal kindness and humbleness, and has managed to reach the top in world football and still comes across as a friendly down-to-earth individual, something that he is known for.

​Jose Luis Garcia Lena is Director of Spain's Salvage and Maritime Safety Society (SASEMAR), known as “Salvamento Maritimo” (SM), mainly dedicated to the protection of life at sea. Created in 1992 by the Law of State Ports Authority and Merchant Marine, it became operational in 1993, recently celebrating its 25th anniversary.

Garcia Lena is a naval engineer from the Polytechnic University of Madrid and holds a Masters in Leadership and Public Management, by the Menendez Pelayo International University. He has held the position of Deputy Director General of Safety, Pollution and Maritime Inspection in the General Directorate of the Merchant Marine, from May 2016 until his appointment as Director of SASEMAR. Previously, and since joining the body of naval engineers of the Ministry in 2006, he had held other positions of responsibility such as Deputy Director General of Maritime Inspection, Head of Technology & Technical Support Area and Head of Service and Marine Inspector. He previously worked outside the Administration in companies linked to the sector such as Spanish Shipyards. 

In April 2019 you were appointed by the Spanish Ministry of Development, Director of SM. How has your past experience and knowledge helped you in your role?
Before I took on my current position, I would follow every step, every emergency and every marine rescue as I was Deputy Director General of Security, Pollution and Maritime Inspection in the General Directorate of the Merchant Marine, and prior to this I had been working in other positions in the same organisation for many years. As you know, SM is the operational arm of the General Directorate of the Merchant Marine, and salvage workers act in coordination with the officers of the General Directorate in all rescues and emergencies, so I knew and had already worked with SM on many occasions. I have also been part of the Board of Directors of SM since May 2016, so I was well aware of the impressive work done by the team. The organisation I manage is complex, as it covers both administrative issues and very technical matters. Ever since I started working, I have been backed by great professionals with many years of experience.

Please tell us about your main duties as Head of SM:
SM is an organisation that we hear about on a daily basis in the media, however it is a great unknown. Few people know that it belongs to the Spanish Ministry of Development. It was created by the current Spanish Minister Josep Borrell in 1993 and has just celebrated its 25th anniversary. Few organisations can say that they are dedicated to something as beautiful and important for people as protecting their lives when they are in danger at sea, working for clean seas and controlling the traffic of ships to ensure maritime safety. To understand what SM is really about, I invite you to close your eyes, imagine that you are in the middle of a storm at sea, your boat is sinking, and you fall overboard. And in the middle of that desperate situation, a friendly hand appears to rescue you and takes you back to your family — that is SM.
An organisation of which as a country, and I in particular as a Director, we can really be proud of, according to feedback received by seafarers and people that have been involved in rescue operations. 

Years ago before this body even existed, the chances of mere incidents ending up in emergencies were much greater. Equally, it was less probable that a response/rescue operation would end successfully.

The increase of professionals, training, media, technology, designs, procedures, improvements…, it has been impressive in just 25 years. That has been and is SM, the guarantee of having the best possible response to an emergency at sea. And my role is to lead this organisation with great professionals in each field, from centre coordinators, maritime and air crew, specialised diving technicians, clerks, etc.

The maritime rescue area is very extensive, covering more than 1.5 million km². How do you manage the resources you currently have?
As you point out, Spain is entrusted by way of international conventions the search and rescue of a marine area of 1.5 million km². It is an enormous task, as the surveillance and rescue is actually equivalent to 3 times Spain. As for the management of resources, our provision is distributed throughout the national territory with the most advanced technology, to which we must add that of the collaborating agencies, as well as any vessel that exists in the area, which at any given time can become the fastest option to conduct a rescue.

SM in Spain is a global benchmark. We have a large number of resources deployed throughout the national territory, specifically: 20 rescue coordination centres, 87 sea and air units, 6 strategic bases with divers and response equipment designed for great depths in two of them; and I do not want to forget the Jovellanos Centre, located in Asturias, which is a reference in training for both our professionals and for external people interested in training in the field of maritime safety .

But the important thing -and what really needs to be valued- is the work of the more than 1,600 professionals we have: staff from control towers, the crews of our ships, planes and helicopters…, work to be appreciated, as these jobs require great professionalism.

What is the National Maritime Rescue Plan?
The Ministry of Development is working on the elaboration of an ambitious “National Plan for Special Services for the Rescue of Human Life at Sea and for the Fight Against Pollution of the Marine Environment”. Among the objectives of the Plan is to coordinate the actions of the different resources capable of carrying out search operations, rescue of human lives and the fight against marine pollution, belonging to the various Administrations, as well as public and private institutions. This Plan also includes the actions and investments planned for the years 2019, 2020 and 2021. It is currently in the process of being approved by Cabinet Ministers. The Plan is based on the new European Maritime Transport Strategy, focusing on three areas: effectiveness and efficiency, decarbonisation and digitalisation.

What are the action protocols following an emergency call at sea?
Every emergency must have a quick response to ensure success in its resolution. Although it is practically impossible for two identical emergencies to occur, which may be resolved by applying an identical response for both, we can establish an order of operations planning to serve as a general guide, as emergencies at sea tend to evolve following the same stages or patterns that are common to all incidents, and serve as a basis for organising the most appropriate response operation. This way, from the moment that the possibility of an emergency exists, the coordination centres must initiate a response process that can be established in several common phases.

The first stage would be receiving the alert, which can reach the coordinating centers in different ways, both traditional and automatic. Then, the next phase consists of the deployment of resources, air and sea, and the planning of the operation to achieve maximum efficiency. The coordination is carried out by the Rescue Coordination Centres, in conjunction with the Maritime Authority of the General Directorate of the Merchant Marine, and the maritime or aerial teams responsible for carrying out the search and rescue operations whose main objective is to safeguard human life, and secondly assisting to save the vessel if necessary. The operation continues until the rescue actions from the Coordination Centre are concluded and the units return to base. 

There are also operations in which, although the life of people is not at risk, there may be a risk of pollution of the marine environment. In those cases, SM acts in a similar way, with the aim of preventing the pollution of our seas.

What are the challenges in preventing and fighting against pollution of the marine environment?
Aerial surveillance of our seas is an essential tool to prevent pollution by ships in navigation. SM does intensive surveillance work with its airplanes and European satellites to ensure that ships do not pollute. Each year we monitor the equivalent of 250 times the Spanish territory. In addition to the surveillance work of our airplanes and satellites, which is a preventive task, we combat the pollution spills that are also detected by our air or sea resources. To this effect we count on collection vessels specially designed to address this type of pollution such as multi-purpose rescue and pollution control vessels, which are part of the maritime units distributed along the entire Spanish coast. These ships also act in the event of an incident or shipwreck, which may involve pollution. 

Apart from this, we also carry out a number of activities by raising community awareness to preserve the environment, such as the activation of the #mareslimpios (“clean seas”) campaign. Please allow me to share with your readers, should they wish to apply, that we have just presented the ODS14 SM awards to reward all those initiatives that have or are contributing to the improvement and conservation of our seas. The prize conditions are available on our website.

What kind of training is provided by the Jovellanos Centre?
Firstly, let me highlight that it is a centre of reference at a European level as it covers maritime training, security, fire fighting, etc.. It is a centre for diversified training in many fields related to the safety of life at sea and the fight against pollution of the seas. 

Designed from a comprehensive service perspective, it is equipped with modern resources and facilities and highly qualified technical and specialist staff. It has become a key part of support for the training duties of the National Maritime Safety and Rescue Plan.

The centre's main function is to provide comprehensive training in maritime, port and industrial security, prevention of occupational hazards and the fight against pollution, addressed primarily to the personnel of SM, as I mentioned earlier, and also to professionals in the maritime sector, and other groups with special security and pollution control needs. The rest of its activity revolves around the following specific areas: technical assistance for projects, studies and emergency plans; the development of tests and the homologation of personal protection equipment and rescue devices (life jackets, floats, rafts ...) and the organisation and participation in conferences and seminars as well as cooperation and research in European and national projects. 

What advice would you give to those new sailors in order to improve their security?
New sailors have to be aware that the marine environment can be dangerous, especially if they don't have much experience. Taking all precautions is never an overstatement. In addition to having adequate training, try to achieve a position of "zero risk", with a focus on prevention. 

On our website www.salvamentomaritimo.es and through our social networks we give simple daily advice to people who approach the sea in different activities. Anyway, when everything else fails, SM will always be alert to protect human life at sea, night and day, so knowing the protocols and ways to ask for our help is also a way of prevention.

What points would you highlight about the planning and strategy for the next 12 months?
We want to continue being a competitive service, guaranteeing the protection of the marine environment, focusing on digitalisation and innovation. We understand that we are, that is why we want to maintain our strengths, exploit the new technological opportunities that arise and correct the weaknesses that may emerge. The strategy to follow, defined in the National Plan Draft, is aligned with the EU Maritime Transport Policy, defined until 2020 in the Valletta Ministerial Declaration. 

The strategy follows three axes, which are broken down into lines and initiatives: 

• In the field of competitiveness, we are aware that a public rescue service and the fight against pollution implies offering effective and efficient services. This, among other measures, will lead us to the incorporation of new types of means such as drones, as well as to the renewal of the current fleet, to guarantee the best resources. The continuous training of professionals and suitable coordination with appropriate action plans and procedures are also part of this axis.

• The axis of decarbonisation and sustainability, the current system of prevention, rescue and pollution control is a solid system committed to sustainable development. Nevertheless, new challenges arise due to technological improvements, legal requirements, new commitments and an increasingly demanding society, which require continuing and expanding the service to new challenges. These new challenges have -as their ultimate goal- a cleaner marine environment. For example, the viability of tugboats with LNG and the reduction of air pollution from the fleet will be studied.

• The rescue, pollution control and maritime traffic control system requires digitalisation that allows an adequate management of the huge volume of information and real-time communication between all the elements that make up the system. Meanwhile, innovation is the engine that allows incorporating new capabilities to improve services. An example of this is the I-SAR project in which a preliminary consultation has been made to the market, since there are incipient technologies that have possibilities of being applied in these areas, such as the use of drones, the development of detection sensors or progress in operational oceanography. 

Do you remember a particular rescue operation that you would like to share with us?
Recently, in June we carried out a complex rescue of the 5 crew members of a sailboat in the middle of a severe storm in Galicia. It happened 85 miles northwest of A Coruña. At the time in the area there were very rough seas with waves of between four and six metres and winds of 65 knots (120 km/h). In the midst of this severe storm, the Helimer 401 helicopter crew of A Coruña rescued these 5 people. The rescue was very complex as S/Y LoaZour was swaying spectacularly as it was completely adrift. Faced with this situation, the rescuer could not descend to the actual ship. Finally, the 5 crew were rescued one by one from the sea and later transferred to Alvedro in good condition. They publicly thanked our work and the fact that we saved their lives. Every life saved is our greatest reward.

This video recorded by our helicopter team shows how complicated the operation was: 

Juan A. Ureta is President of Propeller Club Algeciras, consisting of executives and active businessmen professionally linked to different industrial sectors and international trade, especially in the fields of logistics, transport and the maritime-port sector.

Ureta is also a professional in the logistics sector as Co-Inventor and Co-Founder of Connectainer & Intermodal Solutions, a company dedicated to the optimisation of empty container use. After 40 years in the Merchant Marine and extensive knowledge on logistics and especially the maritime container, we are pleased to learn more about the association Juan Ureta has chaired since 2013, Propeller Club Algeciras.

Propeller Club was founded in 2012. Please tell us about the association's journey to the present day:
Actually although the Propeller Club is founded in October 2012, the process starts two years before, when we are invited to participate in the I Meeting Of Clubs in Valencia (2010) and later to the one held in Barcelona the following year, it was from this year when we finally got the project going. It was presented 15th May 2013 at the Reina Cristina Hotel (Algeciras), with the presence of all the other clubs in Spain, and with the attendance of the civil authorities of Algeciras. 

​The lunches begin with the former Director General of the Port of Algeciras, José Luis Estrada Llaquet, in the month of April of that year taking place every month thereon, except in the summer months. Over these years we have made sure that the speakers were people of a certain prestige and that in a way they could transfer their knowledge to the partners, trying to see things from a  different perspective. We can say that, although participants are from different backgrounds, business, political, etc., there has always been a common focus in developing logistics, maritime and port activities. 

I will not give a comprehensive list of the guests, but as a summary, among others we can mention, in addition to our first speaker José Luis Estrada Llaquet, the following:

 - J. Ignacio Landaluce, Mayor of Algeciras
- Antonio Padrón y Santiago, IMO Maritime Ambassador
- Óscar Bazán, Executive Vice President, Panama Canal
- Fernando González Laxe, President Spanish Ports (PE)
- Enric Tico, President FETEIA
- Joan Amorós, President FERRMED 
- Manuel Morón, President Algeciras Port Authority (APBA)
- Antolín García, Coordinadora
- Jordi Aragunde, IDC Workers
- Javier Sánchez, President Confederation Businessmen of Cádiz (CEC)
- Salvador de la Encina, President Spanish Ports (PE)
- Manuel Jiménez Barrios, Vice President Regional Government Andalusia
- Fabian Picardo, Chief Minister Gibraltar

In addition to other leading private business leaders, Javier Lancha (APMT Algeciras), Alonso Luque (TTI Algeciras), Iñaqui Larequi (UASAC Spain), Joaquín Vidal (BEST Terminal), etc., naming everyone would be endless, given that we normally have between 8-9 lunches every year.

We have also been organising an event where the logistics community of the region have an opportunity to get together, the Logistics Gastro Party. This has been arranged now for two years and it has been a great success. We managed to gather 483 people in the one held last June, and we hope to reach 1000 people by 2020, which will be held on Friday, 12th June. 

What is the main purpose of Propeller Club Algeciras?
The main mission of the Club, according to its statutes, is to promote the maritime and port commerce of the region, objectives that were already defined in the founding letter of the Club in the United States in 1927: promote and strengthen the Merchant Marine and the development of maritime commerce.

Today in the 21st century we continue with these same objectives, although adapted to the current situation, but basically they are the same and can be summarised in three main points: training, synergies and dissemination of knowledge. At a local level we have opted for training, and we are in the process of signing an agreement with the University of Cádiz (UCA) for this, with an economic provision aligned with our capabilities. It is not our intention to compete against existing associations for the promotion of the activity, nor we want to be a gastronomic society, our goal has been to create a discussion forum with a relevant guest, and why not, to become a new lobby in the region. 

How many members are registered and what criteria should they follow to join the Club?
There are currently 49 members with the latest additions, a figure that we expect to increase year-on-year.

In these six years of activity, we have experienced slow constant growth, and we have practically not had any withdrawals, except for those due to the transfer of residence. Regarding the requirements to join the Club, one can become a member in two ways: express invitation from the Board of Directors and the other by proposal of two Club members. It is important to emphasise that the status of member is personal and unrelated to the company in which one works; this condition is the norm in all the clubs in the world.

What is the main challenge of the logistics sector in the next 12 months?
We believe that the main challenge is the rail connection to Algeciras. We do not understand the investment policy in this area by the Administration, something we promoted at the time when we attended the VIII Clubs Meeting, which was held in Algeciras, April 2017, a manifesto of support for the rail connection of Algeciras with France, in its two fronts, central and Mediterranean connections, and which was signed by all the Propeller Clubs of Spain. 
 
And opportunities?
An important point, at least in my opinion, is the design of a port today for the next 30 years. Maybe it is time for us to consider whether the design we have followed, which may have been the best at the time, is now the right one. The location of the Border Inspection Post (PIF), of the Maritime Station, of CLH and Vopak, in principle and according to a more rational criterion, does not seem to indicate that they are the most suitable, solutions should be sought if possible.

What initiatives have been developed in the last year that have produced positive results?
I think the initiative of the Logistics Gastro Party will definitely mark a before and after. Barcelona and Valencia have been organising it for years, the former more than 8 and Valencia more than 30, so they are many years head of us, however we are now there and I think as a senior manager of a terminal in Valencia told me and will attending our next event in Algeciras: “I sincerely believe that it is a good opportunity to network and share our day-to-day with the logistics community. It is something that we have started in Valencia and therefore nobody better than us to know the scope of it”.

What new projects is the Club developing?
In addition to completing the collaboration project with the UCA, which we may also expand in view of the result, another of the projects we would like to complete is the creation of a maritime newspaper, just like the ports of Barcelona and Valencia have. After the closing of the maritime section of the digital newspaper Europa Sur, something we have failed to understand, EED has emerged,  and we believe that a weekly sheet -in principle- of information about our sector has its place. 

Antimo Magnotta is an Italian pianist and composer based in London since 2013. He started his professional career in 1992, right after his graduation from the music conservatoire in Avellino, Italy. Antimo was resident pianist aboard the cruise ship, the Costa Concordia, when it tragically sank in 2012, claiming 32 lives. Miraculously surviving the shipwreck, which took the lives of some of his fellow musicians, Antimo Magnotta’s remarkable story serves as a reminder of the restorative powers of music and the resilience of the human spirit.

How was life onboard Costa Concordia?
As a resident musician and crew member life aboard the Costa Concordia was a combination of many elements (in the same way as with other large cruise ships, of course). Playing the piano and traveling has been the crowning of my childhood dreams, something I had been doing for almost 18 years of my life. I was the happiest man on earth but I discovered it was not an easy life though, despite the great excitement.

Such a very special environment requires a particular inclination and attitude: you need to be flexible, enthusiastic, resilient, strong and willing to treasure the bright side of being at sea, traveling the world, meeting people, being lightheartedly privileged, experiencing memorable moments, etc. There are downsides, of course. Your life will be incapsulated in a cabin for a relatively long time, a ‘shoebox’ you need to share, in most cases, with someone else.

No privacy, no natural light, no fresh air and the food on-board for the crew is something one would prefer to forget about.
 
Please tell us about how you became pianist on the ship?
The opportunity arose right after my graduation from the music conservatoire in Italy. One of my fellow musicians got a proposal he strangely refused. He was asked to sign a contract on a cruise ship as on-board pianist. The problem with this guy is that he was suffering from sea sickness, so he offered me the replacement. I accepted, successfully passed the audition and my adventure started. It was during the late ’90s.
 
Please talk to us about the night Costa Concordia ran aground off the island of Giglio:
On Friday, January 13, 2012 the Concordia had set out from Rome on the last leg of a seven-day Mediterranean cruise with 3,229 passengers and 1,023 crew on-board. I sat down at the Yamaha baby grand in the Vienna Bar on aft deck five at 9.30pm to entertain a handful of well-dressed guests. I was fully immersed in my beautiful daily routine. It was a lovely starry night, the weather conditions were ideal for navigation, the sea was as smooth as a table. All of a sudden, at 9.42pm, the ship took a sudden swerve and started listing. I fell off the bench and the piano was torn from its safety locks and started drifting on the stage.

No sound of a collision was heard on deck five, although those on lower decks would later tell me of the terrible tearing sound as a submerged rock ripped a huge hole in the engine compartments, just off the coast of the Island of Giglio.
 
Along with other passengers and crew, I instinctively stumbled along sloping corridors to the huge dance floor at the centre of the ship — supposedly the most stable place — called the Grand Bar Berlin. As a crew member I had to avoid panic, but people were panicking because of the lack of information. There were very few announcements over the PA system about a technical problem, or a power failure, …then silence.
 
There were several blackouts and people started screaming and calling out names. I could hear children’s voices: ‘Where are you, Daddy, where are you, Mummy?’

Chaos took over and the nightmare began.
 
Darkness would engulf the dance floor and then the lights would suddenly come on revealing a scene of terrified passengers crying and reeling around the tilting room, holding broken teeth in their hands or bleeding from falls. They looked horrifying! The siren sounded the general emergency signal — seven short blasts and one long — and the mass of people began stumbling for the evacuation stations. I reached my muster station point, where, in line with my emergency training, I was supposed to take a roll call of 25 staff members. Four were missing. A passing technician told me the ship had a hole and was drifting. I realised that, because the ship was so close to land, I had a mobile phone signal, and I called my ex-wife. At first, I lied to her and said we had a technical problem. We got cut off. She called me back, having checked on the internet, and said, ‘You are in a shipwreck.’

Finally, when the order came to abandon ship I realised the lifeboat designated for my muster group was underwater. There were no more procedures or protocols to follow, so everyone scattered. By now the sound of people screaming in 60 languages was joined by loud metallic crashes as the ship — “a swan in agony” as I wrote in my book — tilted towards its final resting angle of about 80 degrees. If I were to use a musical analogy, it was a polyphony of horror. It was at this stage where I first felt fear. It seemed there was no escape for me, that I was hopeless. I had to abandon the ship, but I didn’t know how. I said my daughter’s name, I took two minutes to reflect about my life, and managed to climb — on handrails, extinguishers, pipes, wires, whatever — up to an embarkation point. It took a lifetime. I am not a sporty guy, but at these times you become superhuman. Once outside, on the flank of the hull that was tilted upwards, I knew I had to get close to the water. Jumping into the sea from any height is like jumping on to concrete and a life jacket can tear your head off in such an impact. I began sliding down the hull on a cable, a winch, from which another lifeboat had been launched. I could hear helicopters and see the lights of rescue ships, but the emergency lights on life jackets worked only on contact with water, so myself and others got them going by spitting on them, until a boat finally got a fix on us and eventually we were rescued.

What was the first thought that crossed your mind when you finally reached safety?
When I jumped from the ship into a small lifeboat I felt I was literally jumping back to life. I reached the Island of Giglio around 3.00am. It took about 6 hours to abandon the Costa Concordia. No one would speak. We were all shocked, silent, not uttering a word, because of the tremendous trauma. When I touched the ground I suddenly thought I had to celebrate my second birthday from that moment on. I was alive!

How do you feel about the 32 passengers and crew, and the salvage worker that lost their lives?
It’s an immense tragedy. I lost two friends of mine, fellow musicians. The violinist of the Hungarian trio I shared the stage with and the main band’s drummer, a very friendly Italian guy. His body was found on the seabed, wearing a life jacket.
 
I felt so sorry for the salvage worker as well, a diver I think, who lost his life. It breaks my heart deeply.

How has this life-changing experience influenced your music? How did music help you?
My music and my writing have been massively influenced by this experience and they turned out to be the best form of self-therapy. I was suffering from Post-Traumatic Stress Disorder and I unexpectedly started to write more than I played, at the beginning. I couldn’t play the piano after that accident. Every time I played, it would bring back memories of the shipwreck. I also decided to sell all my possessions and move from Italy to London. Whilst working, I wrote a book in my spare time about the disaster, which was published in Italy (“Sette squilli brevi e uno lungo” is the Italian title) and now about to be published in the UK in English. The English title will be “Seven short blasts and one long” – a reference to the emergency signal at the time of the disaster.
 
Distancing myself from my old life seemed to quell the anxieties, although I still get flashbacks to the terrible noise of screaming. Gradually, the urge to play again grew, and finally I started composing again. My album “Inner Landscape”, based on my introspective thoughts after the disaster, is a work for solo piano dedicated to those who died on the Concordia. In this album there’s also track called “32”. The main melody is composed of 32 notes, each one dedicated to the memory of the victims who lost their lives that tragic night.
 
If given the opportunity, would you ever go back to playing on-board a cruise ship?
Yes, sure. But only for a very short time or for a “one off” to perform my piano show.

For more information about Antimo Magnotta please visit antimomagnotta.com

René Kolman is Secretary General at the International Association of Dredging Companies (IADC), the global umbrella organisation for contractors in the private dredging industry. With over one hundred main and associated members, IADC is dedicated to not only promoting the skills, integrity and reliability of its associates, but also the dredging industry in general. Kolman takes a leading role in promoting the industry’s long-standing commitment to environment and sustainability. He studied at the Nautical School in Rotterdam and holds a degree in Economics from the University of Groningen in the Netherlands.

​What are your main responsibilities as Secretary General at IADC?
I am in charge of developing and managing the dissemination of information about dredging and its positive role in society. Through seminars, publications and presentations at conferences, IADC offers support to port authorities, developers and stakeholders on a diversity of subjects such as technology, environment and climate change. I represent the international dredging industry through collaborations with the International Association of Port and Harbours (IAPH), The World Association for Waterborne Transport Infrastructure (PIANC) and the World Dredging Association (WODA).  I am a member of several IAPH and PIANC committees as well as PIANC’s Permanent Task Group Climate Change. I am also responsible for all activities organised within the association such as educational activities for employees of member companies, multiple working groups at sister associations and the Annual General Meeting.

What are the main functions of IADC and how do members benefit from the Association?
IADC has five core functions: informing, promoting, educating, networking and connecting. The publication of the “Terra et Aqua” journal is the most prominent activity with regard to informing. It is the only near scientific journal on the subject of dredging. In addition to this, there is a very extensive knowledge base on our website. If you can’t find the answer to your question, just send an email or give us a call and we will get the answer for you from experts in our network of members.

Promotion is done through articles in different magazines as well as by giving presentations at conferences. There is lot of outdated ideas still circulating about the dredging industry and its methods, and our goal is to update these outdated perceptions. The book “Dredging for Sustainable Infrastructure” (DfSI), published with CEDA, demonstrates that the dredging industry is the frontrunner thanks to its sustainable attitude. IADC organises seminars on dredging to inform its participants about what dredging is really about. For example, what environmental footprint does a dredging project have? And what types of equipment can be used? Based on the DfSI book, we are developing a new course which explains the new design philosophy. Instead of focusing on compensation and mitigation of negative impacts we try to maximise the value of a marine infrastructure work in a sustainable way. We are convinced this will be the way forward in all kinds of dredging projects. 

We have a lot of interaction with related industries. We are a small sector but with a large economic and social impact. Our activities will have much more impact when we team up with other organisations. For this, we participate in working groups by PIANC and IAPH. Recently, we organised a workshop at the Global Session of the UN Science-Policy-Business Forum on the Environment in the lead up to the Fourth Session of the UN Environment Assembly together with PIANC and CEDA.
IADC has 11 members which are all privately-owned companies who work all around the globe. Their employees meet in working groups to work on the “Dredging in Figures” publication, the cost standards for dredging equipment, the development of safety standards or during educational activities.

What are the main points to look out for before initiating a dredging project?
The recently published DfSI book introduces a new design philosophy. When initiating a dredging project, you have to look at all three pillars of sustainability. It is important to consider nature-based solutions for your infrastructure demand. It is not only more sustainable but projects with nature-based solutions are easier to finance. How do the impacts of the project interact? And how can the overall value be maximised? It is necessary to identify all stakeholders upfront and have them at the table from the very early beginning of the project. It will cost an extra effort at the start but you will benefit from it in all stages of the project. Execution will be smoother as risks have been identified and discussed properly, and the support of the public will increase.

What is adaptive management in a dredging project and what are the benefits?
Dredging and placement projects are often permitted with license conditions based on an extensive Environmental Impact Assessment (EIA). This may result in strict thresholds to assure environmental performance with levels deemed to be acceptable, based on the findings of impact assessments.
In other cases, less clear environmental limits are specified. This is sometimes due to the level of uncertainty about effect on and responses by nature caused by inability to fully appreciate and judge environmental conditions (sensitivity of receptors) and potential project effects (vulnerability to changes), or for other reasons such as sharing responsibilities and risks. Effects on the environment can be both negative as well as positive and monitoring of both outcomes is sometimes required, although monitoring of potential negative impacts is more common to ensure protection of the environment.

For those dredging projects where the outcome is less certain, or accompanied by a low confidence in the prediction of effects, a sequence of more intense and targeted monitoring, impact assessment and management actions might be implemented. Where this is the case, there may be benefits in adopting an adaptive management strategy whereby the management of the project can be adapted based on the ongoing findings of the monitoring programme. This approach can benefit the sensitive receptor as management can be adjusted to ensure full protection. The project owner can also benefit as overly conservative mitigation measures can be downsized during the course of the ongoing monitoring. This sequence of activities is jointly understood as ‘adaptive management', although interpretation and ways of implementation may vary considerably between projects, and even between different stakeholders on any project. Adaptive management helps to achieve desired goals by addressing uncertainty, incorporating flexibility and robustness into project design, and using new information to inform decision-making as the project develops. Goals include an efficient project design and streamlining implementation protocols to minimise waste of resources which, when holistically viewed, could decrease the project's overall environmental footprint. For more information about the subject in the DfSI book. https://www.sustainabledredging-book.com/about-the-book.html

What are the most common dredging techniques?
The characteristics of the dredging process change considerably from one project to another.
However, a number of different phases that are common to almost any dredging process regardless of the type of equipment used for its execution, can be identified. These phases are:
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• dislodging of the in-situ material;
• raising of the dredged material to the surface;
• horizontal transport; and
• placement or further treatment.

The first phase of a dredging cycle is dislodging of the in-situ material.  This dislodging process is essential as removing the whole volume en-masse is impossible. The excavation process can be relatively simple in the case of soft sediments but sometimes, where the removal of hard rock is concerned, it can be difficult. Dislodging is generally carried out by a cutting device such as cutterhead, draghead or the cutting edge of a bucket. Sometimes water jets are used for this purpose.

During the second phase of a dredging cycle, the dislodged material is raised. This can be done either mechanically or hydraulically. Using the mechanical alternative, the material is raised in a grab or bucket (e.g. backhoe or bucket ladder dredgers). In the second  case, hydraulic dredgers (e.g. suction, cutter suction, trailing suction hopper dredgers) use a suction pipe. The dislodged material is then sucked into the suction mouth by means of a centrifugal pump. The material is further raised through the suction pipe towards the pump and, from there, through the discharge line to the deck of the dredger.

The third  phase of the dredging cycle is the horizontal transport of the excavated and raised material from the dredging area to the site for further treatment or final relocation. This can be achieved mainly by one of three methods:

• hydraulic pipeline transport;
• transport by hopper dredgers; or
• transport by barges.

The final phase of a dredging sequence is the relocation of the excavated material to its final destination or to an intermediate site for further treatment.

There is a current overcapacity in the dredging market. Do you foresee this to continue in the medium / long term?
The IADC’s members have invested a lot in modern equipment dedicated to their specific tasks in the last 10 years. IADC members are very engaged in reducing their environmental footprint. The first dual fuel hopper dredgers are already on the job. On the other hand, the “Dredging in Figures” shows a decrease in the market over the last couple of years. China and the United States are closed markets for dredging companies from outside these countries, so a large 'piece of the pie' is not accessible. The drivers of the industry are world trade, coastal protection, energy, tourism and urban development. Over the long-term, the signs for these drivers all show green.

What markets have more potential over the coming years?
History shows that the focal point of the industry’s activities shift all over the world. In the early 2000s, the Middle East was the centre of activities while ten years later, it was Australia with port development projects to export resources like iron ore and LNG. Looking to the drivers, one might expect more coastal protection projects due to sea level rise and subsiding land in low-lying deltas. An increasing number of people are living in urban areas near the coast. To accommodate all these people, urban development projects are necessary. The UN predicts an increase of the population in Africa, resulting in an increase of imports and exports through ports. An increase in the size of vessels makes deeper ports necessary. This will result in work for dredging companies.
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How is the dredging industry renewing the technical skill sets of their crew and develop new people?
The dredging industry spends a lot of time and effort to keep their crew and staff well-trained. As for job training, the crew is trained on simulators for different types of equipment like a hopper, cutter or backhoe. This is not only done at the headquarters but also with mobile simulators on large projects. Several members of IADC have started to use Virtual Reality for training purposes. There is hardly any other production industry that has approximately 50% of its staff educated at a Bachelors or higher degree level. It is not uncommon to have PhD-level colleagues within the dredging industry. Developments in digitisation happen quickly, and with state of the art equipment, crew and staff have to be trained continuously to keep companies in a leading position in the market.

Better-trained crew reduces risks which leads to better results and less accidents. Training is not only done for professional competences but also for safety. The overall culture in the industry focuses more and more on safety. Personnel is the most valuable asset of dredging companies and they can make all the difference among competitors. The importance of safety has long been recognised by all IADC members and has resulted in a large reduction of ‘lost time injuries’.

Please talk about the safety and environmental regulation standards applied to the industry and if there are any challenges:
The current safety culture was sparked by the oil and gas industry some 20 years ago. The dredging companies were only allowed to do work for the oil and gas industry when they complied with the sector’s safety standards. Today, safety is paramount in the entire dredging industry. Safety culture and standards of the larger dredging companies are sometimes ahead of those in the offshore industry. IADC recently started a working group to set minimum standards for maintenance yards. Members in the association share experiences to learn from each other with the single aim of making the working environment safer and reducing the number of incidents. Every year, IADC grants a Safety Award to an organisation increasing safety in the dredging industry. Conceived by dredging companies or suppliers, nominations include projects, vessels, safeguards or innovations in other working environments. IADC believes there are many exemplary innovations to make the process safer and its award recognises their benefits to the industry as a whole. The deadline to submit nominations to compete for this year’s Safety Award is 1 July 2019.

IADC recently published the book “Dredging for Sustainable Infrastructure” in collaboration with CEDA. In the past, the dredging industry’s focus was on mitigating and compensating for a project’s negative effects. In this book, a new design philosophy is presented which focuses on creating as much added value as possible. A marine infrastructure project has to create value in all three pillars of sustainability: economic (which is very often the main purpose of the project), social and environmental.

Contractors were at the cradle of nature-based solutions which perfectly fit into this new philosophy. Nature can support in realising new infrastructure for a win-win situation. Major environmental issues include emissions, sound and turbidity. To assess the influence of the work process on these three elements, it is necessary to understand the natural system in which is operated. A zero-base impact assessment is evident and the use of adaptive management makes the environmental monitoring efficient and relevant. It provides essential data to adjust the work process to meet environmental regulations.

Technology plays an important part in dredging. Please tell us about any recent innovative ideas that members of IADC have applied to the industry:
Most of the innovations are developed in projects. The contractor has to adjust his or her way of working on a project to meet environmental regulations. Involved parties have to discover how processes and equipment can be adapted to meet the requirements which are already set. This will result in incremental innovations. You don’t see real game changers in the industry. Dredging means loosen the material, lift it out of the water, transport it and deposit the material. This has already been done for centuries in a mechanical way and since the last century, in a hydraulic way. The size of hoppers has increased over the past decades. Today, we have two cutters which are being built with more than a 50% increase in capacity compared with the present largest. But there is no real difference apart from the size.

A lot of scientific research has been conducted and this has resulted in a better understanding of the process and a lot of small changes in equipment. The impact of the dredging process on the environment is better understood and we know how to reduce the impact. The newly designed overflow and green valve have resulted in less turbidity and air entrainment. Crew can sleep on board of cutters because the accommodations are protected from vibrations with an air isolation. These may seem small but they are very important improvements to both the equipment and process. On the other hand, innovative ideas share a common fate: innovations are typically kept secret until they eventually become common knowledge. So maybe we can expect a real game changer in the near future.

​What would the ideal port ecosystem look like?
It would be always accessible for unloading/loading operations to vessels no matter if a vessel arrives on time or out of schedule. It would collect all the data from its grounds, machinery and people and determine right execution of its operations with minimal human intervention in the decision making process. It would process and expose information to port’s/terminal’s partners in the format that is useful to them, or ideally, directly to their own automated systems. It would be always self-improving by removing waste from its operations and achieving this by thorough use of and reliance on self-learning algorithms. It would operate with minimal impact on the environment surrounding the port. It would perform rain or shine producing the same, consistent in time and quality, output as expressed in time-to-complete cargo end-to-end (door-to-hold/hold-to-door) move.

What are the main challenges for ports when considering a digitisation project to transform the supply chain?
While the ports are at the intersection of maritime supply chains, those supply chains are not the only ones that the companies might be operating. Thus, we cannot really talk about transformation of the entire supply. The ports don't have a good sense of what needs to happen and when in each supply chain, relying on shipments arriving or departing on ships. The second problem is that ports face competition from carriers and freight forwarders who have the same desire of shaping and enhancing productivity of the supply chains of their customers. What the ports could definitely do is to work with the shippers/beneficial cargo owners (BCOs) to match data of shipment arrivals/departures with shippers’ transit time information or some other critical dates by when the shipment should arrive/leave the port. The data does not have to expose carrier or handler (freight forwarder) information, just the anonymised and aggregated data facts allowing shippers/BCOs to manage their own planning.

Generally, what transformative IT solutions have the greatest impact on the company's "bottom line"?
There are two levers related to profit: increasing revenues and/or decreasing costs. Increasing revenues relates to better understanding of what port resources are valuable to carriers/logistics companies and differentiating pricing for those services based on typical and atypical scales.  

This is called price discrimination and typical pricing schemes used across many industries leverage mathematics and statistics and are quite complex. Ports typically employ very simplistic price discrimination method, often based on the heuristic experience of their commercial managers. Instead, they should look at revenue optimisation tools that would be more efficient in uncovering revenue leakage and help the commercial team in carrier negotiations. The cost side is a bit more complex. Landside infrastructure represents long-term capital outlay both for the purchase and maintenance of the fixed and moving equipment. These big expenses don’t show up very often and it is pretty hard to save money on the initial purchase, but switching from predictive maintenance to prescriptive (condition-based) maintenance has proven to be a real money saver. Power consumption (electricity and equipment fuels) are another good area of spend optimisation. Advanced engine controls on moving equipment cut energy and/or fuel consumption, if supported by data analysis of the movements of the machines in relation to the tasks performed and, possibly, human driver behaviour. Another big area of savings is electricity used to light the terminals. Leveraging concepts from smart buildings, supported by their digital twins, allows differentiation of electric light intensity throughout granularly defined zones of the terminal area. The last area relates to cost of workforce. While workforce reduction may not be possible, better scheduling based on demand data analysis using machine learning has shown possible reduction in workforce costs of between 5-15% without actual reductions in workforce, often a very contentious area of negotiations between ports and labour unions.
 
It appears that everyone has an idea of what a "smart port" should be however, is there a clear roadmap on how to get there?
Hardly a detailed map exists and unfortunately, the ports were sold the story that only information technology and equipment automation projects make the port smart. It seems that every vendor of some form of automation or information technology has some idea of what the smart port could be, but that smartness is only limited to the actual area addressed by the solutions of that specific vendor. Ports don’t work like that. There are always knock on effects on areas/silos adjacent to the one being “smartened”. The projects done by IT departments could cause wobbles in operations, while operational improvements can cause disconnect with inflexible IT solutions. If there is a need to have an independent implementation party that holistically considers impacts of all changes and properly sequences implementations of agreed program of improvements, it is right here in the area of making the port smarter. That type of advisor can determine the trade-offs between technology and engineering solutions, be more precise about detailing the bottlenecks, understanding how solving one bottleneck may create another one upstream or downstream in the processes, and much less biased about which approach can allow faster extraction of the benefits, something that purveyors of automation and IT technologies might never be able to offer. 
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Please talk to us about the latest artificial intelligence (AI) trends and which applications you consider more practical:

AI is not one thing. Major branches of AI include machine learning from existing data, algorithm learning on its own (deep learning), natural language processing, and image classification. They are all useful to ports and terminals. Today, AI is used on land in container stack planning, equipment routing within port/terminal boundaries, ship-to-shore (STS) trolley movement management, container classification, berth allocation, mooring decisions support, and lighting management. On water, we use AI to recognise and instruct vessels’ movements, as well as, monitor vessel behaviour (a.k.a. surveillance). When it comes to deciding where it is most practical to apply AI, I always ask what the port is trying to change about itself. For example: do they want to be accessible to vessels? This area consists of preventing the need to drop anchors while waiting for berths, reducing the need for unnecessary vessel manoeuvers, getting the lines fast in the shortest time possible, and servicing the vessels in the shortest time possible. This calls for extensive use of AI to determine right timing and sequencing of the visits and then using mathematical optimisation to tune the allocations of necessary resources to achieve those expectations in real time.
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What are the capabilities of predictive capacity AI?
AI, or specifically speaking machine learning branch off AI, has nothing to do with predicting anything. Predictive analysis uses the data that the company already has to predict data that the company does not yet have. In that sense, the predictive analysis does not predict anything. It simply applies theory of probabilities and statistics to derive what might happen, with the probability the analyst or planner suggests based on their human experience. Sound machine learning is predicated on detailed, reliable and cleansed data, something that many terminals or ports may not have. Thus, an off-hand answer could be “capabilities are unlimited”, yet reality of predictive analytics often fails to meet the expectations. I would recommend reaching out to experts and trialing predictive analytics in some areas of business planning where accuracy of the predictions could be easily compared with the actual results. 
 
In your experience, where are the usual port terminal bottlenecks?
There are throughout. From mistiming operations and speed of STSs with availability of the ground equipment moving the cargo after/before STS; container stack disorganisation requiring more time to get the container from the stack onto the ground moving equipment; methods of transferring containers from the grounds onto the next mode (rail car, truck chassis, or barge); and traffic conflicts within the container grounds causing equipment movements that are not fluid. Last but not least are the scheduling conflicts between the equipment needed and the workforce that is required to operate it safely and consistently. Removing those bottlenecks may not only require assistance of advanced IT solutions, but also changes to operational processes and re-engineering the terminal's design. 
 
Terminal operators have an operational and commercial drive whilst complying with customs regulations that at times can slow down the supply chain. How can digitisation & optimisation assist bridging this gap? 
This is very hard. We can think of port community systems which inform all the parties touching the cargo where that cargo is and making sure it moves in correct sequence between those touchpoints. Ports and terminals can collect and distribute that information, but ultimately, the slowest touchpoint and its operator will determine the total time between the landing of the cargo and handoff to the shipper. Single window solutions integrated into the port community systems would have the highest impact making sure that documentation necessary for cargo to arrive/leave the port are electronically lined up and ready for actions at each touchpoint. Obviously, for automated operations using electronic documents we need all documents to be in digital form. Even one party insisting on using non-digital media will cause consistent delays to cargo processing. Mathematical optimisation will not play a significant role here, as a well implemented workflow system can handle the tasks of moving data and information in correct order between the touchpoints.

​What is the next technological disruptive idea that could impact shipping?
All disruptive technologies of today, including blockchain, are really technologies of yesterday for which we finally found good use in shipping. Image recognition and classification used natively in terminal operating system (TOS) would have positive impact. 

Natural language processing would positively impact port customer services including communications with the vessels and with the operators of land transport modes. Last but not least intelligent robotics – land machines operating on the grounds of the terminals being able to communicate with each other and make decisions on work handoffs thus removing centralised optimisation would provide something really impactful, but that’s probably far off as we need to sort out universal interfaces between AI’s implementations of various equipment vendors.
 
Is the future all about fully automated processes or will humans and manual labour still have a role to play?
Humans will play a role in terminal operations for yet long time. We have too many gaps between elements of all port & terminal processes that can be fully automated and made autonomous in their thinking and execution. Sometimes, fixing a problem or a bottleneck in terminal operation requires human ingenuity and situational awareness that is impossible to translate into an algorithm. I would expect the machines to fill all positions of decision advisors, sounding boards if you will, in situations in which the human beings would try to speculate a bit, or a lot. Call it by the old-fashioned term “decision support”, but we are not talking about a dashboard or a report tool, we are talking about the machine/robot being coordinated with the human and processing infinitely more information faster to derive the right answer, something that the human mind is not capable of achieving. That change in how the advice will be generated and given requires a different level of sophistication from the workforce co-habiting in the same workspace with machines. That in itself will be a big adjustment, something that the ports/terminals considering full automation have to plan ahead for.

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For more information about Royal HaskoningDHV please click here.

​What is your port's main trades?
Main trades include the import of fuel – Inverness is the main distribution centre for fuel in the Highlands and the fuel is offloaded from coastal tankers to the adjacent depot for ongoing distribution. We also import packaged timber, road salt (for use by Highland Council), carbon blocks and round logs. Over the last few years we have been very busy handling onshore wind farm components, typically tower sections, blades and nacelles as well as other supplementary machinery. This summer alone, over 60 complete wind turbines came through the port for onward delivery to site. We also handle the export of wood pellets and Sterling Board as well as other specific one-off project cargoes. Agricultural products are also handled, typically grain and barley.

Being the Capital City of the Highlands, Inverness is a popular destination for cruise vessels. This year, 2019, we are due to welcome over 800 passengers to the Highlands via cruise ships. The port is not only well placed for access to all the main tourist attractions – it is the closest port to Loch Ness & Urquhart Castle as well as Cawdor Castle and the Speyside Distilleries. The world-famous Castle Stuart Golf Links is within 15 minutes’ drive from the port. This year we will also be used as a turnaround port where the cruise company can take advantage of the excellent communication links as well as the variety of quality suppliers on the doorstep.

Cruise vessels can either berth alongside or alternatively anchor and have a tendered visit. A major attraction of a tendered visit is the opportunity for passengers to see and experience the famous Moray Firth Dolphins, a major tourist attraction.​

Your port is one of the most sheltered and naturally deep in Scotland. Please tell us about this competitive advantage:
This is an advantage in that it means we are normally open for business irrespective of the weather. Once entering the Inverness Firth, ships are sheltered from the worst of the weather in the wider Moray Firth area. Ships generally have a sheltered approach to the Port which means deadlines can be met.

How many port calls do you receive per year and what is the maximum vessel size you can service at present?
Vessel visits vary year to year but on average over the last few years we can expect around 225 visits. Typically, these vessels tend to be normal coastal vessels seen throughout the UK and Europe undertaking short sea shipping routes. Vessels tend to be from all parts of Europe although we have occasional visitors from Russia and Turkey.

As regards restrictions, commercial shipping to/from the port is normally carried out from two hours prior to High Water up to High Water. The maximum vessel dimensions are for dry bulk vessels 100 metres though we can take up to 125 metres on occasions. For fuel oil tankers the restriction is 93 metres. Maximum air draught at MHWS is 29 metres to clear Kessock Bridge. Larger cruise vessels can anchor in the Inverness Firth and tender their passengers ashore.

What role does technology play in port operations?
Technology is playing an increasing role in port operations. We have a safety management system that was introduced three years ago which has been a considerable benefit. We are currently looking at several other technological advances across both our maritime and non-maritime operations.
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Please talk to us about the importance of the maritime sector and the Scottish economy:
The maritime sector is extremely important to the Scottish economy as it is responsible for the movement of goods to and from Scotland. On a wider basis, an economic impact study shows that collectively the industry employs 101,000 people, handles almost 500 million tonnes of freight and contributes £7.6 billion to the economy. In total UK ports handle 95% of all UK trade.

The Port of Inverness is also a 50% stakeholder in Inverness Marina, a purpose built 147 berth marina that has been full since it first opened in 2010. The marina offers comprehensive facilities not only for berth holders but also visiting craft.

Overall the marine leisure industry is a significant activity at several UK ports and smaller harbours. The sector has a revenue of over £3 billion and over 1.1 million marine leisure craft, with over half privately owned by individuals. It is also estimated that each year over 14 million people participate in yachting and marine leisure activities.
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What are your thoughts on Brexit and the potential impact on the import/export of goods?
Brexit is in everyone’s thoughts currently. The position seems to change daily and until we get clarity then we will have to plan accordingly. Speaking to a wide range of businesses it would appear that there will be opportunities for some whilst others are uncertain as to how it will impact upon their businesses. The major ports on the south coast will be impacted though measures are being to be put in place to mitigate any delays and impacts.

With just over a month to go to the withdrawal date businesses are seriously considering the impact of a “no deal” scenario. Our senior executive team are meeting regularly to monitor developments.

What is the port's main future growth prospects?
There are a number of opportunities that we are keen to expand upon. Given our close proximity to a whole range of tourist attractions we are keen to promote the port to the cruise market and in particular the smaller expedition type cruise ships. The appeal is that we can offer an exclusive berth and a bespoke personal service that has generated a positive response from visitors so far.

We are also keen to work and support our existing port users wherever possible to grow and expand their businesses. In addition, we are actively promoting the port and our services to potential port users capitalising upon the green credentials of shipping as well as its cost effectiveness. There are several largescale infrastructure projects schedule for the city where the port can offer unrivalled access and storage facilities for contractors.
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We are also looking at developing our non-maritime assets for the benefit of not only of our stakeholders but the wider Highland Region. We have a large landholding where there is the opportunity for redevelopment with the ability to capitalise on the extensive water frontage.


For more information about the Port of Inverness please click here.

The criminalisation of the maritime profession has a damaging impact on not only the individuals who can suffer unfair treatment, but also on the recruitment and retention of skilled and experienced personnel. Sadly, seafarers remain at high risk of being treated as scapegoats after accidents at sea, and through our campaign, we hope to highlight the issue at the highest levels of government and within the industry, in addition to providing practical support to ensure that members’ rights are protected.
 
How will Brexit affect the UK maritime sector?
Brexit is going to have an impact on the maritime sector, as it will with the vast majority of other industries. Given the huge contribution shipping makes to the economy, the government needs to place the maritime industry at the heart of discussions.
 
The real frustration is the lack of understanding of how things will look after the UK’s departure and in the years that follow as we are still with less than three months to go staring at the possibility of a no deal exit from the EU.  Britain depends on shipping and we need clarity and certainty for the years ahead, to ensure that Brexit does not create new barriers to our members continued employment. This is why Nautilus has led efforts to ensure that UK issued CoC’s will continue to be recognised by EU member states post-Brexit.
 
UK seafarers will need support to ensure they have the best chances of securing training, decent jobs and career progression at sea and ashore, both within the UK maritime cluster and beyond. Whatever your views on the merits of the EU, it does uphold and enforce significant worker employment and social rights and standards including working time and paid leave and has been responsible for introducing legislation covering minimum standards and workers’ rights. These rights must be protected and guaranteed once we leave the EU.
 
Technology; threat or complement to seafarers' jobs?
It is absolutely vital that people are not forgotten in the scramble to bring smart ships onto the seas. The debate so far has concentrated too much on technological and economic factors. Properly introduced, automation and digital technologies could transform shipping in a positive way – making it more rewarding, healthier and safer and of course more efficient – but managed poorly, they could undermine safety and erode the essential base of maritime skills, knowledge and expertise. This is no kneejerk opposition to automation, but rather a genuine desire to see it used in a way that improves the safety and efficiency of the shipping industry and the working lives of all within it.
 
Is gender diversity at sea a reality?
I think the industry understands that there is a problem in attracting women into considering careers in the maritime industry. Accepting this is the first step but we must work together to address this. At Nautilus, we are keen to work to support female maritime professionals and encourage more women into the profession.
 
Through Maritime UK, we recently teamed up with almost 40 leading UK shipowners and maritime industry groups to launch a new initiative to increase the number of women in shipping, signing a pledge to improve fairness, equality and inclusion in the sector.
 
Women currently account for just 3% of the seafaring workforce and we need to increase this. Given that many other similarly traditionally male-dominated industries have managed to turn this around, I see no reason why the maritime industry can’t as well. ​

Adolfo Utor is the President and main shareholder of the Baleària, Spain’s leading shipping company in the transport of passengers and cargo between the Balearic Islands and the Iberian Peninsula (through the ports of Barcelona, Valencia and Denia). Baleària are one of the largest operators in the Strait of Gibraltar connecting Ceuta, Melilla and the Canary Islands with the ports of the Peninsula. Internationally, Baleària have an ambitious expansion plan, with operations extending to Morocco, Algeria, US and the Caribbean.
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Utor, always linked to the shipping industry, also chairs the Commission of Regular Lines of ANAVE (association of which he was president from 2009 to 2015) and is a member of the Board of Directors of the Valencian Association of Employers (AVE), among other high-profile positions. He is also the Academic Director of the Chair of Business Culture of the University-Business Foundation (ADEIT) of the University of Valencia.  

Our success is a result of our own convictions, in the clarity with which we approach our transcendent mission each day, and our ability to adapt to change by being innovative.

What are your main objectives for Baleària?
Baleària has two main objectives; firstly, respond to our stakeholders’ expectations by ensuring competitiveness; secondly, to fulfil our transcendent mission in a sustainable way: unite territories by sea and facilitate free trade, the mobility of people, goods, knowledge and culture, and thereby contribute to the progress and welfare of citizens of the territories in which we operate. Therefore, our objectives are to deploy a fleet that is increasingly eco-efficient and to provide excellent services to our customers, generating resources to continue doing what we like the most, building ships and opening new lines.

We are one of the pioneering shipping companies worldwide in the use of Liquefied Natural Gas (LNG), applied to maritime transport. We have been promoting these types of projects for over six years now;

We also work on the implementation of social responsibility policies that allow us to contribute to the development of the territories where we operate. In this respect, we have reinforced our commitment to sustainability by adopting the Sustainable Development Goals (SDGs) of the United Nations, in order to continue innovating and generating wealth in favour of people and the environment.

How is Baleària different from the competition?
Our competitiveness is based on innovation and high capacity to adapt to new market demands, such as the quality of services and actions in terms of sustainability and the environment. We have a clear desire for continuity, we work thinking long term – we appreciate and look after of our image and reputation as a reference for great value. We believe and comply with our Code of Business Conduct and Ethics, which encompasses social responsibility actions, which are carried out in part through the Baleària Foundation dedicated to culture, environment and solidarity.

We are dedicated to maritime transport, a millenary activity, which has always been present in society. If it grows sustainably, our company will also do so. Our commitment to the well-being of society and the environment is absolute and unconditional. It is our duty to do this together. We consider our main strength to be the degree of commitment and cohesion displayed by our teams, attributes that result in our ability to be competitive. 

You offer a variety of services, which have more demand?
The most mature market is that of the Balearic Islands; it is more stable and more predictable. On the other hand, the routes covering the Strait of Gibraltar are more volatile and subject to many changes depending on the season, partly due to the entry and exit of operators and in part by the strong interventionism of public administrations on both sides of the Strait. Regarding the Caribbean, despite being an emerging market, it has great potential for growth and is in the process of development. We also have a wide margin to increase market share and achieve stability with reference to new routes in the last two years – Melilla (Spain), Nador (Morocco) and Mostaganem (Algeria).

Finally, we are looking forward to our partnership with Fred. Olsen Express in relation to the new routes between the Iberian Peninsula and the Canary Islands.

What other aspects would you highlight about these services?
We have increased our presence in the Port of Valencia; we are the first operator in terms of the volume transported of passengers, vehicles in regime of passage and ro/ro cargo, as well as number of annual port calls. In addition to the daily connections to Ibiza and Mallorca, we added the route to Mostaganem (Algeria) in 2016 – service provided with four weekly calls.

Please talk to us about your role and responsibilities as CEO of DCA:
Right now, most of my day is consumed with partnering with US Army Corps of Engineers, educating congressional leaders, advocating for funding for beach nourishment, harbor deepening, and coastal restoration projects, and interacting with the private sector companies.

I am the face and voice of the association. When taking on this job, I promised to raise its profile and that’s what I am doing.  We have a great story to tell.
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The private sector U.S.-flag dredging industry is amid a USD1.5 billion dredging fleet rejuvenation. Our new investments include four large cutter suction dredgers, two large hopper dredgers, and approximately 50 barges built in shipyards across the U.S., including Eastern Shipbuilding, C&C Marine Shipyard, Corn Island Shipyard, Conrad Shipyard, and Halimar Shipyard. In addition, one of my companies recently began the design phase on a self-propelled large hopper Glenn Edwards Class dredge, and another company has begun the long-lead time equipment procurement process for two 6,000 cu yd. hopper dredges.

As Chief Executive of DCA, I also serve as Co-Chairperson with an Army Corps Executive on the Industry/Army Corps Hopper Dredge Management Group (ICHDMG) discussing national dredging policy and coordination of assets for dredging harbors, channels, ports, waterways, beaches and coastal regions of the U.S. . I am also the Chairman of the Pipeline Task Force (PTF), Council for Dredging & Marine Construction Safety (CDMCS) which focuses on the best means to find the exact location of natural gas and oil pipelines buried in the seabed before dredging commences. Further, I serve as a Board Member for National Waterways Conference (NWC) promoting common sense policies for the Nation’s water resources - public safety, a competitive economy, national security, environmental quality and energy conservation. Finally, I am on the Board of Directors of the American Maritime Partnership (AMP)- the broadest, deepest coalition ever assembled to represent the U.S. domestic maritime industry, i.e., Jones Act.

What are the key objectives of DCA for 2019?
A key objective for 2019 is to work closely with the US Army Corps of Engineers on dredging schedules. The Army Corps has an aggressive two-year and five-year work plan. There is more funding now for dredging than there has been in decades. This means that dredging assets and equipment must be scheduled appropriately, and this includes a balancing of beach nourishment work with harbor and channel maintenance dredging while at the same time being ready for the annual cresting of the Mississippi River. 

Another important objective is reducing the frequency of striking submerged pipelines. I am the Chairman of the Industry-Government Pipeline Task Force. The primary focus of the Pipeline Task Force, first and foremost, is to prevent injuries and save lives in the dredging industry. We are first addressing Army Corps regulated dredging projects in federal navigation channels. The types of pipelines for this phase include natural gas and liquid lines. Finally, the task force is focused on finding industry solutions and best practices rather than implementing regulations or enacting laws. The task force includes U.S. dredging companies and the U.S. Army Corps of Engineers, the Pipeline & Hazardous Materials Safety Administration (PHMSA), the State of Louisiana Pipeline Safety Division, the Coastal and Marine Operators Pipeline Industry Initiative (CAMO), and representatives and member companies of the American Petroleum Institute, the Interstate Natural Gas Association of America, and the Louisiana Mid-continent Oil & Gas Association.     
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How important is the Jones Act for the American dredging industry?
I am a big supporter of the Jones Act. I began my career in the maritime industry at the age of 19, as a cadet breaking out ships for the first Gulf War at the old Beth-steel, General Dynamics Shipyard in Quincy, Massachusetts.

The dredging industry is an integral part of the 500,000 jobs supported by the U.S. maritime industry. Investment decisions are reliant on the perceived permanence of the Jones Act – the single, most fundamental domestic maritime law that has enabled the overall U.S. maritime industry to generate $100 billion in annual economic output, $30 billion in annual employee compensation, $11 billion in annual tax revenues, and $46 billion in value-added. A strong and vibrant U.S. Merchant Marine is integral to America’s national and economic security, of which the U.S.-flag dredging industry plays a vital role. I believe in my companies and their business models of building ships and vessels in U.S. shipyards, registering their vessels in the United States and staffing them with American officers and crew. I intend to vigorously defend their investments by helping to preserve the Jones Act into perpetuity. ​

Dredging workload is increasing in the US to give way to post-Panamax vessels. Is the industry prepared for the uplift in production? 
We are prepared. And, we are building more dredges, scows, crane barges, tugs, tender boats, pipelines and other equipment to meet all the dredging needs of the United States.
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What does the Senate's vote in favour of WRDA 2018 mean for DCA?
With President Trump’s signing in October of America’s Water and Infrastructure Act / Water Resources Development Act (AWIA/WRDA) it closes the loop on a hugely successful bipartisan legislative year. It is not just WRDA though. This has by far been the most consequential year of infrastructure related legislative activity that I have ever seen or been involved with securing. It’s huge.

Although infrastructure improvements for the United States was not addressed in a single bill, much was taken care of in several individual and wipe sweeping legislative measures enacted into law including - FAA Authorisation; Minibus - Energy & Water, Military Construction, Veterans Affairs and Legislative Branch, 2017 Disaster Relief Supplemental Appropriations Bill, Bipartisan Budget Omnibus Act. All these laws combined provide for billions of dollars for dredging activities.
  
What role does digitisation have in dredging operations? 
Digitalisation is here.  The hopper dredges, cutter head suction dredges, tugs, dump scows, survey boats, you name it … they are all equipped with digital technology or moving in that direction. Here’s one specific example: recently, I had the opportunity to visit the start-up operations for what is commonly referred to as Phase II of the Boston Harbor deepening project. I was particularly impressed with the new technology that Cashman Dredging has designed and implemented to prevent inadvertent placement of dredge material in non-authorised ocean disposal sites. Cashman Dredging set out to find a solution to the human error problem of accidentally discharging dump scows outside of the designated dump sites. What they came up with is the Scow Geofence System (SGS). The system itself is comprised of a small computer and a Global Positioning System (GPS) receiver that is connected to the scow controls. SGS utilises a relay that connects it to the scows programmable logic controller (PLC). The PLC controls the communication, engine start and stop and the sequencing of the hydraulics for the split hull scow. Basically, the SGS does not allow a scow to dump its dredge material unless the barge is inside a predetermined geographic zone, or so-called “geo-fenced” area. Even if a crewmember activates the scow’s dump switch, the barge will not split open if the vessel is not within the geographically fenced area. The vessel must travel into the geo-fenced area for the dredge material to be discharged.

More to the point, SGS locks the PLC control of the scow-opening process within seconds of the GPS antenna transiting outside the predetermined geofence ocean dump site. Notably, there have been no accidental discharges of dredge material since implementation. This is all good for the operator, regulator and the environment. It’s quite likely that geofencing for dump scows will become an industry standard.
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Where do you see DCA in 5 years? 
The dredging industry is going to thrive.  We have enough work and construction projects for the foreseeable future and that includes outwards of five years. We’re going to make sure projects are completed, working closely and partnering with the Army Corps. The DCA is also going to help eliminate striking submerged natural gas and oil pipelines. Our pipeline task force is going to develop a best practices manual over the next year related to dredging in areas where buried pipelines exist. The U.S. is turning its attention to the beneficial use of dredge material. And we’re serious about it. We’ll be spending a lot of time advocating for the beneficial use program. Finally, the DCA is going to continue highlighting the capital expenditures and investments that the U.S. dredging companies are making through building new Jones Act vessels.

Poul Woodall is Director, Environment & Sustainability at DFDS A/S, with over 40 years of international shipping experience, Ro-Ro and passenger segments. Poul specialises in environmental compliance, ensuring the conformity with the changing laws and regulations, with a focus on meeting and exceeding industry standards for DFDS.

How far is the gap between political intent and actually reducing CO2 emissions in shipping?
This is a very difficult question to answer, as in reality we do not yet know what this gap is. IMO decided both for the 2030 ambition of minimum 40% reduction in CO2 per transport work and the 2050 ambition of minimum 50% reduction of GHG emissions to use 2008 as the base year. We have however yet to see what this base line actually is. The 2050 ambition of absolute reduction, will probably be relatively easy to agree on. The IMO 3rd GHG study contained such data for 2008, unfortunately there were two figures,  one based on a top-down calculation and one based on a bottom-up calculation. On this target we are rather fortunate to only have two figures to choose from, so I foresee this will be relatively easy to agree which one to use.

A topic that has largely gone unnoticed so far, is the true effect of these IMO ambitions. By nature, IMO regulates shipping and with respect to GHG we are specifically talking about international shipping. If we were to take in the full impact of shipping’s environmental foot print, we would need to look at a lifecycle scenario and not least the upstream element of the fuel supply. Let me give you an example. Some biofuels have a very low GHG impact, but the positive element is in the upstream part of the chain. GHG from the combustion of biofuels is not much different from that of fossil fuels. So if we end up only measuring and legislating on a “tank-to-propeller” basis only, we miss out on an obvious opportunity.
 
In your view, what measures are needed to meet the IMO's CO2 emissions target?
We need to distinguish between the 2030 and the 2050 targets. Here, clearly the 2050 target will be the most challenging. We will not reach this unless there is a major shift away from fossil fuels.  This also means that within the next 10-15 years we have to start building ships on a bigger scale with non-fossil fuel propulsion. With regards the 2030 targets, it will as mentioned, depend on the metrics that can be agreed upon, but I am relatively confident that existing technologies may get us there – in fact we may already be beyond the 40%.
 
In terms of Sulphur Oxide (SOx) emissions, is the industry on target for 2020?
They better be. I am not among the ones who believe there is even the slightest chance the date will be moved or the compliance terms “relaxed”. The carriage ban on non-compliant fuel is due to come in to effect in Q1 of 2020 and this will provide flag and port state authorities a valuable tool in policing this. Perhaps not all countries will be equally prepared to police by 1.1.2020, but those countries with existing experience will be looking at a vessels recent history - also outside of national waters. This should ensure a high degree of control. We will not see 100% compliance and the FONAR system may be misused by some. Overall I am however confident that the system will work and compliance level will be high.

A big unknown here remains what will the 0.50% fuels look like. How to we handle these onboard the ships and not least what are their commingling features that we need to take in to account. We know very little about these produces as of now and I expect that a large portion of the compliant fuel post 2020 will be regular 0.10% gasoil.
 
Can the environmental goals of the IMO be achieved whilst maintaining competitive freight prices?
The answer to that question will depend on the specific segment. 100,000 tons of ore cannot be moved from one side of the planet to the other unless by ship and the transport cost represents a small fraction of the total price, even if fuel cost increases. On the contrary when moving a container or a trailer in shortsea trades or indeed small parcels of liquids and bulk, one may be competing with road or rail transport. However let’s not fool ourselves, in 2050 the main competition for some transport products may come from a source we do not even know today.
 
What are the main three actions the maritime sector should implement to improve on carbon footprint?
If you look back over the past 10-15 years you will note vast improvement in efficiency within the industry. I admit this has mainly been driven by aspirations to reduce cost, but it has had a positive effect on GHG as well. The efficiencies have been achieved by a series of small improvements combined with building ever larger ships. The efficiency improvements will continue, but have certain vessel segments reached their maximum size? …  and don’t forget large ships are only efficient if they are fully utilised.
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What is really needed is a lot more research into renewable fuels and/or CO2 capture. This cannot be done on the company level, but needs to be driven by governmental institutions preferably the IMO.
 
As a fuel alternative, is LNG the solution?
LNG offers a lot of benefits, depending of the problem one needs to solve. With its low SOx and NOx emissions it may be beneficial to combat air pollution in and around urban areas. I do not see LNG as a viable long term fuel for climate reasons. Methane is a potent GHG and when looking at the entire logistic chain only a small slip can generate more GHG per energy unit than coal. We also need to look at this in a time perspective. Normally we talk about global warming potential (GWP) over a 100 year period. Here methane is a factor 26-32 more potent than CO2. If we however are concerned about GHG emissions over the next 20 years, the multiplier for methane is more like 86.
 
Please name one objective you would like to achieve in 2019:
That we can agree on a GHG measurements, that considers the wellbeing of the planet and not only satisfies a more or less artificial mathematical formula.

Hans Hederström is the Managing Director of CSMART Academy, Center for Simulator Maritime Training, the state-of-the-art international maritime training centre for the world's largest cruise company, Carnival Corporation & plc Group.

Please tell us more about the Continuous Development Program:
The CSMART Academy’s faculty is hosting the cruise industry’s first Continuous Development simulator-based appraisal program. It is a new continuous development program for deck, engine and electrical officers, inspired by the aviation and nuclear power industries’ approach to recurrent training and validation of competencies. 
 Completing the weeklong course as part of the company’s Continuous Professional Development matrix is a mandatory requirement for every maritime officer from each of Carnival Corporation’s nine cruise line brands, exceeding regulatory requirements.
 
What benefits do port studies bring to the development program of your participants?
During a port study captains and pilots create a joint passage plan which is tested under challenging conditions in the simulator over a five day period. This means that the bridge team and the pilots can have a shared mental model of the upcoming operation even before pilot board the ship. It also reduces the time for the master pilot information exchange as most topics are already agreed upon and only dynamic topics such as weather and traffic need to be discussed.
 
The port study report also provides evidenced based guidance in case of "go" - "no go" situations, as simulator based operational envelope and agreed/proposed passage plan is available.
 
This program also provides our cruise lines with the option to send a whole bridge team for specific training in a particular port with local pilots. This is a common procedure when a new build ship is about to enter into service. The new Aida Nova, which will enter into service in October/November has been available in the simulator since last year. We have done many port studies with this model and the bridge and engineering teams are expected to come to CSMART for thorough training before delivery.
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This is how CSMART is creating safety through proactive resilient processes by anticipating and planning for unexpected events.

​In terms of safety and sharing best practices, how important is the team-based approach on the bridge?
​Looking into incident and accident reports you will find that the most common contributing factors are: poor planning, poor communication and one person error not detected and leading to negative outcomes.

“Human errors” are present in all industries and cannot be eliminated, but in a well-functioning team with overlapping tasks and responsibilities, errors are expected, detected and managed before they cause any negative consequences.
Working as a coordinated team is essential in all time critical high risk industries, be it Nuclear, Hospital, Aviation etc. 
 
How do you keep up with changing regulation and maintaining the simulators up to date?
Regulations state the minimum requirements for safe operations, but we always aim to exceed those requirements to set a high industry standard for operational excellence and safety. CSMART training courses all go beyond statutory requirements in order to keep up with increasing operational complexity. Just on the job training is no longer sufficient for developing and maintaining skills to operate ever-increasing size of ships with a high level of complexity both on the bridge and in the engine room.
 
Twice a year, there is a maintenance period when new software is integrated into the computers running the simulators. This is also the time when new equipment, which is about to be installed on ships are installed in the simulators. We aim, as far as possible to replicate the working environment on ships in the simulators in order to make the training realistic and efficient.
 
Where do you see the Academy in five years from now?
For 2019 we are fully booked, there is not a single simulator slot available and with an ever increasing demand for training at all levels there will be a need to expand the facility and utilise more of our plot of land. In five years from now I believe this expansion has taken place and that CSMART will provide an even wider range of training and research.

Jeffrey Owen is Founder, President and Chief Executive Officer of Lightning Technologies LLC, the company that has revolutionised the pallet industry. Smart TV's, smart phones, self-driving cars, ...why not a “smart pallet”?

Millions of pallets are used each year to transport goods across the supply chain, with an ever-growing   importance to control and monitor shipments.  Suppliers are expected to have and provide customers with real-time data for each of their consignments. No data is not an option in today's fast-moving and competitive logistics industry. This pallet is light and durable, designed to service the needs of all parties in the supply chain.

Please talk to us about your “smart pallet” and the benefits it brings to the logistics supply chain?
We consider the pallet to be a hybrid/hybrid design utilising an engineered, sustainably sourced, plywood substrate that is robotically coated during production with a proprietary hybrid polyurea/polyurethane coating developed specifically for this application. It became a “smart pallet” because we have taken PalletChain™ very seriously and have embedded an active Radio Frequency Identification Device (RFID), making it possible to track exactly where the pallet is and to monitor temperature, humidity and any physical impact the pallet may experience.   

The fact that the pallet features a hermitically sealed surface, which is critical in pharmaceutical and food transportation safety to protect against bacteria, mold and other harmful organisms. We feel the opportunities for food safety and the ability to track and monitor the pallet through its logistics chain is disruptive and a game-changer.

What are the costs per pallet and how does this compare to other models in the market?
We typically do not discuss the cost of the pallet due to its many variations, tailored for each customer, but to put things in perspective in the pooling world our turn rate is competitive.  In some cases, our cost is less than today’s traditional wood pallet or plastic pallet. 
We also provide a lease-to-own option that allows the client to expense the investment as opposed to making a capital expenditure.

How is the pallet manufactured? 
We currently use three variations of substrates, with two being utilised as a one-way, multi-use pallet with our third variation being a sustainably sourced plywood-type substrate traditionally used for pooling.  We are promoting that pallet design for the produce, protein, pharmaceutical and healthcare industries. We also provide an option to include our active RFID in this design. The operations are currently located in Oxford and Lake Orion, Michigan, and feature highly automated robotics operations in all aspects of the production process.

In terms of productivity, has this reached economies of scale?
We currently have the capacity to produce approximately 300,000 pallets per year but are ramping up monthly and be capable of producing 300,000 pallets per month by December of this year after new equipment is fully installed.

What are your future growth plans?
In terms of growth, we are anticipating three facilities in the United States by the first quarter of 2020 with two additional facilities being built in 2021.  In Europe and Asia, we anticipate five facilities being fully operational by the first quarter of 2021. Each of these facilities will have a capacity of three to five million pallets per year.

What feedback are you receiving from customers?
We have received very, very positive reviews and feedback from a wide range of global clients. We have partnered with Rex Lowe and GARD Pallet, which is our partner company managing the leasing and pooling of our pallets - and they have received rave reviews in all cases.

Jeffrey, please tell us more about your background.  Why pallets?
I grew up in a small town in Kentucky and had an agriculture education. I then moved to Detroit, Michigan, in the early 70’s and international business opportunities were realised.
Prior to Lightning Technologies LLC, I was the majority Shareholder and CEO of a company that produced over 11 million plastic pallets for another pooling company in the United States.

What role does innovation and creativity have at Lightning Technologies?
We use four words when we discuss Lightning Technologies: Passion, Innovation, Creativity and Disruption. The importance of each individually is immense, but together they create our mission to market the “One Thing That Changes Everything™.”

Can we expect more exciting products from Lightning Technologies in the future?
We are working every day to avoid fragmentation, but we have several projects which will utilise our proprietary polyurea polyurethane formulation and these will be announced the first quarter of 2019.

For more information on Lightning Technologies LLC please click here

Why is London considered to be a main arbitration point?
London is the most popular venue for commercial arbitration generally and maritime arbitration in particular. In the recently published White & Case survey carried out by Queen Mary University 64% of those interviewed gave London as a preferred choice of arbitration venue or “seat”. In the field of maritime arbitration (based on another report published recently by international law firm HFW) it is apparent that some 80% of international maritime arbitrations have their seat in London. Almost all are conducted as “ad hoc” rather than institutional arbitrations under the Terms or Procedures of the LMAA with a small number conducted under the institutional rules of the London Court of International Arbitration (LCIA).

Ben van Scherpenzeel, Director Nautical Developments, Policy & Plans at the Port of Rotterdam, is passionate about continuous improvement with a focus on ports and shipping in every aspect: nautical, logistical, economical and social.

What are the challenges of Marine Spatial Planning in the context of the Port of Rotterdam?
For traffic approaching the Port of Rotterdam we’ve worked hard together with our national authorities and all stakeholders at sea to create sufficient space for safe navigation and wind farms. In the port passages we’ve concentrated on deepening the river towards the Botlek area.

Overall it’s a challenge  to use  the  existing  infrastructure as  efficient as possible by better planning – not only of ships but also related to maintenance like dredging.

Port call inefficiencies result in unnecessary delays costing billions in lost revenue and CO2 emissions. How has the Port of Rotterdam optimised vessel calls to maximise efficiency?
This will be achieved by working on maximum cargo on board by online depth information, available as of 1st June 2018. This will mean taking into account “Just In Time” arrivals by exchange of ship planning – platform to exchange has become life: Pronto. Fundamental for both data exchanges is to have standards that work for shipping port to port worldwide, so parties do not build in unnecessary safety margins as they fully understand and trust the information provided.
 
Please talk to us about the importance of information exchange between all parties in the logistics chain:
The departure time is the cornerstone to port logistics. Most departure time dictate the arrival time of another vessel, and that arrival time is key for planning resources for nautical services (pilots, tugs, linemen), cargo services and vessel services (bunkers, waste, etc.).

However, departure time depends onmany parties: most of all terminal operations, but certainly also bunker operations or any other critical service a vessel needs to complete before departure, e.g. delivery of medicines.

What are the three key elements that define productivity at a port terminal?
Swift exchange of vessels, production per hour, and avoiding idle time when commercial operations have finished.
 
Severe weather conditions can impact port operations. How do you minimise the down-time at the terminal?
ShoreTension is available in Rotterdam, allowing ships to remain alongside safely under adverse weather conditions.

High-impact is therefore to be expected within the domains of supply chain finance and cross chain collaborations – especially when chains are decentralised and involve numerous stakeholders and transactions. BlockLab puts Blockchain technology into practice. The Lab develops the use of cases with alliances of engineers, developers, system players and end users.
 
Is the port fully aligned with the demands of the ocean supply chain?
We’re working together with GS1 to connect to the supply chain standards, allowing better resource planning in warehouses and factories.
 
How is the increasing size of ships shaping your plans for the port?
Ten years ago we already designed the Maasvlakte for the ships we have today. We already applied more and stronger bollards, based on the new IACS guidelines which will enter into force this year.
 
In your view, how do you see Brexit affecting the Port of Rotterdam in terms of capacity?
We all agree that Brexit will have its challenges however, the Port of Rotterdam is treating this matter as a top priority and is fully committed in talking to all stakeholders (Dutch Government, Customs Authorities,  local businesses,  etc.)  with a focus on contingency plans to ensure that the transition will go as efficient as possible.

Please tell us more about your company's vision and team:
The MarineTraffic success story is based on people. From our Athens, Oxford and recently opened Singapore offices, a team of talented programmers, data curators and customer services people in the business have built a data-driven vessel tracking service that is used by 6.5 million people a month. But our accomplishments are not just down to MarineTraffic employees: it is our huge global network of AIS station managers (in excess of 3,000 active coastal receivers) and photographers (in excess of 2 million photos) who have enabled MarineTraffic to be such a success.
 
Our vision is to become more deeply embedded than ever before in our professional customers’ businesses. The first step is to move even deeper into optimising ship voyages. We want to be more closely involved with how a ship interacts with a terminal, including planning and execution of nautical services. We adopt a holistic approach of optimising the voyage from berth to berth, going beyond standard routeing services which are currently available. Benefits are significant: lower fuel consumption, lower emissions, improved berth occupancy, tighter time windows for delivery of services. The overall financial and environmental impact concerns individual stakeholders and society in general.

The second step is to build on MarineTraffic reach and provide digital space to allow other enterprises to do business on the MarineTraffic platform, as well as supporting a range of projects and enterprises. We want to turn MarineTraffic into a global platform for the shipping industry.

We envisage the MarineTraffic screen at the heart of a range of maritime transactions. Whilst MarineTraffic has long been facilitating API data exchange, by allowing third parties to build their own systems incorporating MarineTraffic data, the future will see a marketplace approach with a seamless experience for our users. Key features will be interaction between users across organisations, collaborating on processes involving multiple parties.

What competitive advantage do you have over other ship tracking services in the market?
At base level, the quality of our data and reach is second to none. Our reach is wider than any other tracking service and critically our freemium service is easy to use.

One step further, we are thought leaders in data advancements in the maritime domain, combining deep knowledge, a thirst for innovation, a high degree of realism and constant interaction/feedback from our clients. I believe our approach is unique.
 
Public tracking of ships can be a challenge in those areas with high risk of piracy. How does this work?
Any ship transiting an area at risk of piracy has the ability to switch off their AIS. It is a decision for the ship’s Master. AIS is not an enabler or cause of piracy.  
 
How does Marine Traffic contribute to safety at sea?
MarineTraffic is not a safety system and we do not recommend that anyone uses our system as a navigational aid. Having said that, our historical data is frequently used in studying patterns of life, traffic density in sensitive areas (e.g. ports, canals, wind farms, floating platforms…), accidents etc. Our video playback feature is an excellent tool for visualising events over a time window in a specific area. Such data and tools enables authorities to revise local regulations as necessary, enhancing, in a preemptive fashion, safety of life at sea.

What are your views on autonomous ships?
As a technical, IT orientated person I am of course intrigued   by  the  concept  of autonomous ships. There are some extremely exciting and interesting projects in this area. I can see how many of the activities carried out by seafarers could be automated, allowing sea staff to focus on the aspects of bridge and engine room management that require problem-solving skills and creativity. However, we are still some way off from the day of the fully autonomous ship.
 
How do you see new technology improving future tracking services?
The proliferation of satellite broadband services already has a positive impact on data collected from ships. This applies to position tracking data with the caveat that such data is, of course, proprietary. AIS, which we capture, is an open transmission, available to all. The technology is already 20+ years old, which is “old” in our fast moving world. In the short-mid term, we expect improved coverage thanks to floating (“roaming”) AIS receivers on board vessels and to new, larger constellations of satellites capturing the AIS signal.

What other less popular applications do you provide users, apart from standard vessel tracking?
We are proud of our new business directory. It is growing in popularity, since businesses choose to register with MarineTraffic.

Please tell us about your memorable shipping experience and favourite ship:
My background is in data and information technology, so I have mostly experienced shipping as a passenger. I remember as a child grasping my glasses so that they do not fall off my head at sea as I was staring at the reflection of the sun. I remember, at a later age, dolphins while travelling (on the EL.VENIZELOS, I believe) in the Aegean towards Crete. And I later remember partying on a cruise ship while crossing the Adriatic. Good memories all of them. You know, when visiting ports, I somehow still have this fleeting desire to board a ship and just go anywhere it takes me!

Your charity has been helping seafarers and their families since 1917. What has been your focus for this Centenary year?
Our chosen Centenary theme has been ‘Past, Present and Future’ and we designed and promoted three very different but successful projects: a major extension to the Trinity House ‘Hub’ building in Mariners’ Park in Wallasey for older seafarers; initial and ongoing support for the International Port Welfare Project to set up National Welfare Boards and Port Welfare Committees in all the major ports of the world, for today’s serving mariners; and finally to supply six mobile Marine Engineering Pathway vehicles, known as ‘Pods’, to persuade Sea Cadets and other young people to take an interest in a technical maritime future.

What would be your advice to those younger generations looking to develop a career at sea?
Firstly, there are some fantastic and challenging careers out there, many of which do not demand highly academic or technical qualifications, but they do demand commitment, teamwork and mental strength. I would recommend any young person to take a closer look at the jobs and skills on offer, but go into a seagoing career with your eyes open; talk to those who have gone before, and develop longer-term plans, taking advantage of the huge amount of advice and support on offer.
 
Women in shipping: is gender diversity a reality?
I think the growing success of women at sea in the Royal and Merchant Navies, both in deck and engineering specialisations, in the past few decades has proved beyond doubt that they can equal their male contemporaries in actually doing the job - and in many cases they have overcome even greater social challenges to achieve that success. I was very impressed with the attitude and commitment of the 10% of women in ENDURANCE’s ship’s company. However, for fairly obvious and equally social reasons, I don’t believe we will achieve parity in numbers - offspring and long voyages don’t easily fit together. Maybe the dawn of autonomous ships will ease the burden!
 
What more can the industry do to support seafarers?
I fear that in most cases, the days of large, paternalistic shipping companies bringing on their own cadets and nurturing their careers are over. Individuals have to take more responsibility for their own futures, planning a sometimes diverse career path with different agencies and companies and taking advantage of professional development opportunities from the likes of the Marine Society.  However, I do believe that ‘industry’ in the round can do very much more in working through and with the larger charities to promote these opportunities, and to provide a more substantial safety net when things go wrong.  

I always contrast the detailed and complex personnel support mechanism provided by the Royal Navy to its people to ensure that they’re fit to fight, with the sometimes cavalier attitude of the commercial sector where replacements can always be bought.
 
What does the Red Ensign mean to Seafarers UK?
I believe very strongly that seafarers should be as proud to sail under the Red Ensign as under the White, but until the industry and the charitable sector can work together to provide the sort of support mentioned above given by the Royal Navy, our commercial seafarers will not believe that they are joining something more meaningful than just a job. A senior colleague mentioned recently that we need to ‘put some soul back into the Merchant Navy’ to make it the proud and widely acknowledged entity it was perhaps fifty years ago.

Seafarers UK has been striving to make the Red Ensign more widely known across the nation, and this year we had over 650 ‘red dusters’ flying on public buildings on Merchant Navy Day, 3rd September. We hope to develop this campaign in the future to provide fundraising opportunities for our Merchant Navy Fund. 
 
How do you see new regulation affecting seafarers over the short and medium term?
New regulatory regimes, however well meant, are rarely seen as a good thing by everyone! Some, such as MLC2006, were long overdue and have provided huge benefits - at least as long as they are understood and complied with by all. Other fundamental laws such as those mandating human rights (as opposed to labour rights) are often less understood and often more difficult to police.  Similarly the increasing raft of environmental legislation, with its draconian penalties, may well be good for the planet but is often seen as weighing heavily on the shipping community, sometimes leading to widespread circumvention. Essentially, the industry and trade unions must maintain a positive dialogue with those who make and enforce the legislation both nationally and internationally, ensuring they understand the real and often human effect of the laws they wish to introduce. Will Brexit make life easier? I doubt it!
 
What charitable events are planned over the coming months?
In terms of challenge events, we will continue to concentrate on the London Marathon and our very own ‘24 Peaks’ event where teams, often from maritime companies, attempt to climb 24 separate peaks in the English Lake District, all over 2400ft high, in 24 hours. It’s a remarkable test of endurance and team-building, but much enjoyed by all. In a new initiative, we shall be trying to gain more substantive and enduring support from the industry by showcasing what we do in terms of career awareness and promotion, as well as our more well-known welfare and personnel support work.
 
Please tell us about your most memorable shipping experience and favourite ship:
A difficult choice, given the hugely varied and enjoyable 34  years  I  had in the Royal Navy,  but  I suppose my favourite ship would have to be my last one, in command of HMS ENDURANCE for two wonderful seasons in the South Atlantic and Antarctica. It was good to make much closer acquaintance with the Falkland Islands and South Georgia without being shot at! The ship had three main tasks: defence diplomacy, reinforcing the Antarctic Treaty regulations among the many nations operating in the UK-claimed territory; hydrographic surveying, often in uncharted waters with a seabed that could go from 2000m to 10m within a few hundred yards (that keeps you awake!); and support for the unsung heroes of the British Antarctic Survey, where our Lynx helicopters could often insert their scientists onto glaciers and mountain tops which otherwise they could not have reached. Despite surviving the Falklands conflict and a major helicopter ditching earlier in my career, I think perhaps the most memorable experience was also in Antarctica, when we realised that a huge floating iceberg rather larger than Gibraltar (but not as welcoming!) was about to cut off our escape route and possibly crush the ship into the ice shelf. We had to swiftly launch the helicopter to find a route out - an interesting half an hour, as we contemplated sharing the fate of Shackleton’s original ENDURANCE over eighty years previously!
 
In summary, after such a rewarding career in the Royal Navy, it’s been a huge privilege to serve today’s maritime community at the helm of Seafarers UK for the last 15 years, and I look forward to spending the next couple of years ensuring the charity is fully ready to face the challenges of our next century. 

Meantime, ship-shore communication remains a critical factor in ship operations. Big data and introduction of new technology into the traditional IT systems of many shipping companies remains a major trend and a challenge for the maritime transport sector. On one side there is a large amount of data, but what is important is how such data can be efficiently utilised to optimise operations, enhance coordination and boost knowledge sharing towards greater safety.
 
As a natural consequence, new ships are now becoming more digitally sophisticated and therefore more dependent on software-based control systems, equipped with a new generation of equipment with higher operational capabilities, which may promote smarter operations but also highlights the matter of cyber security.
 
Hence, technology remains a strong driving force and shapes the profile of the shipping industry, globally.
 
What is your most memorable shipping experience and favourite ship?
I have been in the industry for over 25 years now and I believe that the shifts and changes of the shipping industry of the last few years have been remarkable.  We have all witness large ground-shaking transformations including crazy fluctuations in many shipping indexes, large scale alliances, depressed freights, overcapacity, and new technological trends up to autonomous ships. The new normal is here. This is a memorable experience.
 
As for my favourite ship, I will pick a great mega yacht, the O’PARI 3 (now named NATALINA A). Built by Golden Yachts in Greece at their Perama shipyard, she was delivered in 2015. With a custom design, 72 metres in length and beautiful exterior and interior design, she is a true gem.