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Caribbean maritime
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Title: Caribbean maritime
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Language: English
Publisher: Land & Marine Publications Ltd.
Place of Publication: Colchester Essex, England
Creation Date: May 2011
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Table of Contents
    Front Cover
        Front Cover
    Front Matter
        Front Matter 1
        Front Matter 2
        Front Matter 3
    Main
        Page 1
        Page 2
        Page 3
        Page 4
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Full Text
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- 19
KL I


CARIBBEAN'
FEEDER SERVICES
CELEBRATES.
12TH ANN IjV'ERSARYA


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PAYING
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O 9 D I
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F _I










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CONTENTS iv


2 Editorial
There is optimism, tenacity
and resilience in the Caribbean
3 Message from the CSA President
Make our ports and terminals 'disaster-resistant'
34 BridgeView
Ideas, choices, opportunity
42 Grapevine
45 Information Technology
A new PCS Business Model is born: the Concession





4 Guadeloupe
Guadeloupe to build container terminal
7 Curacao
Curacao showed all-round decline in 2010
8 Kingston Container Terminal
Port of Kingston set for growth
10 Kingston Wharves Limited
Kingston Wharves acquires new equipment
12 Santa Marta
Port of Santa Marta being transformed
Views and opinions expressed by writers in this publication are
their own and published purely for information and discussion,
in the context of freedom of speech as guaranteed by our
democracies. They do not necessarily represent the views and
opinions of the Caribbean Shipping Association. - The Editor.


13 Guyana
Growth in container traffic of 26% in five years
15 Barbados
Encouraging signs but effects of global recession linger
16 Puerto Rico
Experiencing effects of the global recession
17 Suriname
Paramaribo port being transformed
19 Suriname - Moengo
Privately owned port facility set to start operations
in 2011
20 Falmouth
Falmouth Cruise Port open for business
21 Antigua
Decline in vessel traffic affects Antigua
22 George Town
George Town undertaking development plans
23 Carlos Urriola
Carlos Urriola named Vice President of Carrix
24 St Maarten
St. Maarten's strategy paying dividends
26 Port of Jacksonville
Jaxport establishes record in 2010... Changes at
the top in 2011
28 New Orleans
Excitement in New Orleans as port expands
30 CFS
Caribbean Feeder Services celebrates 12th anniversary
36 Panama Canal Expansion
Another record for construction
38 Environment
Ballast Water Treatment - Safeguarding biological diversity
40 Maritime Labour Convention, 2006
Making an impact
46 Spirit of the CSA
48 Barbados
Barbados gets ready to receive the CSA


CARIBBEAN MARITIME IMAY - SEPTEMBER 2011 1







EDITORIAL


CARIBBEAN

MARITIME
No. 13 I MAY - SEPTEMBER 2011
The official journal of the
Caribbean Shipping Association

Scaribbean shipping association

MISSION STATEMENT
"To promote and foster the
highest quality service to the
maritime industry through training
development; working with
all agencies, groups and other
associations for the benefit and
development of its members and
the peoples of the Caribbean
region."

GENERAL COUNCIL 2010-2011
President: Carlos Urriola-Tam
Vice President: Grantley Stephenson
Immediate Past President: Fernando Rivera
Group A Chairman: Michael Bernard
Group A Representative: Rhett Chee Ping
Group A Representative: Roger Hinds
Group A Representative: Glyne St Hill
Group B Chairman: David Jean-Marie
Group B Representative: Linda Profijt-del Prado
Group C Chairman: Cyril Seyjagat
Group C Representative: David Ross
Group D Chairman: John Abisch
General Manager: Clive Forbes

Director Information and Public Relations:
Michael S.L. Jarrett
Caribbean Shipping Association
4 Fourth Avenue, Newport West,
PO Box 1050, Kingston C.S.O, Jamaica
Tel: +876 923-3491
Fax: +876 757-1592
Email: csa@cwjamaica.com
www.caribbeanshipping.org
EDITOR
Mike Jarrett
Email: csa-pr@mikejarrett.net
PUBLISHER:

MARINE
Land & Marine Publications Ltd
1 Kings Court, Newcomen Way
Severalls Business Park, Colchester
Essex, CO4 9RA, UK
Tel: +44 (0)1206 752902
Fax: +44 (0)1206 842958
Email: publishing@landmarine.com
www.landmarine.com


THERE IS OPTIMISM, TENACITY

AND RESILIENCE IN THE CARIBBEAN

Data documenting the performance of ports and terminals across the Carib-
bean and Latin America over the first decade of the 21st century are instruc-
tive. Growth in the first five years was erased in the second. And, projections for
the early years of the second decade are not generating much excitement.
Recent prognoses, already rendered dubious by generalisations and references to
unquantifiable variables, not to mention previous experience, suggest that those who are
paid to know don't know any more than you do.
"After a year of fragile and uneven recovery, global economic growth started to deceler-
ate on a broad front in mid-2010 and this slower growth is expected to continue into 2011
and 2012. The United Nations baseline forecast for the growth of world gross product
(WGP) is 3.1 per cent for 2011 and 3.5 per cent for 2012, which is below the 3.6 per cent
estimated for 2010 and the pre-crisis pace of global growth.
"Weaknesses in major developed economies continue to drag the global recovery and
pose risks for world economic stability in the coming years."
This is not what was expected. This comment from the 'World Economic Situation and
Prospects (WESP)' - a joint product of the Department of Economic & Social Affairs, the
United Nations Conference on Trade & Development and the five United Nations regional
commissions - is not what we want to hear. Regardless. Listen we must.
According to the UN, slow growth must be anticipated for 2011 and weak-
nesses in developed economies continue to drag the global recovery, posing risks
for world economic stability
The seaports, cargo and passenger terminals are a critical component in the national econo-
mies of states and territories. In the Caribbean region, where most of the sovereign territories are
islands, this is clearly demonstrated. The volume of trade and the number of ships transiting these
facilities allow for measurement and assessment. Ports and terminals therefore can provide
a reading of the economic performance of national economies of which they are a part.
This 13th issue of Caribbean Maritime carries the theme 'Ports and terminals'. The coverage
sweeps across the sphere of the Caribbean Shipping Association -from Louisiana and Florida in
the north, to Suriname and Guyana in the south. The stories published here create, collectively, a
snapshot in time; a note in history about the second half of the first decade of the 21st cen-
tury. They contribute, individually and collectively, in concise form and cold numbers, data
for future research about the global economic fallout of the early 21st century. They speak
to ports and terminals helplessly watching cargo and vessel calls decline. They tell of commitment
to national development, as Guyana continues its initiatives for an upgraded Georgetown
port; and of celebrating triumph over great odds, as did Caribbean Feeder Services.
The statistics are not good. And, perhaps they could have been worse. There is, however,
ample evidence of continuing development, in the reports from ports and terminals across
the Region; evidence to inspire hope and even optimism, of a return to the highs of the first
decade before the end of 2015.
There is optimism in the Caribbean. And there is tenacity and resilience. Planning for develop-
ment and initiatives for expansion are being reported from New Orleans to Paramaribo and across
the CSA's entire sphere of influence. Progress may have slowed but development not thwarted.
Caribbean Maritime celebrates the courage, determination and the resilience of the peoples
of the Caribbean region and documents in this issue the concerns, successes and development
plans of their ports and terminals in the second half of the first decade of the 21st century.





MIKE JARRETT, EDITOR


2 CARIBBEAN MARITIME






PRESIDENT'S MESSAGE F




Make our ports and terminals



'disaster-resistant'


On March 11, by the
time we saw the awe-
some and tragic images
from Japan, the sea was
already back to normal.
The destruction was over
in a very short time.
The video images were a
cold reminder of our own frag-
ile world, which could likewise
crumble with little or no warn-
ing. And, the lessons to learn
are ignored at our peril.
The tsunami and nuclear
electric plant accidents and
the response immediately
afterwards suggest that the
disaster management plans
needed overhaul. The act of
using sea water to cool the
reactors did not seem to be a
part of the plan.
Japan is'earthquake country'.
The low-lying area that suf-
fered most on March 11, 2011
was also deluged by a tsunami
in 1896. The Caribbean is 'hur-
ricane region'. In two months
or less we could be facing
the fiercest hurricanes ever.
And the two fault lines which
separate the North American
tectonic plate and the Carib-
bean plate converge on the


Haitian side of Hispanola. We
need to know all the real and
potential dangers of hurricanes
and earthquakes and develop
'disaster-resistant ports', able to
reopen immediately to facilitate
and sustain recovery efforts.
We need to develop and


constantly review and practise
disaster response plans for
hurricane, earthquake and
tsunami, so to ensure that they
are already operational when
the unexpected happens. We
don't need to be repeating the
errors of our history. We need
plans that are active, ready and
engaged - 24/7. Many disaster
response plans are structured
to become operational when
there is a disaster. At that time,
it may already be too late.

Strategy
The factors influencing any
strategy planning for develop-
ing disaster-resistant ports are:
(a) type and (b) size of ships
which may be in port at the
time of the disaster or will be
employed in the recovery proc-
ess. In this regard it is important
that disaster plans are updated
frequently. Ships are getting
bigger. Cruise ships have twice
the capacity of their forerun-
ners of 10 years ago. And the
new 'Triple E' class container
ships, the first to be delivered
by 2013, are 400 metres long,
59 metres wide and 73 metres
high, with 18,000 teu capacity.


The size, as well as the cargo
volume that these ships, cargo
and cruise, will generate; and,
the ability of regional ports
and terminals to manage and
handle the resulting traffic from
feeder vessel activity, must
come into sharp focus as we


plan development and design
disaster-resistant ports. Strat-
egies for coping with disaster
while a mega cruise ship is in
port with thousands of pas-
sengers ashore cannot be left
cold in a drawer somewhere.
Disasters rarely come with
sufficient warning.
While these mega-ships
are being built, two events
are happening simultaneously
-the Panama Canal Expansion
is proceeding apace and the
global recession appears to be


slowing. The International Mon-
etary Fund (IMF) is projecting a
decline in real GDP growth in
2011. Notwithstanding, accord-
ing to the IMF, the global econ-
omy is 'gaining strength but
unemployment remains high'.
Private-driven demand is slowly


replacing public demand but
the IMF is concerned that
rising food and commodity
prices are creating pressure on
poor households and adding to
social and economic tensions
in North Africa and the Middle
East. And, that higher oil prices
are likely to depress demand in
oil-importing economies.
The rate of recovery and
the possible suppression of
demand by high oil prices may
be in doubt at this early stage
of 2011. What is in little doubt
is that in 24 months, ships
larger than the biggest now
afloat will be introduced into
service; and, in 36 months,
the historic Panama Canal
Expansion programme will be
completed, on schedule.


Carlos Urriola
President, Caribbean
Shipping Association


CARIBBEAN MARITIME I MAY - SEPTEMBER 2011 3


The Caribbean is 'hurricane region'

















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CURACAO


Curacao showed all-round


decline


in 2010


Ports and terminals throughout
the Caribbean reported continu-
ing decline in 2010 and Curacao was
no different.
Curacao received 2,464 ships (piloted
vessels inward) in 2010, a decline of 14%
from 2,865 in 2009. The decline in vessel
arrivals was reflected across all categories
of ships, but tanker arrivals showed the
largest slump of approximately 25%, from
1,016 in 2009 to 764 last year.
These declines were reflected in the total
volume of cargo handled. Curacao saw 5%


less volume (metric) tonnes last year as
against 2009. Local cargo declined by
7%, from 856,236 tonnes in 2009 to
794,506 tonnes last year.
Containers
Similarly, the country experienced a
decline in containers handled. Total
box moves declined by 6% in 2010,
from 61,146 moves in 2009 to 57,780
last year. Domestic cargo containers
declined by 5% from 54,223 boxes in
2009 to 51,675 last year; while trans-


shipment boxes handled declined from
6,923 in 2009 to 6,105 last year.
Curacao handled 93,603 teu in 2010, a
decline of more than 4%, from 97,913 in the
previous period.
Cruise ship arrivals showed a marginal
decline, from 235 calls in 2009 to 222
last year. Total cruise passenger arrivals
declined by more than 8%, from 417,324
in 2009 to 382,697 in 2010. Average
monthly cruise passenger arrivals last year
was 1,740 persons, down from a monthly
average of 1,783 persons in 2009. m


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1,272
1,429
1,554


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2008
2009
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JACKSONVILLE PORTEVERAES ARUBA BARBADOS SONAIRE COSTARICA
CURACAO GRAND CAYMAN GRENADA GUYANA HAi JAMAA MARGARITA
NICARAGU PANAMA AA St LCIA ST.VNCENT SURINAME TRINIDAD VENEZUELA


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sSANTA MARTA


PORT OF SANTA MARTA



BEING TRANSFORMED...


EXPANDING COLOMBIA'S SEAPORT CAPABILITY


The container terminal
at the Port of Santa
Marta took possession
of two gantry cranes and
four RTG on March 15,
2011 in a move expected
to transform the facility
and increase productivity.
All the equipment was
built by ZPMC. STS cranes
are post-panamax and the
RTG are fully electric and 6+1
high. The two ship-to-shore
gantry cranes and the four
RTG arrived on board Zhen
Hua 24.
INVESTMENT
AND BENEFITS
Santa Marta International
Terminal Company (SMITCO),
a joint venture between SSA
International and Sociedad
Portuaria de Santa Marta,
established to manage, oper-
ate and market the container
terminal at the Port of Santa


Marta (Colombia) invested
US$20 million in the new
equipment. In addition, it is
investing US$25 million in
civil works.
In addition to greatly
expanding the marine port
capability of Colombia, the
improved facility and the
newly acquired equipment
ensure greater operational
productivity and competi-
tive benefits for the handling
of containerised cargo. The
current annual capacity
is 100,000 teu. However,
current plans will result in a
dramatic increase in capacity
of up to 300,000 teu by the


third quarter of 2011. The
expectation for phase two
of the current development
plans is 420,000 teu.
EMPLOYMENT
GENERATION
In less than 18 months,
SMITCO has generated 108
(direct) jobs and over 200
indirect jobs.
The two gantry cranes and
the four RTG that arrived in
Santa Marta recently meet all
the environment protection
requirements of the Sociedad
Portuaria de Santa Marta.
They are electric, energy-effi-
cient and emit less exhaust


pollutants than is the case at
conventional port facilities
which use diesel-powered
equipment. The main benefits
to the environment arise from
reduced emission of green-
house gases, fuel economy,
and noise reduction. m


THE NEWLY ACQUIRED EQUIPMENT ENSURES

GREATER OPERATIONAL PRODUCTIVITY AND

COMPETITIVE BENEFITS FOR THE HANDLING

OF CONTAINERISED CARGO












GUYANA: Growth in container



traffic of 26% in five years...



Growth highlights urgent need for upgrading, maintenance


G uyana's main port
handled more contain-
ers last year than in any of
the past five years, thus
faring better than many
other ports in the Carib-
bean and Latin America.
Georgetown handled
59,850 twenty-foot equiva-
lent units (teu) in 2010. This
was a 13% increase over the
previous year and a reversal
of two consecutive years of
decline. In 2006, the port
handled 47,475 teu. The fol-
lowing year saw a significant
increase of just under 20% to
56,860 teu. A marginal 2.4%
decline in 2008 (55,530 teu)
turned significant in 2009
when the port handled
52,000 teu.
The growth of more than
26% in container traffic at
Georgetown over the past
five years has created a sense
of urgency at the Shipping
Association of Guyana (SAG)


about the need for improve
ment at the country's main
port. CSA President Carlos
Urriola visited Guyana last
year and added his support
to the call for significant
improvement in this port.


access channel. However, with
the downsizing of bauxite
operations and the clear inabil-
ity of the Transport and Har-
bours Department to continue
dredging, the draught of the
channel basin was significantly


appropriate strategies to cor-
rect the situation.
They proposed substantially
improving the operation of
the Demerara River Harbour
by executing capital dredging
in the first instance, supported


The price tag for this significant

upgrade to Guyana's main port facility

was estimated at US$21.75 million


The Association has also
prepared a document for
presentation to the Guyana
government entitled: "The
Improvement of Operational
Efficiency of the Demerara
harbour via Public/Private
Sector Partnership".

Bauxite
The bauxite industry was
largely responsible for the
maintenance of Georgetown's


reduced and became costly to
address, given the high level of
silt build up at the Demerara
Bar. This resulted in a reduc-
tion in the quantity of cargo
being moved. Consequently,
ship operators, exporters and
importers have been severely
affected.
In addition, there have been
some incidents of piracy, theft
and losses from international
and local vessels, but this has
not increased to alarming pro-
portions. There is no fire fight-
ing vessel available; pilotage
services are poor and naviga-
tional aids are inadequate.
Against this background,
the SAG and the Mari-
time Administration Dept.
(MARAD) were jointly
requested by the National
Competitiveness Strategy Unit
and the Minister of Transport
and Hydraulics, to develop


by continuous maintenance
dredging thereafter.
The proposals include,
inter alia:

* Dredging of the channel to a
minimum depth of 6.5 metres

* Acquisition of a dredger
with 1,200 cubic metres
capacity

* A multipurpose vessel
for buoy tendering, hydro-
graphic surveys and fire-
fighting

* A pilot launch (to pilot
ships at 16 to 20 knots)

* Navigational aids.

The price tag for this sig-
nificant upgrade to Guyana's
main port facility was esti-
mated at US$21.75 million. m


CARIBBEAN MARITIME I MAY - SEPTEMBER 2011 13


...............................................





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CARBBEN ARIIMEI AY *ETMBR21




































PARAMARIBO PORT



BEING TRANSFORMED


- TO BECOME TRANSSHIPMENT HUB


W ith the rehabilitation and
expansion of Suriname's main
port, Nieuwe Haven, reaching its final
stages, the plan is to position it as a
major transshipment hub for the region.
In April a third Gottwald mobile har-
bour crane was commissioned. And port
officials feel that Paramaribo harbour
is the most productive and efficient
among the 33 ports in the region.
OPPORTUNITIES
"There are significant opportunities
to transform the Nieuwe Haven into
a transshipment terminal, taking into


account our infrastructure, adequately
trained personnel and modern port
equipment," said John Defares, manag-
ing director of Suriname's port authority,
NV Havenbeheer.
"We see a bright future for the
port industries. There are tremendous
opportunities and NV Havenbeheer is
ready to capitalise these opportunities.
However we won't be able to do this by
ourselves, we need the co-operation of
all stakeholders and terminal operators,"
he added.
A main obstacle to achieve this goal,
however, is the shallow depth of the


By Ivan Cairo
passage in the Suriname River. In order
to facilitate large cargo vessels, the river
needs to be dredged to a depth of at
least 12 metres, he said. Meanwhile,
several major international terminal
operators have taken interest in offering
services in Suriname.
INTERNATIONAL HARBOUR
"If everything goes according to plan,
next year our port will be an interna-
tional harbour. And if these companies
establish services in Suriname and deter-

CARIBBEAN MARITIME I MAY - SEPTEMBER 2011 17






IP SURNAME - PARAMARIBO


mine that there is a market here, they
would be eager to finance the dredging
project," said Defares. Since negotia-
tions are still taking place, he was reluc-
tant to reveal details of the plans.
In 2010 Paramaribo worked a total of
994 vessels including 83 tankers. And,
59,583 teu were handled.

COOPERATION
The port authority is discussing closer
co-operation with counterparts in
neighboring French Guiana to increase
transshipment to the French territory.
Plans are to establish the Marowijne
Inland Terminal close to the border.
Containers arriving at Nieuwe Haven in
Paramaribo will be transferred by road
to this terminal before transshipment
to French Guiana. The Surinamese port
authority is exploring whether, through
a joint venture with the French, small
production units could be established
at the Marowijne Inland Terminal to
manufacture products needed in French
Guiana.
"We have proposed to French Guiana
to identify a couple of products they
import from France, which could be easily
manufactured at the Marowijne Inland
Terminal. These small production facilities
could offer jobs to 60 to 70 people," said
the managing director.
The Marowijne Inland Terminal could
handle between 6,000 and 10,000
teu. Meanwhile, the port authority has


18 CARIBBEAN MARITIME I MAY - SEPTEMBER 2011


prepared a project document entitled
'Paramaribo Gateway to Guyane' which
will be presented to Suriname's newly
appointed ambassador in France. This is
part of an attempt to solicit political sup-
port in Paris for this project. According
to Defares, Nieuwe Haven port has the
highest productivity in the region.

EFFICIENCY
"We are ahead of other Caribbean ports
when it comes to efficiency. Nowhere
else in the Caribbean are ships being
loaded and unloaded so fast as here in
Paramaribo. Therefore I applaud the deci-
sion of Integra Port Services to acquire a
third Gottwald crane and shortly this ter-
minal operator will acquire several more
rubber tyred gantry cranes," he said.
"Suriname will become a very attrac-
tive transshipment port and that is our


focus right now. This year we are laying
the foundation to become more inde-
pendent from our national economy.
We want to offer more services to the
region. Currently we are a captive port
since around 95% of the cargo has Suri-
name as final destination," he added.

EXPANSION
Before year end 2011 the rehabilita-
tion and expansion of the port, which
began in 2007, should be completed.
Currently works are in progress to erect
a new perimeter fence more than 2 km
long. Construction of a modern drain-
age installation is being completed. A
state-of-the-art camera security system
with a price tag of US$250,000 is being
installed in the harbour. Next year all the
roads in the port and surrounding area
will be asphalted.
When the rehabilitation started


in 2007, the plans were to pave only
22,000 square metres of the port yard
and the reefer station. However, 65,000
square metres were finished. Also, 80
metres have been added to the pier,
which added an additional 17,000
square metres to the port yard. In 2007
only 15 reefer plugs were available.
There are now 96 plugs. At completion
of this project 128 reefer plugs will
be available.
According to Richard Steenland, CEO
of VSH-United, one of three termi-
nal operators at the Paramaribo port,
since the management structure of
the Nieuwe Haven was transformed in
2009 he has noticed an acceleration
of activities in the port. Since 2009 the
port authority has been operating as
a landlord, leasing its facilities for the
handling of vessels and cargo to Integra


Port Services, VSH-United and Continen-
tal Shipping.
"With the start of the rehabilitation the
port made a giant leap forward, which is a
very positive development," Steenland told
Caribbean Maritime.
He said that the new situation allows
the terminal operators to invest more
in equipment and human resources to
improve their services, which also adds to
the competitiveness of the operators. It also
provides opportunities to extend services
to certain industries which were impossible
before.
"Now we can also offer our services to
companies which are searching for oil off-
shore. Earlier these companies could only
access these services from Trinidad since
our port was unsuitable for these projects,"
said the VSH-United manager. He further
noted that these projects have a significant
spin-off for the local economy. m


WITH THE START OF THE

REHABILITATION THE PORT MADE

A GIANT LEAP FORWARD ...

A VERY POSITIVE DEVELOPMENT




























































































































Th


~C�_ �






FALMOUTH


Falmouth Cruise Port


open for business


The Caribbean's newest
cruise terminal is open
for business and has been
receiving cruise vessels
since the start of the
year. Passenger arrivals
between February 17 and
March 31 were just short
of 45,000.
Ceremonies to mark
the official opening of the
Falmouth Cruise Ship Port on
Jamaica's north coast were
held on March 22, 2011,
when the world's largest


cruise ship, Royal Caribbean
Cruises Limited's (RCCL) Oasis
of the Seas, made its maiden
voyage to the new facility.
Previously, RCCL's Voyager
of the Seas made its maiden
voyage to Falmouth on Feb-
ruary 17, 2011,

Liners
Among the other RCCL
mega cruise ships that
docked in Falmouth during
its first months in business
were Navigator of the Seas,


Freedom of the Seas, and
Grandeur of the Seas.
On March 30, Falmouth
had its first 'double dock-
ing', with RCCL's Allure of
the Seas and Pullmantur's
Horizon Valetta. That day Fal-
mouth received 9,000 cruise
passengers.
The Falmouth port
development is the result
of a partnership agreement
between the Port Authority
of Jamaica (PAJ) and RCCL,
which involved an investment


of approximately US$269
million. The PAJ has been
mandated to carry out the
functions of port develop-
ment and cruise marketing
for the four cruise ship ports
in Jamaica, Falmouth, Ocho
Rios, Montego Bay and Port
Antonio.

Guests
Among the special guests
at the official opening
ceremony were the Prime
Minister of Jamaica, Bruce
Golding; Jamaican Minister of
Transport, L. Michael Henry;
Minister of Tourism, Edmund
Bartlett; and Chairman of
Royal Caribbean Cruises
Limited, Richard Fain.m


TOuTLLY ZPn d MiMDY
La CYi 'e Beac tt ih'i c" S,?a

The Creole Beach Hotel & Spa has recently been o10tally interior
designed and refurbished to a very high specification end offers
modern and great amenities. Its Irendy style, zen & minimalist
spirit associated with woody, grey, wtite. orange & turquoise hues
make it a new style hotel in Guadeloupe.
Nestled in a magnificent tropical garden by Ihe sea, amidst palm " .
trees. bougainvilleas lilies and hlblscus. the Creole Beach Hotel & . y- : .
Spa is ideally located for discovering Iha islands of Guadeloupe
Malie-Galenle Les Saintes, La Dosirade
The hotel proposed 2 choices of reelauLranls. a snack bar an Ihe
beach. the "rh merie bar" for tasting of different CerbDDean rome.
an infinity swimming pool overlooking ihe ocean a kids crlD. a
nautical club on the beach to enjoy Caribbean sunshine and
waters


I . . " . . 11. -
.I.. . S S - - - S


20 CARIBBEAN MARITIME I MAY- SEPTEMBER 2011




Sn


-!iij. .
........


m m O-Nr. Nm


1 "


III







IMIUCI:


O].


II1 M1 J


DI


Cl:






CARLOS URRIOLA





Carlos Urriola named



Vice President of Carrix


Carlos Urriola, Gen-
eral Manager of
Manzanillo International
Terminal (MIT) of Panama
and current President of
the Caribbean Shipping
Association, has been
promoted to Senior Vice
President of Carrix, the
world's largest privately
held marine and rail ter-
minal operator.


In this role, Mr. Urriola will
be responsible for market-
ing and customer contracts
for international operations.
Specifically, his responsibili-
ties will include supporting
Carrix's new joint venture
terminals in Vietnam - SSIT
in Ho Chi Minh City and
CCIT in Ha Long.
Carrix, Inc., which has
headquarters in Seattle,


Washington, is the parent
company of terminals opera-
tor SSA Marine, Tideworks
Technology and Rail Man-
agement Services (RMS);
with over 30 strategic alli-
ances worldwide.

First
Carrix CEO Jon Hemingway,
told Seatrade magazine
that Urriola was "the first -


tor and Special
Projects Director.
From 1993 to 1995, he
worked as a private con-
sultant in port projects
and was involved in the
Manzanillo International
Terminal project from the
early stages. Mr. Urriola was
promoted in 1996 to Vice
President of Marketing and
carried responsibility for all


Mr. Urriola's appointment is recognition of his long years

of service and many accomplishments at MIT in Panama

and throughout Latin American and the Caribbean


and certainly not the last"
employee from interna-
tional operations to join the
group's senior management
team.
SSA International Presi-
dent David Michou told
Seatrade he regarded Mr.
Urriola's appointment as
"recognition of his long
years of service and many
accomplishments at MIT in
Panama and throughout
Latin American and the
Caribbean."

Positions
Before joining MIT in 1995,
Carlos Urriola served in a
number of positions in the
National Port Authority of
Panama from 1979 to 1993,
including Operations Direc-
tor, Executive Planning Direc-


customer relations for MIT's
daily operations. In Septem-
ber of 2003 he was pro-
moted to General Manager
of MIT Panama.

Elected
He is a former President of
the Maritime Chamber of
Panama, and President of
the American Chamber of
Commerce of Panama.
In October 2009, Carlos
Urriola was elected the 15th
President of the Caribbean
Shipping Association (CSA).
At the time of the announce-
ment of his appointment
as Vice President of Carrix
he was in his second term
as CSA President, having
been re-elected at the 40th
Annual General Meeting in
Montego Bay Jamaica. m


CARIBBEAN MARITIME I MAY- SEPTEMBER 2011 23








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Doubling~~~ ~ ~ ~ ~ ~ oftebrh pc h or fS.Mare si






SPORT OF JACKSONVILLE


Jaxport establishes




record in 2010...



Changes at the top in 2011


Jacksonville moved a
record number of con-
tainers in fiscal year 2010
- the second consecutive
year of container growth
for the seaport - and, in
the process completed
a decade of consistent
growth in earnings.
The Jacksonville Port
Authority Board of Direc-
tors started 2011 with a
bang. It secured an agree-
ment with former Federal
Maritime Commissioner A.


Paul Anderson to replace the
popular former Chief Execu-
tive Officer, Rick Ferrin, at
Jaxport.
Ferrin, an engineer, was
gently pushed out of office
by the board, led by chairman
Dave Kulik. Kulik expressed
dismay over Ferrin's seeming
inability to secure state and
federal funding for critically
needed infrastructure improve-
ments, especially complex
repairs to a major shipping
channel, then dredging the


entire port channel to the
Super PostPanamax depth of
48 ft. However, Ferrin, who
has moved on to a consultant
position at TranSystems' Jack-
sonville office, posted strong
numbers before his departure.
HIGHUGHTS OF THE YEAR
IN THE FLORIDA PORT:

* Jaxport facilities moved a
record 826,580 containers or
twenty-foot equivalent units
(teu), a 10% increase over the
previous year.


JAXPORT HANDLED NEARLY 519,000 VEHICLES,

A 24 PERCENT INCREASE FROM LAST YEAR


By Rick Eyerdam

* Container volume through
the port has grown 19%
during the last two years and
Jaxport was one of a handful
of US ports to see container
increases in 2009.

* The number of vessels
calling on Jaxport rose to a
record 1,947.

* Jaxport handled nearly
519,000 vehicles, a 24%
increase from last year.

* Total tonnage for the port
was up 10% this year, with 8.1
million tons moved.

* Breakbulk cargoes (paper,
steel) jumped 28% over 2009
to 990,000 tons.
CREDITED
Ferrin was also credited by
most with building one of the
best management teams in the
US port system. The Jaxport
board kept all of Ferrin's team
and promoted Roy Schleicher
to the position of Executive
Vice President. Schleicher
served for 10 years as Jaxport's
Chief Commercial Officer and
was the interim port director
while the search for Ferrin's
replacement was conducted.


26 CARIBBEAN MARITIME I MAY- SEPTEMBER 2011








-~ta. U~i An


"With the new role of the
CEO so focused on guaran-
teeing this port reaches its
full potential in the future,
the board felt it was vital to
have a strong second-in-com-
mand," said Kulik. "Roy has
the support not only of the
Jacksonville community and
our customers, but also of the
global maritime industry of
which he's been an important
part for more than 40 years."

ROBUST
Anderson brings to the job
a robust cachet in the areas
of politics and Washington
tree-shaking. He served on
the Federal Maritime Com-
mission from 2003-2008 and
has held a number of other
high-profile leadership posi-
tions in the public and private
sectors during his nearly
30-year career. Most recently,
he was a Senior Fellow of the
Transportation and Infrastruc-
ture Committee at the US
House of Representatives and
president of the International
Oil Shipping Company based
in Boca Raton, Florida.
He also brings a deep
understanding of one of Jax-
port's major clients. He spent
10 years with JM Family Enter-
prises, which is the largest
Toyota importer in the South-
east and operates Southeast


Toyota at Jaxport's Talleyrand
Marine Terminal. He has also
served as a senior director of
Seabulk Marine, Inc. of Fort
Lauderdale, Florida. And he
was on the political staff of
Sen. Paula Hawkins of Florida.

HONOUR
Anderson is a 1982 gradu-
ate of the University of
Florida and completed the
Senior Managers in Govern-
ment programme at Harvard
University's John F. Kennedy
School of Government.
"It is an honour to join
Jaxport and the Jacksonville
community. ... We will work
side-by-side with community
and government leaders to
vigorously pursue funding for
future port development and
improvement, to build strate-
gic alliances and to advance
Jaxport's mission," said Paul
Anderson.
"I am pleased to welcome
Paul Anderson to Jaxport at
this critical juncture in the
development of our posi-
tion in global trade," said
Chairman of the Board Dave
Kulik. "His experience in
both government and private
business, combined with the
strengths of Jaxport's current
leadership, will play a signifi-
cant role in moving our port
forward." m


CARIBBEAN MARITIME I MAY- SEPTEMBER 2011 27






Si NEW ORLEANS




Excitement in New Orleans


as port expands


By Rick Eyerdam


Port of New Orleans
Chief Executive, Gary
LaGrange, calls the con-
struction booked for the
fiscal year that ends June
30, 2011 an exciting new era
for the venerable gulf port.
New Orleans is a long-
standing member of the Car-
ibbean Shipping Association
and has hosted three CSA
annual general meetings, the
first in 1982.
"It's an exciting time for
the Port of New Orleans,"
LaGrange said. "Not since
the initial construction of the
Napoleon Avenue Container
Terminal in 2003 has the Board
undertaken such an expan-
sive building programme."
According to port spokes-
man Matt Gresham, at least
half of the excitement is in


anticipating the arrival of
two new gantry cranes, the
largest in the history of the
port. The cranes have been
constructed in South Korea
by Doosan Heavy Industries
& Construction Co. Ltd at
a cost of US$29.5 million.
Delivery is expected in May.
The installation is expected to
be completed in September.

Deployed
Gresham said the new
cranes have a 65-long-ton
lift capacity, 110-ft lift height
and a 167-ft outreach. Fully
deployed the cranes can
reach across 18 containers,
about the size of the Emma
Maersk. The maximum out-
reach for the four cranes cur-
rently installed at Napoleon is
15 containers wide.


LaGrange said the new
cranes will give shipping lines
the ability to turn ships around
faster for two reasons: they are
faster than the existing cranes
and there will be more cranes
that can be simultaneously
deployed on a single ship. The
crane project is a key first step
for future plans to expand the
berths at Napoleon Avenue,
creating additional area to dock
more vessels simultaneously.


The other container project
will help increase the amount
of container storage area avail-
able at the Napoleon terminal.
The US$7.1 million project to
build the Napoleon Stage C
Marshalling Yard is supported
by US$6 million from Louisi-
ana's Port Priority Programme
and is expected to be com-
pleted by September.
"This project will allow for
improved efficiencies through-
out the terminal and is part of
our ongoing effort to expand
and improve container capac-
ity," LaGrange said.
The Napoleon Container
Terminal currently has an
annual capacity of 594,000
twenty-foot-equivalent units
(teu). In 2010, the terminal
moved a record 427,000 teu.
The two projects are part
of a port master plan extend-
ing to 2020. Once completed
they will build out Phase II of
the Napoleon Avenue Con-
tainer Terminal. With Phase II
completed, the terminal will
have an estimated capacity of
788,000 teu. The port can then
expand the terminal in a third
phase, to increase throughput


28 CARIBBEAN MARITIME I MAY- SEPTEMBER 2011






NEW ORLEANS


to more than 1.5 million teu.
The US$38 million project
to build a new dockside
refrigerated terminal is under
way. And a US$8.5 million
project to expand the Alabo
Street Terminal is soon to be
completed.
The Henry Clay Riverfront
Cold Storage Terminal is the
largest single project in the
construction programme,
estimated to cost about $38
million.
Chris Bonura, the port's
manager of media relations,
explained that the warehouse
for port tenant New Orleans
Cold Storage is essential for
the port to stay competitive
in its international role of
supplying frozen poultry.
Ship access to the facility
was reduced by siltation then
eliminated because of the
closure of the Mississippi River-
Gulf Outlet. New Orleans
Cold Storage was therefore
compelled to dray its frozen
cargo to a wharf that could
accommodate deep draught
ships destined for Russia,
Albania and other ports in the
Eastern European trade lanes.

Relocation
The original plans for the relo-
cation of New Orleans Cold
Storage envisioned construc-
tion of a new quayside facility
where the port's current over-
flow yard is located, at Gov-
ernor Nicholls Street wharf.
However, preservationists
agitated against the selected
site because of its proximity to
the old and fragile buildings in
the neighbourhood.
Bonura said the port agreed
to a compromise whereby
New Orleans Cold Storage
would get a new facility on
port leasehold property at
Henry Clay Wharf with the


This new terminal will

enhance the company's

competitiveness and

productivity, in addition

to increasing port activity


port covering construction
and leaseback of the required
warehouse and refrigeration
equipment.
The new facility includes a
147,000 square-foot ware-
house capable of storing 35
million pounds of product
between -15�F and -400F; and,
blast freeze 1.2 million pounds
of product in 20 hours or less.
New Orleans Cold Storage
Construction provided 230
jobs and will create 120
new permanent jobs when
the project is completed in
June 2012.
"This new terminal will
enhance the company's com-
petitiveness and productivity,
in addition to increasing port
activity and creating addi-
tional jobs for our people,"
Louisiana Governor Bobby
Jindal told reporters at the
groundbreaking.


"This new site will allow
us to keep our business and
jobs in Louisiana. Our capac-
ity and efficiency will be
substantially enhanced with
this additional facility, which
translates into increased jobs
and export tonnage for the
port," said Mark Blanchard,
president and CEO of New
Orleans Cold Storage.

Completion
Construction is near com-
pletion at the Alabo Street
Terminal, an US$8.5 million
project that expanded the
terminal's wharf and rehabili-
tated its warehouse, which is
operated by Pacorini Global
Services LLC. The terminal
primarily handles steel and
non-ferrous metals, such as
copper, aluminium and zinc
traded on the London
Metals Exchange. m


CARIBBEAN MARITIME I MAY- SEPTEMBER 2011 29


L, _r_-1 \
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The success of your business depends on the efficiency of your reationshps.
Kingston Wharves is your gateway to over 15 major Caribbean and Lajtn American ports.
SVoted th e Caribbean Leading Multi-Purpose Terminal
* Cutting Edge Terminal Management
SCertified under the International Ship a Port Facility Security Coda


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Telephone: (876) 923-9211
Fax: 1876) 923-5361
www.kinqstonwharvesxcomJim


KINGSTON WHARVES LIMITED


* : -. - . . ', I. "- ',


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Ideas, choices, opportunity


W hen Editor Mike
Jarrett invited
me to write an opinion-
column, ideas exploded.
Masters all, you are the
survivors of the Y2K fright;
the 2000 dot-com bubble;
the 2001 terrorist attack on
the twin towers of the World
Trade Centre; and, a decade
of record-high Category 5
hurricanes. A scary decade
indeed, with recollections of
painfully learned leadership
skills, tests of courage in the
face of uncertainty and dealt
with calloused toughness.
No doubt you have collected
a few 'learning scars.' Your
cohort has been there, done
that, and remains at the helm.
What 'take-away-value'
exploding ideas to present
from 30 years of corporate
and floor experience sitting
in my back pocket with its
archive of anecdotal material;


from my office with its Mac,
book shelves of texts, papers
and magazines fighting for
horizontal space; and yes,
from Google?
It's no secret that, to suc-
cessfully survive in business,


you have to be grounded and
build a structure - cast-in-
place concrete and concrete
block foundation walls - and
practise chiselled-in-stone
fundamentals of manage-
ment. The principles of fore-
casting, planning, organising,
commanding, co-ordinating,
monitoring and managing
are embedded in your daily
operations. Interestingly, they
come straight from Henri
Fayol in his 1916 general
theory of management tome,
Administration Industrielle
et Generale. All these are
solid practices, offering safe-
passage through the waters,
proven and tested with dec-
ades of practice.
Coupled with Fayol, albeit
with added refinements, is a
tenured group that includes
F.W. Taylor, F.B. Gailbrath, P.F.
Drucker, and J.F. Walsh as well
as several more honoured nota-


bles. Whatever be their some-
what homogenous flavour or
spin, they are the revered deans
at the College of Command &
Control Management.
However, and there always
seems to be a 'however',


Command & Control Manage-
ment? A disquieting thought
from Gary Hamel's book The
Future of Management
comes to mind. He asks:
"Who is Managing Your Busi-
ness?" Hamel posits that these
classic Command & Control
Management gurus had better
not be running your business
- not if you want to stay and
succeed in business today.

Theory
Hamel challenges classic
management theory and its
practices. He argues that it is
innovation in management-
rather than insistence on oper-
ations, products or traditional
strategies - that is most likely
to create long-term advantage,
support sustainability and prof-
itability. Is Hamel suggesting
we throw the anointed baby
out with the bath water?
But wait, volte-face! It


is 2011 and our world is not
what it was. Hamel just might
be more relevant after we get
through today.
Change, Creativity, Innova-
tion, New Normal, Cloud
Computing, Next New Thing


By Joseph Cervenak

and of course, Green. A
vocabulary list from "365
Words-A-Year 2011 Page-
A-Day Calendar"? No, it is,
instead, a new vocabulary
of operative terms, survival
mandates and a lexicon for
what ... survival all over again?
Hopefully more than survival,
yes - oft in spite of ourselves
- and knowing (as I was once
unceremoniously admonished)
that hope is not a strategy-
we will, in fact, survive.
Viewing this perspective
to my 'Janus View: Changes
and Transitions 2011' and
Fritz Pinnock's, 'Business
Transformation and the Need
for Change' both articles in a
previous issue of Caribbean
Maritime, we see a seismic
shift in management style.
From Management 101,
to Management 2011. Yes!
However, let's back up to


34 CARIBBEAN MARITIME I MAY- SEPTEMBER 2011


It's no secret that, to successfully

survive in business, you have to be

grounded and build a structure


















ensure we're again not think-
ing of throwing the baby out
with the bath water. Let's
take a short litmus 'are we'
- 'yes-no' test for the key
essentials of Management
2011: Strategy, Mindset,
Process, Customer Practices.

Strong
Strategically are we, as with
our vessels, 'in class'? Are we
foundationally strong and true
to our pillared tenets of Vision,
Mission and Purpose? Are we
on track for where we want to
go? If we don't know where
we're going, careful, we just
might get there. Indeed, this
is 2011 and our world is not
what it was. No! It is not 'my
father's Oldsmobile.'
Is our Mindset challeng-
ing our creative quotients and
our innovation metrics? Are
we shifting our thinking from
the left to the right side of the
brain? Are we making time to
read or at least to scan David
Pinks' A Whole New Mind
or Edward de Bono's 1989
classic, Six Thinking Hats?
No? No quarter exists for
neglect of new thinking.
Are our Processes ingrained
with the habits of knee-jerk
responses and unnecessary,
unwanted, unneeded or redun-
dant processes and practices?
Raise your hand if guilty.
Are we process mapping-
the first step in attacking
process inefficiencies? Are we
using IT to anywhere near its
potential? As my daughter-in-
law, CIO for a multi-billion-dol-
lar medical services enterprise,
constantly reminds me: "if you


do the same thing three times
in a row, ... automate it!"
Are we taking advantage of
the new and ubiquitous Swiss
Army knife of business ... our
smart phones? Is there anyone
without one? Are we, with
deliberateness, finding ways to
use it in business - a barcode
scanner, shipping/receiving
dock checker, a photo memory
for telephone numbers, a GPS,
a flashlight, a text messenger
and, yes, even as a communica-
tion device ... as a phone.

Tools
A current Apple advertising
tag touts that there is "almost
no limit to what an iPhone
can do," and there are over
350,000 apps available. It
would be dreadful to put a
limit on these tools.
Customers are the
magnum opus of business. To
satisfy an ever demanding and
fickle public, Paola Antonelli of
Design World notes quite tidily,
"... give the world something it
didn't know it was missing."
Are these rhetorical ques-
tions? I suggest not. In looking
at my company I asked these
same questions. At first, I was
troubled and realized I already
knew the answers. It's that I
just refused to acknowledge it,
and this hurts.
It matters not the appella-
tive: Port Director, Dockmaster,
Master Mariner, Captain, CEO,
President, Chairman, Trader,
Entrepreneur, or Dean. It is the
need to go beyond intellectual
acceptance that these are new
times, and that 'new doings'
are now needed.


We own the chisels to
reshape that which is in
stone and the knowledge
that creativity and innova-
tion will open new worlds
and markets. We are most
fortunate to have the natural
blue seas and azure skies to
gaze upon and try to imagine
a Gary Hamlesque future.
We have ideas. We
have choices. We have
opportunity. I

YOU MAY WANT TO READ:
* General and Industrial
Management Revised, (Admin-


istration Industrielle et Gene-
raleprint), Henri Fayol, rev
by Irwin Gray, 1984, ISBN-
10 0879421789 - ISBN-13:
978=0879421786
* The Future of Management,
Gary Hamel, 2007
ISBN-10 1422102505
ISBN-13: 978-1422102503
* A Whole New Mind,
David Pink, 2006, ISBN-10:
9781594481710 ISBN-13: 978-
1594481710 ASIN. 1594481717
* Six Thinking Hats, Edward
de Bono, 1989, ISBN 13:
9780316177917
ISBN: 0316177911


P itRemember

PORT OF ST. MAARTEN
, ilA.C WATHEY CRUISE l.ACILIT, DUTCH CARIBBEAN


U" Services:
* Bunkering facillie. Pilot 1irvices
Waste oil removal, Sludge removal
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Fme (M16424L=
weaVm m , pmtablfwrmmn
E4mai can im f


CARIBBEAN MARITIME I MAY- SEPTEMBER 2011 35





PkANAMA CANA EXANSO

. . ... .... .... ...



0OTE 0ECO0







cui mers of maera wer exa S caact CA-7 trck an at
va^^^^^ted i~non m nt h i n a sicit ngl projecKt . Th wea^^i~llBBflther hs been oBfBn or ide.les t or ditoalhdruicecaa



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*ex ted 100' ' years w r 'e, 0 * .0'0 i'00's - 0 .000n.st666 i0eyPl



wer' aha of shdl. He atrbue the
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activities an 0 the ct o
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cLnV4nuous bL flustl rckr;Llel
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Our customers, the ilobal carr ers, have
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and, the northern E0at of Soulh Amenrr
And, so will you


* CFS
CARIBBEAN FEEDER SERVICES LT
Hamilton, Bermuda





^ ft ...;i..i.!'.!..







ENVIRONMENT


As the amount of water being
loaded and unloaded can be
massive, achieving the latter
is no easy task, given that the
space available onboard for
retrofitting an existing vessel is
often very limited.
There are several systems
on the market today, promot-
ing a variety of treatment
methods. Most of these
combine a mechanical filtering
stage with a disinfecting stage
of some sort. Both sets of
regulations are clear on one
issue: all organisms must not
in fact be removed from the
water - it is enough to render
them incapable of reproduc-
tion. This is complicated
enough, since the organisms
that pass through the filter are
miniscule and just few of them
can render the resulting water
'out of specification'.
The treatment needs can be
compared to that for potable
water, one of the most strictly
regulated water treatment
processes in existence. There-
fore it comes as no surprise
that the world's largest and
most experienced provider
of ultraviolet (UV) irradiation
treatment of water, Trojan
Technologies, joined forces
with leading marine solutions
provider Wartsila to develop


Organisms > 50 pm
Organisms 10 - 50 pm
Escherichia coli
Intestinal enterococci
Toxicogenic vibro
cholera

Implementation year


IMO

<10
<10
<250
< 100
<1

2012


and market one of the most
interesting ballast water treat-
ment solutions of today.

A novel and
innovative solution
As in most of the systems
of the market today, the
Wartsila solution's treat-
ment method consists of


energy consumption while
retaining a secure and high
treatment efficiency.
Where the novelty of this
system is most visible is in
the enclosure. Whereas most
systems on the market are
simply combinations of two
or more separate treatment
components interconnected


technical support into the
foreseeable future, with all
the possible changes and
updates to the regulations
that seem inevitable?
The selection of supplier
and/or treatment process is
only one of the thorny ques-
tions facing ship owners in
the coming years. Another,


Invasions of new organisms sometimes

upset the balance in the receiving

ecosystem, with disastrous results


two stages: a filter stage
and a UV disinfection stage.
Both stages are in operation
during ballasting, that is,
when water is pumped into
the ballast tanks. First, all
larger particles and organ-
isms are filtered out. Then,
any remaining organisms
are either killed or rendered
incapable of reproduction in
the second stage. During de-
ballasting, when the water is
discharged, only the second,
UV stage, is in operation. The
actual UV treatment is state-
of-the-art, based on one
of the best drinking water
treatment technologies in the
world and optimised for low


US COAST GUARD
PHASE 1 PHASE 2
<10 <0,01
<10 <0,01
<250 <126
<100 <33


/ m3
/ml
cfu* /100 ml
cfu* /100 ml
cfu* /100 ml

*) cfu = colony-
forming units


Table 1. Regulations in brief. It seems likely that the US Coast Guard regulations
will come into force earlier than the IMO regulations, meaning vessels travelling
in US waters need to comply earlier than vessels in other areas of the world.


with pipes, the Wartsila
system is fully integrated in a
single unit. This allows for an
extremely small footprint -
only 1.40 square metres for a
system capable of treating 500
cubic metres an hour - which
is a vital parameter to consider
when it comes to retrofitting.
Several large shipowners, for
example Wallenius and BW
Group, have developed or
acquired technology to design
their own systems, and can
then tailor the installation to
their specific needs. But for
the bulk of the market one key
feature will be installation size.

The clock is ticking -
but it is best to wait
For Caribbean ship owners,
both USCG and IMO regula-
tions will most probably apply,
with the USCG regulations
coming into force already in
2012 followed closely by the
IMO. The time to select a suit-
able system is getting shorter,
bearing in mind that the USCG
regulations are to become even
stricter in a few years.
So which supplier to
select? The question rests
on one simple reality. Which
one will be able to sustain


(possibly even larger) issue will
be the delivery and installa-
tion capacity available. A huge
number of vessels will have to
install ballast water treatment
systems in the near future and
there is a risk that there will be
a shortage both of available
systems and yard time.
So should we choose
a system today and get it
installed right away in order
to be ready in good time?
Well, in reality, no. Espe-
cially not for vessels in or close
to US waters, like most Carib-
bean ships as well as Euro-
pean and Asian vessels des-
tined for the USA. In Puerto
Rico and US Virgin Islands, the
US Coast Guard will also be
the lead enforcement agency,
suggesting that USCG certifi-
cation is extremely important.
But as the US Coast Guard
has not yet released final cer-
tification guidelines for their
regulations, there are at this
time no USCG-certified ballast
water treatment systems on
the market.
The clock is ticking. But it is
still best to wait. m

*Martin Thorsson is associated
with Wdrtsild Sweden AB


CARIBBEAN MARITIME I MAY- SEPTEMBER 2011 39






P THE MARITIME LABOUR CONVENTION, 2006


MAKING


AN


This year and last year
-2010 "the year of the
seafarer" - are impor-
tant years for countries
with a maritime interest.
February 23 marked the
fifth anniversary of the
adoption of the Maritime
Labour Convention, 2006
(MLC, 2006) by the 94th
Session of the Interna-
tional Labour Conference
(ILC) of the International
Labour Organization (ILO).
The anniversary was
marked by Switzerland's
deposit of its instrument of
ratification, bringing ratifica-
tions to 12 with coverage of


fleet (30/33), 18 more ratifi-
cations are needed to bring
the Convention into force 12
months later, ideally in 2012,
in line with the ILO five-
year Action Plan to achieve
widespread ratification and
effective implementation of
the MLC, 2006.
The demanding require-
ments for entry into force
came from the importance
placed on making sure that
the MLC, 2006 would not be
a "paper tiger" but would
result in real change: decent
work for seafarers and a level
playing field for shipowners.
Despite the turbulence of


IT IS IMPRESSIVE THAT SO MANY

GOVERNMENTS IN ALL REGIONS

HAVE STILL BEEN ABLE TO

STEADILY MAKE PROGRESS


seafarers on nearly 48% of
the world's fleet, based on
gross tonnage (GT). But in
order to achieve the MLC,
2006 demanding entry into
force formula of 30 ratifica-
tions and 33% of the world


the intervening years since
2006, particularly with eco-
nomic stability matters at the
forefront, it is impressive that
so many governments in all
regions have still been able
to steadily make progress on


moving forward in national
efforts to ratify and imple-
ment the MLC, 2006. Many
countries in the European
Union are making progress to
ratify in accordance with the
EU decision taken in 2007
and a number of countries
in all regions have indicated
that they plan to ratify in
2011, in part to mark the
100th session of the ILC.
Slowly but surely the 30/33
formula is being achieved.
EVEN MORE SIGNIFICANT
What is even more signifi-
cant, for an ILO Convention is
the extent to which the MLC,
2006 has already made an
impact and affecting practice
in the maritime sector, well
ahead of the more formal
legal machinery of ratifica-
tion. It appears that industry,
the shipowners, the seafar-
ers, the maritime educators,
the NGOs and others expert
services such as recognized
organizations are leading the
way. Collective bargaining
agreements are being negoti-
ated by the maritime social
partners and many industry
events on the MLC, 2006
have taken place and are


By Dr. Cleopatra
Doumbia Henry*

being launched to prepare
for implementation. In addi-
tion, importantly, a number
of the Convention's require-
ments are now also reflected
in the recently adopted
"Manila amendments" to
the IMO's STCW Convention,
which are expected to enter
into force in January 2012.
Good evidence of this
"on the ground" change
also comes from the high
participation in the "Train-
ing of Trainers and maritime
inspectors on application of
the MLC, 2006", held since
2009 at the ILO Interna-
tional Training Centre (ITC)
in Turin, Italy. These two-
week courses have brought
together a wide mix of mari-


40 CARIBBEAN MARITIME I MAY- SEPTEMBER 2011






THE MARITIME LABOUR CONVENTION, 2006


time industry actors including
flag state inspectors, port
state control officers, ITF
inspectors, surveyors from
ship classification societies or
other organizations involved
with ISM audits, maritime
administrators, educators,
medical practitioners and
other maritime professionals.
Some significant examples
of the progress made so far
come also from the Latin and
South American and Carib-
bean region, home to three
of the world's largest flag
states that have already rati-
fied the MLC, 2006: Panama,
The Bahamas and St. Vincent
and the Grenadines. Other
countries such as Argentina,
Antigua and Barbuda, Belize
and Chile are also important
flag States that are engaged
in national activities to move
to ratify the MLC, 2006

ILO STRATEGIC SUPPORT
Since the adoption of its
Action Plan in 2006 the ILO
has invested in strategic
support for ratification and
implementation of the MLC,
2006 in the Caribbean and
Latin and South American
regions. Activities since 2006


include High-level Tripartite
Missions, and national and
regional seminars, combined
with support for national
legal gap analysis to assist
with the national consulta-
tions. In September 2009


randum of Understanding on
Port State Control (CMOU)
held the first (pilot) regional
MLC, 2006 inspector training
workshop. The workshop
held in Kingston, Jamaica
was attended by 35 inspec-


and South American regions,
will be to ratify the MLC,
2006 in 2011.
The ILO remains ready to
continue to assist countries in
the region ready and willing
to move forward towards


SOME SIGNIFICANT EXAMPLES OF THE PROGRESS

MADE SO FAR COME ALSO FROM THE LATIN AND

SOUTH AMERICAN AND CARIBBEAN REGION


representatives from 35
countries participated in the
ILO's tripartite Hemispheric
Conference on the Rapid and
Widespread Ratification and
Effective Implementation
of the MLC 2006, held in
Barbados, where key activi-
ties to support implementa-
tion were identified. Two
were emphasised: training
for flag state inspectors and
port state control officers
and developing model legal
provisions.
The ILO has responded to
both recommendations. In
November 2010 the ILO, in
co-operation with the Mari-
time Authority of Jamaica
and the Caribbean Memo-


tors and maritime administra-
tors in the region. The ILO is
also now developing model
legal provisions with a work-
shop planned at the ILO's
International Training Centre
in September 2011.
At the February 2011
Bahamas International Mari-
time Conference and Trade
Show (BIMCATS), there was
a focus on the world's seafar-
ers with part of the Confer-
ence dedicated to the MLC,
2006 and building upon
2010 "the year of the sea-
farer". It seems clear that the
single best step to follow-up
on 2010 and to help develop
the maritime sector in the
Caribbean, Latin American


ratification and effective
implementation of the fourth
pillar in the international
maritime regulatory regime,
the MLC, 2006. m














*Dr. Cleopatra Doumbia
Henry is Director of the
ILO International Labour
Standards Department


CARIBBEAN MARITIME IMAY - SEPTEMBER 2011 41















PIRATES

WITHOUT

HONOUR

T he Indian managers of a
Panama-flagged ship are
criticizing pirates for failing to
release all of the Indian crew with
the vessel, after an agreed upon
ransom was paid. In the second
week of April (2011) a Mumbai-
based ship management company
reportedly paid an undisclosed
ransom to free the Asphalt Venture
and crew members onboard.
The management company told
'Maritime Executive' news that eight
crew members were released with
the vessel, but pirates were still
holding seven. The ship's master was
reportedly among the eight that were
released. The company "...expressed
deep disappointment over the
pirates reneging on their word. This
is despite meeting all demands
of the negotiated settlement and
paying the mutually agreed ransom
The vessel is in Somali waters. The
owners appeal to the pirates to
honour their word and immediately
release the six officers and one crew
member All owners of other ships
hijacked by pirates which are still
captive in Somalia will lose faith in
the negotiation process, unless those
taken from the Asphalt Venture are
returned immediately and allowed to
sail with their fellow seafarers."
Pirates hijacked the bitumen-
asphalt tanker on September 28,
2010 while the ship was sailing from
South Africa to the Kenyan port of
Mombasa.


SEONDPHS

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ROYAL NAVY TO REMAIN IN THE CARIBBEAN

T he Royal Navy is to continue a permanent presence in helicopter during the hurricane season. This will provide a
the Caribbean, focused mainly on the United Kingdom's broadly comparable capability to previous years."
Overseas Territories. A published statement from the In February, the UK government said it was abandoning its
Governor's Office in Anguilla, one of those territories, said the warship patrols of the Caribbean, for the first time since the
Royal Navy would remain in order to "respond to the full range Second World War, because of the Royal Navy's funding crisis. It
of foreseeable contingencies". said a Royal Fleet Auxiliary ship, enhanced with a naval party and
"The primary purpose of the Royal Navy in the Caribbean helicopter, would be used during the core hurricane season.
is to deliver security and reassurance to the UK Overseas The Royal Navy said when its vessels are not engaged in
Territories, specifically in disaster relief operations," it said. disaster support activity, spare capacity is used to disrupt and
"In the event of a humanitarian disaster, it will deliver initial interdict consignments of illicit narcotics trafficked through the
military assistance. During 2011 this will be provided by a region en route from Latin America to the UK, Europe and the
Royal Fleet Auxiliary ship, enhanced with a naval party and US and that work has been highly successful.

















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CSA




Spirit of the CSA


The Caribbean Shipping Association has
been a binding force for over 40 years.
It brings together, in a vast network, the
leaders and decision-makers in the shipping
industry of the Caribbean and Latin America
as well as North America. The Association's
sphere of influence includes countries and
territories from four language groups -
English, Spanish, French and Dutch - from
the northern coast of South America, across
the Caribbean and CentralAmerica, to North
American ports on the Gulf of Mexico and
the Florida peninsula (the Region).
CSA conferences are a source of knowl-
edge and information about the latest devel-
opments and trends in the world's maritime
trade. Attracting participation from both the
public and private sectors, these conferences
facilitate the bonding and personal interac-
tion of those whose job it is to ensure the
efficient operations of the Region's seaports
and the ships which serve them.
The CSA has two major conferences every
year. Each is held in a different territory in
the Region and both attract attendance
from all over the world. The conference in
May is the 'Caribbean Shipping Executives
Conference'. Topics selected for presentation
and discussion at this event collectively equip
participants to grapple with current issues
and to plan strategies for the future. The
conference in October is the more complex
of the two. It is the CSA's main calendar
event and includes the Annual General
Meeting where, each year, the Association
elects its leadership. The October meeting
also features 'Shipping Insight, the CSA's
annual business exposition. In addition to
the serious business associated with the
Annual General Meeting, the Conference
and 'Shipping Insight, there is a fun side.
The annual CSA Golf Challenge is held on
the weekend preceding the October meet-
ing. The three-day October event ends with
the CSA Annual Gala Banquet at which the
winners of the CSA Caribbean Port Awards
are announced. The photographs presented
here reveal and document the mood and
spirit of what is arguably the most vibrant
business network in the Western Hemi-
sphere.






SBARBADOS


BARBADOS GETS READY


TO RECEIVE THE CSA


rhe Shipping Association of Barba-
Sdos (SAB), in collaboration with
Barbados Port Inc., moved into the
final stages of preparation for the
Caribbean Shipping Association's 41st
Annual General Meeting, Conference
and Exhibition, to be held October
10, 11 and 12 in Bridgetown.
As hosts of the final event of the 40th
anniversary year of the CSA, both organi-
sations are working together to make this
41st AGM one of the best ever. Barbados,
a founding member of the CSA, hosted
the Association's second Annual General


Meeting in 1972. The CSA has since met
for Annual General Meeting in Barbados
in 1976, 1995 and in 2005.
PLANNING
In February, SAB President Marc Sampson
and Vice President Wayne Bowen met with
all parties involved in the planning, includ-
ing representatives of Barbados Port Inc.,
CSA General Manager, Clive Forbes, CSA
Director of Information and PR, Mike Jarrett
and the event planners. A full 'round-table'
meeting was held at the SAB's offices on
February 24. Site visits to the Barbados


Golf Club, site of the annual CSA Golf
Challenge; and, to Harrison's Cave, were
made on February 23 and 25 respectively.
"We are planning something very
special this time around," the SAB Presi-
dent said, adding that, "at every moment
during this conference you will know that
something special is happening."
It was in Barbados that the CSA Silver
Club was launched and where, 10 years later,
the inaugural Silver Club Roast was held.
Marc Sampson's team remembers those
milestones and plans to make this October in
Barbados, similarly, unforgettable. m


." , ' .