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№ 6/2025 (128), NOVEMBER/DECEMBER

ISSN 1733-6732

bimonthly-daily companion

Journal

Baltic Transport MARITIME

Designing for flexibility in an uncertain fuel future T E C H N O LO G Y

The human part in the tech mix. Interview with Espen Ranvik, CEO, Grieg Connect From reactive to responsive. KILOG’s AI journey at HHLA terminals S U S TA I N A B I L I T Y

The Finnish Ports Association’s Biodiversity Roadmap

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Dear Readers,

“

At least there’s proper winter on the BTJ cover!” one could exclaim, somewhat melancholically looking out the window at the thermometer showing above 10 centigrade in mid-December… I still remember days when it was way below -20 at this time, with fresh heaps of snow covering the old ones – and we’re talking about the southern Baltic, not the Kvarken or the Gulf of Finland! Well, if nothing else, the cover symbolises the slippery, covered-in-mist road on which the transport & logistics industry currently finds itself, with all the regulations (or the absence thereof, I’m thinking about you, IMO!) or uncertainties concerning not so much the future fuel mix as the sufficient supply of all those (allegedly) super green bunkers. Then again, who, if not Baltic companies, is blazing the trail, with newsfeeds exploding with bioLNG almost every day now? Putting aside the care for the environment, bunkering this fuel is good business these days, both for suppliers and off-takers, thanks to regional regulations. In the sometimes heated local-vs-international-rules game, the former seemed to score another goal. I am just thinking aloud here, but it’ll be interesting to see what other ‘localisations’ will take place. There is, for instance, a lot of talk about electrification – and electrification of ports specifically. But how about making ports independent, off-the-grid energy islands – particularly when the public sector will dilly-dally with adding power capacity (especially in light of the necessity to furnish so many EU ports with cold ironing stations, including those brawny ones for cruisers, before long)? The Port of Trelleborg already produces more electricity from its own photovoltaics and wind turbines than it needs. Meanwhile, the last edition of 2025 will take you on a rich & varied ride. Sustainability has reads on the (Finnish) ports’ role in supporting biodiversity and the impact of fragmentation in the shipping market on its ability to decarbonise. Maritime, among others, tackles future fuel flexibility (and being ‘ready’ comes in different flavours, some fast food-like-cheap, some expensive but with a promise of a hefty dividend), how European shipyards can benefit (together) from value rather than volume, and an investigation of whether flying ships will land a deal. In Technology, you’ll find use cases of AI in terminal operations – from yard management to communications – as well as in making navigation safer. And as already present logistics isn’t possible to execute efficiently (and environmentally-friendly) without data, another Tech article covers the development of an open-source standard for exchanging emissions data. Though it’s murky on the icy road, with nothing but fields of snow to the star- and larboards, we wish the coming year to bring clarity to the direction our sector is heading. One thing is certain: we cannot kill the engine mid-road – we have to keep pushing! However, as 2025 approaches its conclusion, it’s also advisable to kick back a little to catch some breath in anticipation of what’s ‘round the next corner. As the Danes would put it, I wish you hygge ahead of arbejdsglæde. As the Germans have it, a bit of Waldeinsamkeit instead of Schadenfreude. You know, some Swedish winter gökotta. All those different kinds of happiness. See y’all in 2026! Przemysław Myszka

EDITORIAL Baltic Transport Journal Publisher

BALTIC PRESS SP. Z O.O. Address: Aleja Zwycięstwa 96/98 81-451 Gdynia, Poland office@baltictransportjournal.com

www.baltictransportjournal.com www.europeantransportmaps.com President of the Board BOGDAN OŁDAKOWSKI

Managing Director

PRZEMYSŁAW OPŁOCKI

Editor-in-Chief

PRZEMYSŁAW MYSZKA przemek@baltictransportjournal.com

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Contributing Writers

KRISTĪNE CARJOVA, JAN HEDEMAN, ALEXA IVY, KRISTIN KEREM, LARS LANGE, JOONAS MÄÄTTÄNEN, ROSTOM MERZOUKI, E MIN NAKILCIOĞLU, DOR RAVIV, JUUSO REUNAMO, OLIVER SCHMITZ, FITZWILLIAM SCOTT, ANDRZEJ URBAŚ

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Cover

Jaakko Tähti/Visit Finland № 6/2025 (128), NOVEMBER/DECEMBER

ISSN 1733-6732

bimonthly-daily companion

Journal

Baltic Transport MARITIME

Designing for flexibility in an uncertain fuel future T E C H N O LO G Y

The human part in the tech mix. Interview with Espen Ranvik, CEO, Grieg Connect From reactive to responsive. KILOG’s AI journey at HHLA terminals S U S TA I N A B I L I T Y

The Finnish Ports Association’s Biodiversity Roadmap

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[Fragment] Winter at Sea – Taking in Sail Off the Coast by Winslow Homer; photo: Artvee

Go to www.baltictransportjournal.com and click: SUBSCRIPTION or contact us at subscription@baltictransportjournal.com

6/2025 | Baltic Transport Journal | 3

Moves a lot. Changes everything. With a maximum lifting capacity of 1,600 tons, our travelling cargo crane TCC 78000 will drive your heavy-duty projects to success. www.liebherr.com

Maritime cranes

CONTENTS

SUSTAINABILITY

24 Inspiration and practicality – The Finnish Ports Association’s Biodiversity Roadmap by Alexa Ivy 26 Happy together/apart – Fragmentation: a challenge or opportunity for cleaner shipping? by Rostom Merzouki

REGULAR COLUMNS

3 Editorial 8 BTJ calendar of events 10 Safety news by TT Club 12 Market SMS 16 What’s new? 18 Map news 20 Venture forth 22 What’s in the Cabinet 23 Chart of the issue: ESPO: top 10 environmental priorities of the port sector 56 Events: Policy, climate action, and (green) port strategy discussed at the Baltic Ports for Climate Conference in Gdynia by Andrzej Urbaś 58 Who is who

MARITIME

28 Are you ready? – Designing for flexibility in an uncertain fuel future by Juuso Reunamo, and Joonas Määttänen 32 Smarter ports for a safer future – Key takeaways from TT Club’s Port Authority Bulletin by Ewa Kochańska 36 From volume to (shared) value – How cross-border collaboration can re-define the future of European shipbuilding by Jan Hedeman 38 Mounting a comeback – Ships on wings: from technological curiosities to a new class of future-aligned transportation by ristīne Carjova, and Kristin Kerem 40 Marine insurance in transition – Highlights from the IUMI Stats Report 2025 by Lars Lange 6/2025 | Baltic Transport Journal | 5

The Port of Oxelösund is growing. With expanded capacity for 10.5 million tons of goods every year, we are now Sweden’s largest port for bulk handling. It’s all part of Oxchange, our transformation journey that’s redefining our role in Baltic logistics. Higher capacity from ship to shore. A new quay, expanded storage areas and modernized yards. Discover how our port can become your platform for growth.

oxhamn.se

CONTENTS

46 42

NEWSLETTER BPO

42 The Blue Supply Chains grand finale: driving climate action by Andrzej Urbaś 44 Comprehensive Ports: strategic nodes for Baltic energy and securit by Andrzej Urbaś 45 Strengthened cooperation on green shipping corridors in the Baltic Sea

TECHNOLOGY

46 The human part in the tech mix – Interview with Espen Ranvik, CEO, Grieg Connect by Przemysław Myszka 50 From reactive to responsive – KILOG’s AI journey at HHLA terminals by Oliver Schmitz, and Emin Nakilcioğlu 52 Your new ally on the bridge – AI’s potential for safer & smarter navigation in the busy Baltic waters by Dor Raviv 54 A uniting idea (transformed into practice) – Towards an open-source standard for exchanging emissions data in transport & logistics by Fitzwilliam Scott 6/2025 | Baltic Transport Journal | 7

BTJ CALENDAR OF EVENTS Transport Week 2026, 18-19 March 2026, PL/Gdynia, transportweek.eu

ESPO 2026, 7-8 May 2026, PL/Gdańsk, espo.be/events

TOC Europe, 19-21 May 2026, DE/Hamburg, tocevents-europe.com

ECG General Assembly & Spring Congress 2026, 4-6 June 2026, TR/Istanbul, ecgassociation.eu/activities/events

Baltic Ports Conference 2026, 2-4 September 2026, FI/Turku, balticportsconference.com

ECG Conference 2026, 15-16 October 2026, DK/Copenhagen, ecgassociation.eu/activities/events

IAPH World Ports Conference 2026, 3-5 November 2026, GB-ENG/London, iaphworldports.org

8 | Baltic Transport Journal | 6/2025

WORKING TOWARDS SAFER PRACTICES

TT Club is the leading provider of mutual insurance and related risk managment services to the international transport and logistics industry. Its core mission is to make the industry safer and more secure. To find out more visit ttclub.com

SAFETY NEWS

SAFE AND SCALABLE BE-CHE ADOPTION The Zero Emissions Port Alliance has published two new technical papers tackling critical barriers to safe and scalable adoption of battery-electric container handling equipment (BE-CHE). The Battery Fire Risk and Safety paper provides guidance to help ports prepare for the evolving risk profile of BE-CHE fires, emphasising that risks are not higher but different. The Strategic Pathways

for Battery Circularity publication helps terminals prepare for the wave of end-of-life BE-CHE batteries expected by 2032. This paper breaks down the extend-reuse-recycle pathway, highlighting how ports, terminal operators, OEMs, and recyclers can collaborate on embedding take-back or recycling clauses into contracts, piloting reuse models, and supporting clear end-of-life standards.

OCTOBER 2025

Battery-Electric Container Handling Equipment Battery Fire Risk and Safety

Strategic Pathways for Battery-Electric Container Handling Equipment Battery Circularity

A transitioning fire risk profile

Value add versus compliance risks

CERTIFICATE OF EXCELLENCE – RE-LAUNCHED The Institute of Marine Engineering, Science & Technology (IMarEST) and The Nautical Institute have relaunched the Certificate of Excellence (CoE), an international accreditation recognising organisations that show globally benchmarked standards of quality in maritime training and education. The CoE sets a touchstone for quality and continuous improvement in maritime education and training. Institutions applying for accreditation (universities, maritime academies, and commercial training providers) will be evaluated against three key areas that reflect international best practice: education and training standards, education and training

VIOLENCE AND HARASSMENT AGAINST WOMEN IN THE TRANSPORT SECTOR A May-September 2025-conducted survey by the European Transport Workers’ Federation (ETF) found that 74% of female transport workers reported having experienced violence or harassment in their current workplace. Carried out in 12 languages, the investigation gathered responses from 1,071 women across multiple transport sectors (including rail, aviation, urban public transport, road, maritime, logistics, inland waterways, fisheries, and dock work) spanning 24 European countries, as well as from beyond Europe. Among the 772 women who disclosed the frequency of abuse, 7.0% experienced it daily, 17% several times a week, 7.0% once a week, and 45% several times a month. The Federation added in a press brief, “While third-party violence from passengers and service users was most common (56%), a shocking 41% of incidents involved colleagues, managers, or supervisors. Types of abuse included verbal harassment, threats, intimidation, sexual harassment, spitting, and cyber violence.” Livia Spera, ETF’s Secretary General, also commented, “These figures expose the harsh reality for women transport workers across Europe. Violence and harassment are not isolated incidents. They are a structural problem in our industry. It is the employers’ responsibility to guarantee safe workplaces free from any form of violence.” 10 | Baltic Transport Journal | 6/2025

quality, and institutional quality assurance. Captain John Lloyd FNI, CEO of The Nautical Institute, commented, “High-quality maritime education is fundamental to the safety, sustainability, and long-term success of our industry. By relaunching the Certificate of Excellence in collaboration with IMarEST, we are setting a clear standard for institutions that not only meet global expectations but also demonstrate a commitment to continuous improvement. This initiative will help ensure that the next generation of maritime professionals is equipped with the skills, knowledge, and leadership required to support a safer and more resilient future for the sector.”

PORT AUTHORITY BULLETIN – #1 RELEASED TT Club has published the first edition of the Port authority bulletin, a publication meant to bring together the TT’s TT Club Loss Prevention port authority members and the wider industry to share their insights and learnPort authority ing on all aspects of port authority risk. Backed by the insurer’s claims experience bulletin and other industry data, the bulletin covers topics such as the current risk landscape for port authorities, energy security, and how to protect ports from project cargo risks. “The world’s port authorities are fundamental to global trade. Their quays, jetties, docks, cranes, marshalling yards, warehouses, and workboats provide the key link between the sea and land journeys that have always been undertaken by most international cargo shipments. What’s inside? • A new risk landscape for port authorities But ports are facing unprecedented chal• Safer grounding: how to manage NAABSA berth risks • Just-in-time port calls: a safer and greener solution lenges, with unstable geopolitics, cleaner • Exposure spotlight: Energy security • Innovation focus: smarter bollards make safer ports energy, larger ships, smarter technology, • Loss prevention: protecting ports from project cargo risks • Raising safety standards across the port estate and changing climate all reshaping their risk landscape,” Mike Yarwood, Managing Director Loss Prevention, TT Club, wrote in the Foreword to the inaugural Port authority bulletin. October 2025

Karlshamn Trelleborg

Karlshamn

Trelleborg

Rostock Travemünde

Rostock

Travemünde

Klaipėda Klaipėda

Świnoujście Świnoujście

Efficient ReliableTransport Transport Solutions Solutions Efficient &&Reliable between Germany, Poland,Lithuania Lithuaniaand andSweden Sweden between Germany, Poland, www.ttline.com/en/freight www.ttline.com/en/freight

For more Market Statistics Made Simple please visit: www.baltictransportjournal.com

Finnlines: 831 thousand private & commercial passengers served in I-IX 2025 (+8.8% yoy) “Our ro-ro fleet rationalisation and investments made in passenger traffic formed the basis of the satisfactory nine-month result. Passenger revenue grew with €7.2 million, reaching a record high of €89.5 million passenger business turnover,” commented Thomas Doepel, Finnlines’ President and CEO. On the cargo front, Finnlines carried 592 thousand ro-ro cargo units (-0.5% year-on-year) in the reported period, plus 871 thousand tonnes of non-unitised freight (-9.3% yoy) and 51 thousand (other than passenger) vehicles (-17.7% yoy).

Photo: Finnlines

HHLA’s sea container terminals:

The Port of HaminaKotka:

The company’s facilities in the Port of Hamburg took care of nearly 4.55m TEUs (+6.0% year-on-year), while the terminals in Estonia, Italy, and Ukraine added the remaining 250 thousand 20-footers (+22.5% yoy). HHLA’s intermodal arm also handled more containers, up 13.6% yoy to 1.5m TEUs, with rail contributing with 1.3m and road 201k (both +13.6% yoy).

Overall, the Finnish seaports took care of 9.99 million tonnes over this year’s first three quarters in international traffic, a downtick of 1.5% year-on-year. Whereas imports contracted by 16.5% yoy to 3.01mt, exports advanced by 6.7% yoy to 6.98mt. Coastal traffic lost 79.9% yoy, down to 26.4 thousand tonnes. According to Statistics Finland, HaminaKotka welcomed 1,424 cruise passengers from June to August 2025.

4.8 million TEUs handled in I-IX 2025 (+6.7% yoy)

474,032 TEUs handled in I-IX 2025 (+9.4% yoy)

The Port of Ystad: 106,881 ro-ro cargo units handled in H1 2025 (+1.5% yoy)

Photo: HHLA

12 | Baltic Transport Journal | 6/2025

The Swedish seaport took care of 106,388 trucks & trailers (+1.2% year-on-year), plus saw more railcars going over its quays – from 19 to 493. In total, Ystad handled 1.30 million tonnes (-1.5% yoy), of which wheeled (ferry) cargo accounted for nearly 1.29mt (+1.2% yoy). The seaport also saw 8.0 thousand tonnes of forest products (-65.2% yoy) and 6.0kt of dry bulk goods (-77.8% yoy) over this year’s first half. Ystad’s H1 2025 ferry passenger traffic advanced by 1.3% yoy to 1,043,980 travellers, though with fewer private vehicles transported on board ferries – 278,447 (-12.7% yoy).

For more Market Statistics Made Simple please visit: www.baltictransportjournal.com

The Port of Trelleborg: 406,387 ro-ro cargo units handled in H1 2025 (+/-0% yoy) Whereas the handling of trucks & trailers contracted by 0.1% year-on-year to 395,572 units, the Swedish seaport served more railcars – up 6.9% yoy to 10,815. Overall, the Port of Trelleborg took care of just over 6.07 million tonnes (+0.3% yoy), almost all of which was wheeled (ferry) cargo (6.07mt, +1.1% yoy). The port also handled 5.0 thousand tonnes of liquid bulk (+25% yoy). There was no turnover of dry bulk in this year’s first half vs 49kt last year. Trelleborg’s ferry passenger traffic noted a 5.5% downtick on the H1 2024 result, totalling 656,655 travellers. Ferries also brought fewer private vehicles (-8.1% yoy to 142,836). Last, the Swedish seaport handled 282 new cars vs 437.

Photo: Port of Trelleborg

The Port of Gothenburg: 709 thousand

DFDS:

On the rail side, the Swedish seaport took care of 393 thousand TEUs (+4.5% year-on-year), putting Gothenburg on track for a record year both in total and rail-borne container traffic. Ro-ro traffic was also up across January-September 2025 (+1.3% yoy to 394 thousand units). On the other hand, fewer new vehicles went through Gothenburg’s quays (-8.5% yoy to 172 thousand units). Also, less liquid and dry bulk goods were handled, down 6.7% yoy to 15.2 million tonnes and -30.3% yoy to 264 thousand tonnes, respectively. With almost 1.15 million travellers, the seaport’s I-IX 2025 ferry traffic was on par with last year’s result.

Counting 18 metres per ro-ro cargo unit, the company’s shipping division carried nearly 1.74 million trucks & trailers January-through-September this year. With 12.74m lm filled (+0.6% year-on-year), DFDS’ Channel trade came first, followed by the North Sea (-1.5% yoy to 10.16m lmf), the Mediterranean (-2.4% yoy to 4.01m lmf), the Baltic Sea (+1.8% yoy to 2.72m lmf), and the Strait of Gibraltar (+8.8% yoy to 1.62m lmf). DFDS’ freight fleet capacity utilisation rate rose from 61% to 63%. Following the sale of the Copenhagen-Oslo service, DFDS’ passenger traffic decreased by 21.1% yoy to 4.37m ferry travellers. The Channel business area led the chart with almost 3.2m (+1.8% yoy), with the Strait of Gibraltar coming in second (-41.1% yoy to 979k), and the Baltic Sea third (+7.1% yoy to 197k). DFDS’ ferries also transported fewer passenger vehicles, down 10% yoy to 1.17m.

TEUs handled in I-IX 2025 (+3.5% yoy)

31.26 million lane metres filled in I-IX 2025 (+/-0% yoy)

The Port of Tallinn: 10.2 million tonnes handled in I-IX 2025 (+4.9% yoy) Whereas ro-ro & ferry cargo traffic, Tallinn’s prime trade, contracted by 4.5% year-on-year to 4.81 million tonnes, all other freight groups noted advances, including the sharpest of 32.9% yoy in liquid bulk turnover to 1.36mt. The Estonian seaport’s handling of dry bulk goods went up by 14.7% yoy to 2.0mt, of containerised freight by 2.3% yoy to 1.58mt, of break-bulk by 8.9% yoy to 395kt, and of ‘non-marine’ by 303% yoy to 52kt. Tallinn’s container traffic increased by 2.4% yoy to 195,440 TEUs. The port also welcomed more passengers, up 1.0% yoy to 6.41 million travellers, including the ferry crossings with Helsinki (+1.6% yoy to 5.65m), with Stockholm (-14.7% yoy to 380k), the MuugaVuosaari service (-3.7% yoy to 153k), passengers classified as ‘others’ (+44.5% yoy to 67k), as well as 164k of cruise guests (+17.8% yoy). At the same time, the Port of Tallinn’s domestic ferry traffic subsidiary, TS Laevad, served 1.99m passengers (+0.4% yoy), plus carried 954k vehicles (+2.7% yoy). 14 | Baltic Transport Journal | 6/2025

Photo: Port of Tallinn

For more news items please visit: www.baltictransportjournal.com

Liebherr’s LPS 420 goes to Türkiye… The cement producer Nuh Çimento saw the installation of the 124-tonne lifting capacity portal slewing crane at its 5.0-million-tonne/year Hereke port in the Gulf of İzmit. The new machinery, with a max turnover of 1,500 tonnes/hour, has replaced a Liebherr LPS 400, the manufacturer’s very first portal slewing crane to be delivered (in operation since 1999; over 130 LPSes have overall been put to work to date). The brand-new crane’s “[…] slewing mechanism is supported by Liebherr’s closed hydraulic circuit, which ensures smooth and energy-efficient rotation even under heavy load. The crane’s advanced Litronic control system enables precise handling of bulk materials,” the producer underscored in a press release. Liebherr added, “Compared to the LPS 400, the new crane offers improved cycle times, reduced maintenance intervals, and a quieter, cleaner working environment. With the new crane in place, the company is well positioned to meet growing demand while maintaining high operational standards.” Nuh Çimento also shared in the press brief, “We have known the LPS series for many years and are very familiar with the material we handle. The LPS 420 was a natural choice for us. Installation was quick and easy, just like Lego. Our operators adapted to the new crane very quickly because it is practical and easy to use. It feels like a continuation of what we already knew, but with more power and less effort.” Andreas Ritschel, General Manager Sales Mobile Harbour Cranes at Liebherr-Rostock, summed up by saying, “This project reflects the strength of our longstanding relationship with Nuh Çimento. The LPS 420 builds on decades of shared experience and delivers a future-ready solution that supports their evolving operational and environmental goals.”

RIKON’s first A-RMG arrives in Madrid… The under-construction Madrid-Vicálvaro Intermodal Terminal has received the first of three automated rail-mounted gantries (A-RMG) from the Riga-based crane manufacturer. The machinery, spanning 36 metres with a cantilever length of 14.3 metres when assembled on the spot, will offer a lifting capacity of 40 tonnes. ADIF, a state-owned company responsible for the Spanish railway infrastructure, will use the equipment across its €300+ million investment in central Spain to handle 150,000 intermodal units annually following Madrid-Vicálvaro’s launch in 2026. The A-RMGs feature the RIKON Remote Operation System (RROS), enabling remote control. “The advanced automation technology provided for Madrid-Vicálvaro enables the terminal to achieve optimal operational efficiency from its launch, while ensuring maximum safety through automated and remote-controlled operations. This project demonstrates the capability of RIKON to deliver cutting-edge technological solutions for modern intermodal facilities and confirms the company’s position as a trusted partner for national infrastructure projects across Europe,” the producer highlighted in a press release. It furthered, “This shipment represents continued progress in RIKON’s European expansion, following the successful implementation of projects in Valencia and other European ports and terminals.”

Naftoport to increase its capacity… DORACO has been entrusted with constructing a new jetty, named W, in an investment worth PLN455 million (around €108m) that will increase the Port of Gdańsk’s capacity for handling liquids to 49 million tonnes per year. The project, the financing of which is split between Naftoport (52%) and the Port of Gdańsk Authority (48%), is slated for commissioning in H2 2028. According to Statistics Poland, the Port of Gdańsk took care of 39.15mt of liquid bulk in 2024.

…whilst an LHM 600 remains in Germany Rhenus Logistics’ terminal in the Port of Cuxhaven is growing with 19 hectares of waterfront and 600 metres of quay wall – and a brand-new mobile harbour crane to handle heavy-lifts (including for the wind energy industry). The new machinery, able to lift 208 tonnes, will join an LHM 400 from Liebherr. “This crane carries a name with meaning: Peter. It honours Hans-Peter Zint, whose vision shaped Cuxhaven for more than 15 years. His leadership was instrumental in developing the site before his retirement in 2022. Sadly, he passed away earlier this year, but his legacy lives on along this waterfront,” Rhenus Logistics shared in a press brief.

…while two others sailed to İsdemir The 55-metre-tall, 550-tonne cranes are being transported fully assembled on a barge, which left the Port of Riga in mid-November 2025. The order executed by RIKON includes four further machines. “Manufactured in Riga with EU-sourced components, the electric-drive cranes are engineered for both loading and unloading operations, mainly bulk cargo. Their development demonstrates Latvia’s ability to deliver complex, high-precision projects that compete on the world stage,” the Port of Riga underscored in a LinkedIn post.

…and so will Umeå… GRK Sverige has been entrusted with setting up a new jetty, a piled structure, featuring four dolphins that will enable the Swedish seaport to handle more liquids – in volume and in type. The work also includes erecting a new control building plus tank-connecting pipes. The new energy jetty is part of the Nordporten (North Gate) project, which will, among others, also see the expansion of two quays, the setup of an onshore power supply station, and dredging. Work will be carried out until 2030. “The bulk of the fuel for aviation and road traffic that goes through our port fulfils the demand of northern Sweden. But with the new energy jetty, we will render the [green] transition of shipping possible; likewise, we’ll be able to handle significantly more different energy types in the port,” commented Patrik Mattsson, CEO, the Port of Umeå.

…meanwhile PERN’s Fuel Base No 21 already got upgraded The company has commissioned three brand-new storage tanks for liquid fuels, 150,000 cubic metres overall, making its facility in Dębogórze the biggest one in Poland with a capacity of over 500,000 m3. Earlier in July this year, the Fuel Base No. 21, which sits in the hinterland of the Port of Gdynia, was expanded with two additional rail tank filling stations, a capacity increase of 4,000 m3/day. In October 2025, PERN penned an agreement with NATO to link Poland’s fuel pipelines with those of the Alliance. Meanwhile, the Port of Gdynia is modernising its Liquid Fuel Reloading Station to handle tankers with a deadweight exceeding 100,000, thus supplying PERN’s facility in Dębogórze with more volume via rail. 16 | Baltic Transport Journal | 6/2025

WHAT’S NEW? Karlshamn’s new reachstacker The Swedish seaport’s heavy-duty fleet got bigger with a brand-new Kalmar DRG450, ready to lift cargo units up to 45 tonnes. The new gear will serve the port’s rail traffic, both containers and trailers. A month earlier, a new train gate was put in place, making it possible to read numbers on rail wagons & load units automatically, as well as to perform digital damage inspections. “This contributes to reduced administration, enhanced safety, and more time to provide our customers with the best possible service,” the Port of Karlshamn underscored in a press brief.

Rauanheimo acquires Havator’s port operations The transaction includes crane and material handling services at the ports of Kaskinen, Kemi, and Oulu. As part of the agreement, the personnel involved in Havator’s port operations will transfer to Rauanheimo under their existing terms of employment. “This acquisition is strategically very important for us. It strengthens our position as a nationwide port operator and supports our international growth [to Sweden] as well. The extensive equipment included in the deal enables us to serve our customers even better,” Tero Kosonen, CEO of Rauanheimo, commented. Jesper Krüger, Group CFO of BMS Stangeland, the Copenhagen-headquartered owners of Havator, also shared, “This divestiture unlocks value and enables us to concentrate fully on our core strategic ambitions – delivering world-class crane services and related solutions across our core markets in Norway, Finland, and Sweden. Rauanheimo is the right partner to take over these operations, ensuring continuity and future growth for both customers and staff.”

Spirit of Tasmania V leaves the Baltic The brand-new ferry of the Australian TT-Line Company has left her shipbuilders at Rauma Marine Constructions (RMC) and is sailing towards her home port in Devonport. Once in the Southern Hemisphere, Spirit of Tasmania V will join her sister ship Spirit of Tasmania IV on the DevonportGeelong crossing (where the duo will replace another Finnish pair built in the 1990s). Each of the 212 metre-long and 31 m-wide, 48,000 gross tonnage ferries offers room for 1,800 passengers (across 301 cabins) and 3,700 lane metres for cargo. “RMC has, during the ten-year history of the company, built five car and passenger ferries, the two Spirit of Tasmania ro-pax vessels being the most recent ones. We specialise in building vessels for demanding navigation conditions, and the four multi-purpose corvettes [for the Finnish Navy] of the ongoing Squadron 2020 project are also designed for challenging seas. There could not be better testimony to the capabilities of our personnel to successfully complete different types of total deliveries in good cooperation with demanding partners,” Mika Nieminen, CEO of RMC, commented.

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For Europe-wide maps news on ro-ro & ferry container intermodal please visit: www.europeantransportmaps.com

GCT’s sixth million TEU – and counting This autumn, Hutchison Ports’ Gdynia Container Terminal (GCT) crossed the six-million 20-foot container threshold since the facility kicked off its operations in the Polish seaport in 2006. Moreover, GCT is on its way to breaking last year’s result of 396 thousand TEUs, expecting to hit 460k TEUs by New Year’s Eve, a new all-time high. The jubilee container was brought by Maersk Gironde within a weekly service of the PGS/Gemini Cooperation. Since its inception, GCT has invested €100+ million in the development of the 19.6-hectare facility, which offers a 620-metre-long quay wall (of which 523 m are for serving container ships). GCT also houses a rail siding (1,523 m of rails in total), a 2,000 m2 covered warehouse, a 19,600 m2 yard (12,500-TEU capacity, including 514 reefer points), and two six-lane gates.

Photo: Gdynia Container Terminal

T3 – completed Baltic Hub has officially signed & sealed the construction of its latest 36.4-hectare expansion, adding 1.5 million of yearly TEU handling capacity after 36 months of works. “The project involved the use of 4.37 million m3 of sand, 17,500 tonnes of steel, and 160,000 m3 of concrete,” Baltic Hub detailed on its LinkedIn profile. The new quay wall of 717 meters and a depth of 17.5 m houses seven ship-to-shore cranes (capable of serving 24,000+ TEU carriers) plus 20 automated gantries in the yard (7,608 container storage bays arranged in 14 stacks, and four stacks designated for empty container storage). Altogether, the now 124-ha-big, 2.1-km-quay wall Baltic Hub can take care of 4.5 million TEUs/year. Budimex, the DEME Group, and Haskoning were involved in the construction works, while ZPMC, Künz, and ABB supplied the handling equipment and software for operating it.

Photo: Baltic Hub

Wallenius SOL-Holmen deal The Swedish shipping line has been entrusted with exports of premium paperboard from Holmen’s mill in Iggesund. Shipments will be delivered to Kiel, a new seaport in Wallenius SOL’s network. “This collaboration ensures reliable, cost-efficient, and sustainable logistics for our exports,” commented Ronny Björklund, Head of Logistics Procurement, Holmen Board and Paper. Jonas Wåhlin, Chief Commercial Officer, Wallenius SOL, added, “We are proud and excited to welcome Holmen as a long-term partner and to add Kiel as a new port in our service. The addition of these volumes further strengthens our network in the Bay of Bothnia.” 18 | Baltic Transport Journal | 6/2025

MAP NEWS Wasaline to join the Stena Line family The Swedish ferry company will acquire NLC Ferry, operating under the Wasaline banner, from Kvarken Link (owned 50/50 by the cities of Umeå and Vaasa). As such, Stena Line will take over the operations between the ports of Umeå and Vaasa – hailed as the world’s northernmost regular seaborne passenger service as well as the first (Clydebank Declaration) green shipping corridor. The ferry Aurora Botnia (room for 800 passengers, 1,500 lane metres for cargo) serves the crossing; however, the vessel will remain in the hands of Kvarken Link, chartered out to Stena Line for 10 years (with an option for a further decade). “It is strategically important to ensure that the service between Vaasa and Umeå continues and has the possibility to grow in the future. We look forward to continuing to develop our work on environmental and operational Photo: Rauma Marine Constructions efficiency together with Stena Line. Wasaline’s staff, both onshore and onboard, will continue to deliver the same great service as today. This will be a major boost for the region, bringing significant positive synergies,” commented Peter Ståhlberg, CEO of Wasaline. His counterpart at Stena Line, Niclas Mårtensson, added, “With Wasaline, we not only gain a vessel equipped with the latest environmental technology and capable of sailing CO2-neutral on a regular basis, but we also enhance our access to alternative fuels. In addition, we gain a strong intermodal transport link towards Gothenburg and Trelleborg, and onwards to the European continent.” Hans Lindberg, Chair of the Municipal Executive Board, Umeå Municipality, also said on the occasion, “Together with the City of Vaasa, we have strengthened the connections across the Kvarken and proven that the service is profitable. This has happened during a turbulent time when infrastructure, civil defence and preparedness have become more relevant than ever. For us in Umeå, it is important to take steps that strengthen resilience and opportunities in our part of the world.” Frans Villanen, Chair of the City Council of Vaasa, commented, “We are very proud of how brave we were, in both the City of Vaasa and Umeå Municipality, when we decided that the ferry connection across the Kvarken was essential. The project became a reality thanks to CEO Peter Ståhlberg and the entire Wasaline team. The growing number of passengers and freight volumes each year shows it was the right decision. Now, it is time to bring in a larger operator with the knowledge, expertise, and resources that the cities themselves do not possess. We are very pleased to have found a shared vision with Stena Line.” The acquisition already received approval by the respective municipal councils of Umeå and Vaasa in November 2025 but is still conditional on customary closing conditions (such as authority approvals). The parties expect the closing to take place in early 2026.

Tyrfing in the Baltic In late October 2025, the Turkish Cemre Shipyard bid farewell to the hybrid ferry that, after around 18 days of sailing, reached the Baltic Sea, where she, after final works in Svendborg and crew training, entered the Ballen-Kalundborg service. The 116.8 by 18.2-metre ship, offering room for 600 passengers and 188 vehicles, features a battery pack of 3.8MWh that will enable her to make the crossing emission-free. OSK-ShipTech has designed Tyrfing, including with autonomous functionalities in line with BV notations for auto-crossing and auto-docking operations. The ferry’s four back-up generators, each 493ekW, are designed to run on hydrotreated vegetable oil.

Photo: Cemre Shipyard

6/2025 | Baltic Transport Journal | 19

VENTURE FORTH FINLANDIA TO GET BATTERIES • Eckerö Line’s ferry will be retrofitted with a battery pack during her early 2026 drydock, an investment that’s expected to cut the ship’s yearly bunker consumption by around 3.0% (some 500-600 tonnes of fuel). “As a Group, we are building green shipping corridors, which are zero-emissions or almost emission-free routes between Finland, Sweden and Estonia, utilising as short and natural routes as possible. Eckerö Line of our Group companies is particularly responsible for this on the Helsinki-Tallinn route. The battery installation on Finlandia in January 2026 is for us a major investment in more sustainable shipping. Our goal is to fully transition to electric shipping in the future,” shared Björn Blomqvist, CEO of the Rederi Ab Eckerö Group. Eckerö Line’s CEO, Taru Keronen, added, “As a result of the battery installation, Finlandia will become the first hybrid ship on the Gulf of Finland. It utilises battery power when entering and leaving Photo: Kaupo Kalda/Eckerö Line port and during harbour time. […] This is the beginning of our journey towards a fully electric and sustainable shipping.” In addition to the electrification of Finlandia, Eckerö Line will renovate her and Finbo Cargo in the coming months (new passenger areas, improved restaurant & shopping offers). Keronen commented in this regard,

“We have listened to our customers’ wishes and are happy we can deliver. In the future, we will offer even more comfortable and relaxed trips, but we will of course stick to our familiar strengths, such as high-quality food produced locally and prepared on board, changing buffet themes, and continuous reduction of food waste.” •

AALBORG DESIGNATED AS ONE OF DENMARK’S NEW INDUSTRIAL PARKS • By becoming one of the 11 national industrial parks, Aalborg will be part of the new ‘red-carpet scheme,’ ensuring faster and more streamlined permitting for manufacturing companies. Businesses will have a single point of contact throughout the approval process, shorter processing times, a coordinated project plan with milestones, and access to guidance on EU regulation. “The scheme aims to make it easier and more predictable to establish or scale up green production in Denmark – for both Danish and international companies. All companies within the industrial park boundaries will benefit from the scheme, regardless of size or investment level. This gives Aalborg a unique advantage in ensuring efficient case handling, including permit processes, for businesses within the industrial park area,” the Danish seaport further explained in a press brief. Aalborg Municipality, in close collaboration with the Port of Aalborg and Aalborg Utilities, has allocated 243 hectares of land for the industrial park (with the potential for expansion to 497 hectares), spanning both sides of the Limfjord at East Port and Norbis Park. The Aalborg Industrial Park has received letters of support from over 25 stakeholders, including Copenhagen Infrastructure Partners, EWII, Fidelis, Aalborg Portland, and Siemens Gamesa. Their planned investments alone amount to more than DKK10 billion (around €1.34b) and are expected to create 1,500 new jobs in energy technology and green manufacturing. Lasse Frimand Jensen, Aalborg Mayor, commented, “I am both pleased and proud that Aalborg is now one of Denmark’s 11 national industrial parks. We build on a strong industrial heritage and use it as a springboard to create the framework for the green production of the future. With this new model, we gain speed and transparency in the permitting processes – which is crucial if we are to attract and retain companies in tough global competition.” He furthered, “At the same time, we know it can be challenging for manufacturing companies to find suitable land with the right infrastructure. As a national industrial 20 | Baltic Transport Journal | 6/2025

park, we stand stronger in the competition for green production and new jobs – and this designation makes Aalborg even more attractive for companies looking to invest in future green solutions.” The Port of Aalborg is expanding East Port’s capacity with a 500-meterlong quay, plus 60 thousand square meters of yard (for Fidelis New Energy’s Norne Carbon Storage Hub, a reception facility with a pipeline network and storage to receive up to 5.0 million tonnes of CO2 per year, potentially 15mt in the future). Kristian Thulesen Dahl, CEO of the Port of Aalborg, shared, “We are already a strong wind port with major international companies such as Siemens Gamesa, CS WIND Offshore, and several suppliers to the wind industry. Moreover, Aalborg is well on its way to becoming a leading player in carbon capture, storage and utilisation through several projects taking shape in and around the Aalborg Industrial Park.” His company added in a press release, “Aalborg has rapidly developed into a central hub for CCUS technologies, with a wide range of companies, networks and research institutions collaborating on solutions for carbon capture, utilisation and storage. These include plans for a large-scale carbon capture facility at Aalborg Portland via the ACCSION project, a carbon capture plant at Nordværk, CO2 import and interim storage at Norne’s planned reception facility, and the production of green aviation fuel through Fjord PtX with Aalborg Utilities.” The Fjord PtX project, said to become one of Europe’s largest plants, will produce synthetic sustainable aviation fuel using renewable electricity, CO2, and technical water. Jesper HøstgaardJensen, Acting CEO of Aalborg Utilities, added, “By making it smooth and straightforward for companies to test new green solutions in real-world settings, we will not only create growth and development locally but also play a crucial role in the green transition nationally and internationally. A strong example is the Fjord PtX project, which Aalborg Utilities is part of, as it will give district-heating customers access to green surplus heat at attractive prices.” •

VENTURE FORTH GDYNIA TO UP ITS INTERMODAL & MILITARY MOBILITY CAPACITY • The Polish seaport has started erecting a new intermodal terminal in its western part, scheduled to come online in H2 2026 and serve both commercial and military needs. The €16.4 million investment (supported by the EU Connecting Europe Facility with nearly €8.21m) will see the setup of 2.73 kilometres of new rail tracks, 30,000 square

metres of yard space, and a loading ramp suitable for handling military gear (up to 120 tonnes). Responsible for carrying out the construction work is the NDI Group, which has already reconstructed the local district heating to make way for erecting the primary facility. •

THE SWED-EST GREEN COLLABORATION • The Port of Tallinn and the Ports of Stockholm have penned a memorandum of understanding aimed at promoting sustainable and fossil fuel-free maritime activities between Estonia and Sweden. One of the Collaboration’s goals is to install onshore power supply stations in Tallinn’s Paldiski South Harbour and in Stockholm’s Kapellskär by 2030. The Port of Tallinn also plans to transition to CO2 emissionfree heating and electricity systems at the D-Terminal in Old City Harbour in the Estonian capital and in Paldiski, as well as to deploy photovoltaic (PV) systems, LED lighting, and other green energy sources. The Ports of Stockholm are, in turn, exploring opportunities for more PV installations in Värtahamnen in Sweden’s stateheart and in Kapellskär, plus scrutinising the possibilities to provide fastcharging options for buses, trucks, and other heavy-duty vehicles in the port areas. Tallinn also aims to increase the proportion of shipgenerated waste directed to recycling through improved sorting and handling, while Stockholm is developing solutions for the separate offloading and processing of food waste to produce biogas and reduce hydrogen sulphide levels in sewage treatment systems. The partners

will also assess possibilities for reusing treated grey water (e.g., for quay flushing). Lastly, the two will continue their port machinery parks’ transition to energy-efficient, zero-emission fleets. “This partnership provides both ports with a strategic advantage, making us more attractive to shipowners, passengers, and cargo operators who are looking for sustainable travel and transport solutions. It also opens up opportunities for developing new business models in fossil fuelfree maritime transport, for joint scientific and applied studies, and for applying for EU and other funding programmes,” commented Valdo Kalm, CEO of the Port of Tallinn. He furthered, “We have already made significant progress with our FIN-EST Green Corridor initiative together with the Port of Helsinki and ferry companies, and we are very pleased to extend that valuable experience now to our collaboration with the Ports of Stockholm.” Magdalena Bosson, Kalm’s counterpart at the Ports of Stockholm, also highlighted, “Sweden and Estonia share the same sea and the same responsibility to protect it. By working together, we can accelerate the green transition across the Baltic Sea region and make maritime transport cleaner and more efficient.” •

Photo: Port of Tallinn

6/2025 | Baltic Transport Journal | 21

WHAT’S IN THE CABINET The Sustainable Transport Investment Plan (STIP) The European Commission (COM) has adopted a roadmap aimed at accelerating the production of EU-made sustainable fuels, 20+ million tonnes by 2035 (13.2mt of biofuels and 6.8mt of e-fuels). “This calls for substantial investments from the market, with an estimated €100 billion needed by 2035 to drive production,” COM said in a press brief. By end2027, the EU plans to mobilise at least €2.9b, with InvestEU mobilising a minimum of €2.0b for sustainable alternative fuels by 2027. Before 2025’s closure, COM will propose €300m through the European Hydrogen Bank to support the production of hydrogen for both aviation and maritime fuels. COM will also back R&I projects with about €133m under Horizon Europe. Next, COM will mobilise €153m for synthetic aviation fuel projects and €293m for maritime fuel projects under the Innovation Fund. “In the medium-term, the EU needs an intermediary mechanism connecting fuel producers and buyers to provide revenue certainty and de-risk investments. The Commission will work towards establishing such a mechanism […],” the EU’s executive added. Apostolos Tzitzikostas, Commissioner for Sustainable Transport and Tourism, also commented, “Our Sustainable Transport Investment Plan is a decisive step towards a sustainable future. It’s not just about cutting emissions – it’s about building a stronger, more competitive and resilient Europe that leads in sustainable transport. This ambitious plan shows the Commission’s firm commitment to scaling up renewable and low-carbon fuels in aviation and waterborne transport. Success will depend on close cooperation among Member States, industry, financiers, and civil society to turn this challenge into a strategic opportunity for Europe.” European Shipowners | ECSA have welcomed STIP as a solid first step that identifies many gaps and shortcomings in the

existing European policy and finance framework. “We’ve got ambitious climate targets but not the clean fuels we need for the energy transition. STIP is putting investments in clean fuels at the centre of the competitiveness agenda. These investments are necessary for retaining industrial capacity, for enhancing competitiveness, for reducing energy dependencies, and for getting to net zero,” highlighted Sotiris Raptis, ECSA’s Secretary General. In particular, European Shipowners have welcomed the suggestion to use national ETS revenues to support the uptake of clean fuels for shipping. “The €9.0 billion generated from the contribution of shipping to the EU ETS should be used to bridge the immense price gap with clean fuels that are on average four times more expensive than conventional fuels,” the Association said. To this, Raptis added, “National ETS revenues have contributed substantially to the scale-up of renewables in Europe. We need to see the same happening for shipping. The use of the ETS revenues should also be matched by a binding mandate on European suppliers to make clean fuels available for shipping.”

The EU instruments under the plan are expected to mobilise at least €2.9 billion to unlock investments and scale up production of renewable and low-carbon fuels.

Key investment actions

€2 BN

for sustainable alternative fuels under InvestEU

Decrease of transport emissions in the EU

Share of sustainable aviation fuel in EU airports

€446 M

for eSAF and maritime fuel projects under Innovation Fund

€300 M

from the Hydrogen Bank for aviation and maritime e-fuels

Greenhouse gas reduction of ships

€133.5 M

Investment needs for aviation and waterborne transport by 2035

support for R&I projects under Horizon Europe

At least

€500 M* Around

€100 billion

to comply with EU targets under ReFuelEU Aviation & FuelEU Maritime

Between

€57-67 billion for sustainable aviation fuels (SAF)

to be mobilised under pilot for eSAF

Between

The Commission will also work towards establishing an intermediary mechanism for double auctions at EU level, providing revenue certainty.

€35-47 billion for sustainable maritime fuels (SMF)

Photos: European Commission

*eSAF Early Movers Coalition - supported by committed Member States

CountEmissionsEU Negotiators from the European Parliament (EP) and Council have agreed on a single EU methodology for calculating greenhouse gas (GHG) emissions from transport services, devised to compare the environmental performance of different transport modes across the EU. “The basic principle underpinning the methodology is to count emissions arising from vehicle use and energy provision during transport operations. To enhance accuracy, the agreement prioritises the use of primary data over estimates or default values of GHG emissions […],” EP said in a press release. Recognising that the current method does not yet cover GHG emissions over the full life cycle of transport services, EP ensured that within four 22 | Baltic Transport Journal | 6/2025

years after new rules start to apply, the European Commission (COM) will assess the possibility of expanding the CountEmissionsEU methodology to include life-cycle emissions (vehicle manufacturing, energy production, maintenance, use, and end-of-life). EP also secured a commitment from COM to develop (within four years) a free-of-charge calculation tool, backed by a manual on how to use it, to reduce the administrative and financial burden on companies. Whereas the new rules will not oblige transport companies to calculate their GHG emissions, if they choose to do so (e.g., for reporting, contractual or marketing purposes, or when required by other EU rules), they will have to apply the common EU method.

CHART OF THE ISSUE

ESPO: TOP 10 ENVIRONMENTAL PRIORITIES OF THE PORT SECTOR

19961996 20042004 20092009 20132013 ental of the 1 1 Port Port Garbage/ Garbage/ Air Air r over development development Port wastePort waste (water-related) (water-related)

Noise

Air quality

quality

2 Water Water

3Dredging Dredging Dredging Dredging Garbage/ Garbage/

4Dredging Dredging

Dust

Dredging Dredging operationsoperations

Noise

5 Dust

Noise

Dredging Dredging disposal disposal

Ship waste

6 7

quality

disposal disposal

operationsoperations

Dust

Dredging Dredging operationsoperations

disposal disposal

Air quality

Energy Energy Port wastePort waste consumption consumption

Energy Energy efficiency efficiency

Energy Energy Dredging Dredging Contaminated Contaminated HazardousHazardous cargo land land cargo consumption consumption operationsoperations

9 Traffic Traffic

BunkeringBunkering loss/ loss/ degradation degradation

volume volume

effluent effluent

Dust

Port Port Port Port Port Port development developmentdevelopment developmentdevelopment development (land-related) (land-related)(water-related) (water-related)(land-related) (land-related)

10 10Industrial Industrial discharge Ship Ship

Climate Climate change change

Air quality

Climate Climate change change

8Habitat Habitat

Air quality

Garbage/ Garbage/ Port wastePort waste

Relationship Port Port Relationship Relationship Relationship development development Air qualityAir quality with the local with the localwith the local with the local communitycommunity communitycommunity (land-related) (land-related)

20212021 20222022 20232023 20242024 20252025

Port Port discharge development development (bilge) (bilge) (land-related) (land-related)

Water quality

Noise

Relationship Relationship with the local with the local communitycommunity

Water quality

Ship waste

Air quality

Climate Climate change change

Air quality

Energy Energy efficiency efficiency

Air quality

Energy Energy efficiency efficiency

Noise

Water quality

Ship waste

Relationship Relationship with the local with the local communitycommunity

Ship waste

Air quality

Energy Energy efficiency efficiency

Noise

Port Port development development (land-related) (land-related)

Ship waste

Noise

Water quality

Relationship Relationship Garbage/ Garbage/ Relationship Relationship with the local with the local Port wastePort waste with the local with the local communitycommunity communitycommunity

Port Port Dredging Dredging Garbage/ Garbage/ development development operationsoperations Port wastePort waste (land-related) (land-related)

Water quality

Relationship Port Port Port Port Relationship with the local developmentdevelopment development Garbage/ Garbage/ with the local development (land-related)(land-related) (land-related) Port wastePort waste communitycommunity (land-related)

Garbage/ Garbage/ Port wastePort waste

Ship waste

Port Port Port Port Port Port Garbage/ Garbage/ Dredging Dredging development development development development development development Port wastePort waste operationsoperations (water-related) (water-related) (water-related) (water-related) (water-related) (water-related)

6/2025 | Baltic Transport Journal | 23

The Finnish Ports Association’s Biodiversity Roadmap

Inspiration and practicality by Alexa Ivy

According to the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services, more than a third of the Earth’s natural resources are at risk of destruction by 2050. Such developments will have significant – and partly unpredictable – impacts on humans, as our well-being depends on the ecosystem services and resources provided by nature. According to the World Economic Forum, nature loss is the third biggest long-term risk to the global economy, after climate change and extreme events.

inland’s goal is to halt the loss of its nature by 2030 and put biodiversity on a recovery path. After this, by 2035, the ambition is to achieve a nature-positive status, meaning that the state of nature is better than in 2020 – and to continue to improve thereafter. More and more organizations are setting ambitious environmental goals for themselves and have recognized not only their own impacts on nature and the climate but also the risks of these changes to their own operations. The environmental responsibility has expanded from calculating carbon footprints to concrete and impactful actions, in which pioneers are increasingly taking into account the protection of natural diversity. Foresight and knowledge To help in this effort, the Finnish Ports Association has recently launched its Biodiversity Roadmap. Specifically, it’s a guide designed to assist the country’s seaports in enhancing biodiversity. As hubs of trade, transport, and logistics, ports play a crucial role in economic growth – but also increasingly in environmental stewardship. 24 | Baltic Transport Journal | 6/2025

The Roadmap responds to this changing (and urgent) need by bringing together measures to promote biodiversity in seaports into a coherent and targeted whole, with the overarching aim of supporting ports on their nature-positive journey. “Sustainable development requires foresight and knowledge,” says Kirsti TarnanenSariol, Deputy Director at the Finnish Ports Association. She furthers, “Environmental impact assessment in project work and port management, environmental risk assessment and preparedness are already used to guide daily operations. Quality and environmental systems help manage processes and examine self-development. So why a Biodiversity Roadmap for the port sector? It clarifies the view of the importance of a diverse terrestrial and marine environment for the sustainability of ecosystems, the balance of livelihoods based on them, and human well-being. In short, it supports long-term choices in port operations, civil engineering, and other port activities. As a strategic tool, it proactively assists decision-making, the aim of which is to mitigate negative environmental impacts and support the preservation and development of biodiversity.”

Port-nature loop-back – regenerative or degenerative? The Roadmap – developed under the guidance of environmental experts from Green Carbon and with the help of the ports of Helsinki, Kokkola, Naantali, Oulu, Pietarsaari, Pori, and Turku – was created to raise awareness and competence in biodiversity, helping stakeholders to map port- & shipping-specific impacts on the environment (such as dredging and landfills, the spread of alien species through ballast water, risk of oil spills, or transfer of hazardous/contaminating substances into water or soil) and define concrete measures for preserving and enhancing natural habitats. Port operations affect the environment on many fronts, but simultaneously, the impacts of climate change and habitat loss also extend to seaports. The Roadmap encourages the Association’s members to pursue nature-positive operations, where port activities & developments not only minimize harm but actively support surrounding ecosystems. While the port industry has already taken long-term measures towards environmental responsibility, primarily

SUSTAINABILITY

Photo: Port of Oulu

Photo: Port of Helsinki/Veikko Somerpuro

focusing on port infrastructure construction matters and reducing greenhouse gas (GHG) emissions, measures related to stopping nature loss have so far been somewhat less pronounced. However, climate action often also has a positive impact on stopping nature loss. Among many, these include transition to renewable energy, (green) electrification, switching to bio liquefied natural gas as ship bunker, or blueprinting future port development that site works and the under-construction infrastructure have as low an impact on the environment as possible (and if that’s not doable, compensating for the loss and rebuilding the habitat post-project). Sea and inland port authorities routinely measure, as part of their environmental permit for operating

a port, impacts on the environment, not only GHG emissions but also air, noise, and water pollution levels, to make sure they operate within the limits. These are useful routines to pinpoint the areas in need of amending on the Roadmap journey. Responsibility without sacrifice The Roadmap will adapt as knowledge and practices evolve. Next steps for the years 2026-29 will involve strengthening

expertise, carrying out a baseline assessment, developing a biodiversity strategy & defining objectives, and, finally, implementing at least two-three new measures to enhance biodiversity. Progress will be monitored through surveys, with the first comprehensive sector-wide report expected in 2030. “The Roadmap is not a one-sizefits-all solution,” notes Tarnanen-Sariola. “It allows each port to evaluate its own operations, identify opportunities for improvement, and implement strategies that are practical, locally relevant, and scientifically grounded.” The Roadmap is designed for both inspiration and practicality. It shows that traditionally industrial environments, like ports, can embrace ecological responsibility without sacrificing efficiency. With the Roadmap, the Finnish Ports Association intends to spark discussion, collaboration, and adoption of biodiversity-friendly practices across the global port sector. “The Roadmap reflects our commitment to sustainable and responsible port operations,” concludes Tarnanen-Sariola. By taking these steps, Finnish ports prove that green innovation and maritime excellence are not mutually exclusive. Instead, they are complementary goals that can shape a more resilient and sustainable future – for human and non-human species.

The Finnish Ports Association represents Finland’s port authorities, promoting their shared interests and strengthening cooperation across the maritime sector. The organisation works to ensure the competitiveness, sustainability, and resilience of Finnish ports while supporting the development of safe, efficient, and environmentally responsible port operations nationwide. Visit finnishports.fi to learn more. 6/2025 | Baltic Transport Journal | 25

Fragmentation: a challenge or opportunity for cleaner shipping?

Happy together/apart by Rostom Merzouki, VP, Global Sustainability, ABS

Although shipping has reduced carbon intensity per unit of transport work for almost two decades – initially by slowing vessel speeds and increasing ship sizes, and later through environmentally conscious operations and improved design – the total well-to-wake greenhouse gas (GHG) emissions present a different narrative. Among many a factor influencing shipping’s green efforts, the ABS’s 2025 Outlook, Beyond the Horizon: Vision Meets Reality, assesses the impact of the industry structure on its ability to decarbonize.

he shipping industry operates through self-regulating dynamics of supply and demand, influenced by macroeconomic indicators (such as gross domestic product and population growth), geopolitical disruptions (including sanctions and security threats), and climatic factors (like droughts). So, whereas the 2008 financial crisis sharply reduced trade volumes, emissions have steadily increased in line with trade growth and rising tonnage on the water since 2010. Similarly, the improvements in carbon intensity observed so far – which are only partially attributable to environmental initiatives – have largely been shaped by market forces rather than regulation. Fragmented fragmentation While the development and testing of alternative fuels is underway, widespread adoption across all ship types and sizes remains a significant hurdle. As of May 2025, the top 50 shipowners, and of those, the top 10, collectively accounted for 60% and 30% of the global order book, respectively (Fig. 1). Yet, they were responsible for 70% and 50%, accordingly, of the alternative-fuel tonnage (Fig. 2). This indicates a strong concentration of decarbonization efforts among large owners, who benefit from economies of scale and preferential access to financing and public funding. 26 | Baltic Transport Journal | 6/2025

Adoption of low-carbon technologies is also uneven across ship types. Vehicle carriers and container ships lead in alternative-fuel uptake, largely due to their high emissions intensity driven by elevated service speeds and traffic volumes. More crude tankers and bulkers have been embracing the trend towards alternative fuels, and this is expected to become common in the next five years. Many operators manage small fleets (Fig. 3), showing a median size of three vessels per fleet over a sample of around 6,000 vessels, resulting in an utilization rate of 60% (Fig. 4), hence a high proportion of ballast voyages at around 40%. Specifically, ballast voyages are driven primarily by trade imbalances, but also by fragmentation and market uncertainties such as delayed cargo fixtures or a lack of information on the next shipment. While trade imbalances are structural, fragmentation-related inefficiencies can be mitigated, and their mitigation can lead to an improvement in carbon intensity per unit of transport-work and a reduction in GHG emissions. Pooling as few as 20 vessels into a fleet managed by a single operator can yield a reduction in fragmentation and an improvement in utilization rate such that GHG emissions and fuel consumption are reduced by around 4.0% on average. Unlike sectors such as automotive, where vertical integration enables data sharing and feedback loops between operations

and research & development, the maritime industry suffers from a heavily fragmented supply chain. Engine manufacturers, for instance, often lack access to high-frequency operational data, hindering innovation. To buy, consort, or pool – that is the question While mergers and acquisitions are common in the container ship sector, and project-based consortia are prevalent in maritime nations such as Japan, South Korea, and China, pooling is a third way that offers the benefits of consolidation – at a lower risk and with increased flexibility. Ownership of large f leets through M&A may entail risks due to the lack of diversification in shipyard selections, or vessel segments that frequently accompany economies of scale, or tariffs and sanctions that may target only a few ships – yet, negatively affecting the whole organization in today’s volatile geopolitical climate. Consortia, as an alternative to ownership through M&A, generally involve the development of technical solutions to be commonly adopted by consortium members. However, they typically do not encompass joint commercial operations, where additional opportunities for improvement lie. On the other hand, pooling allows small and mid-sized shipowners to share resources and reduce exposure to macroeconomic

SUSTAINABILITY Fig. 1. Owners’ size and orders

Fig. 3. Fleet size histogram

Source for figs. 1-2: Clarksons Research, ABS

Fig. 2. Owners’ size and alternative fuel on order

Source for figs. 3-4: Bimpikis et al. (2025)

Fig. 4. Fleet utilization histogram

shocks while giving them the option to leverage regional market discrepancies for arbitrage opportunities and flexibly switch between pools. It not only reduces costs and emissions but also empowers smaller shipowners in hard-to-abate segments by enabling shared resources that can be invested in decarbonization. Larger players, meanwhile, may increasingly rely on chartering vessels built to their specifications but owned by smaller owners, improving margins and accelerating green technology adoption without additional ownership risk. In this context, fragmentation, when strategically managed, can become a source of profitability and innovation for agile players willing to fleetly collaborate and consolidate operations. To decarbonize – safely, credibly, and affordably Considering decarbonization in its widest context, the maritime sector clearly stands at a pivotal juncture. Decarbonization has shifted from a strategic aspiration to an execution race measured in years – not decades. The central question for the next five years

is straightforward: can policy, technology, and capital mobilize fast enough to bridge the growing gap between climate ambition and operational reality? As the 2030s approach, the only credible path is to build a bridge with available clean fuels, extend the runway with energy efficiency and on-board carbon capture to reduce emissions, and prepare for the endgame – likely a combination of nuclear and true zero-carbon fuels. The priority is to decarbonize safely, credibly, and affordably. That means synchronizing frameworks to avoid doublecharging, de-risking retrofits amid yard bottlenecks, and focusing on lanes where vessels, fuel, and infrastructure can come together. Meanwhile, it’s essential not to over-penalize the solutions that work

today nor to over-promise those that do not yet exist at scale. By converting monetization into mobilization, backing near-term, measurable reductions, and investing with discipline in tomorrow’s options, shipping can meet tightening targets while preserving safety, reliability, and trade. Getting this right is critical because it helps build the system that actually delivers net zero.

Rostom Merzouki, whose 30+ years of experience in the marine industry spans sailing, engineering, project & vessel management, is now the Vice President of Sustainability for the American Bureau of Shipping (ABS). His team is responsible for developing, implementing, and overseeing the class’ sustainability strategy and initiatives. This critical role helps ensure that ABS operates responsibly and is positively contributing to the maritime industry while carrying out the company’s safety mission. 6/2025 | Baltic Transport Journal | 27

Designing for flexibility in an uncertain fuel future

Are you ready?

by Juuso Reunamo, Project Engineer, and Joonas Määttänen, Project Manager, Deltamarin With multiple regulatory pressures accelerating the transition away from conventional fuels, shipowners are increasingly being asked to commit to fuel choices that may not remain viable for the full operational life of their vessels. The need for long-term flexibility in fuel and engine strategy has never been more urgent – but preparing for future transitions requires a deep understanding of how technical decisions made today will shape a vessel’s adaptability tomorrow.

t Deltamarin, fuel readiness is not an add-on – it’s an integral part of smart ship design. From spatial planning and systems integration to life-cycle cost modelling and scenario analysis, our engineering teams work closely with owners to ensure their newbuilds are not only compliant at delivery but will remain competitive in an evolving market. Let us then explain how to balance today’s fuel strategy with tomorrow’s uncertainty so that vessels will stay efficient, adaptable, and valuable for decades to come. We will do this by, among others, exploring realworld examples of cost trade-offs, conversion planning, class notations, and the cascading impact of fuel decisions on vessel systems (such as waste heat recovery). What’s driving the urgency The regulations set at the 83rd meeting of the International Maritime Organization’s (IMO) Marine Environmental Protection Committee (MEPC), as well as by FuelEU Maritime (FEUM), are giving a clear and strong signal that now is the time to consider how vessels being built today can fulfil environmental requirements throughout their operational lifetime. The impact is not limited to fuel choice – it extends to how fuels are produced and distributed, affecting operational and investment strategies alike. At MEPC 83, the IMO agreed on midterm greenhouse gas (GHG) reduction measures, setting a target of reducing the carbon intensity of shipping by at least 40% by 2030 versus 2008 levels and pushing towards a 70-80% GHG reduction by 2040. In parallel, FEUM came into effect in 2025, setting escalating annual limits on GHG intensity for ships calling at EU ports, with a 2.0% reduction target this year, up 28 | Baltic Transport Journal | 6/2025

to 80% by mid-century. This will directly affect vessel design and fuel strategies, as compliance will require significant emissions reductions year on year. Critically, these regulations have a broad geographic reach. While some owners previously planned to reposition or trade vessels outside the EU to avoid regional regulations, the new global IMO standards make that a less viable ‘Plan B.’ Ships will need to comply with increasingly stringent emissions standards wherever they operate, reinforcing the need for long-term flexibility in vessel design. While the ship systems themselves are generally agnostic to the production method of alternative fuels, the environmental performance and regulatory compliance of the fuels are not. Over time, ships will likely shift from conventional bunkers to greener blends or entirely renewable alternatives. Increasingly, regulations are moving from a tank-to-wake approach – measuring only exhaust emissions – to a well-to-wake (WtW) framework that considers the entire fuel life cycle, from production to combustion. For example, FEUM sets GHG intensity limits based on WtW emissions, meaning that both upstream production and on-board combustion performance affect compliance. Even for fuels like bio- or renewable diesel, which are close in characteristics to conventional bunkers, there are important considerations regarding compatibility, availability, lifecycle emissions, and cost. Today, the majority of ships adopting alternative fuels are dual-fuel (DF) vessels. For example, those operating on marine gas oil and liquefied natural gas (LNG) already enjoy a degree of flexibility, as both fossil and bio/synthetic blends can be used in these systems. However, if operational or regulatory pressures push towards adopting

other fuels – such as methanol or ammonia – a conversion will be required. This is where securing a high level of fuel readiness can deliver significant benefits by reducing the complexity, cost, and downtime associated with future adaptations. Assessing the (right) level of fuel readiness When considering the appropriate level of fuel readiness, the starting point of the vessel is critical. Ships that rely solely on conventional fuels typically have the highest need for fuel readiness upgrades, but they also face the greatest technical challenges due to limited existing compatibility in systems and arrangement. In contrast, some of the DF LNG vessels recently delivered or under construction are built with tanks that can be adapted for alternative fuels, like ammonia or methanol, which can significantly reduce the complexity and cost of future conversions (however, this is not automatically the case with standard LNG tanks on existing vessels). We divide fuel readiness into three primary levels to guide owners through these strategic decisions. First, minimal readiness, the most basic level, is designed to ensure that the vessel can technically be converted. It typically involves documentation and preapproval drawings showing how the vessel could be modified but with no physical space reservations or installed equipment. Engine conversion kits may not be available yet but are planned for future release. However, executing a conversion from this baseline can be highly expensive and time-consuming, involving the installation of new tanks, re-routing of pipes and cabling, upgrading safety systems, and possibly even replacing engines – all of which would cause significant downtime.

MARITIME

Photo: Höegh Autoliners

Next, intermediate readiness aims to reduce future conversion costs and time by incorporating some physical preparations during the initial build. The design ensures that critical components – such as engines – can be converted with kits and that the vessel layout includes access routes that allow these components to be installed or removed with no structural modifications. These access routes refer to predefined paths within the vessel (such as removable deck panels, hatches, or bulkhead openings) that are sized and located to support both initial installation and future hauling or maintenance. Tanks are either already suitable or require only minor modifications for alternative fuels. There is space reserved, or pre-installed infrastructure, for auxiliary systems and fuel-handling equipment. The hazardous and non-hazardous zones are already planned with future fuels in mind, minimising later regulatory hurdles. Finally, there’s full readiness. This level equips the vessel to be immediately capable of operating on the alternative fuel – even if the actual fuel is not yet commercially available or bunkering infrastructure is limited. It includes fully installed fuel storage, supply systems, and engines either capable of DF operation or pre-certified for future conversion. In some cases, engine manufacturers may offer conversion kits for installation post-delivery, meaning the vessel is only a few minor steps away from operational readiness on the new fuel. This level of readiness gives the highest future flexibility but also involves the highest upfront investment.

Overall, fuel readiness opens the door to multiple future pathways, even where today’s fuel solution might seem like a safe bet. In many instances, owners operating vessels in specific regions – e.g., where LNG, biogas, and eventually synthetic gas are readily available – might opt for LNG propulsion as the obvious choice. This fuel, along with its bioand synthetic derivatives, offers lower emissions and some compliance assurance for the near future. That said, the market and regulatory landscape can shift rapidly. If future availability or economics change – for instance, if LNG supply becomes constrained or synthetic gas adoption is slower than expected – owners could find themselves exposed. Without fuel readiness built in, the investment in LNG-specific infrastructure could become a sunk cost. In contrast, if the vessel is designed with a degree of flexibility, that risk can be mitigated. In many projects, a hybrid approach can also be advantageous – applying a full readiness level for one primary alternative fuel while maintaining intermediate or minimal readiness for secondary options. This ensures that owners do not over-invest but still retain flexibility if market conditions or regulations shift. Fuel-ready designs allow for this flexibility. Spaces and systems initially designed for LNG tanks and fuel handling can be dimensioned and arranged to accommodate alternative fuels with minimal modifications. Utility routes, structural supports, and hazardous zoning can be

pre-engineered to be adaptable, reducing the complexity and cost of future conversions. The optimal fuel-readiness strategy depends heavily on the ship type, operational area, trading profile, fuel availability, and the owner’s long-term business plan. That’s why at Deltamarin, we support clients with advanced scenario modelling and simulation tools. These models incorporate not only the vessel’s operational profile but also projected GHG emissions pathways, cargo capacity impacts, and endurance trade-offs under various fuel strategies. Importantly, all current and emerging regulatory requirements – including the latest IMO and FEUM targets – are integrated into these simulations. This allows our clients to make informed, data-driven decisions about the right level of fuel readiness, the opportune conversion window, and the most resilient path to long-term compliance. Saving money with fuel readiness? Fuel readiness is often viewed as an additional upfront cost – but when properly considered, it’s a fundamental investment in life-cycle value and operational flexibility. Understanding the cost dynamics of fuel storage is key. LNG and ammonia, for instance, are both liquefied gases and can be stored in similar cryogenic tanks – but the tank material and design strength must be carefully specified to handle the specific properties of either LNG or ammonia (or ideally both). Methanol, on the other hand, 6/2025 | Baltic Transport Journal | 29

MARITIME can be stored in coated structural tanks, requiring different configurations, including protective cofferdams for safety. This matters because if designed carefully, an LNG tank can also be certified for ammonia and even methanol with only minor modifications. In contrast, a methanol-designed tank cannot be safely upgraded to store LNG or ammonia later. Some conventional fuel tanks can be designed with structural reinforcements or reserved space to allow easier conversion to methanol use in the future. From a cost perspective, the logic is simple: investing in readiness at the newbuilding stage – when systems are already being installed – is significantly cheaper than trying to retrofit these capabilities later, when structural modifications, steelwork, and system reconfigurations will add substantial cost and downtime. Conversely, if fuel simulations and regulatory projections show that the selected initial fuel will meet long-term targets, a lower readiness level can be applied to avoid over-investing. In one feasibility case study, we compared two configurations: a standard LNG fuel system and an LNG system with an ammonia-ready tank design. The cost increase for preparing the tank for future ammonia use at the newbuild stage was approximately 20% over the baseline LNG system. While this adds modest cost upfront, it significantly reduces long-term risk. In contrast, if a vessel with a conventional LNG system were later required to convert to ammonia, the cost implications would be far higher. Not only would the original LNG tank – which may have cost around $6.0 million – become obsolete, but the retrofit would require an entirely new ammonia-compliant tank, plus major structural modifications and system adaptation. This could bring total costs up to $20m – over 200% higher than the ammonia-ready option at the newbuild stage. This includes scrapping the existing tank, procuring and installing a new one, and undertaking extensive steelwork (particularly if the tank is located deep within the vessel). The takeaway is clear: when future fuel transitions are even a moderate possibility, it is far more cost-effective to prepare at the outset. The marginal investment today avoids substantial conversion costs, downtime, and technical challenges later. At Deltamarin, we help clients understand the total cost of ownership implications of their fuel-readiness decisions. By balancing initial CAPEX against future OPEX and retrofit risks, we ensure owners are making informed, financially sound decisions, optimising their investment not just for today’s regulations but for decades of operational flexibility. 30 | Baltic Transport Journal | 6/2025

The impact of today on tomorrow Early technical decisions made during the design phase have a profound impact on how easily – and cost-effectively – a vessel can adapt to future fuel transitions. While it might be tempting to focus on engine choice solely, true flexibility demands a broader, systems-level view from the outset. Engine selection remains a critical factor, though. Traditionally, engine designs were optimised for a specific fuel type, but recent trends show manufacturers increasingly developing engines capable of multi-fuel configurations. Even so, important limitations remain; for example, many LNGfuelled four-stroke engines are available in a more limited range of bore sizes and power outputs compared to conventional diesel engines, which can restrict flexibility in engine selection and future conversion options. Methanol and ammonia engines can sometimes be based on conventional or LNG platforms, but the initial choice can still lock in or limit future adaptability. Selecting an engine with a clear, documented conversion pathway to alternative fuels is an important safeguard for future flexibility. Beyond the engine room, spatial and structural considerations play a major role in determining how straightforward – or costly – future conversions will be. Key examples include bunker station layout, ventilation systems and vent mast design, and tank space and routing. It is essential to position bunker stations during newbuilding to meet the safety regulations of alternative fuels, such as segregation requirements for hazardous areas. If designed thoughtfully from the start, this can usually be achieved with minimal or no additional cost. However, if not considered early, costly and complex structural modifications may be required later to meet safety standards for alternative fuels like ammonia or methanol. Adequate separation distances between hazardous and non-hazardous areas must be maintained. If insufficient distance is allowed during initial design, extensive retrofits might be necessary – including repositioning major components or raising vent masts. Taller vent masts could also inadvertently impact vessel air draft, restricting access to certain ports and waterways, which adds significant operational limitations. Providing flexible spaces and unobstructed routes for future installation of additional fuel tanks, piping, or auxiliary equipment (e.g., fuel treatment systems) can dramatically ease conversion efforts. Structural reinforcement or space reservation now prevents costly steelwork and downtime later in the vessel’s life.

Beyond propulsion As tightening regulations drive up the cost of emissions and future fuels, it has become increasingly important to design energy-efficient ships that maximise the use of all available energy – including waste heat that is typically recovered from exhaust gases. However, alternative fuels like methanol and ammonia introduce a significant technical challenge that is often underestimated in early designs. One key issue is that methanol and ammonia combustion have different waste heat distributions, which reduces heat in the exhaust stream when compared to conventional fuels like marine diesel oil or LNG. This distribution has direct and indirect implications for on-board systems that either rely on thermal energy recovered from exhaust gases or are affected by their availability, including steam turbines, organic Rankine cycle (ORC) units, auxiliary boilers, exhaust gas boilers, and heating and ventilation systems. If the vessel is equipped with waste heat recovery systems (e.g., for generating electricity or process heat) that are designed based on the thermal output distribution of conventional fuels, they may become oversized or underutilised when the ship transitions to alternative fuels. In such cases, exhaust gas boilers may no longer deliver sufficient heat output, and the vessel may need to rely more heavily on auxiliary boilers to meet energy demands. This shift can lead to higher fuel consumption, increased OPEX, and, in some cases, render advanced waste heat recovery equipment economically unviable. In one recent study, Deltamarin identified that switching from diesel to methanol would result in an approximate 30% drop in available exhaust gas heat. To address this, the ship’s heating system was re-engineered – transitioning from a traditional steam-based configuration to a hot waterbased system. The updated design focused on maximising heat recovery from the engine’s high-temperature cooling water, which is less affected by the fuel type and provides a more stable heat source. While some energy was still recovered from the exhaust gases, the shift in focus enabled the vessel to maintain reliable heating efficiency despite the lower thermal output of methanol combustion. Over the vessel’s lifetime, this design adaptation helped ensure energy efficiency, reduce dependency on auxiliary boilers, and maintain optimal performance of both heating and ORC systems while reducing life-cycle emissions. It is important to understand that there is no one-size-fits-all solution. The optimal

MARITIME configuration depends heavily on vessel type, operational profile, voyage patterns, and anticipated fuel pathways. This is why Deltamarin applies a systems-level approach to fuel readiness – not only considering propulsion but also carefully evaluating the cascading impact of fuel choices on auxiliary systems and long-term vessel operability. By doing so, we help clients avoid hidden inefficiencies and future-proof their ships against evolving energy realities. The (real) value behind fuel readiness class notations Most classification societies offer fuel readiness notations, and while the naming and specifics vary slightly, the basic structure is broadly similar. Typically, notations fall into three main categories. Design readiness: indicates how the vessel could be modified to accommodate alternative fuels based on design documentation. Tank readiness: focuses on the preparedness of the fuel tanks – materials, structure, and safety measures. Engine and boiler readiness: covers the propulsion and auxiliary machinery’s capacity for future conversion. Within each category, there is usually a three-tiered scale. A: conversion is possible in the future, but no physical preparations are made (essentially a ‘paper’ readiness, low cost). B: partial preparation – e.g., engine conversion kits are available, or the design accommodates future retrofitting without major structural changes. C: full readiness – the vessel is already equipped with most or all necessary modifications, requiring only minimal work for full compliance. Deviations from full compliance are minor, typically related to scheduling, technical availability, or other practical factors. For example, a vessel might have a B-level main engine (conversion kit available), an A-level auxiliary engine (future conversion possible but not yet prepared), and a C-level tank (fully built to the specifications required for alternative fuels). However, it is important to note that class notations can sometimes offer a false sense of security. Many A and B levels involve little to no physical investment and are more about documentation and pre-approval than tangible shipyard work. As a result, while these notations can be obtained at relatively low cost, they do not necessarily reduce the future conversion burden. Moreover, not everything that matters is captured by class notations, for instance, small but critical design features, such as dimensioning fuel handling room ventilation to accommodate more stringent requirements for fuels like ammonia or future-proofing

hazardous zoning and space for fuel treatment systems. These elements often fall outside formal class criteria but can have a significant impact on future conversion costs, shipyard downtime, and regulatory compliance. If considered thoughtfully at the newbuilding stage, they can be included at negligible extra cost, but save substantial time and money during future retrofits. At Deltamarin, we go beyond simply aiming for notations. We work closely with clients to critically assess which levels of readiness deliver real operational and financial value – and where it’s worth investing a little more at the design stage to avoid bigger expenses later. By combining regulatory insight, technical detail, and cost-benefit analysis, we help owners avoid superficial readiness and instead achieve true futureproofing for their fleet. In the making – other risks and unknowns Despite the growing momentum around alternative fuels, there are still significant uncertainties that shipowners must navigate when preparing for the future. While the IMO’s current mid-term measures and the FEUM provide a framework, the details are still evolving – particularly around life-cycle emissions (WtW accounting) and future fuel certification standards. Regional regulations may also diverge, creating a patchwork of requirements that ships must meet in different trading areas. Although fuels like LNG, methanol, and ammonia are technically viable, global bunkering infrastructure remains uneven. Betting on a fuel too early – or without ensuring long-term supply reliability – can expose vessels to operational risks or unplanned retrofitting costs. For instance, it took an entire decade to scale bioLNG supply so that ‘gas-committed’ shipping lines in the Baltic could increasingly use it instead of the fossil version (though with a higher price tag, this green LNG has opened the doors to banking on FEUM over-compliance, e.g., through pooling). Engine and fuel-system manufacturers are still developing and refining DF and alternative fuel solutions. Delays in engine certification, supply chain constraints, or unexpected technical challenges can impact the timelines for safe and efficient fuel adoption. Fuel pricing, carbon taxation schemes, and emissions trading systems are volatile and can shift quickly, affecting the costcompetitiveness of different fuels over the vessel’s lifetime. We saw this in all vividness at the latest ‘postponing’ session of MEPC. At Deltamarin, we help clients manage

these uncertainties strategically rather than reactively. Our approach is to focus not only on current regulatory compliance but also on real emissions reduction and long-term operational efficiency. Instead of chasing regulatory targets that may shift, we guide clients towards robust, resilient design strategies that minimise life-cycle emissions under a wide range of future scenarios, preserve operational flexibility through modular, adaptable fuel system designs, and incorporate scenario modelling that stresstests vessel performance against different fuel price forecasts, regulatory regimes and technology adoption curves. Fully ready to serve By prioritising the most efficient vessel design, owners can position themselves well for future regulations – many of which will become more stringent. Achieving genuine efficiency and low emissions cannot be reached simply by meeting today’s minimum regulatory requirements; it requires forward-looking thinking that anticipates where the industry is heading. Our mission is to ensure that the vessels we design today – be they tankers, bulkers, cruisers, ferries, ro-ros, and offshore units – are not only compliant at delivery but also competitive and resilient for decades to come, regardless of how the regulatory and fuel landscape evolves. Quite often, the vessel delivered is very close to the first concepts we developed – a testament to the robustness of our prior design work and the depth of our technical expertise. Focusing only on a single vessel type or fuel can easily lead to blind spots, causing minor-seeming oversights that, if left unaddressed, may later have a disproportionate impact on cost, safety, or operational flexibility. A broad, integrative approach ensures that clients are protected from these avoidable risks; it means they’re fully ready to serve seaborne trade – commercially and environmentally. Deltamarin is one of the leading companies in ship design and offshore engineering in the world. Services are offered from concept development and engineering to project management during shipbuilding and commissioning as well as a wide range of services for operating vessels to maintain the fleet in excellent condition or even upgrade it. The company has invested extensively in developing sustainable and cost-efficient designs both for cargo and passenger vessels. Please check www.deltamarin.com for more info. 6/2025 | Baltic Transport Journal | 31

Key takeaways from TT Club’s Port Authority Bulletin

Smarter ports for a safer future by Ewa Kochańska

The TT Club’s October 2025 very first Port Authority Bulletin highlights the need for seaports to leverage collaboration, digitalisation, and real-time data to strengthen safety, efficiency, and environmental performance to address growing challenges in the sector. Ports have been dealing with a mix of tough challenges, which have pushed them away from working in isolated, reactive ways toward more connected, data-driven approaches. These changes reduce risk, streamline vessel handling, support predictive planning, and cut emissions – demonstrating how innovation and shared responsibility make ports safer, more resilient, and more sustainable.

ort authorities are operating in a far more unpredictable environment than in previous decades. Geopolitical tensions, evolving fuel requirements, larger vessels, increasing digitalisation, and the effects of climate change have all been reshaping how modern ports must plan, invest, and run their operations. Catching the wave of change To stay ahead of the evolving circumstances, ports have to review supply chains more closely, ensure reliable access to needed products & services, and adjust commercial agreements to reflect changing market conditions. Shifting global circumstances and trade routes have pushed cargo onto alternative corridors, at times creating congestion and putting additional pressure on ageing infrastructure. 32 | Baltic Transport Journal | 6/2025

Rising tariffs have made hardware more expensive to service, while the worldwide, as well as the sector’s, shift to low-carbon fuels has pushed ports to support clean power for neighbouring regions, visiting ships, and their own equipment. That means expanding shore-power capability, electrifying heavy-duty machinery, and developing facilities to serve offshore wind, carbon capture, ammonia, or hydrogen. At the same time, vessel dimensions, particularly in the container and cruise markets, have increased so much that some older ports are struggling or are unable to accommodate them. This adds challenges for berth layout, channel depth, turning basins, and emergency planning. On top of that, as technology keeps advancing, more ports are turning to smart tools like connected sensors, automation, and artificial intelligence (AI). These

systems help operations run more smoothly, cut emissions, and make day-to-day work more reliable. However, these tech upgrades require significant capital, new skills, and robust cybersecurity, where international cooperation becomes critical to harmonise standards and achieve efficiency. Climate change adds yet another layer of risk with rising water levels, stronger storms, and more frequent heatwaves threatening infrastructure, equipment, and workforce safety. Ports are forced to rethink design for drainage, wind limits, and resilience of critical assets, plus use climate projections to better protect the ship-shore infrastructure. Some ports also operate not-alwaysafloat-but-safely-aground berths, where vessels intentionally settle on the seabed at low tide. While these help ports with limited dredging capability or large tidal swings, they come with very specific hazards.

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Photo: Canva

Uneven seabeds, shifting sediment, storm damage, and hidden debris (such as dropped cargo) can all harm a ship’s hull. Therefore, regular, high-resolution surveys are essential, as is timely dredging and levelling based on accurate data. Clear procedures for investigating and clearing any dropped cargo are crucial to avoid hull claims, delays, and liability disputes. When these berths are managed carefully, they offer a practical and economical solution for some ports. When the lights go off Power outages are no longer rare events across the world. AI data centres, ageing electrical networks, a reliance on digital workflows, or the growing complexity of mixed-generation energy systems mean that outages have become more common and disruptive. For ports, where both safety and continuity are critical, the ability to handle a sudden loss of electricity has become an essential part of risk management. In some cases, the safest option might be a controlled shutdown, which also requires planning, practice, and clear procedures. Power failures originate from minor to large-scale glitches. Maintaining stability has become more challenging as national

grids have to balance a blend of traditional and renewable power sources. Weather extremes further increase the risk – many substations were never designed for today’s heatwaves, heavy rains, or more violent storms, leaving them exposed to failures when the grid is under stress. Modern ports depend heavily on electrical systems, automation, and cloud-based tools. When power goes out, access to operational data, emergency protocols, and communication channels can disappear instantly, and even more concerning, sudden power shortages can damage equipment. Regional outages come with additional complications. When an entire area is without power, demand for generators, fuel, and specialised electricians skyrockets. Also, in an outage, emergency services come first, leaving ports at the back of the queue for essential support. Strengthening resilience is dependent on understanding priorities. A thorough review of critical systems will highlight which functions cannot be offline for long and which can tolerate interruption. This assessment should be a guide in determining how quickly to respond when the grid fails and how much investment should be directed to backup solutions.

Digital redundancy is equally important. Key documents, operational checklists, and emergency contact information must be on platforms that are still reachable in the case of the failure of the primary ‍‌networks. Parallel servers, alternative domains, or more common tools like QR codes (as long as mobile networks are still up and running) can keep essential information within reach. Also, uninterruptible power arrangements are a must, such as access to generators, batteries, and sufficient on-site fuel, in addition to manual pumps to transfer fuel if equipment is inoperable. But resilience is not just about powering through, and sometimes halting operations is the safest choice. Therefore, staff need to be trained to recognise when continued work becomes unsafe, such as inside dark, unventilated areas without alarms or sprinklers. Lifting operations, which may stop mid-movement, require emergency lowering systems and well-practised fail-safes. Closing entry gates may also be necessary to prevent uncontrolled traffic jams from affecting nearby communities. Because telecom networks may fail during a widespread blackout, ports should have backup communication tools ready to use. VHF 6/2025 | Baltic Transport Journal | 33

MARITIME

Photo: Prima Shipping Group

radios, battery-powered sets, and printed emergency plans ensure teams can still coordinate even when screens and servers go offline. Being prepared is one objective, but recovery is equally challenging and important. High-voltage systems must be brought back online carefully to avoid damaging older cables or equipment. Without regular drills, the restart phase can take far longer than is necessary. Managing the flow of vehicles is another concern, as when operations resume, ports may have long queues of trucks waiting to enter. Open communication with drivers, customers, and regulators will be essential to restoring operations and avoiding bottlenecks. Equally, staff wellbeing is a central part of recovery planning because extended outages may affect access to water, food, or payroll systems. Keeping the workforce informed, supported, and safe during lengthy disruptions is key to maintaining morale and ensuring a smooth return to business as usual. Pushing the limits Ports worldwide are seeing rapid growth in project cargo, particularly components for off- & onshore wind developments. 34 | Baltic Transport Journal | 6/2025

Project cargo can be everything from wind turbine towers and blades to power-station generators, substation modules, bridge segments, and other heavy break-bulk. These shipments bring clear commercial opportunities, but they also introduce unusual stresses on port layouts, equipment, and personnel. Because these loads are often very heavy, oversized, and unfamiliar, they can cause damage, operational disruption, liability claims, and injury risks. Many of these pieces exceed the handling assumptions on which especially older ports were originally designed. As new technologies emerge, terminals may be asked to move equipment they have never encountered before, sometimes using vessels with deeper drafts or restricted manoeuvrability. For ports, the greatest danger is unintended overstressing of infrastructure. Quays, pavements, culverts, utilities, and even bridge decks can be damaged if ground pressures from cranes or self-propelled modular transporters (SPMTs) exceed the limits of the structure, or if age has weakened it. Misjudging the effect of specialist lifting equipment can lead to failures, and unusually large ships can also pose hazards if they are unsuited to the port’s navigational profile.

Project cargoes can also block normal traffic flows. SPMTs move slowly and require wide, carefully managed routes through the port and surrounding roads. Large laydown areas are needed for storage and assembly, and heavy-lift cranes often take up considerable space during build-up and dismantling. These activities can disrupt everyday port operations. Safety is of great concern as well. Dockworkers may be unfamiliar with the load types or lifting methods, while specialist contractors might be familiar with the cargo but not the port, which is a hazard on its own. Therefore, coordinating all parties is essential to avoid errors. Each operation demands a thorough technical assessment, detailed planning, and unambiguous contractual terms. Before agreeing to a project lift, ports need a solid understanding of the relevant national lifting regulations and accepted industry practices. Contractors must provide assessments of their crane loads and how these will affect the quay, but importantly, ports should not rely only on the contractor’s view. Additional engineering checks, especially for bearing pressures and ground stability, are also necessary. Method statements and risk assessments must address every step, including crane

MARITIME

Photo: Dublin Port

erection, dismantling, and the use of support gear. Any potential overhead obstructions or access restrictions must be mapped, and for oversized loads that need to travel on public roads, ports may need to work closely with local authorities to make sure everything runs safely and smoothly. Once a port decides to handle the cargo, an experienced individual should be appointed to supervise the lifting operation. Their role is to plan, select the right equipment, oversee activities, and ensure safety. Also, a qualified civil engineer should assess whether the ground and pavement structures can withstand the anticipated loads. If uncertainties arise, further geotechnical investigation might be needed. For high-value movements, a marine warranty surveyor may also be engaged to verify that the lift aligns with insurers’ expectations and that all foreseeable risks are addressed. Contracts are another critical layer of protection. Ports should insist on tailored agreements that clearly define responsibilities, outline infrastructure limits, and set minimum requirements for contractor equipment, including bearing pressures and suitable outrigger mats. The authority and obligations of the overseer should also be clearly stated. Smarter tools = safer ports Mooring is one of the most hazardous yet least visible parts of port operations, with loads that can change quickly in challenging conditions and cause severe damage if a rope breaks. Recognising the need for better oversight, Straatman Mooring Systems and the Port of Rotterdam developed the Smart Bollard, a solution fitted with sensors that track tension, direction & angle, and provide data in real time. Combined with

information on tides and weather, the system gives operators immediate visibility of mooring conditions and enables alerts and integration with wider port management tools. After rigorous testing, the technology has proved itself at Rotterdam’s ECT Delta and is now installed across Prinses Amaliahaven as well as in Antwerp and Valencia. Aside from improving safety, the real-time data helps optimise berth planning, reduce tug use, streamline resources, and inform longterm maintenance. By making mooring a truly measurable and manageable activity, the Smart Bollard system has become an innovative step forward. Next,‌the SafePort initiative at Dublin Port is a good example of how coordinated processes can change behaviour and lessen the risk. Launched in 2022 with seven major terminal operators, the programme created a single, consistent safety culture across the 261-hectare seaport by standardising procedures, improving communication, and establishing shared expectations. Before SafePort, each terminal worked according to its own rules; the newly implemented common framework has since advanced hazard recognition, made incident response more efficient, and elevated safety to the level of a shared responsibility. Central to the effort are the 10 Golden Rules, which guide safety and accident prevention. SafePort highlights that consistent standards, open dialogue, and strong leadership can raise safety performance across a complex port area. Lastly, in May 2024, the Port of Gothenburg adopted the Digital Port Call system, which allows vessels to arrive when the berth is ready, without waiting, thus improving port efficiency, cutting fuel use and emissions. The solution replaces

disintegrated communication with a single platform that gives all stakeholders accurate, shared information. Ships often face delays caused by congestion, weather, and fairway restrictions, but with reliable berth forecasts, they can sail at an optimal speed and avoid circling offshore. This shift away from the traditional first-come-first-served model depends on better data sharing, which is something that the International Maritime Organization has long promoted. By bringing every stage of a vessel’s arrival into one system, it offers visibility up to 36 hours and enables captains to synchronise speed with berth availability. The result is smoother operations, faster cargo handling, and a more predictable supply chain. The Swedish sea‌port is looking for the system to bring down yearly CO2 emissions by approximately 6,000 tonnes. By aligning ships’ movements with real berth readiness, Gothenburg offers a safer, more efficient and more sustainable model for port operations. Strategic resilience for safety In today’s ever-changing maritime sector, port authorities must combine resilience, strategic planning, and a strong safety culture to stay ahead. This means preparing for growing threats such as large-scale power outages by strengthening key systems, rehearsing shutdowns, and ensuring reliable communication. They also must approach oversized project cargoes with transparent procedures, solid infrastructure assessments, and clearly defined responsibilities. Ports that invest in preparedness, workforce upskilling, and safety measures will be able to handle disruptions, protect their assets, and maintain operational continuity even in challenging circumstances. 6/2025 | Baltic Transport Journal | 35

How cross-border collaboration can re-define the future of European shipbuilding

From volume to (shared) value by Jan Hedeman, EMEA Business Manager, SSI

European shipyards continue to set the standard for technical excellence, building some of the most complex and specialised vessels on the planet, but they struggle to compete on efficiency at scale. The key to regaining momentum isn’t more capability – it’s stronger connection. Through collaboration and digital transformation, Europe has the opportunity to rebuild its competitive advantage and redefine what modern shipbuilding looks like.

urope today builds just 4.0-6.0% of the world’s ships. Unlike its Asian counterparts, it operates largely without the benefit of strategic government support or longterm industrial policy. European shipbuilding has instead chiefly operated as a market-driven sector. Without a coordinated strategy or shared investment, European yards have struggled with higher labour, energy, and compliance costs in a market that rewards low prices and high volume. Still, Europe remains a global leader in high-complexity, lowvolume vessels, like cruise ships, naval vessels, ferries, yachts (including traditional sailing ones), and other bespoke projects that demand technical precision and innovation. The challenge is now to protect this leadership while restoring efficiency, scalability, and competitiveness. Structural support and global pressures Over the past three decades, strategic investment by governments in South Korea, China, and Japan through subsidies, export credit, and other policy support has enabled their shipyards to scale efficiently and dominate commercial segments. 36 | Baltic Transport Journal | 6/2025

European shipyards were meanwhile left to compete independently. Chronic overcapacity turned shipbuilding into a buyer’s market, forcing prices down and thinning margins. Rising costs, strict environmental regulations, and fragmented operations compounded the challenge. As such, Europe’s landscape is characterised by small and mid-sized yards, each with its own unique systems, processes, and supply networks. This fragmentation limits economies of scale, weakens bargaining power, and results in duplicated effort across the value chain. The absence of shared digital infrastructure and standardised practices means information rarely flows seamlessly between stakeholders. The result: inefficiency, rising costs, and lagging innovation. It is this fragmentation rather than capability that remains the primary barrier to European competitiveness. That said, the pivot by European yards towards technically advanced, specialised vessels has brought its own vulnerabilities. Order books are smaller and less predictable, often concentrated within a few premium segments. A single delayed or cancelled project can significantly impact a yard’s financial performance. Fixed-price contracts expose builders to a much higher

financial risk. Inflation and rising interest rates have further squeezed margins, while milestone-based payment structures mean many yards operate with negative cash flow until final delivery. High operating costs combined with low production volumes make profitability fragile. To remain viable in the future, yards must think differently about how to reduce inefficiency and share risk. When information, talent, and tech flow freely Can collaboration deliver the scale and efficiency that Europe’s yards need without requiring consolidation? Instead of competing in isolation, can more European shipbuilders share expertise, resources, and infrastructure to improve collective performance? In fact, successful examples already exist. Naviris, a French-Italian naval partnership, unites design, research & development, and export programmes to strengthen European defence shipbuilding. The Meyer Group, operating in both Germany and Finland, coordinates design and production through a unified digital platform. These models prove that co-operation can unlock shared R&D investment,

MARITIME

Photo: Royal Bodewes

improved utilisation, and faster innovation. When information, talent, and technology flow freely, Europe’s shipyards can compete as a coordinated ecosystem – not fragmented competitors. It is clear that joint investment lowers cost and risk exposure; sharing R&D can speed up the process of technology adoption. Integrating supply chains for common parts reduces duplication and the risk of rework. Using collaborative platforms can improve capacity utilisation and increase contract performance predictability. Many European yards still rely on document-based workf lows that limit visibility and slow down response times. Transitioning to data-driven environments changes that via integrating dashboards that link engineering progress with cost and production data. An embedded approach to change management connects design updates to financial impact, while real-time visibility enables proactive control of cost, schedule, and risk. By breaking down silos, yards can identify and solve problems earlier, improving predictability, profitability, and overall project execution. Digital transformation doesn’t end at delivery. Through tools such as digital twins and supplier integration portals, shipyards can maintain long-term relationships with vessel owners and operators. Early involvement of suppliers improves coordination and reduces procurement delays, while a life-cycle approach to data supports maintenance, retrofits, and performance optimisation. This continuous

collaboration generates recurring revenue through service partnerships and shifts shipbuilding from a transactional business model to a sustainable, life cycledriven industry. Collaboration builds Without a doubt, collaboration depends on digital confidence. A unified data infrastructure connects design, engineering, suppliers, and production teams in real time, ensuring that every stakeholder works from a single source of truth. Experience from successful programmes illustrates that shared R&D can stimulate technology uptake, integrated supply chains reduce duplication and rework, while collaborative platforms improve capacity utilisation and predictability. The outcome is clear: collaboration builds resilience, boosts performance, and amplifies innovation. This backbone improves traceability, reduces errors, and accelerates decisionmaking while maintaining control over intellectual property. It provides the digital foundation that allows collaboration to scale safely and effectively. Shipyards that have embraced integrated digital environments consistently report measurable performance gains. A reduction of between 15 and 25% in cycle time is possible through model-based engineering and digital work packaging. Moreover, reduced rework means fewer penalties via a shared approach to change control. Real-time progress tracking leads to improved cash conversion. Life-cycle service revenue can give shipyards greater

margin stability. These efficiencies not only improve competitiveness but also make complex, custom projects more predictable and profitable. How vs how Europe’s shipbuilding base risks further decline if it does not embrace change. Without coordinated digital transformation and collaboration, it is predicted that market share could fall below 5.0%, and margins could compress to 3.0-4.0%. Cash cycles could extend beyond 1,000 days, and falling orders could see skilled labour and suppliers exit the industry altogether. Europe’s shipbuilding future will not be defined by how many ships it builds, but how it builds them – through shared knowledge, connected by data and closer integration. Collaboration – rather than simple consolidation – can create scale, while digital transformation can make it sustainable. Jan Hedeman, Business Manager for EMEA, leads SSI’s European subsidiary and works with shipyards across the region to advance digital transformation and make shipbuilding more efficient. Jan brings decades of experience in enterprise software and business transformation, including roles with Autodesk, Qualtrics, and Oracle. He focuses on helping shipyards improve production processes, shorten construction timelines, and reduce project costs. 6/2025 | Baltic Transport Journal | 37

Ships on wings: from technological curiosities to a new class of future-aligned transportation

Mounting a comeback

by Kristīne Carjova, Dr.sc.ing., Senior Researcher, TalTech Estonian Maritime Academy, and Kristin Kerem, CEO, Refit & Maintenance The drive towards increased efficiency in maritime transport has renewed interest in alternative modes of coastal mobility. Among them, a wing-in-ground (WIG) craft exploits aerodynamic advantages when flying near the water’s surface and offers the potential for significantly reduced energy consumption and higher speeds compared to traditional ferries or surface vessels.

istorically, however, WIG crafts (known under many names: ground/surface-effect vehicle/ craft/machine, wingship, flarecraft, ekranoplan, or screenglider) have faced commercial stagnation. Several established companies have nevertheless persisted in developing the technology. Aron Flying Ship in South Korea since 2008 and AirX (previously Wigetworks) in Singapore since 2004 continue to advance Lippischbased1 designs for operational readiness. More recently, a new generation of developers has emerged, among them REGENT Craft in the US, actively developing allelectric WIGs intended for zero-emission coastal transport since 2020. Tech curiosities Experiments dating back to the early-tomid-20th century1,2,3 showed that flying just a few metres above the water dramatically increases lift and reduces drag, improving efficiency and payload capability. Soviet-era4 ekranoplans proved that large WIG vehicles could indeed reach high speeds, but their practical use remained limited. Most designs struggled with wave tolerance, harbour manoeuvrability & stability issues, demanded specialised piloting skills due to the unique handling characteristics of ground-effect flight, and required long take-off runs. As such, WIG crafts remained technological curiosities rather than practical transport solutions. But their ability to operate without runways and follow direct overwater routes continued to attract interest in their potential advantages. The renewed wave of development observed today builds on lessons from these early attempts, combining improved control systems, lighter materials, and clearer operational strategies 38 | Baltic Transport Journal | 6/2025

to address shortcomings that historically prevented widespread adoption. Four steps to a successful liftoff An analysis covering the companies above shows that advancement is shaped by several interconnected factors: technological & certification readiness, organisational capability, market alignment, and safety & operational compliance. To move beyond experimental status, a WIG craft must demonstrate stable performance in varying sea states, predictable low-speed manoeuvrability, and the ability to satisfy emerging regulatory expectations. Earlier concepts frequently failed in one or more of these areas, highlighting the importance of mature testing programmes and a clear path towards classification. Developing WIG crafts requires sustained engineering effort, interdisciplinary expertise, and structured design & testing processes. Companies that can secure stable funding, maintain experienced teams, and coordinate development activities effectively are more likely to achieve consistent progress. Commercial success depends on whether a WIG craft can offer operators a clear value proposition, including high speed, energy efficiency, emission reductions, and route suitability. Integration with existing port infrastructure and early engagement with coastal communities influence acceptance and determine whether operators view WIGs as practical additions to their networks. Any commercially viable WIG craft must satisfy modern safety expectations. This involves control systems, stability augmentation, and predictable handling characteristics that enable safe operations within maritime environments. Without robust safety foundations, broader deployment remains unlikely.

Comparison of developers Applying these success factors to the three active WIG developers reveals significant differences in their maturity and strategic positioning. The comparative evaluation ranked REGENT Craft highest with a score of 77, followed by Aron Flying Ship with 52, and AirX with 42. Aron Flying Ship and AirX benefit from long development histories and accumulated operational experience with Lippischderived configurations. Their strengths are in refinement, repeated prototype testing, and a solid understanding of stability & control behaviour in ground effect. However, both operate with comparatively modest financial and organisational resources, which limits their ability to scale production or accelerate certification efforts. REGENT Craft has achieved a higher overall result due to strong investor engagement, a broad portfolio of commercial partners, and a development model that integrates aerodynamic innovation with electric propulsion, digital control systems, and hydrofoil-assisted operation. All three companies aim to address the same operational and regulatory challenges. Their varying levels of resource capability, investment, and technological innovation Alexander Lippisch developed ground-effect configurations in the 1960s, most famously the X-113 and X-114 prototypes. 2 Alexander Espenlaub (Germany, 1920s-30s) conducted low-altitude glider experiments that demonstrated early manifestations of the ground-effect phenomenon 3 Claude Dornier (Germany, 1920s-30s) led flying-boat development, whose near-surface take-off and landing trials provided early empirical observations of groundeffect lift. 4 Toivo Juhani Kaario (Finland, 1930s) considered the first to experiment with motor-powered ground-effect craft. 5 Rostislav Alexeyev (Soviet Union, 1960s-80s) developed KM Caspian Sea Monster, Orlyonok series, Lun-class. 1

MARITIME

Photos: REGENT Craft

explain why their progress diverges. REGENT Craft was chosen for a closer look, as its strategy aligns most strongly with the success factors outlined above and demonstrates how a new generation of developers is redefining the WIG concept. Resources + testing + commitment REGENT Craft aims to develop a fully electric, zero-emission WIG craft intended to combine maritime accessibility with aircraft-like speed and comfort. Interviews confirmed that the development strategy centres on integrating advanced propulsion technologies, digital control systems, and, potentially, future AI-supported functions to enhance operational predictability & safety. The company’s product development focuses on two models: Viceroy, a 12-seat craft prototype that saw its first sea trials in 2025, and Monarch, a 50-100-seat variant aimed for commercial operation by 2028. The former is expected to reach speeds of up to 291 km/h with a range of 290 kilometres, operating solely on battery power recharged at ports. The latter is projected to achieve a 650-km range with a significantly higher payload capacity. Over the past five years, REGENT Craft has secured several billion US dollars in

pre-orders through pre-sale agreements and strategic collaborations, supported by a wide investor base comprising airlines (23.5%), ferry and shipping operators (17.8%), logistics companies (3.9%), strategic corporate (5.0%) & individual investors (10%), and venture capital firms (40%). The company maintains the largest portfolio of technical development collaborations, community engagement initiatives, and commercial distribution agreements among the evaluated WIG developers. These include partnerships with Hawaiian Airlines, Japan Airlines, and Surf Air Mobility; Brittany Ferries and UME Shipping; and strategic industrial partners such as TotalEnergies, Lockheed Martin Ventures, and Yamato Holdings. Regulatory readiness is supported through cooperation with Lloyd’s Register and test approvals from the U.S. Coast Guard. REGENT Craft has announced a $322 million investment plan for a dedicated manufacturing facility in Rhode Island, with $100m raised to date. In the comparative evaluation, REGENT achieved the highest environmental score

owing to its fully electric propulsion strategy and integration of sustainability objectives across technical, operational, and commercial planning. Although its models are still in prototype and design stages, the company’s ability to mobilise resources, accelerate testing, and secure high-value commitments from operators gives it a strategic advantage over more established competitors. Commercial reality push After almost a century of episodic progress, WIG crafts are re-entering the innovation cycle with new momentum. Modern engineering tools, digital control systems, and the shift towards electrified maritime mobility are turning their challenges into advantages. They might even compete with both ferries and regional aircraft. The approaches taken by WIG craft developers show the field is no longer defined by technical curiosity but by a clear push towards commercial reality. WIG crafts may soon deliver a new class of fast, efficient, and climate-aligned coastal transportation.

The Estonian Maritime Academy, a structural unit of the Tallinn University of Technology (TalTech), provides multi-level education and carries out professional research in marine sciences and fields related to them, making it the only competence centre of its kind in Estonia. Sail to taltech.ee/en/estonianmaritime-academy to discover more. 6/2025 | Baltic Transport Journal | 39

Highlights from the IUMI Stats Report 2025

Marine insurance in transition

by Lars Lange, Secretary General, International Union of Marine Insurance (IUMI) For many years, IUMI has tracked the pulse of the global marine insurance market. Each year, we gather data from markets worldwide, analyse the results, and present the findings at our annual conference (this year in Singapore). Our statistics provide more than just a snapshot of premium income. They highlight the key forces shaping our industry – its challenges, opportunities, and the shifts that matter to underwriters, brokers, shipowners, and cargo interests alike.

n 2024, global marine premium income totalled $39.92 billion, a modest 1.5% increase over 2023. Cargo insurance remained the dominant line at $22.64b (57.2%), followed by ocean hull at $9.67b (23.5%), offshore energy at $4.34b (11.7%), and the remainder from marine liability (excluding the P&I sector covered by the International Group). Regionally, Europe continues to lead with 46.96% of global premium income, followed by Asia/Pacific (29.79%), Latin America (10.19%), North America (7.75%), the Middle East (3.53%), and Africa (1.38%). Growth has been steady but uneven. Asia’s expansion since 2016 reflects the rise of intra-Asian trade and new product lines, while Europe, the Middle East and Latin America have largely levelled off. Africa has seen contraction, whereas North America posted modest growth. Despite a small overall increase in premium volume, real market growth remains limited. Cargo insurance rose just 1.6%, and ocean hull 3.5%, driven by global trade growth, vessel values, and fleet expansion. Offshore energy, however, slipped 7.9% as oil price volatility continued to dampen demand.

role – e-commerce and return-insurance schemes boosted demand, while earlier under-reporting may also have made this year’s growth appear stronger. Europe dipped slightly, but Asia/Pacific continued to close the gap. Loss ratios (the income generated from premiums less the amount paid out in claims plus an allowance for management, overhead, acquisition costs, etc.) have been improving since 2018, drawing new capacity as insurers diversify portfolios. Europe posted particularly low ratios in 2023-24; Latin America held steady around 40-50% while a few underperforming US carriers pushed brown-water averages to 50-60%. While the cargo business looks stable, familiar risks persist. Cargo accumulations – whether in ports or on large vessels – continue to concern underwriters. Mis-declared or dangerous goods remain a fire risk, and geopolitical tensions, from Ukraine to the Red Sea, add further uncertainty. Encouragingly, 2024 saw no major cargo losses, though a single large event could quickly alter that picture. Tariffs also remain a wild card, potentially shifting trade routes, destinations, and risk exposures in ways not yet fully reflected in the data.

Cargo insurance Cargo remains the industry’s largest class. In 2024, China again played a pivotal

Ocean hull Europe extended its lead in ocean hull premiums in 2024, while Asia – particularly

40 | Baltic Transport Journal | 6/2025

China – also posted gains as more newbuilds were insured locally. Russia’s share grew too, with sanctions pushing owners towards domestic markets. Loss ratios have held steady at about 65% since 2021, but that apparent stability hides growing concerns. The global f leet is ageing – average vessel age now approaches 23 years – and repair costs continue to rise. Many incidents now end in constructive total losses or unrepaired damage claims. Ageing tonnage also raises safety issues for seafarers – older ships demand more maintenance and add operational pressure, which must be managed carefully. Meanwhile, the transition to cleaner fuels brings new challenges as well. Emerging propulsion systems and alternative-fuel engines, though vital for decarbonisation, come with limited operational histories and uncertain repairability. These technological shifts are reshaping the risk landscape and must be reflected in underwriting decisions. Competition in the hull sector remains intense. Ample capacity continues to pressure pricing, and large losses could easily tip results for the year. Offshore energy The offshore energy market remains stuck in a soft cycle. Premiums contracted 7.9% in 2024 as non-renewals,

MARITIME and deductibles remain static, leaving underwriters exposed to large losses. On the bright side, 2024 saw accelerating investment in offshore renewables, especially wind projects across Asia. Gas also gained ground as a transitional energy source, creating fresh opportunities for insurers ready to adapt.

Average age of ship type Years Years 30

Tanker

Bulk carrier

Container/MPP

Gas

Others

Total

2025

2024

2023

2022

2021

2020

2019

2018

2017

2016

2015

2014

2013

2012

2011

2010

2009

2008

2007

2006

2005

2004

2003

2002

2001

2000

Source: Clarksons Research

Reported incidents Number

Sanctions Piracy Losses

Number

Uncertainty – the overriding theme Taken together, the 2024 figures depict a sector in flux. Cargo and hull showed resilience and slight growth, while offshore energy continued to soften. Yet, the overriding theme is uncertainty. Geopolitical tensions – from the wars in Ukraine and the Red Sea (despite recent announcements) to shifting sanctions and tariffs – continue to reshape global shipping routes and exposure patterns. Longer voyages, rerouting, and heavier weather risks are all part of the new normal. Through it all, seafarers remain the industry’s backbone. Their resilience keeps

Global seaborne trade exposed to potential tariffs Percent, tonnes

Detentions

Accidents

2.1

6,000 4

5,000 4,000

1.4

3,000 2

2,000

0.7 1

1,000

Source: Clarksons Research

2025

2024

2023

2022

2021

2020

2019

2018

2017

2016

0.7 0

US—China Recently

US—China Remainder

US—Canada/ US—EU Potential tariffs Mexico Potential tariffs

Source: Clarksons Research

subdued new business, and weaker oil prices weighed on results. Competition with auto-binding following and excess capacity added further strain. Only the Nordics posted notable premium growth; elsewhere, activity was flat or down. Nigeria stands out with a 40% decline, which can be explained by the removal of governmental petrol subsidies, liberalisation of the foreign exchange

market, and the change from fixed to floating exchange rates by the Central Bank. Claims were relatively light, with no major losses during the year – a sign of improving operational safety. Attritional losses still totalled around $2.0b, leaving profitability fragile should a major incident occur. Asset utilisation currently sits near 80%, which is encouraging, but retentions

supply chains moving despite constant change – and their welfare remains closely tied to the risks we underwrite. Marine underwriters have supported global trade for centuries, helping it to thrive amid volatility. That tradition endures. It will be fascinating to see what the numbers tell us when IUMI releases its next results in Rotterdam in 2026.

The International Union of Marine Insurance e.V. (IUMI) is a non-profit association established for the purpose of protecting, safeguarding and advancing insurers’ interests in marine and all types of transport insurance. It also provides an essential forum to discuss and exchange ideas, information and statistics of common interest for marine underwriters and in exchange with other marine professionals. IUMI currently represents 43 national and marine market insurance and reinsurance associations. More information can be found at www.iumi.com 6/2025 | Baltic Transport Journal | 41

The Blue Supply Chains grand finale: driving climate action by Andrzej Urbaś, External Consultant, Actia Forum

The final conference of the Blue Supply Chains (BSC) project, themed Decarbonising Port Operations & Supply Chains: Insights from the Blue Supply Chains Project, was held as part of the Baltic Ports for Climate Conference – organized by the Baltic Ports Organization (one of the project partners) and hosted by the Port of Gdynia in mid-November 2025.

his conclusive session focused on the critical need to speed up the energy transition in the maritime sector, recognizing that 80% of the EU’s trade relies on maritime transport, which still uses conventional fossil fuels for over 99% of its energy consumption. Hunter Reinhardt (Interreg EU Baltic Sea Region Programme 2021-2027) shared insights into his organization’s mission: the commitment to fostering transnational cooperation and cohesive development across the shared region. Crucially, Interreg is dedicated to making port operations greener through the promotion of electrification, alternative fuels, and eco-friendly transport networks – as exemplified by Blue Supply Chains, one of the Programme’s Core Projects (with a budget of €4.6 million). Energy transition remains critical, encompassing the shift from fossil fuels to renewable sources such as wind, solar, bio and hydrogen, and serving transport needs through green and energy-efficient modes like shipping or rail (or the combination of the two as investigated & promoted by BSC in their works on the rail ferries connecting Germany and Sweden). Reinhardt underlined, “Maritime transport is at the heart of our region’s identity and economy, and is – to my eyes – inherently transnational. By bringing together partners from across the Baltic Sea region, initiatives like Blue Supply Chains, supported by the EU through Interreg, can drive genuine 42 | Baltic Transport Journal | 6/2025

progress toward decarbonizing shipping and strengthening sustainable supply chains.” Next was Sami Vesterinen (EU Strategy for the Baltic Sea Region, PA Ship) who highlighted the urgent need for decarbonization in the maritime sector, responsible for approximately 3.0-4.0% of greenhouse gas (GHG) emissions in the EU. Driven by the block’s goal for net-zero emissions by 2050, new regulations – such as FuelEU Maritime, inclusion of shipping in the EU ETS, and the Alternative Fuels Infrastructure Regulation – are guiding the transition. This effort concentrates on low-carbon fuels, energy efficiency, and clean port infrastructure (including onshore power supply). Ports are considered frontrunners in this decarbonization movement. “Decarbonizing maritime transport is one of the key priorities of EUSBSR PA Ship in making the maritime sector more sustainable,” Vesterinen underscored. “The transnational efforts of the Blue Supply Chains project have been invaluable in transforming the holistic transport chain within ports across the region. The cooperation between PA Ship and Blue Supply Chains has been excellent from the very beginning, and PA Ship looks forward to further opportunities for collaboration. Even after the project completion, PA Ship will continue to disseminate the successful results achieved by Blue Supply Chains.” The project was structured around various complex pilot actions developed in parallel by partners from eight European

countries. Consequently, panelists of Blue Supply Chains’ closing conference – from the IVL Swedish Environmental Research Institute, Ventspils High Technology Park, Gdynia Container Terminal, Stena Line, Klaipėda Science and Technology Park, and the Port of Skagen – shared their diverse insights into the project’s numerous activities and pilot programmes. They discussed, among many, addressing GHG emission reduction from port operations through electrification (among others, by the implementation of cold ironing systems and exploring retrofitting options for yard cranes), plus devising a manual for the electrification process; creating a national strategy for the production, handling, and bunkering of fossil-free fuels (toward establishing Europe’s first green inland waterways transport corridor on the Nemunas River, combined with the development of an electric pusher boat); developing roadmaps for providing green energy to heavyduty transport actors such as shipping lines; and how better stakeholder cooperation can help in setting up green transport chains. Blue Supply Chains and its rich consortium (20 partners from eight EU BSR countries) aimed to aid port authorities and operators in the Baltic, actively supporting the decarbonization of port & shipping operations by advancing electrification, providing strategies for alternative fuels, and establishing green transport chains. Although seaports were, are, and will continue to offer

Photos: Port of Gdynia

strategic infrastructure – their climate role will profoundly change: from sources of pollution to enablers of decarbonization (their own as well as of port users, on- & offshore). The project’s overall mission was – and its legacy is – to turn ports into valuable assets in the transition toward zero-emission

operations and green fuels, thereby meeting the ambitious EU climate change targets. All interested stakeholders are encouraged to visit the official project website for more information about its many pilot projects and activities. The autumn of 2025 issue of the Baltic Transport Journal hosted

a BSC-dedicated column, featuring reads with key takeaways from Blue Supply Chain’s Umeå and Lithuanian roadmaps (on the provision of future green fuels in ports and commercially greening inland waterways cargo traffic, respectively), and on the Rostock-Trelleborg sea-rail shortcut to cleaner trade. 6/2025 | Baltic Transport Journal | 43

EU TEN-T Comprehensive Ports: strategic nodes for Baltic energy and security by Andrzej Urbaś, External Consultant, Actia Forum

The Baltic Sea region (BSR) port ecosystem faces profound geopolitical and economic reorganization, which has necessitated the dissolution and subsequent recreation of established trade flows and energy connections. The new framework for the EU Trans-European Transport Network (TEN-T) places immediate pressure on the Comprehensive Ports in the BSR to adapt to rapidly changing security, economic, and regulatory environments.

ong-term competitiveness relies on fulfilling strict 2050 standards for environmental, digital and multimodal infrastructure, and strengthening dual-use capabilities for military mobility. Securing the longterm vitality of these crucial regional nodes demands immediate, grounded analysis to protect their operational continuity and guide strategic diversification. To aid the BSR maritime community in navigating this transformed reality, the Baltic Ports Organization (BPO) has published the report Comprehensive ports in the Baltic Sea – Resilience, Transformation and Future Prospects. This resource provides analysis and insights essential for understanding the shifting commercial, security, and regulatory landscape faced by the Comprehensive Port Network. What’s inside? The report provides necessary reflection and analysis of the critical role that the Baltic TEN-T Comprehensive Ports must play in the decades to come. They must meet Core Network standards by 2050, which include requiring connection to road and rail infrastructure, providing at least one multimodal freight terminal open to all operators, and installing alternative fuels infrastructure. 44 | Baltic Transport Journal | 6/2025

The report also contains a market breakdown. Whereas Core Ports dominate container traffic, handling almost 90% of the total, the Comprehensive Network plays a strategic role in maintaining regional connectivity with a large share in the ro-ro and ferry markets. Offshore wind energy is emerging as a principal growth engine in the BSR. Comprehensive Ports view this sector as an opportunity for diversification and growth, focusing on specialization rather than attempting to replicate fully integrated ‘all-in-one-hub’ models. A key section of the report is dedicated to financing, the different options here, and whether the current level of support can be viewed as sufficient for dynamic development of the Comprehensive Port Network. Major development efforts are supported by dedicated EU funding streams. The Connecting Europe Facility acts as the primary source for large-scale infrastructure projects – and crucially, 15% of the network envelope is reserved for projects within the Comprehensive Network. Interreg programs complement this funding (like Interreg Baltic Sea Region), which specialize in fostering cross-border collaboration, pilot actions, and knowledge sharing on themes like the circular economy, smartgreen transportation, and energy transition. This two-tiered approach ensures that

Comprehensive Ports secure essential support for modernization and strategic specialization, strengthening regional accessibility and resilience alongside Core Port development. To secure your copy of the Comprehensive Ports in the Baltic Sea – Resilience, Transformation and Future Prospects publication, contact the BPO Secretariat at bpo.office@actiaforum.pl

Strengthened cooperation on green shipping corridors in the Baltic Sea

Green shipping corridors have been identified as an important tool in the transition toward more sustainable transport. The project Baltic Sea Green Shipping Corridors (BalticSea-GSC) aims to strengthen cooperation on their development in our region. The focus is on assessing needs, broadening partnerships, engaging stakeholders, and developing concepts for future transnational collaboration in this area.

Photo: Wasaline

he project is based on the concept of green shipping corridors – zero-emission shipping routes between two or more ports. By bringing together actors from across the region, BalticSea-GSC seeks to reinforce cross-border collaboration and support the continued development of these corridors. The project builds on existing collaborations that support Nordic and Baltic ports in their transition to renewable energy and reduced maritime emissions. It also advances ongoing work on Nordic green shipping corridors by adding a clear Baltic Sea perspective. he BalticSea-GSC project, funded (SEK500,000) by the Swedish Institute and to last between 2025 and 2026, is led by the IVL Swedish Environmental Research Institute, with the Baltic Ports Organization and the Port of Klaipėda

as project partners. The project reference group comprises the Swedish Transport Administration, EUSBSR PA Ship/Finnish Transport and Communication Agency, and the Climate Ministry of Estonia. By involving organizations with practical experience of the challenges linked to establishing green shipping corridors, the project creates a solid foundation for further collaboration. This strengthens the conditions for developing joint concepts for future EU-funded initiatives. Addressing the challenges Green shipping corridors have emerged as part of global efforts to speed up the shift toward zero-emission maritime transport. Under the Clydebank Declaration (signed at the 2021 United Nations Climate Change Conference, COP26, in Glasgow), five countries in the

Baltic Sea region (Denmark, Germany, Finland, Lithuania, and Sweden) together with Norway have committed to promoting the development of such corridors, demonstrating strong, pan-regional political support. Despite this, several challenges remain, including: low demand, partly due to high costs for zero-emission fuels and vessels; limited renewable fuel availability and bunkering infrastructure; lack of operational experience with some renewable fuel and technology options; complex multi-actor, multi-country coordination requirements; and insufficient policy instruments tailored to green shipping corridor development. BalticSea-GSC addresses some of these challenges by identifying the practical needs of stakeholders, strengthening cross-border collaboration, and developing concepts that can inform future initiatives in this field.

BALTIC PORTS ORGANIZATION • Secretariat Office – Actia Forum Ltd. al. Zwycięstwa 96/98, 81-451 Gdynia, POLAND, ph.: +48 502 559 631, e-mail: bpo.office@actiaforum.pl, bpo.sg@actiaforum.pl, www.bpoports.com 6/2025 | Baltic Transport Journal | 45

Interview with Espen Ranvik, CEO, Grieg Connect

The human part in the tech mix by Przemysław Myszka

The IT industry is like an ocean – vast and deep. The maritime part of it, though a niche, has very much matured over the years. Among the big venture-led and small start-up fish, there are also established software companies that have been steadily developing their offerings for decades. We are talking with Grieg Connect’s chief executive, Espen Ranvik, about his own transition within the tech domain, what differentiates the Oslo-based company from other vendors, its solutions and how they deploy them, as well as its expansion in the Baltic Sea region. Having worked for such multinationals as Deloitte and Capgemini, employing thousands of people and doing consultancy gigs all over the world, why did you decide to become a member of the Grieg Connect team, a slightly more slenderly built organisation? I joined the company in the spring of 2024 – and these months have been truly informative in getting to know the particulars of the maritime industry, which I really grew to like. I have been filling consultancy & managerial roles for the past quarter of a century, including the last 12 years in the tech world. In my previous occupation, I visited the Baltics and Finland quite often to deploy digital solutions. These not only improved performance or heightened security but maybe, above all else, targeted customer satisfaction. Sure, you can dump 46 | Baltic Transport Journal | 6/2025

IT on clients and leave them to wrap their heads around it – for better or worse. Yet, that’s certainly not my way of doing things – and surely not how projects are executed here at Grieg Connect. Another key lesson from that Baltic period of my career was the finding that although Estonia, Latvia, Lithuania, and Finland are distinct cultures, what unites them is the shared openness to employ digital solutions to improve work – be it safety or efficiency. Believe me, it makes business life a lot easier in the IT world when you’re met with an open mind instead of pitchforks and torches. I sincerely hope this ‘critical mass’ of software-for-heavy-duty-hardware & business experience, the staff ’s likewise mine, will come in handy now that Grieg Connect has decided on a considerable market expansion in the Baltic Sea region. As we near the end of 2025, we have the

opportunity, both personally and as a company, to catch our breath ahead of what will in all probability be an exciting period of building the enterprise on the Baltic Sea pillar. We are ready and eager to grow with the help of our new customers in Estonia, Finland and Sweden – and whoever jumps on the maritime digitalisation bandwagon along the way. Though we want to develop, which will by all means result in onboarding more people, Grieg Connect will stay a company that’s nimble, one that offers the personal touch in the IT sector. Besides, we’ve got excellent solutions that we’d proudly like to present to a wider, tech-performance-hungry audience. Personally, it really feels invigorating to leverage one’s accumulated experience in IT, consultancy & executive management, leadership, telecom, and finance to set sail into new waters!

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Photos: Grieg Connect

We are also very fortunate to have the backing of the Grieg Group. While Connect’s team is 30+ person strong, the Group counts some 2,000, well-established in various industries (seafood, shipping, shipbroking, maritime innovation, logistics, and investments) and with a solid maritime heritage reputation built throughout 140 years. From its inception, the Group has been a family-owned organisation. From an IT perspective, this has a clear advantage. Unlike venture-led vendors, we’re not subordinated to chasing after

quarterly dividends. And in contrast to start-ups, we’re not on a hunt after that unicorn client that will lift the business off before it implodes. Grieg Connect was born more than a quarter of a century ago. It became part of the Grieg Group about a decade ago, with long-term thinking as the guiding star. Fast forward to end-2025, and we serve over 90 ports & terminals, plus 320 ferries & high-speed vessels. We prioritise stability, continuity, and responsible development over quick returns. That holds for both our partners, who benefit

from predictable roadmaps, as well as our team, which gains from the trust put in them and gradual competence building. Whereas it’s true that IT, software, and digital solutions are about data and coding, it’s not that we have AI working for another AI. We have people working for people, doing business with each other, implementing and maintaining what’s been invented thanks to the power of the human brain. If there’s one secret ingredient to Grieg Connect’s todate success, it is exactly not losing sight of the human part in the tech mix. If we are a family-owned firm, it is that kin-centric relationship we try to foster in parallel to developing a top-notch offer. What’s in Grieg Connect’s current portfolio? In a nutshell, our Port Management Information System (PMIS) is a modular, software-as-a-service platform that ‘sits’ in the cloud. It has your back in the areas of port calls, berth and resource planning, tariffs and invoicing, contracts, statistics, reporting, port community services, security and access control, and business intelligence. PMIS is one configurable, modern, and secure (NIS2-compliant) system covering the full port mandate. Scalable from small to large ports, our solution is out there to assist companies in their journey from pen & paper to 24/7/365 digital operations. But of course, it takes two to tango. Fortunately, we can see a growing momentum in the maritime community to level up their businesses digitally. Ports understand 6/2025 | Baltic Transport Journal | 47

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that delaying the digital transformation increases operational risk and cost. Manual processes simply do not scale with business or regulations. If somebody is sceptical about the whole transition, or perhaps just overwhelmed, Grieg Connect is ready to show value early on. A typical implementation takes the client and us through process design, configuration, data migration, training, and phased go-live. Afterwards, we provide support, maintenance, upgrades, and access to new modules. Worth mentioning is that we research in advance to illustrate what practical benefits our solution can bring to this-and-that concrete port. This individual approach proves especially useful when dealing with a customer who might at first be stunned by the different options and the amount of data. Grieg Connect highlights its work in creating smart and sustainable ports. What stands behind your understanding of these two terms? Smart, as we understand it, means improving the daily life of those engaged in port (and shipping) activities. A process can be done manually or digitally. Automating the former is impossible. Going digital 48 | Baltic Transport Journal | 6/2025

simply unlocks improvements unattainable through manual processing. But modern solutions such as our PMIS must go beyond spreadsheets, this pen & paper 2.0 of handling things. This is done by automatically integrating various data sources into an actionable insight – whether a berth is free to welcome a ship or dispatch an invoice for completed services. For somebody running the port business, an overview of what is happening and where and over a set period (not only in the snapshot moment) is also crucial. As such, smart stands for visibility of the port value chain. Data is called the new currency. With a port management system, it’s vital to have enough data, not too little but also not too much, and of the right quality. Data should be a nutritious feedstock for business intelligence – not business guesswork. So, if smart means digital, datadriven, and interoperable operations, then it naturally ties to the sustainability part of the equation. Sustainable means efficient use of resources, reduced emissions through better planning, and reliable reporting to meet regulatory requirements. In short, while dockers sometimes have to work in a foggy environment, there is absolutely no need for a port company to

shorten their line of sight or have to deal with blind spots. Data is knowledge, and knowledge is a springboard to action. And if a port functions better, then the positive effects trickle down the on- & offshore logistics chain and the trade, economies, and people it serves. Not every port company is well-versed in all things IT. How do you introduce such clients into the world of maritime software? Because Grieg Connect’s PMIS is modular, a client can start with the basics, say the port call feature. It is vitally important for both the customer and us that our solution – the concept, likewise the use of it – is ‘domesticated’ so that it can deliver tangible benefits. There are real differences between having a digital solution, using it, and using it proficiently. Grieg Connect is here to ensure clients get to the ‘how-could-I-been-workingwithout-it-earlier’ stage. Then, we don’t have a customer anymore – we’ve got a committed partner with whom we can develop further. And, of course, we’re flexible to accommodate any level of tech-savviness a client has – from absolute null to those who have got a handle on their 0s and 1s.

TECHNOLOGY As we grew over the years, the major challenge was handling diverse port practices. Here, the lesson was to build configurability and work closely with the users. We are still here, so it must mean we proved to be as good of a solutions provider as we were a student! What we learnt was that reliability and consistency matter more than features and that standard processes must still allow for local adaptation. Support, uptime, and data quality are critical at scale. Patience and solidity, in other words. We also invested a lot in making our solution (cyber)secure through strict access control, role management, logging, and secure hosting. That NIS2 compliance didn’t materialise from nowhere. These days, security must sit at the very core. Apart from that, the R&D team is now busy with polishing interoperability, automation, analytics, and regulatory reporting. As such, the strategic focus is on robustness and usability rather than experimental technology. Why did you choose the Baltic Sea region as your next growth chapter? We have built a strong network in the Nordics over the years. Grieg Connect has four offices on our home turf in Norway, plus two in Finland and Sweden. Localised

expertise is second to none! That is also the plan for the ongoing Baltic Sea expansion – first a firmer foothold in Finland through the acquisition of Wellamo Data. Founded in 1996 and run by Atte Rotko, this ‘integration-is-us’ boutique establishment was, among many other developments, the very first Finnish PDS developer that provided a portnet integration. Today, the company’s data-enriching solutions are integrated into different vendor systems. Having Atte and his expertise on our side makes us more than confident that Grieg Connect can pull it off on the Finnish market. Organic growth is one thing; takeovers are another. With Wellamo Data, we can have the best of both worlds. We are ready to test ourselves by bringing more competition to Finland’s maritime IT scene. Overall, growth will come mainly from small and mid-sized ports modernising their legacy systems. Recent wins, like the one in Estonia with Saarte Liinid, reflect just that – local presence, credibility, and stepwise delivery. The Estonian deal encapsulates the suitability of our offer. Saarte Liinid manages 18 harbours, cargo and passenger alike, dotted throughout the country’s mainland, islands, and lakes. In short, different needs are being satisfied through one platform.

Grieg Connect’s PMIS is used by over 90 ports in northern Europe. These are as diverse as the industry itself. The Port of Bergen uses the system to collect cargo data from Sea-Cargo ro-ro traffic automatically. It flows directly into invoicing, thus improving data quality & tax accuracy, and forms the basis for statutory reporting. In Oxelösund, a large industrial port in Sweden, PMIS supports port calls, warehouse rentals, and invoicing. The system has reduced manual work and simplified daily operations. The Port of Harstad uses PMIS to manage ISPS requirements. The Port Security feature supports planning of security activities, access management, permits, and inspections. Deviations, zoning, and movements are handled directly in the system, with documentation available for audits and follow-up. These are just a few examples showcasing that our system, the complete package or the particular solutions, is tried and trusted in different settings, including in the Baltic Sea region. We will gladly add other success stories in the coming months and years. And this isn’t just your standard corporate jargon – nowhere close to it! Success-by-Grieg Connect is measured in efficiency, data quality, revenue capture, and compliance.

6/2025 | Baltic Transport Journal | 49

KILOG’s AI journey at HHLA terminals

From reactive to responsive

by Oliver Schmitz, Research Associate, and Emin Nakilcioğlu, Research Associate, Fraunhofer Center for Maritime Logistics and Services (CML) As container logistics grows increasingly complex, the ability to anticipate and respond to disruptions becomes a defining factor in terminal performance. The KILOG project (Künstliche Intelligenz für Logistikoptimierung in deutschen Häfen/Artificial intelligence for logistics optimization in German ports) explores how artificial intelligence (AI) can strengthen operational precision and resilience at the Altenwerder (CTA) and Burchardkai (CTB) container terminals of HHLA. Funded under the IHATEC II program (Innovative Hafentechnologien/Innovative port technologies), the project addresses intermodal use cases such as rail slot optimization, predictive maintenance, and container availability forecasts. This article focuses on two of those initiatives: a container flow forecast that predicts yard blockages before they occur and on a pipeline, based on a large language model (LLM) that consolidates ship arrival information from heterogeneous sources. Together, they reduce manual effort, enhance planning reliability, and provide the foundation for scalable, data-driven decision-making across terminal operations.

lobal supply chains have entered a phase marked by growing complexity, data fragmentation, and operational uncertainty. Ports and terminals, as pivotal nodes in this system, face increasing pressure to synchronize planning decisions with ever-changing cargo flows. Within this context, HHLA’s CTA and CTB in the Port of Hamburg are taking decisive steps toward more responsive and data-driven operations through KILOG, which unites expertise from HHLA, Fraunhofer CML, and Hamburg Port Consulting (with Modility and Metrans contributing their intermodal experience). The project’s goal is to make terminal operations more predictive, adaptive, and sustainable by pairing algorithmic forecasting with LLM agents that structure and interpret real-world data on the spot. The focus is not on replacing established systems but on augmenting them, embedding AI-driven intelligence directly into daily decision-making. Achieving this requires a foundation of clean & reliable data, well-integrated interfaces, and clear governance to ensure trust and continuity in critical operations. Through two concrete use cases – a container flow forecasting system and an LLMpowered ship arrival data pipeline – KILOG shows how targeted, human-centered AI applications can translate research into operational value, improving both efficiency and decision reliability across maritime logistics. 50 | Baltic Transport Journal | 6/2025

Resource-unlocking structure built on ground truth Ship arrival data comes in many formats: spreadsheets with varying layouts, PDFs, emails, websites, and APIs. It changes frequently and must be kept up to date. In most terminals, assembling and maintaining a single, reliable picture of arrivals is still manual work, which is time-consuming, repetitive, and prone to inconsistencies. KILOG deploys specialized LLM agents to ingest and understand these diverse sources, extract relevant fields, and structure them into a trustworthy dataset. A dedicated pipeline supports the agents with parsers for different media, connectors to source systems, and rules for reconciling discrepancies into a defensible ground truth. To improve performance in maritime contexts, the agents are fine-tuned on domain-specific data and guided with carefully crafted prompts and contexts. We benchmark different LLMs to balance accuracy, robustness, latency, and cost. Crucially, operational trust is built through a human-in-the-loop validation system. Experienced maritime professionals review edge cases, provide continuous feedback, and capture nuanced domain knowledge, ensuring that data anomalies are detected before they affect mission-critical downstream decisions. This collaborative loop has proven essential to adoption, giving confidence in the AI’s outputs and transparency in its logic to the operational teams.

The consolidated data set is delivered to a dashboard for OP teams and written to the data lakehouse, where it supports AI use cases as well as various stakeholders relying on precise ship arrival information. As updates propagate in near real time, schedulers move from manual wrangling to oversight and exception handling. The payoff extends beyond speed and reduced effort: skilled staff reclaim time for strategic thinking while automated agents handle routine data extraction; data quality and traceability improve significantly; and the same agent-based framework can be applied to other workf lows (processing invoices, packing lists, or work orders), ensuring consistent, auditable information f lows across shipping operations. Completing the picture – with intelligent granularity & dynamic action Terminal yards pulse with constant motion – containers flowing in from ships, trucks, and trains, then departing through another mean of transport. Yet, for all this orchestrated movement, yard planning has traditionally relied on seasoned intuition rather than granular intelligence. Existing research often focuses on long-term predictions, such as monthly, weekly, or daily forecasts, which help with broad planning but lack the precision needed to prevent localized pressure, blockages, or cascading congestion.

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Photo: Martin Elsen/HHLA

KILOG’s forecasting engine provides near-real-time insights for yard operations: hourly predictions spanning 48-hour horizons, drilling down to individual yard blocks. The system processes multiple data streams simultaneously: terminal-operating-system signals capturing block utilization and equipment status; vessel schedules enriched with live ETAs and cargo manifests; and truck appointment systems revealing ground transport patterns. Weather data, holiday calendars, and disruption reports complete the intelligence picture, creating forecasts that adapt continuously as conditions evolve. Advanced algorithms, tested and benchmarked across different modeling approaches, process this data stream into actionable intelligence. The models learn from operational patterns while incorporating live feedback loops, ensuring predictions track reality rather than theoretical schedules. Integration with optimization tools enables automated responses: equipment redeployment ahead of demand spikes, container routing adjustments to prevent blockades, and resource scheduling that anticipates rather than reacts. With our forecasting framework in place, planners shift from reactive problem-solving to proactive orchestrators, repositioning resources ahead of demand surges, rerouting containers around predicted bottlenecks, and smoothing operational flows through

strategic intervention. This transforms disruptive variability from an operational threat into a managed part of the plan. Solid & clear design – ready to scale! KILOG proves that the step from reactive to responsive operations is achievable when AI is grounded in solid data foundations, human-centered design, and clear governance. Granular yard forecasts turn uncertainty into manageable variation, while LLM agents convert fragmented, unstructured data into dependable, highquality information. The project’s next phase will deepen integration with optimization systems, expand into

adjacent use cases (such as container availability forecasting and predictive maintenance) and scale across terminals and transport modes. As these systems mature, scalability and sustainability emerge as shared outcomes: consistent forecasting frameworks and data pipelines streamline operations, reduce idle time and emissions, and strengthen the resilience of entire logistics networks. Ultimately, KILOG offers a blueprint for AI adoption in the maritime sector; one built on trust, transparency, and measurable operational impact. In a sector where slight delays can ripple through complex chains, timely, trustworthy information is not just helpful – it is decisive.

Oliver Schmitz completed his bachelor’s degree in supply chain management at the University of Duisburg-Essen and then got a master’s in business administration with a focus on operations research and production management. Since June 2021, he has been working as a research associate at Fraunhofer CML, where he is primarily involved in optimizing various processes in terminals (e.g., through AI-based forecasting of container dwell times or the development of various algorithms for optimizing container handling). Furthermore, Schmitz has a deep understanding of intermodal supply chains and has already successfully collaborated with a variety of stakeholders in this field. Emin Nakilcioğlu completed his B.Sc. in mechanical engineering at Istanbul Technical University and his M.Sc. in mechatronics at the Hamburg University of Technology. During his graduate studies, he specialized in intelligent systems, robotics, and deep learning. Since August 2020, Nakilcioğlu has been a research associate at Fraunhofer CML, contributing to AI- and data-driven digital innovations in maritime logistics. His work focuses on developing solutions for automatic speech recognition, natural language processing applications, time-series forecasting, and workload prediction, alongside providing software development and technical support for maritime-specialized projects. 6/2025 | Baltic Transport Journal | 51

AI’s potential for safer & smarter navigation in the busy Baltic waters

Your new ally on the bridge by Dor Raviv, CTO and Co-founder, Orca AI

The Baltic Sea has long been a proving ground for maritime innovation – from pioneering ice-class vessel design to early adoption of e-navigation concepts such as digital traffic management. Small but intensely sailed, the Baltic links nine coastal nations through a dense network of short-sea routes. Its shallow waters, narrow fairways, and strict environmental rules have made it a living laboratory for efficient, low-impact shipping.

rom ferry corridors between Helsinki and Tallinn to the approaches to Gdańsk and Klaipėda – and beyond the Danish Straits to Gothenburg and the North Sea routes – vessels of every size share limited space under shifting weather and visibility conditions (not to mention not unsuccessful attempts by malevolent parties to jam navigational signals…). In such an environment, situational awareness is not a luxury; it is a defining factor for safety, efficiency, and environmental performance. As shipping in the Baltic becomes more automated and data-driven, artificial intelligence (AI) is emerging as a new ally on the bridge. Rather than replacing human judgment, AI-powered computer vision augments it – turning vast amounts of visual, radar, and navigational data into real-time insights that help crews operate more safely and confidently in complex waters.

incidents in the waters of Europe. Fatigue, sensory overload, and misinterpretation of data are common precursors. For shipowners and ports under pressure to maintain punctual schedules and reduce risk, these constraints are increasingly hard to manage through traditional means alone. That and the generational shift in how a crew member approaches navigation. While older officers rely more on ‘feeling’ how the ship behaves, an expert ‘sense-memory’ built by sailing thousands and thousands of miles with intentional focus, the younger generation bases its assessment more on technology – what the screen says rather than what’s outside the porthole. This is not to judge whether the former is better than the latter; instead, it’s a call to provide future crews with the best possible tech that makes them as proficient in navigation as those salty dogs who sailed according to their gut.

A sea of constraints The combination of high vessel density, complex geography, and strict environmental regulation within a confined basin represents a concentration of operational variables matched by few other regions. Thousands of ship movements each day mix with ferry traffic, offshore wind construction, fishing vessels, and leisure craft (and, again, a ‘shadow fleet’ that detrimentally blurs the picture…). Fairways are narrow and often shallow, with long winter nights and sudden fog. Such conditions demand constant vigilance. Even experienced bridge teams can find the workload overwhelming when multiple small targets appear on the radar and the light fades early. According to statistics from the European Maritime Safety Agency, human error contributes to over 75% of navigational

From incidents to intelligence AI-enabled situational awareness addresses the problem at its root: perception. Our operational platform uses highly sensitive day- and night-vision cameras with an unmatched field of view to create a continuous visual record of the vessel’s surroundings, detecting and classifying objects – from merchant ships to small fishing boats – in real time and in all weathers. This information is fused with radar and AIS inputs to generate an enhanced display and predictive alerts. The system can flag potential collision risks earlier than the human eye could, tracking their evolution using COLREG-based logic. In the Baltic’s dense approaches, this is not about taking control away from officers but clarifying the picture. AI becomes a second pair of eyes

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that never tires and can see in the dark. The result is earlier avoidance manoeuvres, smoother speed adjustments, and fewer near-misses – translating into measurable safety and fuel-efficiency gains. Each detection or alert becomes part of a continuously expanding record of how a vessel behaves in specific conditions. Fleet managers can review this data onshore to see where challenges occur, how watch teams react, and which areas correlate with higher alert rates. This shifts safety management from reactive to preventive. When aggregated across fleets, AI navigation data reveals where navigational challenges occur most frequently and under what conditions. Shared with port or coastal authorities, these insights could reliably inform improved traffic management and safety measures. This kind of data aggregation aligns closely with the digitalisation agendas of Baltic ports, providing a foundation for data-driven discussions on pilotage procedures, harbour entry protocols, and risk assessment. Few regions test human perception like the Baltic in winter. Northern darkness extends bridge watches over long hours, while snow and spray can potentially degrade radar returns. AI vision systems mitigate these challenges by detecting moving or static targets even when visibility is poor. The psychological effect is significant. Knowing that the system will alert them to unseen risks allows officers on watch to focus on higherorder decisions rather than constant scanning. This reduces cognitive load and fatigue, especially on night passages. Linking ship and shore (in many a way) AI-supported navigation also acts as a bridge between onboard and onshore

TECHNOLOGY monitor emissions and operational efficiency. As these projects mature, AI-derived performance data could provide an additional layer of transparency, linking navigational safety with sustainability outcomes.

Photos: Orca AI

perspectives. With secure cloud connectivity, fleet managers can monitor live or recorded data – for example, to assess whether a vessel can safely enter port during reduced visibility or to validate a near-miss report. This supports the region’s smart port strategies, which integrate vessel-traffic management, environmental monitoring, and predictive maintenance. Over time, shared situational awareness between ships, shore, ports, and even insurers can improve collective decision-making and reduce disputes. Speaking of which, safety at sea is both operational and financial. Traditionally, insurance premiums were set on static factors such as vessel age and claims history. AI-derived performance data changes that equation. Through partnerships with leading insurers, like NorthStandard, Orca AI is helping to build dynamic risk models that reflect how ships are actually operated. Realworld navigational behaviour – speed in congested areas, frequency of close-quarters encounters, adherence to COLREGs

– can now inform insurance assessments. For shipowners, this means safer performance can translate into improved terms and faster claims resolution. For insurers, it enhances transparency and reduces disputes – a development likely to reshape the economics of maritime risk across the Baltic. Improved situational awareness is also a decarbonisation tool. Fewer near-misses and better-planned avoidance manoeuvres mean smoother power profiles and lower fuel consumption. By helping navigators maintain optimal distances and speeds, AI indirectly cuts emissions and can help minimise wash impacts in sensitive coastal zones. Several regional ports are developing green-corridor initiatives, with the world’s very first green shipping corridor already online between Finland and Sweden in the Kvarken – that rely on digital data to

A step towards autonomy (with humans in command) The term “autonomy” may trigger unease in a region that values seamanship. In practice, it will emerge incrementally, through layers of intelligent assistance rather than crew replacement. AI-assisted navigation enables ships to operate with greater precision and awareness while keeping humans firmly in control. For the Baltic, where digital infrastructure and regulatory maturity are high, the region could become a leading test bed for safe, human-centred autonomy. And indeed, feedback from early adopters shows that watchkeepers quickly develop trust in the system once they see its consistency and accuracy. Instead of replacing judgment, it validates and supports it. Officers can review annotated video timelines during handovers or training, turning experience into verifiable learning. This blending of technology and seamanship may prove the real legacy of AI on the bridge: redefining professionalism not as infallibility but as continuous learning supported by data and shared understanding. Safer, smoother, smarter! From the bone-freezing northern Nordic to the narrow Danish Straits, the Baltic maritime community has always combined practicality with innovation. Its dense traffic and demanding weather have driven advances in ice & e-navigation and digital port integration. AI-enhanced situational awareness is the next staple in that tradition. As regulatory attention to safety and environmental performance intensifies, shipowners and port operators recognise that the next efficiency gains will come not from bigger ships or faster turnarounds but from better information; information that helps humans make the right decision at the right time. The promise of AI on the bridge is simple: to make every voyage in the Baltic a little safer, smoother, and smarter. The technology is ready; the opportunity now lies in making it part and parcel of everyday navigation.

Founded in 2018 by a team of Navy veterans, Orca AI, a maritime tech startup, empowers shipping companies to enhance their operational safety, efficiency, and sustainability through a single AI and computer-vision-based operations platform. In June 2025, over 1,200 vessels were already part of the platform. Sail to orca-ai.io to discover more. 6/2025 | Baltic Transport Journal | 53

Towards an open-source standard for exchanging emissions data in transport & logistics

A uniting idea (transformed into practice) by Fitzwilliam Scott

More and more companies in the logistics industry are required to provide detailed evidence of their carbon footprint. At the same time, differing systems and isolated approaches are hindering urgently needed transparency across the entire supply chain. This is where an initiative by the Open Logistics Foundation comes in: the Working Group Enabling Logistics Decarbonisation (WG ELD) sees the key to success in an open-source standard for exchanging emissions data – and is driving its development forward.

any existing approaches for the consistent sharing of CO2 data are limited to individual companies or bilateral collaborations. Formats and transmission channels are neither harmonised nor compatible. The result is time-consuming manual coordination, uncertain data quality, and a lack of transparency. To close the existing gaps in the exchange and transmission of emissions data, the Open Logistics Foundation launched WG ELD. Its team is currently developing open and standardised interfaces based on the iLEAP data model, which enables the cross-company exchange of CO2 information along the entire supply chain. The Austrian transport organisation LKW WALTER leads WG ELD, which currently unites 19 members (as of October 2025) from various areas of the logistics industry. Its core objective is clear: to create a solution that is open and internationally interoperable. The initiative thus follows the guiding principle of the Open Logistics Foundation, which, as a neutral facilitator, aims to establish open interfaces and opensource software as the foundation for joint digitalisation projects. Justin Lemmens, LKW’s SHEQ Manager, said, “We’ve been talking about 54 | Baltic Transport Journal | 6/2025

sustainability in logistics for years. But now, it’s really becoming concrete. You can feel that the industry as a whole – finally – wants to take a step forward.” To which Violetta Matzoros, Senior Technical Manager at Smart Freight Centre, added, “The more comparable data we make available and then analyse, the closer we get to reporting real values – and our goal of zero-emission logistics by 2050 at the latest.” Her colleague, Senior Director Rik Arends, summed up these sentiments, “Many companies can only be convinced by tangible results. Emissions in logistics are increasing, but solutions are within reach.” Make lives easier – by making decarbonisation measurable A particular focus of WG ELD lies in the implementation of de facto standards characterised by broad applicability and technical scalability. The Emissions Data Exchange project aims to implement and test the iLEAP data model – developed and published in 2023 by Smart Freight Centre and the SINE Foundation, both pioneers in emissions data collection – in real-world use cases. The model is based on the Global Logistics Emissions Council framework (the first globally recognised methodology for calculating emissions

in logistics according to the Greenhouse Gas Protocol) and the corresponding ISO 14083 standard, internationally acknowledged benchmarks for calculating greenhouse gas emissions in logistics. Yet, collecting data is one thing; exchanging it is another! “There are actually thousands of ways to exchange the data. However, if everyone did it the way they wanted, this would lead to a lack of transparency and prevent comparability,” Lemmens highlighted. “Emissions reporting is a classic commodity: as a logistics service provider, we cannot differentiate ourselves,” he furthered. As such, the model developed by WG ELD enables the standardised, transparent exchange of emissions data across different systems and helps harmonise the previously fragmented data landscape in the logistics sector at an international level. Through its work, WG ELD is creating the foundation for a consistent, industry-wide exchange of emissions data – a key prerequisite for making decarbonisation measurable. Introducing a common standard for emissions data exchange offers both practical and economic benefits. Automated data exchange minimises manual coordination and error-prone data entry. The standardised interface allows data to be

TECHNOLOGY

Photo: Gebrüder Weiss

exchanged quickly and reliably between the various stakeholders in the supply chain, regardless of their individual systems or IT infrastructures. This simplified exchange not only reduces administrative effort but also improves data quality in terms of consistency and accuracy. “In our experience, manufacturers – in our language: shippers – are generally more willing to decarbonise transport. On the one hand, they are subject to more regulatory requirements than many of the logistics companies. On the other hand, their customers – the end consumers – demand sustainable products, especially when it comes to consumer goods. However, this does not mean logistics service providers are not committed to decarbonisation,” Matzoros dissected the supply chain greening matrix. Lemmens added, “What we want to offer our customers, the manufacturers and shippers, are not abstract values but real levers that they can use to make their products more sustainable. We aim to start a dialogue about how transport can become greener – and this idea unites us all!” And there’s regulatory compliance at stake, too. The EU Corporate Sustainability Reporting Directive will gradually cover more of the market, not only public interest entities (like listed companies, credit institutions, and insurance companies). “The Directive will quickly cover most of the market, certainly 90%. So, what was optional yesterday will become mandatory tomorrow. That’s why we at the Open Logistics Foundation are

currently working on a standard for data exchange in the context of sustainability reporting,” Lemmens noted. The Working Group Enabling Logistics Decarbonisation has already defined two use cases for the exchange of real emissions data, covering various transport & logistics processes and serving as the basis for the further development of the iLEAP data model. These use cases demonstrate how standardised data exchange can work in practice. Based on the results, WG ELD is developing a template to serve as a guide for implementing the Emissions Data Exchange project in various company environments. This will be followed by validation of the template and the integration of additional use cases to ensure broad and international applicability of the standard. “We have presented a technical solution that is as simple as possible. If every transport company uses this application programming interface, we will all make our lives easier!” Lemmens said. Paving the path – jointly As a neutral, non-profit organisation, the Open Logistics Foundation is open to all stakeholders in the logistics industry and promotes broad, international collaboration.

“The core idea is to develop open interfaces and open-source software solutions that can be used worldwide without geographical or company-specific limitations,” explains the Foundation’s CEO, Andreas Nettsträter. This spirit of participation is also central to WG ELD. It does not see itself as an exclusive circle, but as an open platform that invites companies of different sizes and from different countries to collaborate – even when they are competitors in the market. WG ELD’s success is based on the willingness to jointly develop solutions that benefit everyone and advance the industry at large. Collaboration between large and small companies, as well as international and national players, is a key factor for the scalability of the solutions developed. WG ELD is already working with partners from various countries and sectors. The Working Group Enabling Logistics Decarbonisation, with its open-source approach, is laying the foundation for a uniform, international standard for the exchange of emissions data. Through the practical development of the iLEAP data model, the path is being paved for transparent and comparable CO2 accounting along the entire supply chain.

Digital transformation challenges every company. Why face it alone when we can move faster together? The Open Logistics Foundation is a non-profit organisation that offers companies a neutral platform for the collaborative development of open-source software. More than 50 companies and network partners from over a dozen countries are already engaged in the Foundation’s unique and purposeful approach of jointly tackling and advancing digitalisation projects. Visit openlogisticsfoundation.org to learn more. 6/2025 | Baltic Transport Journal | 55

EVENTS

Policy, climate action, and (green) port strategy discussed at the Baltic Ports for Climate Conference in Gdynia by Andrzej Urbaś, External Consultant, Actia Forum Moving to Gdynia after the visit to Tallinn last year, the event is becoming one of the staple positions on the Baltic Ports Organization (BPO) event calendar.

fter a brief welcoming session, featuring speeches by the Mayor of the City of Gdynia, Aleksandra Kosiorek; Katarzyna GruszeckaSpychała, representing the conference’s host, the Port of Gdynia; and Alan Aleksandrowicz, representing both the Port of Gdańsk and BPO as its new Chairman, it was down to business, and the programme was truly packed.

Climate policy, port strategy, and the shadow fleet In the context of the impact of port activities on the scope of EU MRV and ETS reporting for shipping, every tonne truly counts. Paying careful attention to emission control, regulatory awareness, and infrastructure readiness will be some of the defining factors for keeping the competitive edge, according to DNV Poland. Their comparison of the recent IMO decisionmaking process to a long but uneventful coffee break earned quite a few laughs. 56 | Baltic Transport Journal | 6/2025

An interesting and unique twist on sometimes dry legal and regulatory topics was offered when the conference host took to the stage once again. The presentation detailed the arduous process of removing the abandoned shadow-fleet ship, the tanker Khatanga, from the Port of Gdynia, which included some clever use of the law, particularly declaring the vessel derelict and assuming ownership under the res nullius legal framework. A further case study illustrated the Port of Helsinki’s ambitious decarbonization strategy, aiming to be 100% carbon neutral this year and achieve a minimum 30% reduction of total CO2 emitted in the port areas by 2030. This effort targets four primary sources: vessels, heavy machinery, cargo traffic, and the port’s own operations.

Even the best strategy won’t help if you don’t act on it Demonstrating how to move from strategy toward action, Baltic Hub emphasizes rail infrastructure as the future for hinterland

development to lower the carbon footprint. Other key actions include successive electrification of all yard cranes, purchasing CO2free electricity, and planning to replace diesel prime movers with low-emission alternatives by 2030 (to that end, the company is testing hydrogenated vegetable oil). Carbon tunnel vision was a term coined by Race for the Baltic. Their presentation highlighted pollution pressures impacting the Baltic Sea, including eutrophication (affecting 97% of the sea and causing the world’s largest human-induced dead zone), and hazardous substances (with 80% of the Baltic having poor contamination status). The port industry contributes significantly through dredging/ dumping (causing seafloor loss/disturbance), discharging scrubber/bilge waters, and spillage of fertilizers when trans-loading them. The core message stressed that these environmental challenges are interconnected. There were also some palate cleansers of technological and innovative variety, courtesy

EVENTS

Photos: Port of Gdynia

of the event’s sponsors – Mobile Monitoring and RedGet – sprinkled in between the other presentations and discussion panels. The former took the audience for a ride into the world of AI cameras, sensors, and drones, while the latter offered their twist on emission calculation via a specialized app.

Experience is everything – insights from the Blue Supply Chains project The last segment of the event doubled as the final conference of the Blue Supply Chains project, an initiative funded by the Interreg EU Baltic Sea Region Programme 2021-2027. The critical need to accelerate the energy transition in the maritime sector stood at the center of the discussions. The transition

remains key, encompassing the shift from fossil fuels to renewable sources such as wind, solar, bioenergy & hydrogen, and connecting directly to green and energy-efficient mobility like shipping and rail, as stated by Hunter Reinhardt (Interreg BSR). Blue Supply Chains and its rich partner consortium aim to aid port authorities and operators in the Baltic, actively supporting the decarbonization of port & shipping operations by advancing electrification, providing strategies for alternative fuels, and establishing green transport chains. All interested stakeholders are encouraged to visit the official project website for more information about its many pilot projects and activities, as well as a more

detailed summary of the Blue Supply Chains wrap-up.

Containers, containers everywhere! And suddenly it was a wrap. But the event did not end with the curtains falling on the conference stage. Far from it! The organizer had one more surprise up their sleeve, offering the interested participants a close-up view and first-hand experience of port and terminal operations. This took place during a study visit to both the Port of Gdynia and the Gdynia Container Terminal of Hutchison Ports. We would like to extend our sincere thanks to all participants, speakers, and partners for making this event a success and look forward to seeing you all again next year! 6/2025 | Baltic Transport Journal | 57

WHO IS WHO NIELS JAKOBSGAARD ANDERSEN CEO & President, Loconi Intermodal

JOHN MCDONALD Chairman & CEO, ABS

The up-to-date managing director of the Polish chapter of CMA CGM will now lead PSA’s subsidiary specialised in moving containers by rail. Earlier, Andersen was Short Sea Director Poland at Containerships, before which he had been with the Polish branch of APL for over 14 years, starting there as Country Manager, then being responsible also for the Baltic States, and finally overseeing the North East Europe Cluster.

McDonald joined the American Bureau of Shipping in 1996 as a surveyor, serving in various frontline roles around the world. He led the former ABS Divisions in Europe and the Pacific, held operational leadership roles (incl. SVP of the Western Hemisphere Survey Operations and SVP of Global Business Development) before becoming COO. McDonald has a bachelor’s degree in marine engineering from Maine Maritime Academy and an MBA from Texas A&M University.

SCOTT MCKAY Chairman, ICHCA

DAVID OSBORN Director Marine Environment Division, IMO

The International Cargo Handling Association will be led by Scott McKay, a veteran with nearly 40 years’ experience in supply chain management. He joined the Australian chapter of ICHCA seven years ago, becoming its Chair and Board Member in 2023. McKay is also the founder and CEO of Flywheel Advisory as well as the chief exec of T Ports, a bulk grain handler. He holds a BA in accounting from the University of South Australia and graduated as a chartered accountant at KPMG.

Osborn joins the International Maritime Organization from Australia’s Department for Environment and Water. Holding a bachelor’s in environment & natural resources from the University of Canberra and a master’s in environmental law from the Australian National University, Osborn also worked for, a.o., the UN Environment Programme (Deputy Director of the Ecosystems Division) and for the International Atomic Energy Agency (Director Marine Environment Laboratories).

PIOTR PAWŁOWSKI CEO, PLO

DAVID-OLIVIER TARAC EVP AI, GEODIS

A graduate in economics from the University of Gdańsk and a holder of an Executive MBA from the Warsaw University of Technology, Pawłowski joins Polish Ocean Lines as the 1951-founded company prepares to invest in new tonnage. In his rich career, Pawłowski was, a.o., CEO of Tridente, Baltic Grain Terminal, Deutsche Binnenreederei, and OT Logistics. He currently chairs the board of the Port of Gdynia Stakeholders’ Council.

The company’s Chief Financial Officer will head the newly created department tasked with investigating the strategic impact of artificial intelligence on the transport & logistics industry. Tarac joined GEODIS in mid-2022 as Deputy Group CFO. A graduate of École polytechnique and Mines de Paris, Tarac most recently obtained a certificate in disruptive strategy from the Harvard Business School. Career-wise, Tarac has worked for, a.o., BCG and Roland Berger.

HENRIK VUORINEN CEO, Port of Uddevalla

MACIEJ WALENDA CEO, DSV Contract Logistics

An alumnus of the Luleå University of Technology (in mechanical engineering), Vuorinen joins the Swedish port from Alteco System, where he served as CEO. Previously, Vuorinen worked for ShoreLink in Luleå as Business Development Manager, the Ports of Sweden as the organisation’s Vice Chair, the Swedish Confederation of Transport Enterprises as Board Member, and the Port of Luleå as CEO. Vuorinen started his career at SSAB, where he worked in various roles for 14 years.

Walenda has been with the Danish transport & logistics company for over 12 years now, most recently as President of the Board, DSV Solutions Italy. He started his career at DSV as Managing Director of the company’s chapter in Poland, from which he moved to the post of Head of CE Europe Region, then EVP South West Europe, CEE, Israel, later EVP DSV Solutions Holding, and CEO Europe. Before DSV, Walenda worked for the Raben Group.

58 | Baltic Transport Journal | 6/2025

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