To promote and foster the highest quality service to the maritime industry through training development; working with all agencies, groups and other associations for the benefit and development of its members and the peoples of the Caribbean region.
GENERAL COUNCIL MEMBERS 2025 – 2026
President: William Brown
Vice President: MarÍa del Mar Rodriguez
Inmediate Past President: Marc Sampson
Group A:
Chairman: Nazillia Simone Philips
Representatives: Kevin Choo Quan
Andre Rochester
Max Mella jr.
Group B:
Chairman: Cristyan Peralta
Representative: Enrique Figueroa
Group C:
Chairman: Robert Bosman
Representative: Agenor Olivardia
Group D:
Chairman: Rachel Matthews
Representative: Martin Medina
Milaika Capella Ras – CSA General Manager
CARIBBEAN SHIPPING ASSOCIATION
4 Fourth Avenue, Newport West PO Box 1050, Kingston CSO, Jamaica
As we reflect on the 2024–2025 period, I am proud to highlight a year of meaningful progress, bold collaboration, and steady growth for the Caribbean Shipping Association (CSA). Our work continues to be guided by our mission to serve as the unifying voice of the regional maritime sector, bringing together public and private stakeholders to address challenges, drive innovation, and create opportunities across our diverse and dynamic industry.
One of the clearest indicators of the CSA’s growing relevance and strength is the continued expansion of our membership. Since our last Annual General Meeting in Sint Maarten, we have welcomed new members into our Association, each bringing fresh ideas, energy, and commitment. This growth reflects the trust our industry places in the CSA and reaffirms our role as a central hub for connection, knowledge exchange, and strategic partnership.
To support the evolving needs of our growing community, we launched the Maritime Digital Transformation & Data Gathering Committee, an initiative aimed at advancing innovation, improving data practices, and helping our members harness digital tools to strengthen operational performance. This committee marks a critical step in ensuring our industry keeps pace with global standards in efficiency and intelligence.
Complementing this is our joint initiative with the Women in Maritime Association
William Brown President Caribbean Shipping Association
Caribbean (WiMAC): the CSA–WiMAC Mentorship Program. We successfully completed the first cohort this year, connecting aspiring professionals with experienced mentors across the maritime sector. As we are preparing to launch the second group in the latter half of the year, we look forward to further nurturing leadership and talent within the region.
This year was also filled with celebrations that reflect the strength and longevity of our membership. We proudly recognized Shipco Caribbean (five years), Seaboard Marine (25 years), SSA Marine MIT (30 years), TOTE Maritime (50 years), Kingston Wharves Limited (80 years), and Norton Lilly Panama (100 years) - remarkable milestones
that underscore the depth of experience and commitment within our network. We also applaud significant infrastructure investments taking place across the Caribbean, including but not limited to the major Kingston Freeport Terminal Limited (KFTL) Westland’s Expansion in Jamaica, a US$80 million project that adds 15 hectares and boosts cargo capacity by approximately 25 percent, marking a strategic leap toward making Jamaica the Caribbean’s largest transshipment hub. Beyond Kingston, several other member ports have either completed or initiated transformative upgrades this year: Antigua Cruise Port is constructing a state-of-the-art terminal as part of its Upland Development Project, expected to open in 2025; Nassau Cruise Port in The Bahamas is undergoing redevelopment to enhance capacity and amenities; meanwhile, the Taino Bay Cruise & Cargo Terminal in Puerto Plata, Dominican Republic, now accommodates up to three simultaneous ship calls and 14,000 passengers daily. Emerging projects in Martinique are also underway, including next-generation gantry cranes and a maritime incubator to support renewable marine energy startups. These coordinated investments signal a region-wide commitment to modernization, integration, and enhanced competitiveness on the global maritime stage.
Advocacy
At the policy level, the CSA’s advocacy efforts delivered real impact. We stood alongside the Caribbean Public Services Organization (CPSO) in successfully opposing proposed US penalties under
The CSA is now turning its attention to the newly proposed tariffs that threaten to increase shipping and trade costs across the region”
Section 301 targeting Chinese-built vessels. This outcome demonstrated the power of coordinated regional advocacy and the CSA’s growing voice on the international stage.
Building on this momentum, the CSA is now turning its attention to the newly proposed tariffs that threaten to increase shipping and trade costs across the region. We are committed to supporting robust research to assess the economic and logistical impact of these measures on our ports, operators, and trading systems. Just as importantly, we are calling on regional governments to approach this issue collectively. It is critical that the Caribbean stands united in its response, rather than allowing each country to face these challenges in isolation. A strong, coordinated lobbying effort will better protect our shared interests and give the region a more powerful voice on the global stage.
Partnerships
Strengthening partnerships has remained central to our strategy. We continue to support the revitalization efforts of the Association of Caribbean States (ACS) and work closely with the Port Management Association of the Caribbean (PMAC) to empower smaller ports. Our collaboration with Peace Boat reinforces our ongoing commitment to environmental sustainability
and decarbonization across the industry.
Yet even as we advance our sector, we remain deeply mindful of our broader regional responsibility. The CSA continues to raise its voice in support of Haiti, calling for sustained, coordinated action to help our Haitian brothers and sisters navigate immense humanitarian and socio-economic challenges.
Our global engagement also reached new heights this year. We signed Memoranda of Understanding with APEC and AAPA Latin America, expanding collaboration and knowledge-sharing with global counterparts. We further deepened our relationship with the Inter-American Development Bank (IDB), working closely on initiatives aimed at the decarbonization of the maritime industry, a priority that is both urgent and essential for our region’s future resilience.
In May, we successfully hosted the Caribbean Shipping Executive Conference (CSEC) in Fort Lauderdale. This gathering brought together senior leaders and decision-makers for insightful discussions, collaboration, and forward planning. The energy and outcomes of that event set a high standard for what’s to come.
Looking ahead, we are excited to welcome the CSA community to Paramaribo, Suriname, for the 55th Annual
General Meeting, Conference & Exhibition, taking place from October 12–14, 2025, at the elegant Royal Torarica. With a dynamic agenda featuring expert speakers and timely topics, this gathering will offer Suriname an unparalleled opportunity to showcase its ongoing developments in maritime and logistics. We anticipate that it will foster new business opportunities and deepen engagement across the region.
Gratitude
I would be remiss not to express my heartfelt gratitude to our hardworking and committed General Manager, Milaika Capella. She continues to demonstrate remarkable leadership in piloting the relevance and visibility of the CSA, not just among our members, but as a respected voice for the Caribbean maritime sector across the broader region, including Florida. Milaika has represented the Association with excellence on numerous international platforms, all while managing a remote Secretariat and supporting a widely dispersed membership with exceptional professionalism, discipline, and dedication. Her efforts have been instrumental in reinforcing the CSA’s presence and purpose on the global stage.
None of this progress would be possible without the generous support of our sponsors. I extend sincere thanks to all who have partnered with us this year. I express my heartfelt appreciation to our Platinum Sponsors - those who committed from the outset and stood by us throughout the year: Kingston Wharves, Tropical Shipping, TOTE Maritime, Shipco, Svitzer, King Ocean, Nuevo Terminal, and Taylor International. Your support continues to fuel our mission and make these achievements possible.
In closing, I thank all our members, partners, and stakeholders for your dedication, collaboration, and vision. Together, we have achieved much, but there is still more to do. The CSA remains committed to driving innovation, unity, and growth in the Caribbean maritime industry.
Let us continue this journey; stronger, smarter, and more connected than ever.
From F&B to the Maritime Industry
Mervel Kotzebue-Fleur's Remarkable Career Journey
Energy and hard work are the key ingredients for any successful business career. These attributes are also easily transferable and so it has proved for DP World Paramaribo’s CEO Mervel Kotzebue-Fleur. From bottling company and bakery sales, Ms Kotzebue-Fleur made a somewhat surprising and unusual switch to shipping but has never looked back
Q. Where were you born?
A. I was born in Paramaribo on 22 November 1969.
Q. What influence did your parents have on your early life?
A. My mother was a driving force in providing support to me so I could have a better life and not to settle for less than the best in my career. My dad encouraged me to go the extra mile and has been for me a symbol of integrity and leadership in our home church.
Q. What was your life like for you as a young person growing up in Suriname?
A. I had a pretty difficult youth in the sense that the macro economy in the 1980s and 1990s was not favorable and as a family we had to work hard to thrive. It has shaped my vision though to work for the ‘greater good’ for the country, therefore my engagement in organizations like the VSB (Suriname Trade & Industry Association) and the Suriname Economic Oversight Board.
Q. Where did you attend university and what did you study?
A. I completed my bachelor in Business Economics at the university of Suriname and my Masters in Business Administration at FHR/Management school of Maastricht.
Q. What was your first job on leaving full-time education?
A. I started my first job at a production company right after my graduation. The director leading the company offered
me a sales and marketing job during my internship but I requested to wait until my graduation as I first wanted to complete my studies.
Q. Your early business career seems a world away from the shipping industry. You worked five years as sales manager with bottling company Fernandes Verkoopmaatschappij and a further five years as senior commercial manager at sister company Fernandes Bakkerij. Did you enjoy your time working in sales in the local soft drinks and bakery sectors?
A. Yes, I started my career in the food and beverage industry responsible for sales as well managing and supporting the distribution and merchandising team within the supply chain. During these years I was very much into customer engagement and focusing on customer demand and experience. On my monthly sales visits, market insight became one of my main priorities and that provided in-depth knowledge both on the B2B and B2C level. The company Fernandes Bottling and Verkoop Maatschappij carried the Coca Cola brand which provided an international flavor to the local market. With both local market knowledge and international marketing and branding support we were able adapt International sales, marketing and merchandising strategies to the local market.
Q. You then make what appears to be a dramatic career change by leaving a bakery business and joining CMA CGM in Paramaribo. How does someone make a such leap across from a bakery to work for a major global carrier. How did such an unusual switch come about?
A. During my career I built up a professional network and within this network I was identified as a strong commercial and business development minded professional. Based on these traits I was approached to join the setting up of the CMA CGM agency for the global carrier in Suriname. I can still recall my first port visit
prior to my official appointment. The port of Paramaribo was in a transformation whereby the port infrastructure was being upgraded, and port operations was being restructured. I felt immediately connected and the decision was made instantly to join the maritime industry.
Q. You spent seven years at CMA CGM rising to become general manager. What did you learn from your time at CMA CGM and did your hard-won sales experience help in your promotion to general manager?
A. The business set up was a new scope added to my ‘experience portfolio’ as this included adding legal and maritime industry knowledge and the ultimate responsibility for the bottom line. The commercial and market knowledge I had were actually a competitive advantage as I could easily connect to the customer base and network I already had. During the time at CMA CGM
we doubled our sales due to a consistent customer relation approach.
Q. You also spent some time studying at the Maastricht School of Management in Limburg. How was that experience for you? Was this studying undertaken while working or between jobs and how did you benefit from attending the school?
The commercial and market knowledge I had were actually a competitive advantage as I could easily connect to the customer base and network I already had”
A. Back then the MBA study from Maastricht was brought to Suriname by the FHR institute. The experience was both challenging and rewarding as it brought a new level of learning to adapt to a new work-life balance, self-study and discipline while maintaining high performance within the company.
Q. In 2017, you joined DP World Paramaribo, also as general manager. Within six years you had climbed another step of the corporate ladder to become the company’s CEO. It’s a position you hold today. What’s been your most significant achievement during the last eight years at DP World Paramaribo and what plans does the company have going forward?
A. My main achievement I consider is the
company’s transformation from local to global standards and continuously achieving operational and HSE KPI’s. Additionally leading the transformation from terminal operator to end-to-end logistics provider which is still work in progress.
Our aim is to contribute to Suriname as an economic gateway in the port and maritime industry and therefore drive economic growth for the country as a whole”
On local level we are aspiring to achieve this by growing organically and expanding our service portfolio based on the evolving customer demand.
Q. Suriname’s economy is expected to grow strongly in the coming years with the development of the nation’s offshore oil reserves. What part do you expect DP World Paramaribo to play in this economic growth?
A. Being part of a global network with a strong local footprint, we are here to support the offshore industry with our service capabilities and high international standards. Our aim is to contribute to Suriname as an economic gateway in the port and maritime industry and therefore drive economic growth for the country as a whole.
Q. Aside from your busy role at DP World Paramaribo, you have been extremely active elsewhere. You are a member of the Suriname Economic Oversight Board and the vice chair of the Suriname Trade & Industry Association. How do you find time to be involved in so many activities?
A. The balance and discipline gained during my MBA has evolved over time. This is useful in prioritizing tasks and place my efforts in things that matter.
Q. What has been your most memorable professional accomplishment to date?
A. I actually don’t focus on accomplishments only. I consider my professional life a long-life learning journey, eager to learn and pass through my knowledge to the Nextgen, at least those who are willing to accept, of course, these experiences. Leaving a legacy behind is my motto.
Q. Beyond work, what are your main interests and hobbies?
A. I enjoy traveling, road trips and good food. Taking time to rest is not a hobby but I consider it precious.
Suriname: Matching port capacity economicto growth
Suriname may be a couple of years behind neighboring Guyana in transforming its economy on the back of recent offshore oil discoveries, but the beneficial economic impact on Suriname will be no less dramatic than the boom Guyana has experienced in recent times.
The same is true for Suriname’s ports, shipping and freight sectors which like Guyana are getting a serious capacity upgrade in readiness for the heavy demands that a fast-growing offshore oil sector will place on existing port facilities – not just in the creation of new support bases, but also the nation’s ability to handle the expected increase in imports of all kinds. Yet despite the high expectations and optimistic forecasts, cargo throughput at the Port of Paramaribo actually fell slightly in 2024 compared with 2023. Nevertheless, a momentum is certainly building.
And new ports, expanded terminals and several offshore oil and gas support bases are now vying with each other. Most of these projects are situated close to Paramaribo while another is in Nickerie –370 km to the west.
The Port in Paramaribo and the longestablished Kuldipsingh Port Facility in Wanica District are already handling offshore-related vessels. Others are at various stages of the evaluation and planning processes. The construction of
one base is well underway while another appears to have been cancelled.
The backers of these various schemes have largely comprised the nation’s two main stevedores as well as Havenbeheer Suriname (HBS), which in addition to operating the Port of Paramaribo is also backing Nickerie. Added to which other local interests have been active – both in the building of new ports and bases or enlarging existing facilities.
Nickerie
By far the nation’s most ambitious scheme of its kind is HBS’ game-changing Nickerie project which is set to become a designated Deep-water Port & Special Economic Zone.
The construction of Nickerie will reduce Suriname’s reliance on shallow draft river ports which have traditionally restricted the size of vessels calling at Paramaribo. But its location well away from the nation’s commercial heart in Paramaribo is likely to see a specific focus on the export of certain agricultural cargoes – at least to begin with.
With technical advice from the Port of Rotterdam, HBS and the Phoenix Development Company jointly aim to develop an area of 1,500 hectares into what they believe will be one of the greenest deepwater ports in the world.
The port is being sited about 14 km from shore. The idea is to create an island where the natural water depth is about 10 meters or more and to minimize the need for dredging.
The offshore port is being developed in phases. The initial focus is on gas extraction. An energy plant will be set up along with a plant for converting natural gas into LNG and LPG for domestic use (a small part) and the vast majority for export. Idahobased Firebird LNG became the port’s first new tenant. The facility is planned to initially produce 2.7 million tonnes per annum of LNG, commencing 28 months after Final Investment Decision.
Strategically positioned in the center of the Suriname-Guyana Basin, HBS believes the new deep-water port will be a gateway to and from Europe and North America to CARICOM, northern Brazil, and wider Latin American markets.
This location aligns with environmental, social, and governance (ESG) principles and sustainability goals”
Paranam
As for those proposed projects sited closer to Paramaribo, the eye-catching re-purposing of the old alumina plant at Paranam into a shore base seemed to make complete sense from an economic and environmental perspective. Well-established local stevedore VSH Transport was the driving force behind the proposed project.
Situated on the left bank of the Suriname River, but upstream of Paramaribo, Paranam had the necessary infrastructure in place in the form of a riverside industrial area and was ready to be easily converted into an offshore support base.
The location, two-hours downriver from the Atlantic, meant there would be zero impact on Suriname’s fragile coastline – as is also being avoided in Nickerie. State aluminium firm Suralco owns the abandoned site and the two existing quays had always been used for general cargo.
Disappointingly, progress has slowed since the project was first proposed. Sjoerd
Poort of VSH Transport told Caribbean Maritime: “Given the current status of the developments, companies seem to be hesitant in moving to a location that is further upriver, even though it is the only location in Suriname that has huge potential for future large-scale developments, with a strategic location and existing infrastructure outside of residential areas, where all offshore and related companies can be accommodated in one central location.
“Additionally, this location aligns with environmental, social, and governance (ESG) principles and sustainability goals. By consolidating operations in a central, wellequipped area, companies can minimize their environmental footprint, reduce transportation emissions, enhance road safety, and promote responsible resource management. This strategic location not only supports corporate social responsibility but also demonstrates a commitment to long-term sustainable growth for the country.”
Commewijne
The backers of the Commewijne Port Facility (Comport NV) have fared much better and are pushing ahead with a new base. In fact, ComPort was set up to specifically address the needs of the offshore oil and gas sector, to progressively expand with the industry as is needed, and to maximize the creation of local content and participation in the emerging Surinamese offshore energy sector.
ComPort has been established by Dutch steel firm the Kersten Group and local entrepreneurs. The backers have
experience in engineering, construction, marine operations, building materials and finance.
ComPort’s new base is located on the wide estuary of the Suriname and Commewijne rivers, close to the Suriname river fairway and the Atlantic coast. The first phase of the civil works is currently underway, and Comport is expected to be fully operational by Q3 2026 and will be an integrated shore base that will only handle offshore oil- and gas-related cargoes and vessels.
Comport’s big selling point is the fact that it’s the closest port facility to the Atlantic in relation to travel distance. What’s more, its strategic position on the Commewijne river means minimal interaction with marine traffic using the Suriname River Fairway.
Comport CEO Shariat Hasrat is keen to emphasize the advantages of the base’s east bank location which he says means minimal nuisance for surrounding industries and residential communities: “Suriname east is ideal for supporting the sustainable development of the upcoming energy sector and the infrastructural and logistical demands in anticipation of a fast-paced environment. “The construction and development of Comport will also attract supporting businesses in various sectors and unlock the true potential of the Commewijne region and its skilled workforce.”
Suzannadaal
One project that seems to have fallen by the wayside is Suzannadaal. Originally also to have to be sited in Commewijne district and across the Suriname River from Paramaribo, the estimated US$100 million offshore base project was originally floated about two years ago by former president Chan Santokhi.
It was an initiative of terminal operator DP World Paramaribo, which would have undertaken construction together with the local HJ De Vries Project Development Group and FIRM Engineering. The base was set to have been the closest in the Paramaribo area to the Atlantic Ocean.
La Vigilantia
In any case, and in addition to its stevedoring operations in Paramaribo, DP World also owns and operates the port of La Vigilantia (formerly known as Suriname Port Services) close to Paranam. This terminal has 73 metres of concrete riverfront wharf supported by a 21,000 square metre storage yard. La Vigilantia is dedicated to handling project cargoes for the mining, oil and forestry sectors as well as cement cargoes.
La Vigilantia is dedicated to handling project cargoes for the mining, oil and forestry sectors as well as cement cargoes”
Kuldipsingh
There is also the Kuldipsingh Port Facility (KPF) – a privately owned terminal in Wanica District and located on the Suriname River some 3 km upstream of the Jules Wijdenbosch Bridge. First opened in 2015, KPF has invested US$ 14.5 million and currently provides 300 metres of usable quay space. KPF’s cargo terminal has traditionally focused on the export of logs, mining cargoes and the import of construction materials but is now providing logistic services to support the offshore oil and gas industry. KPF has a shore-base service contract with Total E&P Suriname BV.
As these projects take shape, Suriname is looking increasingly ready to handle both a demanding offshore oil and gas sector and a wide range of import cargoes that will inevitably come as the nation’s GDP grows.
Sailing through 45 YEARS OF CMU
For more than four decades, the Caribbean Maritime University (CMU) has been charting a steady course through education, innovation, and opportunity. From its early beginnings as a training institute to its status today as a hub of maritime excellence, the CMU has shaped leaders, inspired innovation, and connected Jamaica to the world’s trade routes.
In this issue of Caribbean Maritime, we celebrate 45 years of the CMU’s journey. We trace its rich history and milestones, explore its latest developments in safety and technology, meet alumni who are navigating the globe with skills honed on campus, and dive into the excitement of
Our Story:
45 Years of Maritime Excellence
Maritime Awareness Week, where Jamaica’s maritime future comes alive.
Join us as we explore the past, present, and horizon of a university that continues to steer generations toward success, innovation, and a deeper connection with the sea.
For 45 years, the Caribbean Maritime University has charted a steady course through the waters of education, innovation, and opportunity. From its earliest days, the CMU has prepared professionals to navigate the maritime, logistics, engineering, and allied industries, whether on land, at sea, or in the air.
The journey began in September 1980 with the Jamaica Maritime Training Institute, a joint venture between the Governments of Jamaica and Norway. In 1993, the Institute became a statutory body and was renamed the Jamaica Maritime Institute. Its reach soon extended across the Caribbean, prompting a new identity in
2001 as the Caribbean Maritime Institute.
The crowning moment came on September 28, 2017, when the CMU achieved full university status under the Ministry of Education, opening a new chapter in maritime education.
Next Generation
Situated just 51 kilometres from the shipping lanes that thread through the Panama Canal, the CMU sits at the heart of global trade. Students witness the rhythm of international commerce and are poised to become the next generation of leaders navigating those very channels.
Over the decades, the CMU has evolved
alongside the maritime world. As Jamaica embraces logistics as a pillar of national growth, the CMU has expanded into STEM and applied research, shaping graduates who can respond to the demands of a changing global economy.
Forty-five years on, the University celebrates a legacy of leadership and a horizon filled with possibilities. Its halls hum with ideas, its laboratories pulse with discovery, and its graduates carry the CMU standard across oceans, ports, and skies, ready to chart their own course through uncharted waters.
CMU joins global training in Radiation Protection Beyond borders:
Radiation may evoke images of distant stars or scientific experiments, yet it quietly powers the world around us. From scanning luggage at airports to inspecting the integrity of a ship’s hull, its presence is both vital and invisible. The trick lies in handling it with care.
Protection
Wakena Wilson from the CMU recently sailed across continents to Greece, to participate in specialised radiation protection training hosted by the International Atomic Energy Agency and the Greek Atomic Energy Commission. Professionals from around the world gathered to learn about practical safety measures, regulatory standards, and responsible application of
radiation in various industries.
In the maritime world, radiation is central to Non-Destructive Testing (NDT). It allows engineers to inspect materials without damaging them – a safeguard that ensures ships, engines, port equipment, and offshore structures remain seaworthy. During the course, Ms Wilson developed a proposal for an Integrated Management System for the CMU’s upcoming NDT facility. Once operational, it will weave safety, quality, and environmental care into every daily task, ensuring the facility navigates its work with precision and diligence.
The course blended hands-on labs, field visits, and real-world scenarios. Participants explored the science behind radiation,
its biological impact, and emergency procedures. Beyond the technical, Ms Wilson experienced Greek culture, visiting the Acropolis and Delphi, connecting history and heritage with knowledge and innovation.
Engagement
The CMU’s engagement in such international programs underscores the University’s commitment to building capacity in high-stakes areas. As the NDT facility nears completion, the insights gained abroad will guide its operations, ensuring that the CMU continues to advance maritime safety and industrial excellence.
Taking CMU to the World Alumni Spotlight:
Dayna M. Thompson
From CMU classrooms to global stages, alumni continue to leave their mark across the maritime and logistics industries.
(Class of 2020) began her journey with a B.Sc. in Logistics and Supply Chain Management. Today, she orchestrates largescale events as Guest Services Coordinator for Carnival Cruise Line. Managing schedules, budgets, and thousands of guests, Dayna ensures every voyage sails smoothly. In September 2024, she earned the Captain’s Award for Team Member of the Month, a remarkable achievement among more than 1,200 team members from over 193 nations. Reflecting on her CMU experience, she says, “The people and the views on campus made my CMU experience really special. Never give up on your dreams. See every step forward as a milestone and appreciate the lessons along the way.”
Dihanroy Mitchell
(Class of 2021) chose a path in Industrial Systems Engineering and now teaches Mechatronics and Mobile Robotics at HEART/NSTA Trust. He mentors students, develops curriculum, and represents Jamaica internationally as a WorldSkills Expert. In 2025, he co-developed a drone delivery prototype showcased at Outsource2Jamaica and received the Prime Minister’s Youth Award for Excellence in TVET. Dihanroy reflects, “Being part of the CMU Creative Arts Centre as Band President and the Sailing Club as team captain gave me balance, creativity, and lifelong connections. Pray & Push. Trust the process and keep moving forward.”
These alumni demonstrate CMU’s enduring impact: instilling the skills, confidence, and determination to navigate careers that reach far beyond Jamaica’s shores.
Our Ocean, Our Opportunity World Maritime Day 2025:
The ocean is more than a horizon; it is a force that connects people, economies, and communities across the globe. World Maritime Day 2025 celebrates this vital resource under the theme “Our Ocean, Our Obligation, Our Opportunity”, reminding us of our responsibility to safeguard it and the potential it holds for innovation, sustainability, and growth within the maritime sector.
Global Message
In Jamaica, the CMU brought this global message to life. During Maritime Awareness Week, the CMU welcomed students, teachers, parents, and the wider public to experience the maritime and logistics world first-hand. Through immersive and interactive activities, visitors saw how careers, technology, and innovation converge to shape the industry, while understanding the critical role of responsible practices in protecting the ocean that sustains us all.
The week served as an invitation to explore, question, and imagine. Students glimpsed the paths that could lead them from the classroom to the helm of ships or the control rooms of ports, while parents and teachers gained an insight into the opportunities that the maritime sector offers for Jamaica’s future. The CMU transformed the classroom into a voyage of discovery, where knowledge met
application and curiosity became action. World Maritime Day is a reminder that the ocean is both a shared responsibility and a living opportunity. Through Maritime Awareness Week, the CMU demonstrates how education, industry, and community intersect, guiding participants to navigate a sustainable and innovative maritime future. The events become more than celebrations; they are a voyage, connecting local experience with global purpose, and inspiring the next generation to take the helm of progress.
Trinidad and Tobago Maritime Blue Economy 2025 MOVING AHEAD
by Wilfred de Gannes
The La Brea Shipyard is a flagship maritime project first conceptualized shortly after the establishment of the Shipbuilding & Repair Development Company of Trinidad and Tobago Limited (SRDC) in 2008. Initially launched as a diversification initiative under the Ministry of Trade and Industry (now the Ministry of Trade, Investment & Tourism), this US dollar revenue-generating project remains a key priority for the SRDC. The company anticipates closer collaboration with the newly elected Government of Trinidad and Tobago, which assumed office in April this year and led by The Hon. Kamla Persad-Bissessar.
Substantial progress has already been made, including the submission of essential project planning approvals to local authorities. Prior to the Covid-19 pandemic, SRDC had generated strong interest from potential shipyard workers and contractors, many of whom were short listed for various roles.
Today, SRDC’s extensive labor database of pre-approved personnel could also serve workforce needs under President Donald
Trump’s new US initiative to revitalize the shipbuilding industry. His Executive Order of April 9, 2025, titled “Restoring America’s Maritime Dominance,” lays out a strategy to rejuvenate commercial and military shipbuilding. A similar model is already active in South Korea, where approximately 25% of shipyard labor is sourced from the Indian subcontinent. A comparable approach in Trinidad and Tobago could offer valuable skill-building opportunities and exposure to advanced technologies during the shipyard’s construction phase.
US project financing options
The SRDC team continues to explore maritime collaboration opportunities in the US, having signed an initial postpandemic Memorandum of Understanding with a major counterpart. In a significant development, the company has committed to opening a US-incorporated shipyard sub-office in 2025 to help accelerate the La Brea project’s implementation. This will streamline contractual obligations under US law, especially given delays in resolving corporate matters through local courts.
These US-based initiatives follow the SRDC’s La Brea Shipyard project nomination and selection for the 2023 Caribbean Investment Forum (CIF) hosted at the Atlantis Resort in The Bahamas. The event, organized by the Caribbean Export Development Agency, attracted over 800 participants from more than 40 countries.
Refer to: https://carib-export.com/ publications/investment-opportunities-inthe-caribbean-2023
Additional financing has been unlocked through the Export-Import Bank of the United States, following successful countryto-country arrangements finalized in Port of Spain. Similar to the Point Lisas Industrial Estate model of the 1970s, projects of this scale will rely on a mix of public and private sector capital.
Development of required skillsets
For over 50 years, skilled Trinidadians have journeyed to the US to work in fields such as shipbuilding, steel fabrication, and petrochemicals. Their contributions span prominent US shipyards – including Newport News, Bath Iron Works, and Ingalls Shipbuilding – and major LNG and petrochemical sites in Alaska, Louisiana, and Texas.
These experiences parallel the deeprooted craftsmanship seen in Trinidad’s Carnival costume construction and the creation of the world-famous steelpan. This cultural foundation, combined with technical training, makes Trinidadians highly adaptable to maritime and industrial environments globally – including emerging opportunities in Guyana and Suriname.
Local support for the La Brea Shipyard remains strong among residents and SRDC’s 160+ private-sector stakeholders. The project promises vital job creation and foreign exchange generation for communities across Siparia, La Brea, Point Fortin, and beyond.
La Brea is steeped in maritime history. In 1595, English explorer Sir Walter Raleigh used the natural asphalt from Pitch Lake to caulk his ships. By 1857, the American Merimac Oil Company had drilled one of the earliest oil wells in the Western Hemisphere near this very site – solidifying La Brea’s place in global energy history. Phase I of the La Brea project envisions a world-class mega cruise ship terminal. These "cruisezillas" have doubled in size since 2000, with future vessels expected to reach 345,000 gross tons by 2050. Yet existing ports in Port of Spain and Scarborough lack the required harbor depth and berth restrictions to
accommodate them. Norwegian Cruise Line Holdings for example has four ships over 365 meters on order, all expected to launch beginning in 2030, and globally there are over 70 cruise brands.
La Brea's naturally sheltered deep-water harbor at Point D’or offers the ideal location for cruise tourism expansion, especially during the hurricane season. The Ministry’s recent restructuring into Trade, Investment & Tourism is well-positioned to support this initiative.
A final report from the European Research for Maritime Economic Clusters (ERMES) emphasizes the value of a unified, sustainable development strategy. Such an approach enables the alignment of public, private, and academic resources to maximize regional maritime potential. The report goes on to state “To unleash the socio-economic potential that port and maritime sector can offer to a region, it is imperative that relevant stakeholders (public, private, academic, etc.) commit to a shared, integrated and sustainable ambition. This will provide a vision for actions
SRDC’s growing cluster stakeholders’ number 160+ stakeholders and include major US partners such as Sherwin-Williams and Caterpillar, represented in Trinidad and Tobago by MASSY CAT”
to be targeted towards allowing for the alignment of resources that stakeholders can offer to benefit the development of the region.”
While "maritime clusters" are less commonly referenced in North America, long-standing European examples include those in Denmark, the Netherlands, Norway, and the United Kingdom. In the Caribbean, the Virgin Islands Professional
Charter Association (VIPCA) in the US Virgin Islands is leading a similar movement with over 300+ members. The VI Economic Development Authority with its local partners completed a comprehensive ship repair feasibility study in 2024. By comparison, SRDC’s growing cluster stakeholders’ number 160+ stakeholders and include
major US partners such as Sherwin-Williams and Caterpillar, represented in Trinidad and Tobago by MASSY CAT.
According to the US Department of Energy, American Liquefied Natural Gas (LNG) exports rose from 0.5 Bcf/d in 2016 to 11.9 Bcf/d in 2024, making the US the world’s leading LNG exporter. New LNG plant investments – like Plaquemines LNG, Corpus Christi Stage 3, and Golden Pass LNG are driving demand for new LNG carriers to be built. These large ships are utilized to transport precious cargoes to Europe and Asia.
SRDC has proactively pursued LNG repair capabilities, signing in 2016 a Memorandum of Understanding with a foreign specialist to develop expertise in cryogenic stainlesssteel membrane systems. US-bound LNG carriers, returning in ballast, could undergo repairs in Trinidadian waters including those serving the nearby Atlantic LNG plant at Point Fortin.
The 2025 deepwater bid round launched by the Ministry of Energy and Energy Industries marks the largest in national history. According to S&P Global, it aims to unlock hydrocarbon potential in Trinidad’s unexplored eastern frontier. This effort will require very large seismic ships, drilling vessels, and advanced offshore support.
Parallel to this, the proposed restart of the Point-a-Pierre refinery, closed since 2018, will significantly increase shipping
Right to left: Maritime stakeholder Sham Parasram in his former capacity at Svitzer (A.P. Moller Group) and now Advisor – Marine Technical at bp with SRDC Chairman and CEO Wilfred de Gannes being congratulated by The Hon. Prime Minister Kamla PersadBissessar, MP, SC during her first term at the Trade and Investment Convention held at the Hyatt Regency Trinidad on June 15, 2011.
activity. Once successfully restarted an expected rise in visits by VLCCs, Aframax tankers, and LR2 vessels, operated by major US-listed companies like Frontline and DHT Holdings is expected. Increased demand for bunkering, ship supplies, and repair services both dockside and at anchorage will follow.
Conclusion
As Trinidad and Tobago charts a bold course forward, its maritime sector is primed for transformation. Through the La Brea Shipyard, expanded LNG repair capabilities, cruise tourism, and energy infrastructure investments, the country is positioned to become a regional leader in shipbuilding, logistics, and marine services. With strategic partnerships, government backing, and skilled human capital, the vision for a robust blue economy is no longer aspirational – it is actionable and within reach.
About the SRDC
The Shipbuilding and Repair Development Company of Trinidad and Tobago Ltd (SRDC) started in 2007 through an initiative by the Government of Trinidad and Tobago and is dedicated to revitalizing and advancing the nation’s maritime and shiprepair industries. Established to position Trinidad and Tobago as a strategic hub for shipbuilding and marine services in the southern Caribbean it is powered by its 160+ maritime stakeholders.
Wilfred de Gannes is the Chairman and Chief Executive Officer of the Shipbuilding and Repair Development Company of Trinidad and Tobago Ltd (SRDC).
Unlocking Trinidad’s Port Potential
by Dr Averne Pantin Strategic Business Resurgence Consultant, Principal Facilitator –Leadership Alignment
As the global trade environment continues to evolve, Caribbean economies must make strategic choices about how they participate in, shape, and benefit from these shifts. Trinidad and Tobago, with its industrial heritage and geographic advantage, is uniquely positioned to recalibrate the role of its port infrastructure, not just as transport utilities, but as active enablers of economic transformation. Our ports, if strategically led and re-imagined, can become anchor institutions in a diversified, innovation-driven economy.
Rather than dwell on the gaps that exist, it is time to focus on what is possible.
Trinidad’s maritime future is not limited by geography or ambition, but by alignment, execution, and resolve. With the right strategy, governance structure, and leadership mindset, our ports can emerge as regional models for performance, integration, and institutional renewal.
Ports are more than logistics points they are critical levers of national competitiveness. Around the world, ports are being repositioned as value-added ecosystems that connect trade, industrial zones, digital infrastructure, and regional supply chains. The Caribbean is no exception. From Kingston, regional neighbors are already demonstrating how focused investment, public-private collaboration,
and institutional reform can create highperforming port platforms.
Trinidad and Tobago must match that momentum with a tailored strategy that reflects its unique strengths. The Port of Port of Spain, Point Lisas Industrial Port, and emerging maritime assets across La Brea and Galeota can be repositioned to serve diverse functions, ranging from commercial trade and cruise tourism to offshore services and regional distribution. The key is clarity of vision and policy coherence.
This is not about replicating models, it is about re-engineering a national port architecture that fits our developmental goals, industrial strategy, and future trade patterns.
Trinidad’s ports sit at the intersection of several national priorities: diversification away from hydrocarbons, expansion of manufacturing and agro-processing, enhancement of regional trade, and integration into Latin American value chains. As such, any serious conversation about economic renewal must begin with the ports.
Point Lisas, already serving as a vital industrial export hub, can be developed into a fully integrated logistics and production corridor, linked to special economic zones, bonded warehousing, and inland transport systems. Port of Spain, which faces infrastructure and space constraints, requires a deliberate repositioning strategy one that may prioritize cruise development, urban regeneration, and select high-value cargo handling.
In each case, the port must be treated not as an operational problem to fix, but as a strategic asset to optimize. That demands more than capital expenditure. It demands policy alignment, institutional stewardship, and execution leadership.
Execution Intelligence: The Leadership Capability Gap
At the heart of any transformation lies leadership. In the case of Trinidad’s ports, what is urgently required is a new generation of institutional leadership anchored in what I call execution intelligence: the capacity to align vision with operational discipline, to move from planning to delivery with urgency and coherence.
This is not a criticism of individuals, it is a call for a new leadership standard. Leadership appointments within our port and maritime institutions must be meritbased, contract-bound, and accountable to clear performance outcomes. Strategic leadership must be backed by technical knowledge, stakeholder credibility, and the courage to challenge legacy practices that no longer serve the national interest.
Moreover, this leadership capability must be nurtured. There is scope to establish maritime leadership academies, executive development programs, and talent pipelines to ensure that the next generation of port managers and policymakers are equipped to manage 21st-century complexity.
Governance and Accountability: Laying the Foundation for Reform
A modern port ecosystem cannot be built on outdated governance structures. Fragmented mandates, politicized appointments, and blurred accountability have historically hindered progress. What is needed now is a restructured governance framework with three key features:
1. Institutional Clarity – A national port governance authority with clear
What is required now is an integrated digital port strategy, supported by national ICT policy, customs modernization, and investment incentives for digital infrastructure.”
jurisdiction, professional oversight, and performance auditing. This body must be independent of ministerial interference while remaining aligned to national strategic objectives.
2. Performance Contracts – All major port institutions should operate under contractual performance agreements with embedded KPIs, financial transparency, and public reporting mechanisms. These metrics should be tied to both operational benchmarks and national development outcomes.
3. Stakeholder Integration – Governance must include formalized input from the private sector, organized labor, academia, and civil society. Ports do not operate in a vacuum, and reform efforts must reflect a shared social compact.
Governance is not merely a bureaucratic concern, it is the architecture that enables execution. Without it, strategic plans remain aspirations.
Digitalization
One of the most promising areas for immediate transformation is digitalization. Across the global maritime industry,
ports are leveraging technology to reduce clearance times, optimize berth scheduling, improve cargo visibility, and drive predictive analytics. Digitalization is not an overlay; it is a redefinition of how ports function.
Trinidad and Tobago is more than capable of making this leap. Several pilot projects and private-sector platforms already demonstrate what is possible. What is required now is an integrated digital port strategy, supported by national ICT policy, customs modernization, and investment incentives for digital infrastructure.
A fully digital port improves efficiency,
reduces corruption, enhances user experience, and makes Trinidad far more attractive to global shipping lines, logistics operators, and regional exporters.
People as the Pivot
No port strategy can succeed without workforce engagement. Trinidad’s maritime workforce is among the most experienced and capable in the region. To fully unleash this potential, transformation must include:
Structured retraining programs to prepare for automation and digital operations;
Transparent dialogue between unions and port management to co-design change; Succession planning and youth engagement to build long-term talent resilience.
The goal is not workforce reduction, it is workforce transformation. When people are treated as partners in reform, change becomes sustainable.
Positioning Trinidad
Trinidad is not starting from scratch. It already possesses significant advantages, deepwater ports, industrial connectivity, a sophisticated private sector, and a skilled labor force. These are assets that can be scaled and repositioned to serve the wider region.
By embracing its geographic position, investing in institutional reform, and adopting a smart port strategy, Trinidad can position itself as:
A transshipment bridge between South America and the OECS.
A regional logistics hub for
By embracing its geographic position, investing in institutional reform, and adopting a smart port strategy, Trinidad can position itself”
manufacturing and distribution;
A center for offshore services and marine engineering.
A node in future blue economy value chains, including renewable marine energy and sustainable fisheries.
Leadership, strategy, and action are the missing ingredients. And those are within our control.
Potential
The future of Trinidad’s ports is unwritten, but it need not be uncertain. With bold leadership, smart policy, and institutionally anchored execution, the country can turn its maritime assets into engines of national growth, regional influence, and global relevance.
This is not a theoretical exercise. The urgency is real, the opportunity is tangible, and the global window for repositioning is narrowing. What’s needed now is for government, business, labor, and civil society to move from debate to direction, and from planning to purposeful action.
Port reform is not a crisis response. It is a strategic opportunity to lead.
Dr Averne Pantin is a turnaround and business development consultant with over three decades of experience in the maritime and manufacturing sectors. He is the founder of the StrategicEdge, and a leading advocate for institutional reform, leadership development, and strategic execution across the region.
A strategist's guide to taking advantage of the Caribbean nearshoring wave by
Ambrosio Valerio Rojas
Business Development & Compliance
Manager VEN - SA @ RAMPS Logistics
Acompelling reality was validated by the recent, enormous response to my ideas on nearshoring in the Caribbean: the global supply chain is at a critical turning point. The heated debate indicates that business executives have reached a definite consensus. Asia's hyper-centralized industrial paradigm is outdated and unsustainable. As the strategic hub of this new world, the Caribbean is taking center stage for the Americas as we formally enter the era of regional resilience.
From my vantage point advising companies on logistics and supply chain strategy, the "why" of the Caribbean is clear. The advantages are potent and immediate. Geographic proximity isn't just a line on a map; it's the difference between a 30-day transit and a 3-day delivery, between quarterly planning and real-time collaboration in the same time zone. This is bolstered by an increasingly sophisticated network of ports and airports, alongside powerful trade agreements like DR-CAFTA that create tangible cost advantages.
But enthusiasm by itself doesn't create a robust supply chain. My experience has shown me that it is a costly error to ignore the practical realities of the region. It's true that there can be disparities in the amount of money spent on infrastructure, that natural disaster risk is a significant factor, and that it might be difficult to recruit highly skilled workers. These intricacies distinguish a successful nearshoring plan from an unsuccessful one. These are the areas of contention where a flimsy plan fails.
This is where I advise a critical shift in perspective. The winning strategy isn't to find a single location that can replicate Asia. Instead, it’s to leverage the Caribbean as a network of specialized hubs, a model that intelligently mitigates risks while maximizing strengths. This isn't a theoretical concept; it's happening right now at a sustainable scale:
The High-Tech Med-Tech Hub: The Dominican Republic has masterfully cultivated an ecosystem for medical device manufacturing. I’ve seen firsthand how its FDA-certified facilities produce complex, life-saving products for global export, proving that capital-intensive, high-tech operations can thrive.
The Resilient Energy Hub: Trinidad and Tobago provides a brilliant lesson in strategic risk management. By virtue of its location outside the hurricane belt, it offers a secure platform for heavy industry. Its world-class industrial parks are a cornerstone of the global energy sector, a testament to specialized excellence.
The Agile Logistics and Services Hub: Nations like Jamaica are leveraging their strategic position and multilingual workforce to become indispensable centers for logistics, BPO, and advanced component assembly for North American markets.
Simply choosing a location on this network is not enough. Successfully landing and scaling an operation in the Caribbean demands a meticulously crafted strategy that goes beyond logistics. This is the crucial step where I see many companies falter. The key is to move from a geographic decision to an operational one.
For instance, handling the subtleties of DR-CAFTA's Customs laws should be viewed as a competitive instrument for efficiency and speed rather than as a bureaucratic obstacle. A business continuity plan must go beyond hurricanes to address potential labor shifts or port congestion. Building these layers of operational intelligence is what transforms a
This is the crucial step where I see many companies falter. The key is to move from a geographic decision to an operational one.”
good location into a profitable and durable investment.
The Caribbean is not a simple plugand-play solution; it's a high-performance engine that requires expert tuning. The opportunity is immense, but the path to unlocking it is paved with strategic decisions.
The question for business leaders is no longer if they should consider the Caribbean, but how to design an operation that is built to win. The journey begins with a clear-eyed, strategic assessment to
ensure your supply chain is not only closer to home, but stronger, more resilient and built for the future.
Ambrosio Valerio Rojas is an accomplished Lawyer, Senior Analyst and General Manager with expertise in Corporate Compliance, Supply Chain, and International Law for the energy sector. He specializes in establishing robust legal and logistical frameworks to manage risk and deliver comprehensive solutions for industrial projects across the Americas.
Luciavonu / Shutterstock.com
Luciavonu / Shutterstock.com
Panama resumes port investment
New Terminals on both sides of the Panama Canal
by Michell De La Ossa
As capacity constraints loom at both ends of the Panama Canal Michell De La Ossa details how in 2026 Panama aims to address the issue and maintain its regional competitiveness.
Interest in new container terminal investments in Panama gained new momentum after the March announcement of the sale of CK Hutchison’s 43 ports to the BlackRock-TIL consortium (the port arm of MSC), including the ports of Balboa and Cristóbal on either side of the Canal.
Immediately, APM Terminals – a Maersk subsidiary and one of the main users of the Panamanian hub – made a strategic move by acquiring the concession of the Panama Canal Railway Company (PCRC). Shortly after, the company made it clear that it seeks to operate terminals on both the Pacific and Atlantic sides of the Panama Canal.
Today, MSC and Maersk account for more than 70% of container transshipment in Panamanian ports, and both carriers are looking to consolidate their position by operating their own terminals.
Although the sale of CK Hutchison’s assets – including the ports of Balboa (Pacific) and Cristóbal (Atlantic)— has not yet been completed, Maersk, the main user of Balboa, has already secured operation of the trans-isthmian railway that connects with the Atlantic ports (Cristóbal, CCT, and SSA MIT), strengthening its port expansion strategy.
Background
In the 1990s, Panama took a leap forward with container port investments, which allowed it to consolidate as the leading transshipment hub in the region. The last development came in 2015 with the start of operations at PSA Panama, during the administration of President Martín Torrijos.
However, after that boom, port investment stalled. Among the projects that failed to advance were the Corozal port
tender – adjacent to Balboa – and the Isla Margarita terminal (Colón), promoted with Chinese capital, which was left unfinished and in debt. Years later, the Bahamian group Notarc Management Group resumed the initiative in partnership with TIL (MSC), but it was once again paralyzed by legal disputes still pending in local and international courts.
In this context, President José Raúl Mulino has declared that Isla Margarita represents “the last piece” available on the Atlantic for port development. Although he has not specified what “cleaning the concession” means, he has already ordered the cancellation of the seabed concession, while the contract with Notarc remains in force.
New Port Developments
At the same time, Panama Canal Administrator Ricaurte “Catín” Vásquez
announced that in the coming months the tender for the Corozal port, at the Pacific entrance of the Canal, will be launched. He indicated that the bidding terms will not be the same as in the first call, generating expectations among potential bidders.
The main party interested in Corozal is Maersk, which, as mentioned, already controls the trans-isthmian railway as a strategic piece to link this future terminal with the Atlantic ports.
But projections are not limited to the Pacific. On the Atlantic side, under the
Panama Canal’s jurisdiction, a tender is being prepared for port development in Telfers, an area of approximately 100 hectares and 1,500 meters of waterfront, according to satellite imagery. Vásquez emphasized that there is enough space there to build a large container terminal.
Capacity at the Limit
Users of the Panamanian hub have warned that installed capacity has already reached its limit. The Colón port complex grew by 14.1% in 2024, but this year shows only a
On the Atlantic side, under the Panama Canal’s jurisdiction, a tender is being prepared for port development in Telfers, an area of approximately 100 hectares and 1,500 meters of waterfront, according to satellite imagery.”
1% increase. According to Maersk, part of the cargo has shifted to Cartagena due to lack of space in the Atlantic ports.
Maersk’s regional president, Antonio Domínguez, stressed that new terminals are needed on both coasts: “The demand is here, let’s not let it slip away.” In his words, Panamanian ports “have collapsed; they cannot receive more cargo.”
Short- and Long-Term Outlook
In the short term, at least two developments are expected: one in the Pacific and one in the Atlantic, driven by the Panamanian government’s commitment. However, industry sources insist that this will not be enough: Panama needs a comprehensive medium- and long-term plan to expand port capacity in a sustainable way, since these two new projects will only eliminate current congestion and address the growth of two shipping lines: Maersk and MSC.
President Mulino has revealed that he has met with four CEOs of major port companies interested in investing in port development, without disclosing their names. However, in early 2025, Mulino met in Davos, Switzerland with Maersk CEO Vincent Clerc and MSC president Diego Aponte.
The demand exists, but in the Pacific, available areas are limited, so options such as land reclamation and improvements in land connectivity, in coordination with the Panama Canal, are being evaluated. On the Atlantic side, the focus is on two fronts: Margarita, pending legal resolution, and Telfers, awaiting approval from the Panama Canal Board of Directors to move forward with the tender.
The pressure from users of the maritime-port hub makes it inevitable that in 2026 new tenders will be launched if Panama is to maintain its regional competitiveness.
Peace Boat calls the Caribbean
The Caribbean has once again enjoyed a visit from sustainable cruise liner Pacific World with another visit to the region set for 2026. And the Caribbean Shipping Association (CSA) was on-hand to welcome the goodwill vessel – which is operated by Japanese NGO Peace Boat – when the ship called Montego Bay in July.
Peace Boat – as its name suggests –works to promote global peace. The NGO is a committed campaigner for the United Nations Sustainable Development Goals.
During its 35 years of existence, Peace Boat has undertaken some 70 around-theworld voyages calling at an impressive 200 ports in the process.
Each year Peace Boat organizes three
Global Voyages plus some shorter Far East regional trips. These global voyages can last up to three months promoting peace, human rights and sustainability – both on board and on shore.
Working with partner organizations, Peace Boat uses local grassroots action, international conferences, global networking and media, as well as its ship, to raise awareness and make a positive impact on socio-political, economic and environmental issues.
Peace Boat was in the Caribbean in July on its 120th global voyage when it called in to Montego Bay, Jamaica, before heading for Cristóbal, in Panama. Maritime & Transport Services acted as the agent in Montego Bay.
CSA president William Brown was at the welcoming ceremony. He said: “It is both a privilege and an inspiration to be with you aboard the MV Pacific World during this landmark visit to Montego Bay.
Invitation
“Let me begin by extending heartfelt thanks to Peace Boat for your warm invitation, and more importantly, for your unwavering commitment to peace, sustainability, and global solidarity.”
Peace Boat is next in the Caribbean in June 2026 with calls scheduled for Cartagena, Colombia and again Cristóbal as part of its 126th Global Voyage before calling Cristóbal once more in October the same year.
Activities
Peace Boat organizes a range of educational activities, including lectures by guest educators, workshops, language classes, and cultural programs. The themes of these activities link Peace Boat’s fields of work with contemporary issues in the countries it visits, connecting participants with people around the world. All voyages are run by Peace Boat’s travel agent partner, Japan Grace.
Pacific World
Peace Boat's current ship, the Panamaregistered Pacific World, was acquired in 2020 and was formerly named Sun Princess and was built in 1995 for Princess Cruises and for two years in the late 1990s was the cruiseship used in the TV series Love Boat: The Next Wave. Sun Princess was based in the Caribbean for much of its time under Princess Cruises’ ownership. The ship operated out of Australia and Japan in its later years.
Blue Innovation Forum 3
During the Blue Innovation Forum aboard the Pacific World, CSA President William Brown issued a powerful call for action: decarbonizing the maritime industry is not just an environmental priority it’s an existential imperative for Caribbean nations.
President Brown outlined CSA’s key initiatives, including port electrification, clean fuel transition, and strategic partnerships aligned with the UN Sustainable Development Goals.
The CSA is proud to stand at the forefront of regional efforts to transform Caribbean shipping into a greener, more resilient sector.
Hosted on July 5 as part of Peace Boat’s 120th Global Voyage, the Forum united regional and international voices in a bold conversation on ocean sustainability, climate resilience, and the future of Caribbean shipping.
Brown outlined the CSA’s
strategic initiatives, including port electrification, clean fuel adoption, and public-private partnerships, while urging stakeholders to move from research to implementation.
Youth delegates, policymakers, and innovators joined forces to explore transformative solutions for coastal resilience, mangrove restoration, and climate adaptation.
Strategy, Collaboration and Celebration
The CSA 55th AGM, Conference and Exhibition, Paramaribo, Suriname
The 55th Annual General Meeting, Conference & Exhibition of the Caribbean Shipping Association (CSA) convened over 400 industry leaders in Paramaribo, Suriname, for three days of strategy, collaboration, and celebration.
In his opening address, President William Brown called for agility and partnership to navigate policy uncertainty and shifting trade dynamics, while General Manager Milaika Capella Ras emphasized the CSA’s ongoing focus on digitalisation, decarbonisation, and workforce development.
Highlights
Program highlights spanned a range of pressing industry themes including port security and cyber defense, AI and the maritime workforce, climate resilience, intra-Caribbean connectivity, decarbonisation pathways such as shore power and clean fuels, and green port visioning.
A key milestone was the signing of a Memorandum of Understanding (MOU) between the CSA and the Suriname Port Training Institute (SPTI) – a regional unit
of APEC Antwerp/Flanders Port Training Center and Havenbeheer Suriname. This partnership advances vocational training, capacity building, and tailored programs in digitisation, decarbonisation, and compliance across the Caribbean.
Delegates also experienced Suriname’s rich and diverse cultural heritage during Monday’s Cultural Night, an energetic showcase of music, dance, and cuisine that highlighted the host nation’s hospitality and multicultural vibrancy.
The conference concluded with the Gala & Awards Banquet, where the Nathan Dundas Cruise Port of the Year (2025) and Ludlow Stewart Container Port of the Year (2025) were announced, celebrating excellence and improvement across the region.
Ludlow Stewart Container Port of the Year 2025
• Winner: Port Purcell, British Virgin Islands
• Runner-up: Point Lisas, Trinidad and Tobago
• Third Place: Hamilton, Bermuda
Nathan Dundas Cruise Port of the Year 2025
• Winner: Castries, St. Lucia
• Runner-up: Grand Port Maritime de la Guadeloupe
These recognitions capped an event that reaffirmed the CSA’s shared mission: building a resilient, connected, and futureready Caribbean maritime sector.
News from around the Caribbean roundup Caribbean Maritime
ST KITTS & NEVIS
MTCC Caribbean has announced the launch of a pilot project under Phase 2 of the IMO-EU GMN II – Global Maritime Technology Cooperation Centres Network – a scheme funded by the European Union and implemented by the International Maritime Organization (IMO).
The project, “Decarbonization of St. Kitts and Nevis’ Basseterre Port Using a Renewable Energy-Powered Microgrid,” aims to demonstrate the viability of an onshore wind energy technology in the maritime sector through the installation of a verticalaxis wind turbine system with an inherent storm-resilient design. The
JAMAICA
Kingston, Jamaica, has four interceptors from The Ocean Cleanup stopping tons of trash from entering the Caribbean Sea.
The Ocean Cleanup currently has nine Interceptors deployed in Jamaica, and more are planned as part of its 30 Cities Program.
These deployments show that The Ocean Cleanup can scale faster, reduce costs, and maximize impact when projects encompass whole cities, as the same set of partners can be involved with all deployments.
Using the latest scientific modeling and on-the-ground experience, The Ocean Cleanup has identified 30 major plastic polluting coastal cities, including Montego Bay and elsewhere in Jamaica.
system is expected to offset up to 46% of the port’s electricity demand, enabling cleaner port operations.
The implementation of this alternative energy system marks a significant milestone in MTCC Caribbean's mission to advance sustainable maritime development across the Caribbean, and we’re excited to continue working alongside the technology provider SYGTECH.
GUYANA
Smit Lamnalco has been awarded a multi-year contract by ExxonMobil Guyana Ltd for the provision of offshore terminal support services including four newbuild terminal support vessels in the Stabroek field. The vessels will provide terminal support activities, including operational, maintenance, and logistics support, as well as static towage during tanker lifting operations to the deepwater FPSOs located approximately 110 nautical miles off the coast of Guyana.
LOUISIANA
The Unified Lower Mississippi River Port Strategy has been approved. The Port of South Louisiana is partnering with five fellow Lower Mississippi River ports including Port of New Orleans, Port Of Greater Baton Rouge, St. Bernard Port, Harbor, & Terminal District, and Louisiana Gateway Port to advance a joint marketing strategy that strengthens Louisiana’s maritime future.
Together, the six ports are leveraging their collective scale to attract investment, support infrastructure growth from Baton Rouge to the Gulf, and elevate Louisiana’s global competitiveness. This collaboration reflects a shared vision for economic growth and community resilience along the Mississippi.
UAL
UAL has introduced the UAL Caribbean Shuttle, a fixed nine-day loop service linking Point Lisas, Georgetown, and Paramaribo. The new service is the result of increasing demand for a multipurpose shipping option in the Southern Caribbean.
The shuttle will be operated by the newly delivered UAL Transporter, a landing craft vessel with a shallow 5five-meter draft (at max loading capacity) and a capacity of 387 TEU. Purpose-built for regional conditions, the vessel not only allows access to major terminals but also to the river ports at Georgetown and Paramaribo, where draft limitations often restrict larger tonnage.
The service is managed by UAL Trinidad, supported by the head office in The Netherlands.
JAMAICA
Jamaica is positioning itself as the Caribbean’s largest transshipment hub.
With a US$80 million expansion at the Kingston Freeport Terminal (KFTL),
GUADELOUPE
The Grand Port Maritime de Guadeloupe is taking a new strategic step forward with the arrival of three latest-generation gantry cranes at the Jarry terminal.
Designed in Europe, the gantry cranes were shipped from Ireland. The aim is to speed up container processing in Guadeloupe, improve the reliability of operations and anticipate the arrival of the largest ships.
THE BAHAMAS
Grand Bahama Shipyard (GBSL), has launched a new floating dock “The Mega Dock” with a lift capacity of 130,000 metric tons and measuring
the Westlands Expansion Project promises to boost cargo capacity by 25%, reduce congestion, and strengthen Jamaica’s competitive edge in global logistics.
This strategic initiative by the Port Authority of Jamaica, KFTL, and CMA Terminal Holdings—reflects bold national ambition and real economic opportunity.
This initiative will unlock 15 hectares of new yard space, boost cargo capacity, reduce vessel wait times and elevate Jamaica’s status as a powerhouse logistics hub in the Caribbean.
TRINIDAD & TOBAGO
Dr Curtis Dennie has been appointed President of PLIPDECO. Upon taking up his new position, he said: “I extend my heartfelt thanks to the Board of Directors for this incredible opportunity. I am truly humbled by the trust and confidence placed in me, and I remain committed to serving in the best interest of the Corporation. I look forward to working alongside our dedicated team, stakeholders, and partners as we continue to drive growth, innovation, and long-term value for the organization and the people we serve.”
PUERTO RICO
Saltchuk’s most ambitious educational investment is underway in Puerto Rico. Saltchuk has operated in Puerto Rico for 35 years and has now signed a ten-year partnership with the University of Puerto Rico at Mayagüez to launch the Caribbean’s first Center of Excellence for Transportation and Logistics (CETL). The Center will offer graduate programs and research in areas like disaster resilience and cold chain logistics.
413x79 meters. Once fully operational in 2026, this will be the largest floating dock on the US East Coast.
ANTIGUA
Antigua Cruise Port (ACP) has announced the successful completion of the first foundation pour for the new cruise terminal; another major milestone in phase one of the Upland scheduled to welcome ships this November, with full project completion expected by June 2026.
The multi-million dollar Upland Development represents a transformative investment in modernizing the cruise infrastructure of Antigua and Barbuda.
FLORIDA
US Army Corps of Engineers is planning to deepen the harbor channel from 43 to 47 feet at the Port of Tampa Bay.
This proposed project is an important step toward accommodating larger cargo vessels and boosting trade opportunities and represents a major investment in the port’s future.
JAMAICA
The launch of the Caymanas Special Economic Zone (CSEZ) marks a significant step in positioning Jamaica as a globally competitive logistics and investment destination.
The CSEZ is a strategic initiative developed by the Port Authority of Jamaica (PAJ), underscoring its continued commitment to national development and trade facilitation.
Located on over 100 acres in the Caymanas Estate area of St. Catherine, the CSEZ is designed for manufacturing, logistics, distribution, and light industrial activities—close to the Port of Kingston and major transport corridors.
The development is projected to stimulate local employment, attract foreign direct investment, and strengthen Jamaica’s supply chain capacity.
GUYANA
President Dr Irfaan Ali has confirmed that a comprehensive feasibility study for the Berbice Deepwater Port is now underway. Led by global engineering giant Bechtel, the ambitious project has the full support of the government as well as key energy stakeholders.
Dr Ali told the Shipping Association of Guyana that the study is jointly financed by the Guyana Government and the US’ Hess Corporation – one of the major players in the country’s offshore oil sector.
The Berbice project will increase shipping capacity and reduce freight costs, and the deepwater port will position Guyana as a major trade and logistics hub, connecting South America and the Caribbean.
The project also includes plans for integrated rail or road infrastructure, pending final assessments on economic viability and return on investment.
President Ali highlighted the
JAMAICA
Kingston Freeport Terminal (KFTL) has taken delivery of two ship-toshore gantry cranes from Zhenhua Heavy Industries (ZPMC).
Standing at an operational height of 52 meters, these will be the tallest cranes at KFTL. The cranes are also equipped with laser anti-collision systems and straddle carrier positioning, designed to keep operations safe, smart, and seamless.
CURAÇAO
The Caribbean Shipping Association congratulates Augustin Diaz, former Director of Curaçao Ports Authority, on the distinguished honor of having the AAPA LATAM “Sustainable Development Award” named after him.
At the 2025 AAPA LATAM Conference in Lima, Peru, the Premio al Desarrollo Sostenible “Agustín Díaz” was awarded to Brazil’s Portos do Paraná — a proud moment that reflects Mr Diaz’s enduring legacy of leadership, vision, and commitment to the port sector.
mandatory requirement for local ownership and participation as especially notable. “We’ve made it very clear that our local operators must have an important stake in the project, in its totality,” he said.
According to the President, Guyanese businesses are already mobilizing financing to take advantage of the opportunity.
Earlier this month, Bechtel executives met with the President, who stressed the need to expedite the project for the growth of Guyana’s oil and gas sector. The project is now focused on technical assessments and design to further port development.
Initial talks between Bechtel and the Guyanese government date back to 2020, when the company’s executives met with the President and members of his Cabinet to explore opportunities for major infrastructure development.
JAMAICA
Kingston Freeport Terminal Ltd launched a new e-Payment System on September 1.
• User-Friendly Interface
• Multiple Payment Channels
• Improved Security Features
The new system should make cargo clearance seamless.
View all back issues of Caribbean Maritime magazine on mobile, tablet and desktop qrs.ly/mdbz822
FLORIDA
Cleveland-based breakbulk carrier Great Lakes East has relocated its Florida operations to Port Canaveral and now offers a monthly service to and from San Juan.
GLE is using a 5,800-ton covered warehouse barge for the service working with Canaveral port partner in Canaveral GT USA.
CURAÇAO
Curaçao will host the Caribbean Shipping Executives’ Conference (CSEC) on May 18–19, 2026.
Organized by the Caribbean Shipping Association and hosted by Curaçao Ports Authority, this highlevel conference will bring together regional shipping leaders to discuss innovation, resilience, and collaboration in the maritime sector.
JAMAICA
Kingston Freeport Terminal has taken delivery of 14 new hybrid straddle carriers from Kalmar.
These state-of-the-art machines will boost the terminal’s cargohandling efficiency, expand capacity and support safer, greener terminal operations.
JAMAICA
Kingston Freeport Terminal Limited has appointed Carlos Cabrera as its new Chief Executive Officer. Cabrera, who served as KFTL’s Chief Operating Officer since 2021, brings a proven track record in operational excellence, strategic execution, and team leadership.
THE BAHAMAS
MSC Cruises joins Carnival Cruises and Royal Caribbean Cruises in the Grand Bahama Shipyard Partnership.
LOUISIANA
Australia’s Woodside Energy has made an investment decision to approve Louisiana LNG — a US$17.5 billion project to export liquefied natural gas from Lake Charles.
Louisiana LNG will be a three-train, 16.5 million tonne per annum (Mtpa) development. LNG exports are estimated to begin in 2029.
The development also has expansion capacity for two additional LNG trains — and is fully permitted for a total capacity of 27.6 Mtpa.
The Port of Lake Charles is the 10th-busiest deepwater port in America, based on US Commerce Department cargo tonnage statistics.
THE BAHAMAS
A US$100 million Modernization at Freeport Container Port Signals Rising Investor Confidence in Grand Bahama Hutchison Ports Freeport Container Port has announced US$100 million terminal modernization as part of a strategic move to signal to global markets that Freeport’s resurgence as a world-class logistics and maritime hub is underway.
The addition of state-of-the-art Super Post-Panamax Remote Operating Station (ROS) cranes, new straddle carriers, and expanded cold storage all form part of the upgrade. The investment underlines and reinforces Grand Bahama’s competitive position within the evolving global supply chain.
Some US$3.5 billion in investment activity either underway or firmly committed to Grand Bahama across multiple sectors, industrial, tourism, logistics, and energy.
JAMAICA
At the International Maritime Organization in London, the Governments of Jamaica and Sweden signed a Reciprocal Recognition Agreement, which allows Jamaican seafarers to work on Swedish ships and vice versa.
PUERTO RICO
The Puerto Rico Shipowners Association reiterates its commitment to work hand in hand with government agencies and the private sector to ensure the efficiency of the supply chain on the island and strengthen Puerto Rico's economic development.
Jamaican maritime officers who hold certificates of Competency issued by the Maritime Authority of Jamaica are trained at the highest standards under the IMO Convention governing training and certification ( STCW), and are in high demand internationally.
With the signing of the Agreement, a number of Jamaicans will be employed on bulk carriers that carry the Swedish flag.
A driving force for digital transformation in shipping and logistics
In today’s fast-moving marketplace, a competitive edge is no longer achieved through price or product alone, it comes from the ability to adapt, innovate, and meet rising customer demands. Advances in technology, coupled with changing customer expectations, are pushing shipping and logistics companies to re-imagine how goods move from sender to recipient. What was once a fragmented process defined by paperwork and long queues, is evolving into a seamless, technology-enabled service experience. A 2022 survey of business leaders concluded that approximately 76% were of the belief that not adopting and having a digital
transformation strategy, will seriously endanger freight and logistics companies.
From Counters to Clicks
Traditionally, clearing cargo often meant standing in line, filling out forms by hand, and waiting for staff to process the request. This manual approach, while effective in its time, no longer matches the speed and convenience demanded by today’s global economy.
Now, digital platforms are replacing the need for physical visits. Customer service portals now allow clients to complete all compliance requirements online. From requesting quotes to managing shipments,
these tools provide 24/7 access, removing geographical and time constraints. Instead of making multiple trips to an office, customers can now complete the entire process from a computer or smartphone.
Digital Transformation in Personal Lives Drives Business Expectations
The acceleration of digital transformation is not only a business trend, but it is part of everyday life. From mobile banking to food delivery apps, customers interact daily with seamless, fast, and transparent digital services. This constant exposure raises their expectations for every company they
deal with, including shipping and logistics providers. When individuals are accustomed to real-time updates and instant transactions in their personal lives, they expect the same from their business interactions.
Meeting Modern Customer Expectations
The shift to digital is not just about efficiency, it’s about aligning with the behaviors and preferences of the modern consumer. Influenced by e-commerce giants and on-demand services, customers are now expecting:
• Online payments, which give them the ability to settle invoices without cash, checks, or in-person visits.
• Doorstep delivery, where shipments are being delivered to where customers need them, without requiring pickup trips.
• Real-time tracking, which involves transparent updates that provide peace of mind and accurate delivery timelines to customers seeking to tailor their schedules around the delivery of their purchases.
• Self-service convenience, which provides a one-stop portal to book services, upload documents, and check shipment statuses at any time. By delivering on these expectations, logistics companies not only improve customer satisfaction but also build loyalty in a competitive market, where most companies have already embraced this digital shift.
Benefits for Businesses and Customers Alike
The move to a customer centric digital transformation offers advantages that extend far beyond just convenience, it is also the streamlining of processes and aiding in business growth and continuity. By adopting a digital transformation, businesses and customers stand to benefit due to:
• Operational efficiency, achieved through automation which reduces manual data entry, cutting down on errors and speeding up processing times.
• Cost savings, achieved through the need
for less paperwork and fewer in-person transactions, resulting in lower overhead costs.
• Greater data accuracy and insights as digital records make it easier to track shipments, analyze trends, and forecast demand.
• Faster turnaround times, as processes that once took days can now be completed in minutes.
• Sustainability, achieved through a reduction in the amount of paper being used and unnecessary trips which help lower the industry’s environmental impact.
Upskilling the Workforce to Sustain the Advantage
Technology alone doesn’t secure a lasting lead, people do. Therefore, to maintain a competitive edge, companies must
Investing in ongoing training ensures teams can meet evolving customer needs, respond to disruptions, and make the most of digital platforms.”
continually improve their workforce. Employees trained to leverage new tools, understand automation systems, and adapt to technological changes become key drivers of innovation. Investing in ongoing training ensures teams can meet evolving customer needs, respond to disruptions, and make the most of digital platforms.
The Competitive Edge of Digital-First Logistics
For the shipping and logistics industry, adopting a digital-first approach is no longer optional, it is a strategic necessity. Customers have more choices than ever, and they will naturally gravitate toward companies that offer speed, transparency, and ease of use. Logistics management software solutions like ADVANTUM’s, which include customer portal and payment gateway add-ons, demonstrate how technology can eliminate bottlenecks and deliver a modern customer experience.
Digital transformation in shipping and logistics is not just about keeping pace; it is about leading the change. As more companies embrace automation, online payments, and real-time service portals, the industry will continue moving toward a future where speed, convenience, and empowerment define success.
