Executive Commentary |
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AAL Shipping
Kyriacos Panayides
CEO www . aalshipping . com
The maritime industry must adopt multifaceted approaches that leverage both immediate efficiency improvements and investments in alternative fuels . Recognizing that there is no “ silver bullet ” for carbon neutrality , the sector should implement measures such as slow steaming and high-performance hull coatings to lower emissions in the immediate future while setting a
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course for greater emissions reductions with investment in alternative fuels — such as our methanol-ready Super B-Class vessels . For this , however , the infrastructure needs to be built up and the fuels more readily accessible .
Meanwhile , cross-industry cooperation and collaborations with entities such as the Smart Freight Centre help establish emissions monitoring standards and research into alternative fuels , propelling companies closer to net-zero targets .
However , for the industry to make sustainable progress , coordinated governmental support is essential . Investment in alternative fuel infrastructure and transparent regulatory frameworks will enable technological advancement . We therefore continue to support frameworks such as the EU Emissions Trading System ( ETS ) and FuelEU Maritime regulations as they provide structure ,
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“ For the industry to make sustainable progress , coordinated governmental support is essential . Investment in alternative fuel infrastructure and transparent regulatory frameworks will enable technological advancement .”
Kyriacos Panayides
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transparency and incentive for a greener industry . With clear , supportive policies , the maritime industry can align today ’ s gains in fuel efficiency with tomorrow ’ s net-zero ambitions .
The maritime industry is already fully engaged in the decarbonization challenge , and significant capex is being allocated to meet the ambitious plans in the set time frame . Yet , it is still not clear what future alternative fuel the global maritime fleet will depend on . The infrastructure and supply chain is not yet in place to ensure adequate availability and coverage outside the main regional hubs . Price and cost for conversion is also still challenging for operators to maintain a competitive position . We expect and hope that these areas are addressed in the coming years .
AMA Capital Partners
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AD Ports Group
Ross Thompson
Group Chief Strategy & Growth Officer www . adportsgroup . com
Resilience is the biggest challenge that container ports and terminal operators will likely face in 2025 . In an era of geopolitical and macroeconomic turbulence , the ability to anticipate or react quickly to major swings in demand will be a defining test for global ports and terminal operators .
Ports and terminal operators must position their businesses to quickly seize unexpected changes in demand brought on by regional conflict and macroeconomic disruptions that affect maritime shipping routes and substantially alter global trade flows .
Amidst such uncertainty , transport , trade and logistics companies that own instead of lease port and terminal infrastructure are better positioned to react and
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leverage sudden changes in global trade flows .
AD Ports Group ’ s owned-asset infrastructure in the Arabian Gulf was an advantage in 2024 that allowed our group to respond quickly to the surging business resulting from the geopolitical tensions in the Red Sea . Such resilience has become a necessity for ports and terminal operators worldwide that want to grow in an increasingly volatile global market . The speed of change in our industry is likely to increase in 2025 as more container terminal concessions change hands and integrated companies look to match their terminal portfolios to their wider supply chain strategy , while spreading the risk from supply chain disruptions .
To sum up , I would recommend ports and terminal operators retool their businesses to build maximum operational flexibility into their business models , leveraging owned assets when possible , to succeed in a volatile market environment .
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“ In an era of geopolitical and macroeconomic turbulence , the ability to anticipate or react quickly to major swings in demand will be a defining test for global ports and terminal operators .”
Ross Thompson
“ While the order book is the largest it has ever been in terms of TEU capacity , the need for new tonnage is exacerbated by the aging of the fleet .”
Peter Shaerf
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Peter Shaerf
Managing Director www . amausainc . com
The race for accelerating the decarbonization picture continues unabated .
With liquefied natural gas ( LNG ) as a prominently featured alternative fuel , we are seeing the top three operators — Maersk , CMA CGM and Mediterranean Shipping Co . — dominating the dual-fuel market , accounting for over 60 % of the order book .
For example , CMA CGM has ordered 150 dual-fueled ships since 2017 . In addition to this pioneering order book , the company is retrofitting two conventional ships to methanol propulsion .
Just recently , MSC initiated a $ 2 billion newbuilding program for a dozen 11,000-TEU dual-fueled vessels in China at an estimated cost of $ 170 million per vessel . Not just limited to the big three , Hapag-Lloyd announced a $ 4 billion , 24-ship order for dual-fuel vessels , and Pacific International Lines has ordered five 9,000-TEU dual-fueled units .
The quantity of LNG propulsion ships being ordered is staggering , now at more than 2.2 million TEUs as of November 2024 . This is close to six
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