Digital Port Transformation:

In today's fast-paced digital age, the term ‘digital transformation’ is often used interchangeably with ‘digitisation’ or ‘digitalisation’. While all three terms are concerned with replacing manual processes, information, and operations with digital equivalents, digital transformation redefines organisational culture, business models, and corporate strategies. Digital transformation creates new core competencies, products, or services and requires a strategic approach to change management. For small island developing states (SIDS) in the Caribbean and Latin America, digital transformation is a game-changer, enabling ports to compete globally despite smaller economies of scale.

The Rise of Digital Solutions in Small Ports

Traditionally, digital advancements in port operations were concentrated in large ports across North America, Europe, and Asia, where the scale and resources justified such investments. Small ports, particularly in SIDS, lagged behind, relying on manual processes and dated infrastructure. Small ports, however, are now embracing digital transformation to boost efficiency, improve safety, and foster sustainable development.

A prime example is the Port of Bridgetown in Barbados, which has become a regional leader in innovation. The development of a Maritime Single Window (MSW) by the Port is a testament to the potential of digital solutions in small, multi-purpose operations. The MSW, designed to meet the specialised needs of ports in SIDS, streamlines and automates the submission and processing of ship arrival and departure information. This innovation has significantly improved operational efficiency, reduced paperwork, and enhanced coordination among port stakeholders, earning Barbados Port Inc. (BPI) the 2022 Navis World Inspire Award for Innovation.

The Port Community System: A Game Changer

Building on the success of the MSW, the Port of Bridgetown is now developing a comprehensive Port Community System (PCS), the first of its kind in the region. The PCS will offer an array of digital services to terminal and maritime operators, law enforcement agencies, environmental regulators, and tourism stakeholders. Unlike typical PCS systems, which are developed by third parties, the Barbados PCS is being built by BPI’s own Digital Innovation and Development Department.

A significant aspect of the PCS is its integration with external information sources, including the Caribbean Community Joint Regional Communications Centre, Lloyd's Maritime Intelligence, and Customs ASYCUDA World. This integration enables the PCS to provide real-time information and analytics, enhancing national security, environmental monitoring, and port operations.

The PCS will also play a crucial role in environmental stewardship by calculating emissions from vessels at berth. By analysing data on engine output, fuel type, and time spent at berth, the PCS will provide accurate assessments of the Port's carbon footprint, allowing for informed decisions on environmental management. This is especially important for small island states like Barbados, where climate change impacts are significant.

Additionally, the PCS will include a dedicated module for managing cruise business operations, a major revenue generator for many Caribbean economies. This module will automate processes such as submitting passenger manifests, disembarkation schedules, and tour itineraries, streamlining operations and enhancing the overall guest experience. By analysing data on passenger volumes, spending patterns, and tour participation, the system will generate valuable insights to inform tourism strategies and maximise revenue.

Enhancing National Security and Safety

Digital transformation at the Port of Bridgetown is also enhancing national security. The Port's use of computer vision (C.V.) technology for license plate recognition and facial identification has significantly strengthened security protocols. For a small island state with limited resources, such technologies are invaluable.

Furthermore, integrating artificial intelligence (A.I.) with computer vision within intelligent CCTV systems augments surveillance monitoring. AI-enabled monitoring analyses large volumes of video data in real time, directing security officers’ focus of attention to potential security threats. This capability is critical, as a small team of security officers cannot effectively monitor hundreds of cameras with simultaneous streams. A.I. automatically highlights screens when suspicious behaviour or abnormal cargo movements are detected, enabling a more proactive response.

A.I. and C.V. also enhance safety by monitoring the movement of vehicles, cargo-handling equipment, and personnel within the Port. These technologies identify potential hazards, such as collisions or unsafe working conditions, and can trigger safety protocols to alert workers to imminent dangers.

The introduction of unmanned aerial vehicles (drones) to monitor the movement of people and cargo within the Port represents an innovative approach to safety and security management. Drones provide an extended perspective, helping to maintain a secure environment without compromising officer safety or cargo handling efficiency.

Legislative Support for Digital Transformation

The success of digital transformation in SIDS like Barbados requires not only technological adoption but also legislative support. Outdated legislation that refers to manual and paper-based methodologies are already being replaced with modern regulations that accommodate digital initiatives. This legislative evolution is essential to maximise the benefits of digitalisation and ensure that the legal framework supports the ecosystem necessary for digital transformation.

BPI is also exploring container gate automation, using optical character readers for container numbers and license plates to automate the processing of containers entering and leaving the Port. This technology, already in use at its portal container scanner, ensures the application of business rules and security inspection protocols. The financial benefits and supporting services resulting from deploying this technology will be another example of digital transformation.

Transitioning to a Digital Future

As small ports in the Caribbean and Latin America continue to embrace digital transformation, developing clear guidelines for transitioning from traditional to digital environments is essential. This transition requires technological investment and a cultural shift among port operators, stakeholders, and regulators. Capacity-building initiatives are vital, and ongoing collaboration between government agencies, private sector stakeholders, and international partners is necessary to sustain the momentum of digital transformation.

As regional ports like the Port of Bridgetown embrace digital transformation, they are not just adopting new tools but redefining their role, establishing a more connected, sustainable, and prosperous tomorrow. The future state is not approaching; it is being deployed today.

Inland waterway development has long been crucial to supporting economic growth and enabling efficient transportation. However, as our understanding of environmental impacts has evolved, so too have our approaches to managing navigable waterways.

From the early days of river engineering to the innovative strategies of today, the evolution of waterway development reflects a growing commitment to balancing economic development, social responsibility and ecological sustainability.

In a significant advancement for global environmental and transportation management, the World Association for Waterborne Transport Infrastructure (PIANC) has unveiled its Working Group findings on The Sustainable Management of the Navigability of Natural Rivers.  This pivotal publication addresses one of the most pressing challenges of our time related to inland waterways – balancing the benefits of navigable rivers with ecological and social sustainability. With its release, we are reminded of the historical evolution of waterway development in the Americas and look forward to where waterway development techniques are headed in the future.

The First Generation: Classical River Engineering

The first generation of inland waterway development, often referred to as classical river engineering, emerged in the 19th and early 20th centuries in the Americas. During this era, the focus was on controlling and regulating rivers to maximize their utility for navigation, flood control, and land reclamation. Engineers and planners constructed dams, levees, revetments, river training structures, and locks to channelize rivers, making them more predictable and navigable for commercial purposes.

While this approach brought significant economic benefits—enabling the transportation of goods and reducing flood risks—the environmental trade-offs began to be understood over time. The extensive modifications to river systems disrupted natural habitats, altered water flow patterns, and led to the loss of biodiversity. The environmental consequences of these interventions became increasingly apparent, setting the stage for a new era of waterway development that sought to address these issues.

The Second Generation: Incorporating Ecosystem Benefits

In response to the environmental challenges highlighted by classical river engineering, the second generation of waterway development emerged. This era, spanning from the late 20th century to the early 21st century, focused on improving existing systems by incorporating ecological considerations into their design and management. The goal was to enhance the environmental benefits of waterways while maintaining their navigational and economic functions.

During this period, practices such as riverbank restoration, creation of fish passages, alternative training structures that promote biodiversity (notched dikes and chevrons), and improved water quality management became more common. These measures aimed to mitigate the negative impacts of earlier engineering efforts and restore some of the ecological functions that had been impacted. For example, the installation of fish ladders and the restoration of wetlands helped support aquatic life and improve overall river health. Another key element of the second generation is stakeholder involvement and collaboration. Engaging local communities, environmental groups, and other stakeholders in the planning and decision-making process helps ensure that diverse perspectives are considered and that solutions are more broadly accepted. This collaborative approach fosters a shared sense of responsibility for river management and supports the implementation of sustainable practices.

Despite these advancements, the systems remained largely trained and regulated. The core approach continued to prioritize human control over natural river processes, with ecological improvements integrated within this framework. This era marked significant progress in addressing environmental concerns but also highlighted the need for a more profound shift in how we approach future waterway development in the remaining natural river systems.

The Third Generation: Working with Natural River Dynamics

As we moved further into the 21st century, a new approach to waterway development began to take shape—one that seeks to work with, rather than against, the natural behavior of river systems. The third generation of waterway development represents a paradigm shift, embracing a cyclical and adaptive approach to managing natural rivers. These are the primary findings of the PIANC Working Group 236 – The Sustainable Management of the Navigability of Natural Rivers.

Central to this third-generation approach is the concept of adaptive management, which involves a continuous cycle of planning, implementation, monitoring, and evaluation. This method recognizes the dynamic nature of river systems and seeks to adapt management practices based on real-time observations and changing conditions. The focus is on understanding and working with natural river processes rather than imposing rigid structures that regulate and control these systems.

One of the key innovations of this approach is the emphasis on integrating natural processes into waterway management. This includes designing navigation channels that align with the river's natural flow patterns and leveraging natural features, such as sediment bars and floodplains, to enhance river resilience. By incorporating these elements, it is possible to improve navigation while preserving or even enhancing ecological functions.

Looking Ahead: The Future of Waterway Development

As we move forward, the principles of the third-generation approach will likely continue to shape the future of waterway development. The emphasis on working with natural river dynamics, adaptive management, and continued stakeholder collaboration represents a progressive shift towards more sustainable and resilient waterway systems.

Future developments will benefit from advancements in technology, such as real-time monitoring systems and data analytics, which will enhance our ability to manage rivers effectively and responsively. Additionally, ongoing research into river ecology and hydrology will provide valuable insights that can inform adaptive management practices and improve our understanding of river systems.

The integration of circular economy principles, which focus on minimizing waste and maximizing resource efficiency, also plays a role in future waterway development. By adopting practices that reduce environmental impact and promote resource conservation, we can further advance the sustainability of waterway systems.

The evolution of waterway development reflects a growing recognition of the need to balance the vast economic benefits that come from investments in waterway development, together with environmental stewardship. From classical engineering approaches to the innovative strategies of the third generation, each era has contributed to a deeper understanding of how we can manage natural rivers sustainably in the Americas. As we continue to refine our approaches and embrace new technologies, the future of waterway development holds promise for achieving both economic benefits and ecological resilience.

Technological transformation of the shipping industry is moving at a rapid pace, with a host of emerging technologies helping to streamline operations and changing the way we do business. Kingston Wharves (KWL) has made strides in deploying digital technology for enhanced operational performance and more efficient customer service delivery.  KWL utilises technology to drive efficiency in its terminal operations functions, including vessel and yard management, warehouse operations and inventory management, port security, commercial activities and customer engagement.

“Technological infrastructure and connectivity of port terminals have risen in importance, equalling that of its physical infrastructure and equipment stock,” notes Rodrigo Olea, Chief Operating Officer at Kingston Wharves.

Vessel Management and Planning

The company has invested in a fully upgraded automated terminal operating system (TOS). The system drives vessel planning, traffic, inventory management, yard management and gate movements of all containerized cargo. The TOS is also integrated with various systems such as the Port Community System.   “Today the ports know way in advance the cargo en route to their terminal; which containers are at their final destination, and those that are to be transhipped.   These systems have helped to significantly improve vessel planning and stevedoring while eliminating the use of paper throughout the organisation—the storing of physical files and printed data,” he said.

Mr. Olea noted that the company is now working to fully integrate a large collection of modules and different types of technologies. This includes modules and applications such as cargo management, labour roster, vessel scheduling, equipment maintenance, asset management as well as berth and yard management, gate operations, customs and compliance, billing, invoicing, as well as reporting and analytics.

Warehouse Operations and Motor Vehicle Inventory Management

Kingston Wharves also invested in an upgraded digital port management system in 2016 that is driving its warehouse operations.  This software facilitates the physical storing and locating of warehouse inventory, supports payment collections and cashiering, and manages manifests and administration flow for Full Container Load (FCL), Less than Container (LCL) and Motor Vehicle cargo. 

“The system is at the core of our operations and therefore interfaces with a number of other applications utilised within KWL and the wider port industry,” Mr. Olea stated, adding that that the company is now looking to further upgrade this system to keep abreast of new developments in the sector and for seamless integration within the industry.

KWL also utilises digital handheld devices using Radio Frequency Identification (RFID) tags to track the motor vehicle inventory it manages.  Extensive Wi-Fi coverage with hotspots deployed throughout the company’s terminal and facilities, makes it possible to use RFID technology and other digital equipment in operations 24 hours per day.

Port Security

One of the key markers of the effectiveness of an international port is its security apparatus.  KWL has made every effort to bolster its security, using technological tools to protect port users, vessels and safeguard the integrity of the cargo passing through its terminal and its other facilities. 

Kingston Wharves implemented a US$ 2 million Integrated Electronic Security Management project in partnership with the local Port Authority of Jamaica (PAJ) a few years ago that has helped to further bolster the company’s security programme with technological solutions. Key features of this project were an expanded CCTV network and command centre, electronic access control, a video management system and unmanned aerial vehicle operations, among a host of others measures for enhanced surveillance and detection. CCTV infrastructure and devices manned by trained security professionals are strategically placed throughout the terminal, warehouse and other facilities. Digital scanning equipment or VACIS Scanners managed by the Jamaica Customs Agency also helps to deter nefarious actors who are seeking to ship contraband into the island.  Shipments entering Jamaica via KWL facilities must pass through a VACIS machine.

Driving E-commerce

In keeping with the global trends, over the last several years, Kingston Wharves has invested in e-commerce solutions to offer enhanced service delivery to its customers. Its flagship e-commerce solution is its contactless cargo clearance service, Click N Collect, which enables personal effects customers to register online, pay their charges and attend the wharf only to collect the shipment. Kingston Wharves, the Customer’s agent and the Customs personnel will carry out the backend customs clearance.

“An increasing number of our customers are signing up for the service due to the great convenience it offers.  Click N Collect was very timely as it enabled us to offer our customers a safer and more convenient way to do business in the height of the pandemic,” observed Simone Murdock, Corporate Affairs and Customer Experience Manager.

All of KWL’s e-commerce solutions are housed on an online portal eservices.kingstonwharves.com, including KWL web-pay.  Kingston Wharves has also introduced a suite of other e-payment options, including the KW Mobile App, that allows KWL’s customers to pay for any shipment from anywhere at any time, once they have their bills of lading number. The App is one of a number of e-platforms making it convenient for customers to do business with KWL. Available from the Google Play Store to Android users, it was recently upgraded in line with customer recommendation. Other payment options include bank transfers and the KWL e-Payment platform that provides customers with an official login they can use to access the platform to pay for their shipments.

In 2019, Kingston Wharves rolled-out an online appointment system for LCL shipments, which enables customers clearing goods through its warehouses to make an appointment. The platform has effectively managed the flow of customers attending KWL, Mrs. Murdock said.

Due to its technological investments, Kingston Wharves is now an active player in the Port Community System (PCS) for the Port of Kingston.  Managed through the Port Authority of Jamaica, PCS provides a digital interface for entities involved in the cargo clearance process to communicate and share data including the posting of manifests for a seamless cargo clearance process.  “Technology changes so quickly, KWL has to be constantly on the move to not only keep abreast, but also to stay one step ahead. That is the only way we will keep our cutting edge, become a smart port and continue to meet and exceed customer expectations,” Mrs. Murdock declared.

The company is also heavily involved in leveraging data to drive its intelligence-led business. Data analysis helps KWL determine customer trends and quality of service. “When we capture and analyse critical business data it gives us the information we need to tailor our services and to make improvements where necessary,” Mr. Olea said.

He added: “KWL continues to aim for increased efficiency and productivity through automation and digitalization to eradicate manual processes, siloed data management and achieve better data accuracy. Benefits of these efforts will be noted in different areas of our operation such as improved cargo tracking and real-time data analytics for better decision-making, reduction in turnaround times, overall costs, and facilitation of seamless integration with other components of the logistics chain and customers.”

Kingston Wharves’ continued investment in digital technology has been recognized by the American Association of Port Authorities (AAPA) and the Secretariat of Inter-American Committee on Ports (S/CIP) of the Organization of American States (OAS), who awarded the company the 2021 Port Industry Award of Excellence, in the category of Technology and Innovation. In 2024, Kingston Wharves copped the Maritime Award of the Americas, in the category of Port Security and Risk Management. The award was given by the Secretariat of the Inter-American Committee on Ports (CIP) of the Organization of American States (OAS).

According to the FAL Committee of the International Maritime Organization (IMO), as of 1 January 2024 governments are obliged to use a single digital platform or "One-stop-shop" to share and exchange information with ships when they call at ports.  The objective is oriented to streamline processes for the arrival, permanence and departure of ships authorization and, consequently, to increase maritime-transport efficiency in all the world.

Mexico has an operational organization for maritime-port affairs that derives from the national legal framework. On one hand, the National Maritime Authority, defined and regulated by the Law of Navigation and Maritime Trade, falls under the activity of the Port Captaincies which, in turn, have a digital system called Institutional System of Port Captaincies and Maritime Affairs (SICAPAM). On the other hand, the Port Administrator regulates its functions with the Ports Law and has created the digital platform Smart Secure Port (PIS).

The PIS platform represents a significant advance in the way we manage the Mexican National Port System, composed entirely of 103 ports and 15 terminals. The platform was developed according on the specifics needs of Mexico’s ports and it has allowed the homologation of processes in the 18 federal port administrations. This allows efficient care of vessels and facilitates access to information for authorities. The PIS-SICAPAM Maritime Single Window complies with the provisions of the IMO FAL Committee, ensuring authentication, integrity and confidentiality in electronic information exchange.

Within the framework of operational processes, the management of vessels arriving at and departing from Mexican ports is a fundamental step in the exploitation of data. Having a central register and approved through the IMO vessel identification number, in the case of cargo or tourist craft and the registration register of smaller vessels, a federated environment is generated for the national ecosystem of the Port Captaincies of the National Maritime Authority and with this one avoids imprecise formalities.

Some of the most relevant points that make up the PIS platform include:

- Vessel Module

The vessel module allows shipping agents and consignees to carry out vessel arrival, movement and departure procedures completely online. The interconnection between the PIS and SICAPAM systems facilitates these processes by allowing transparent and efficient management by the National Maritime Authority. All actors in the logistics chain, such as terminals, handlers, customs agents, importers, exporters and shipping lines, can carry out the corresponding procedures through the PIS platform.

- Digitalization and Systematization

The digitalization and systematization of processes potencies the use of transmitting information by shipping agents. For instance, the PIS platform’s cargo manifest module facilitates the sending of these documents in compliance with legal requirements. Moreover, state of fact module provides real-time traceability of loading and unloading maneuvers, allowing the Port Administrator to monitor operations from start to finish.

The National Port System has a centralized point through the Maritime Single Window to generate operational reports. The General Coordination of Ports and Merchant Marine and the Directorate-General for Port Development and Administration can access in real time the behavior of port movement of commercial and tourist vessels.

- Carbon Footprint Measure

In 2013, the Manzanillo Port, in coordination with the Inter-American Development Bank (IDB), started an initiative to measure the carbon footprint. This study resulted in an Excel tool to analyze historical data and establish indicators. Training of all port administrations enabled the creation of the first port emissions inventory in 2022. In this sense, the ECOPIS module of the PIS platform systematizes and updates emissions measurement, including land and maritime transport.

- Security and Protection

PIS represents 70% of compliance with the International Ship and Port Facility Security Code (ISPS) thanks to its technological capabilities. The remaining 30 per cent relates to physical measures such as fences and security zones. Process automation in the PIS facilitates cybersecurity, with more than 785,539 records of companies, people, vehicles and operators, and an automatic face and plate recognition record of 46,312 as of June 23, 2024.

- Innovation and Big Data

The digitalization of port processes and the master databases generated by PIS daily use allows to obtain predictions and patterns through big data and data mining. This facilitates decision-making at the operational and strategic level in the 18 Administrations of the National Port System (ASIPONAS) of the country.

In conclusion, the integration and modernization of the Mexican national port system through the maritime single window and the Smart Secure Port platform, represent a significant step forward with modernization towards efficiency and security in the handling of vessels and goods. The digitalization and systematization of processes not only improves operability, but also ensures compliance with international and national regulations, thus strengthening the competitiveness of the maritime sector in Mexico.

Introduction and History

The Suriname Port Management Company (SPMC) has made significant strides in its journey to embrace digitalization as an effective and efficient instrument for trade facilitation and port development. The complete digitalization of our business operations aims to enhance efficiency, accuracy, and transparency across all our processes. The successful implementation of our Port Management System, which will be integrated with a new Port Community System, funded by the Inter-American Development Bank (IDB), will streamline our operations, improve coordination within the port community, and enhance documentary compliance with regard to trade facilitation.

We aim to contribute to the economic development of our country and are committed to ensuring that our operations are conducted sustainably for the benefit of future generations. Through our ongoing projects and initiatives, we are creating a robust and resilient port infrastructure, both physically and digitally, that supports the sustainable economic growth of our nation and strengthens our role in the global logistics network. The incorporation of technology at SPMC took place amidst changes in the global shipping industry due to the increase in container transport. Traditional methods of handling cargo were giving way to containerized shipping, which necessitated the use of heavier and more advanced equipment. This shift required not only technological advancements but also infrastructural improvements to accommodate the increasing volume of containerized cargo and the weight of the equipment.

Digitalization

Various attempts were made to adapt to the new situation. Existing technology and applications were implemented to register cargo in general and containers. The port needed to find a solution to determine the storage costs per agent (the term Terminal Operator was unknown at the time) on the port premises. Documentation (manifests, gate passes, cargo transfer documentation, and a list of containers stripped and stuffed daily) was used to determine the number of containers on the port. Breakbulk cargo was still measured by square meters daily. The program used for inputting numbers was MS Excel, and the input was done manually. After that initial phase, multiple files were used to perform calculations through various areas where information was entered into different files. The Operations department managed the manifest and strip stuff list, while at the gate, the gate information was manually entered into the system. This was solely for registering containers. There where also forms for the companies to fill in if they would have stripped or stuffed containers and forms if they would have transferred containers over to other agents.

As we know, much more information needs to be processed to have a comprehensive port management system, such as auxiliary services delivered to a ship and information to calculate the berthing costs for a ship alongside. MS Excel was again used to include the needed information and calculations. The result of digitalization revealed significant discrepancies between what was counted manually and what was documented. This discrepancy highlighted our need for improvement. Subsequently, we set up training for our employees to deepen the knowledge of the system for a larger group beyond just the Operations department that implemented this new system of working. A better understanding of the system led to increased income for the port.

Finsol

Eventually, MS Excel was replaced by a more advanced system with a database and enhanced security features. This program, called Finsol (Financial Solutions), became integral to our operations. By this time, all stakeholders were familiar with the port’s Standard Operational Procedures regarding the calculations made. All processes were clear to everyone.

xPort

The next step our company took was to acquire a software solution to handle more than just ship-related data. We purchased a software solution called xPort, that at this moment, is our Port Management System. This system encompasses everything from the registration of stakeholders to buildings and property management, vessel management, and more. Although this transition was not without challenges and there are still issues to address. We this moment, we are yet again looking what lies ahead.

Present and Future Developments

At SPMC, we recognize that strategic partnerships and collaborations are essential for driving growth and transformation. Several agreements have been signed to assist the port in its digitalization efforts. One of our key partnerships is with the Port of Antwerp-Bruges International, focusing on three main areas:

1. Sustainable Growth: Promoting sustainable growth within our current and future port platforms. This involves implementing practices and technologies that reduce our environmental footprint and enhance the sustainability of our operations.

2. Digitalization and Innovation: Enhancing efficiency through the adoption of digital applications in collaboration with the port community. This includes leveraging advanced technologies such as automation, data analytics, and digital platforms to streamline our operations and improve service delivery.

3. Transition in Governance: Transforming our organization into an active landlord that facilitates the port community based on a new culture and corporate values. This transformation involves adopting a more proactive and collaborative approach to governance, focusing on stakeholder engagement, transparency, and value creation.

To explore the best possible opportunities for digitalization and innovation, a multidisciplinary working group comprising employees from various levels and departments of our organization was established. The focus areas of this working group are the complete digitalization of our business operations to enhance efficiency, accuracy, and transparency across all processes, and the successful implementation of our Port Management System, integrated with a new Port Community System. This integration, funded by the IDB, will streamline our operations, improve coordination within the port community, and enhance documentary compliance with regard to trade facilitation.

We remain dedicated to contributing to the economic development of our country and are committed to ensuring that our operations are conducted sustainably for the benefit of future generations. Through our ongoing projects and initiatives, we aim to create a robust and resilient port infrastructure, both physically and digitally, that supports the sustainable economic growth of our nation and enhances our role in the global logistics network.

The Maritime Industry and Its Challenges

Globally, the demand for goods continues to rise, with the maritime industry handling over 90% of this transportation.

This increase in transported volumes is now pushing all involved to find greater efficiency in an already complex situation. This is especially true considering the increasing number of sanctions imposed on vessels and their related companies following Russia's invasion of Ukraine, as well as the International Maritime Organization's (IMO) goal to be carbon neutral by 2050 through the GreenVoyage initiative.

The Role of Marine and Inland Terminals

In this context, marine and inland terminals are key players in the global supply chain. Inefficient terminals lead to port congestion and slower cargo flow, as terminals are responsible for the coordination of the incoming and outcoming cargoes across the different transport modes (land, river, and sea).

Effective coordination plays a decisive role in terminal performance and the global supply chain.

Coordination triggers actions through the collation of information—data—which guides decision-making and, in turn, sets the productivity levels of the terminal.

Coordination seeks to align the various stakeholders participating in the different processes, interacting directly or indirectly with the terminal's different areas. These stakeholders may include the vessel, the shipping company, the vessel's technical operator, port authorities, shippers, transporters, agencies, and cargo inspectors, among others.

 Effective Data Use for Efficient Management of Maritime and Inland Terminals

Currently, this exchange of information generates a vast amount of data, which can be used to drive the various activities involved in planning, operational execution, and the analysis of the results. However, data by itself does not provide these benefits. The effectiveness of data use depends on multiple factors:

Data Quality: This depends on the origin and the level of reliability of the data.

Data Standardisation: Using standardised data prevents issues related with system incompatibilities or processing errors.

Data Protection: Securing data against various threats ensures its integrity and quality over time.

Processing Capability: Data is only as valuable as the organisation's ability to understand and use it properly.

Data Application: A single piece of data can have multiple applications; lack of data integration across different terminal areas or involved parties can lead to miscoordination and negatively impact productivity.

These factors are crucial for more effective decision-making. Proper data management has the potential to generate tangible efficiencies in terminal management.

However, these capabilities are only achievable through digitalisation and the implementation of advanced analytics systems.

Digitalisation: An Essential Tool

To bridge the gap between efforts and objectives, tools must be accessible to all stakeholders to facilitate the smooth and secure exchange of information.

Initiatives like Marine Data Hub (www.marinedatahub.org) enable the collection, storage, and dissemination of information, thereby creating greater efficiencies in communication and shared data usage. This reduces the number of interactions, saves time, and minimises human error.

Additionally, digitalisation of the processes supports efficient data entry and processing of high quantities of data in a vastly reduced timeframe, and provides users with the results of analyses across the multiple aspects involved in an operation.

Terminal Management Through Integrated Digital Tools

Digital tools have the capability to integrate multiple aspects of terminal management. Using vessels data to perform ship-shore compatibility assessments, vessel condition assessments (vetting), and compliance analyses can support teams in determining if a ship is suitable to operate at the terminal.

Traffic can be also coordinated, using, for example, a just-in-time model, where satellite tracking of vessels can be compared with vessel call schedules. This will help in reducing port congestion and emission levels by avoiding unnecessary excessive sailing speeds.

With the collected information on vessels and cargo, more efficient and planned operational scheduling can be achieved, while maintaining control over ongoing operations and analysing the outcomes of previous operations. This is achieved through predictive, prescriptive, and descriptive models.

Predictive Models: Offer a view of potential future situations, allowing variables to be adjusted and proactive actions to be taken to prevent disruptions or incidents.

Prescriptive Models: Providing information on which actions would result in different outcomes, enabling quick reactions. For example, in response to emerging situations that could cause delays during operations.

Descriptive Models: Have the capacity to process data from past operations, enabling detailed analysis of each activity's outcomes, the productivity levels of different tasks assigned to specific teams, benchmarking between terminals, etc. This allows for actions to be taken to remove bottlenecks or identify best practices to generate greater efficiencies.

In conclusion, terminal digitalisation is a key differentiator that improves efficiency levels. The benefits digitalisation offers include increased safety, improved environmental responsibility, and improved operational performance, thereby enhancing business results.

Introduction

Cyber ​​risks have increased in the port sector in recent years due to the increase in automation, the use of disruptive technologies and the use of information exchange and communication platforms. These risks refer to threats that can compromise the security, integrity and confidentiality of information and computer systems in ports and port terminals.

The International Maritime Organization (IMO) mentions that cyber risk is the level of threat of a technological asset due to an event derived from the corruption, loss or endangerment of information or systems, which can cause operational, security and protection failures. to maritime transport.

Currently, there is an increase in the possibility of suffering economic or reputational damage or loss as a result of a cyberattack involving computer systems, digital platforms and networks. For example, we can list some ports or port terminals attacked with ransomware: in 2018, the Long Beach terminal, the port of Barcelona and the port of San Diego; in 2020, the Port of Kennewick; and in 2021, the port of Cape Town.

Cyber ​​risks can manifest themselves in a variety of ways, including malware, phishing, ransomware, and denial-of-service attacks; each of these methods can cause a variety of problems, from the theft of sensitive information to disruption of port operations and port terminals.

In 2023, port terminals in Melbourne, Sydney, Fremantle and Brisbane suffered cyberattacks that halted port operations for four days and allowed sensitive information to be stolen. There is no transparency about the impact on the economic cost and data breach by DP Word. But, we can point out that the cyberattack affected the main Australian ports, which dispatch 40% of the merchandise that enters or leaves that country. Additionally, Australian government authorities changed their protection and risk management policies to address future cyberattacks of this magnitude.

The United States Federal Bureau of Investigation (FBI) mentions that there is no reliable statistic on the number of cyberattacks, since the majority of victims do not report these incidents. However, IBM's cybersecurity report estimates that at least 4% of ransomware-related attacks were directed at the transportation sector during 2022.

Cyber ​​Threats to Critical Infrastructure

National regulations classify certain services or infrastructure as critical, because their functions are vital for society, the economy and/or the government. These infrastructures include energy supply systems, transportation networks, health facilities, and water services, among others. Ports and port terminals are classified as critical infrastructure by most countries. Countries establish stricter and more rigorous security standards and guidelines for ports and port terminals.

It is important to highlight that insurance companies offer more limited policies and coverage for this type of critical infrastructure, taking into account the cyber threats they face, as well as the high economic costs that a cyber-attack against ports or port terminals would produce.

For example, AXA no longer covers payments related to ransomware and Lloyd's of London no longer covers country-sponsored cyberattacks. The limits on commercial insurance coverage and the possible national economic losses generated by a cyber-attack on a port have caused the United States government to analyze the possibility of offering additional coverage as is the case with Terrorism Risk Insurance Act of 2002 (GAO-22-104256. Cyber Insurance).

The Insurance Contract for Cyber-Attacks

As cyber threats evolve, so do the solutions to protect against them. One of the tools to mitigate the economic cost associated with cyber-attacks is cyber risk insurance, which has become a key element within cyber risk mitigation and management strategies in the port sector.

The cyber-attack insurance contract is an agreement between a company and an insurer that provides financial coverage against losses arising from cyber incidents, these may include, but are not limited to, data breaches, ransomware attacks, interruptions of operations and legal liabilities arising from the exposure of personal and confidential data. For their part, insurance companies ask ports and port terminals to adopt minimum cybersecurity standards to contract or maintain insurance coverage for cyber-attacks, such as multi-factor authentication, data encryption or zero trust, among others.

The importance of having this type of insurance is that, as ports and port terminals digitize their operations, they also increase their vulnerability to these attacks, which can result in significant financial losses and damage to their reputation. Therefore, one of the most relevant characteristics of an insurance contract for cyberattacks is the variety of coverage that insurance companies can offer.

Coverage

Insurance companies offer different coverages to mitigate the financial losses and expenses associated with a cyber-attack. Mainly, policy coverage can be divided into the following three items:

1.      Data violation: Generally cover the costs, expenses and fines derived from violations of regulations regarding the protection of personal and confidential data, as well as legal damages, judicial defense expenses and computer forensic expenses. IBM notes that the average cost of a cyberattack of this type was $4.2 million in 2021.

2.   Ransomware: Cover payments related to ransom and extortion to prevent the disclosure of data, recover information and/or eliminate the break-in or suspension of computer systems of the port or port terminal. A Palo Alto study mentions that the average ransom amount requested was $3 million during 2021. Likewise, the United States Cybersecurity and Infrastructure Security Agency indicates that the most used ransomware in recent years is LockBit, generating losses for 91 million dollars as a ransom payment during the years 2020 to 2022.

3.      Interruption of activities: They mainly cover losses generated by disruption of operations, property damage, civil liability for property damage, costs to recover the operation of the systems and crisis management expenses. The cyber-attack that occurred in Australian ports in 2023 affected the clearance of 30,000 containers over four days.

Limits of Coverage and Exclusions

The insurance market is constantly changing, derived from the increase in cyber risks and cyber-attacks in the world. Consequently, insurance companies have significantly reduced the maximum coverage limit. Ports and port terminals should be aware of the limits on insurance coverage to primarily address events related to kidnapping or cyber extortion.

Along the same lines, cyber insurance policies may contain exclusions from the payment of economic losses derived from low levels of cybersecurity; errors, omissions or breaches of cybersecurity standards; cyberattacks carried out by employees; terrorism; cyber warfare; interruptions of services of other critical infrastructures such as electrical failures or telecommunications networks; natural disaster; as well as injuries or material damage. Particularly, this last scenario can considerably affect a port or port terminal, since a cyber-attack can cause physical damage, which could be excluded from some policies.

Insurance is Part of the Cyber Risk Management and Mitigation Plan

The contracting of cyber insurance in ports and terminals is a link in the risk mitigation strategy, which must also be accompanied by infrastructure and equipment, training, policies and risk management plans. Well, ECLAC indicates that the main triggering elements of a cyberattack are: phishing (31%), vulnerabilities (30%), theft of credentials (29%) and various causes (10%).

In conclusion, ports and terminals must take into account the increase in the number of cyber-attacks in the port sector and the decrease in the limits of insurance policy coverage when carrying out their cyber risk management plans. In addition, ports and terminals must invest in the training of their staff, since several of the cyberattacks had their origin in an omission, a human error or a failure to comply with cybersecurity standards, which can generate an exclusion from the payment of compensation by insurance companies.

The port sector is a key driver for socio-economic development. Significantly, ports are important trade facilitators in the global supply chain, moving up to 80 percent of world trade (UNCTAD, 2023).  As trade facilitators, industrial actors, and employers, ports connect logistics, information, and business, which makes them critical players in bolstering economic growth and social prosperity. As any other industry, the port sector can contribute positively to women’s empowerment and increase gender equality by implementing strategic actions that foster diversity and inclusion of all genders.  Here, regional organizations, such as the Inter-American Committee on Ports (CIP, for its acronym in Spanish) of the Organization of American States (OAS), can collaborate in meaningful ways to reach this goal. 

Historically one of the most male-dominated sectors, it is fundamental to provide women with increased access to career opportunities in the port industry. While, per the International Maritime Organization (IMO), women only represent two percent of seafarers worldwide (IMO, 2020), the 2023 United Nations Conference on Trade and Development (UNCTAD) Review of Maritime Transport finds that their representation in the port industry is greater, with 16.1 percent globally.  However, these numbers are still low, especially considering the broad and multifaceted working environment ports offer.  A deeper look at the 2023 UNCTAD data shows that globally women only represent 10.5 percent and 0.5 percent of operations and cargo-handling personnel, respectively. These findings suggest that women continue to face significant barriers that prevent them from fully participating as professionals in the sector. 

While there are several regional port organizations to address the most pressing issues in the industry, the CIP of the OAS is the only permanent inter-governmental forum that brings together the National Port Authorities of all 35 sovereign nations in the Americas (North, Central, and South America, as well as the Caribbean). Founded in 1998, by the OAS Inter-American Council for Integral Development (CIDI, for its acronym in Spanish), the CIP promotes the integral development of competitive, sustainable, secure, and inclusive ports in the Western Hemisphere.

CIP National Port Authorities established four mandates, that guide the Committee’s mission: 1. Political Dialogue, 2. Capacity Building, 3. Technical Assistance, and 4. Private Sector Collaboration. In the framework of its six Technical Advisory Groups (TAGs), the CIP works on the following priority areas, as identified by its members:

1.       Logistics, Innovation, and Competitiveness

2.       Legislation, Public Policy, and Regulation

3.       Waterways, Inland and Cruise Ports

4.       Sustainable Port Management and Environmental Protection

5.       Port Security and Protection

6.       Port-City Relation, Social Responsibility, and Gender Equality

Importantly, the CIP became the first port organization in the Americas to adopt gender issues as one of its core cross-cutting issues when it created its Executive Subcommittee on the Participation of Women in Hemispheric Port Matters during its Fourth Regular Meeting, held in Maracaibo, Venezuela, in 2005. Later this subcommittee was elevated and integrated as one of the six TAGs of the CIP listed above. Under the concept “Training – Collaboration – Visibility”, the CIP has formulated several strategic actions to enhance the opportunities and contributions of women as invaluable actors in the port industry.

As the port sector in the Americas continues to modernize, a critical factor in the region’s port development remains the human factor. Capacity building is fundamental in supporting modernization efforts, such as digitalization, automation, sustainability, and climate resilience. When personnel are properly trained and equipped with the necessary skills to drive these developments, ports are more likely to increase their competitiveness and efficiency. Thus, port infrastructure development and investments must be aligned with capacity building and training needs. Here, it is critical that women have equal and full access to quality training.

The CIP’s Scholarship and Training Program aims to promote knowledge-transfer and strengthen technical capacities of women through gender specific training and scholarships, including through the collaboration with the IMO, the port of Le Havre, and the Institut Portuaire d’Enseignement et de Recherche (IPER, for its acronym in French). Additionally, during the CIP’s triennial hemispheric conferences on Port-City Relation, Social Responsibility, and Gender Equality, National Port Authorities, private and public industry leaders, and representatives from civil society and academia come together to share best practices for the improved integration of women in the region’s port industry. As governments and industry leaders in the Americas focus increased attention to the social, economic, and financial gains of promoting gender equality, these conferences have become a relevant and permanent hemispheric forum not only to discuss gender matters but, importantly, to harness female port officials as integral actors in Latin American and Caribbean ports.

Collaboration among all relevant stakeholders is fundamental in promoting gender equality and women empowerment in the port sector. Here, women-led regional organizations such as the Women in Maritime Association Caribbean (WiMAC), Red MAMLa (Latin American Network of Women in Maritime Industries), PortMujer, and the Women's International Shipping & Trading Association Americas (WISTA Americas) are the CIP’s most important allies with a common goal. Through several formal strategic alliances, including Memoranda of Understanding, the CIP creates synergies that reach hundreds of women in the sector, creating a multiplier effect by sharing resources and boosting impacts. Furthermore, the collaboration among industry-specific women organizations, joins efforts, knowledge, and experiences, that empowers women as vital actors within and beyond these networks.

Combined with training and collaboration, increasing the visibility of female talent, innovation, and leadership in the industry, has become a pillar in the CIP’s gender equality mission. Since 2016, the annual CIP Maritime Award of the Americas recognizes the “Outstanding Woman in the Maritime and Port Sectors” for her significant achievements and contributions to the development of the port sector in the Western Hemisphere. Open to female port professionals at all corporate and government levels, the award showcases female skillsets and women’s important role in shaping the industry. This year, the Award’s jury committee named Valrie Campbell, Director of Logistics and Customer Service for Jamaica, at Campari Group, the 2024 Outstanding Woman in the Maritime and Port Sectors. In addition, in her previous role as Director of Terminal Operations at Kingston Wharves Limited, Valrie was recognized for serving as Chief Port Security Officer, demonstrating her ability to break through the glass ceiling and break gender barriers in a male-dominated field. Her trajectory reflects a remarkable rise, having started as a receptionist and telephone operator at the terminal.

In addition, the CIP Maritime Award of the Americas recognizes best practices in gender equality, among others, that highlight how decision makers translate comprehensive inclusive strategies into actionable policies on both institutional and national levels.  Recognizing these practices has led to the creation of a catalogue of gender initiatives implemented in ports of the region that show measurable impact and can be replicated throughout the Americas. These and other best practices can be found on the CIP’s website www.portalcip.org

The trifecta of “Training – Collaboration – Visibility” has certainly allowed the CIP to become an important driver for gender equality and women empowerment in the port sector of the Americas. Nonetheless, the CIP continues to monitor the gaps in a constantly changing port sector to bring concrete solutions to regional challenges. To this end, in May of 2024, the CIP Secretariat in collaboration with the Panama Maritime Authority (AMP, for its acronyms in Spanish) launched its “Fifth Questionnaire on Gender Mainstreaming in the Port Sector”. Recognizing the importance of collecting relevant data on women's participation in the hemisphere's port sector, as well as on gender mainstreaming in the industry, this initiative aims to obtain general information, as well as quantitative data on the capacities of gender mainstreaming of CIP members.  The results of the questionnaire will be used to create a baseline, which will help guide future activities of the CIP as they relate to gender matters.

Women play an essential role in the development of a competitive, inclusive, secure, and sustainable port sector. In order to maximize their impact, it is critical to promote capacity-building and equal opportunities for the development of new and more sophisticated skills, as the industry continues to modernize.  In addition, providing and cultivating collaboration opportunities with permanent communication channels that allow women to share experiences and knowledge and create a spirit of community, further empowers them to become port actors in their own right. Lastly, visibility and recognition are key to encouraging and empowering young female professionals to pursue a career in our industry and can help ensure that the future of our sector looks bright, diverse, and empowered.

Introduction

In recent years, the conservation and sustainable management of the ocean has become one of the most pressing global issues. As key players in the economy and climate regulation, maritime ecosystems face numerous challenges that threaten their future, underscoring the urgent need to change our approach. This has led to the emergence of a new paradigm called Ocean Governance, focused on a sustainable ocean economy that integrates effective protection, sustainable production, and equitable prosperity. Lead by the High Level Panel for a Sustainable Ocean Economy and supported by the International Maritime Organization (IMO), influential organizations worldwide, this approach is shaping the future paradigm of the maritime industry.

Unlike traditional sustainable ocean perspectives, this new approach challenges the notion of a pristine ocean, advocating for a more active and engaged relationship with the marine environment. It involves proactively managing human activities to use the ocean wisely rather than depleting it. Its core goal is to create a robust network among all stakeholders in the maritime sector, developing a resilient, sustainable industry that enhances economic benefits while preserving ocean health.

In this context, ports play a pivotal role. As indispensable actors in the maritime industry and supply chain, they have a significant capacity to contribute to the conservation and sustainable development of the ocean economy, as well as the well-being of nearby cities. In this article, we will explore the new ocean paradigm and the crucial role ports play in its realization. With a particular emphasis on the Caribbean and Latin American region, we will highlight the significance of digitalization as one of the many strategic drivers of a sustainable ocean economy.

By emphasizing the need for a unified, proactive approach, we seek in this article to inspire the port industry to take decisive actions that will ensure the health of our oceans for future generations.

The New Ocean Governance Paradigm

The future of the maritime industry lies in Ocean Governance, a transformative approach recognizing the oceans' critical role in national economies and global climate regulation. This vision goes beyond traditional ‘blue sectors’ like fisheries and shipping, encompassing the global economy and population well-being. It aims to combat ocean deterioration by creating a global network of stakeholders, focused on achieving effective protection, sustainable production, and equitable prosperity.

To succeed, Ocean Governance requires an integrated strategy, grounded in five key pillars: science and data-driven decision-making; goal-oriented ocean planning; innovative investment mobilization; elimination of land-based pollution; and accurate ocean accounting which reflects its true value. By putting these pillars in place, the maritime industry can revolutionize the ocean economy, driving change across all sectors and regions.

In this new paradigm, the concept of the "three Ps"—Protection, Production, and Prosperity—is key. The proactive management of ocean resources is elemental, as sustainable ocean practices could boost food production, expand renewable energy, and significantly reduce greenhouse gas emissions—all while lifting millions out of poverty and enhancing global equity.

For the port industry, this presents an unparalleled business opportunity. Ports that operate sustainably are more likely to attract support from governments, communities, and investors. While achieving sustainability may require significant investment, the long-term benefits far outweigh the costs. Sustainable port development not only enhances a port's Social Responsibility image but also positions it as a leader in the maritime sector.

As climate change intensifies ocean currents and impacts fisheries, the port industry must adapt and lead the way in sustainable ocean practices. By embracing Ocean Governance, ports will not only protect the environment but also secure their future in a rapidly changing world. The time to act is now, as a sustainable ocean economy promises a more prosperous and equitable world for all.

Port Digitalization as one of the Key Strategies

As ports face significant environmental challenges—including biodiversity loss and air, water, and noise pollution—technological advancements offer innovative solutions to mitigate these impacts.

Digitalization of port operations not only provides diverse advantages for the maritime industry such as enhance efficiency, data management, security, and customer service, but most importantly has the powerful capacity for enhancing sustainability and reducing the environmental impact of port operations.

Port activities emit a variety of harmful gases, including carbon dioxide (CO2), nitrogen oxides (NOx), sulfur oxides (SOx), volatile organic compounds (VOCs), and particulate matter (PM). These emissions directly degrade air quality and the environment, posing significant health risks to populations in nearby cities. However, digital tools offer significant potential to monitor and reduce these emissions. By tracking emissions from ships and port operations in near real-time, these technologies help enforce environmental regulations and promote the adoption of cleaner technologies. This capability enables ports to minimize their environmental impact, comply more effectively with global standards such as MARPOL, and maintain transparency in their operations.

Moreover, digitalization enables ports to implement predictive maintenance for equipment and infrastructure, preventing breakdowns and extending the life of assets. This reduces the environmental impact of manufacturing new parts and minimizes disruptions caused by unexpected failures. Real-time data collection and analysis through digital platforms facilitate better decision-making in resource allocation, maintenance schedules, and traffic management, leading to fewer delays, reduced congestion, and more efficient use of resources.

In terms of energy management, digital tools can monitor and optimize energy consumption across port facilities, identify inefficiencies, and facilitate the integration of renewable energy sources, thereby reducing reliance on fossil fuels.

Future port management must also consider the impacts of climate change to adapt swiftly and avoid severe consequences. The ongoing revolution in ocean data collection, using sensors, satellites, and remote sensing technologies, is crucial for this. Ports can leverage these technologies to monitor and manage storm and climate risks, thereby reducing their social and economic impacts.

Finally, advanced digital tracking and logistics systems provide better visibility across the supply chain, reducing the need for excess inventory and minimizing the carbon footprint of goods storage and transportation. This transparency is essential for meeting regulatory and societal demands for sustainable operations.

Conclusion

In keeping with the global trends investing in digitalization is not only a means to boost productivity and efficiency but also a critical response to the industry's evolving demands for sustainability. In regions like Latin America and the Caribbean, where ports are increasingly adopting digital technologies, there is a significant opportunity to lead in sustainable port operations.

Digitalization enhances efficiency, reduces environmental impact, and ensures alignment with global environmental standards. By embracing digital tools, Latin America and the Caribbean’s ports can optimize their operations, contribute to the broader goals of Ocean Governance, and drive sustainable economic development in their region.