Chinese shipbuilder Hudong-Zhonghua Shipbuilding has delivered the 24,116 TEU MSC Tessa, the world’s largest containership.
The delivery takes place as part of a four-vessel deal with Mediterranean Shipping Company (MSC), worth around $600 million.
MSC Tessa is one of only a handful of ships to surpass the 24,000 TEU mark and is classed by DNV classification society.
According to the shipyard, vessels in the same class measure 1,312 feet in length, making them almost 200 feet longer than a typical aircraft carrier, with a beam of nearly 202 feet.
While the loading configuration varies slightly between different shipyards, all the vessels can stack containers up to 25 layers high.
The MSC Tessa uses air lubrication, reducing its energy consumption and carbon emissions by between 3 per cent and 4 per cent. It is also fitted with a hybrid scrubber, a small bulbous bow, large diameter propellers and energy-saving ducts.
The giant vessel will be calling at Rotterdam, Antwerp, and Felixstowe in Northern Europe, with a call at Tanger during the return trip, before proceeding to Singapore.
Hudong-Zhonghua Shipbuilding Group reported that the second ship on order from the series has completed sea trials and that the third and fourth containerships are also under construction.
The Swiss-based container shipping giant has the largest order book in the industry with around 131 containerships on order, according to Alphaliner.
The ships are scheduled for delivery in 2023, with orders spread between Chinese and South Korean shipbuilding majors.
Upon completion, the 14 new Ultra Large Container Vessels (ULCVs) ordered by MSC will constitute one-third of the company’s current fleet, with a combined capacity of 1.7 million TEU.
Although the current ships run on conventional fuel, MSC is venturing into the use of more sustainable options, such as biofuels and LNG dual-fuel vessels. The company has already conducted tests with biofuels and plans to increase its usage in the near future.
Additionally, MSC has recently ordered its first ammonia-ready designs, which are being built in China.
Did you know that 80% of the global goods trade is transported over sea? Given the scale of human consumption, this requires an enormous number of shipping containers, as well as ships to carry them.
At an industry level, container shipping is dominated by several very large firms. This includes Maersk, COSCO Shipping, and Evergreen. If you live along the coast, you’ve probably seen ships or containers with these names painted on them.
Generally speaking, however, consumers know very little about these businesses. This graphic aims to change that by ranking the 10 largest container shipping companies in the world.
Each year, thousands of ships travel across the globe, transporting everything from passengers to consumer goods like wheat and oil.
But just how busy are global maritime routes, and where are the world’s major shipping lanes? This map by Adam Syminton paints a macro picture of the world’s maritime traffic by highlighting marine traffic density around the world.
It uses data from the International Monetary Fund (IMF) in partnership with The World Bank, as part of IMF’s World Seaborne Trade Monitoring System.
Data spans from Jan 2015 to Feb 2021 and includes five different types of ships: commercial ships, fishing ships, oil & gas, passenger ships, and leisure vessels.
This second edition of the Container Port Performance Index (CPPI), has been produced by the Transport Global Practice of the World Bank in collaboration with the Maritime, Trade and Supply Chain division of S&P Global Market Intelligence.
The CPPI is intended to identify gaps and opportunities for improvement that will ultimately benefit all stakeholders from shipping lines to national governments to consumers. The CPPI is intended to serve as a reference point for key stakeholders in the global economy, including national governments, port authorities and operators, development agencies, supranational organizations, various maritime interests, and other public and private stakeholders in trade, logistic, and supply chain services. The CPPI is not intended to cover the entire performance of a port, but to illustrate opportunities for improvement and, hopefully, stimulate a dialogue among key stakeholders to move this essential agenda forward.
The development of the CPPI rests on total port time in the manner explained in subsequent sections of the report. This second iteration utilizes data for the full calendar year 2021. It includes ports that had a minimum of 20 valid port calls within the 12-month period of the study. Accordingly, the number of ports covered has increased from 351 in CPPI 2020 to 370 in this edition.
The CPPI 2021 has again employed two different methodological approaches, an administrative, or technical, approach, a pragmatic methodology reflecting expert knowledge and judgment, and a statistical approach, using factor analysis (FA). The rationale for using two approaches was to try and ensure that the ranking of container port performance reflects as closely as possible actual port performance, whilst also being statistically robust.
Last year, the ports and the private sector moved a historic amount of goods with record holiday sales and delivery times below pre-pandemic levels. Currently, real retail inventories excluding autos are six percent higher than at the end of 2019 and products at grocery and drug stores are 90 percent in stock, just 1 percentage point below pre-pandemic levels.
The US government is also focused on addressing the longer-term weaknesses in our nation’s supply chains, the result of decades of underinvestment, outsourcing, and offshoring instead of investment in long-term security, sustainability, and resilience. The Bipartisan Infrastructure Law (BIL) is now making a generational investment in our ports, highways, and other parts of our physical infrastructure, which will help speed up the movement of goods and lower costs. But we can further strengthen our goods movement supply chains by making a similarly bold improvement in a digital infrastructure to connect the supply chain.
To take the first step toward addressing this challenge, the US government is announcing the launch of Freight Logistics Optimization Works (FLOW), an information sharing initiative to pilot key freight information exchange between parts of the goods movement supply chain.FLOW includes eighteen initial participants that represent diverse perspectives across the supply chain, including private businesses, warehousing, and logistics companies, ports, and more. These key stakeholders will work together with the Administration to develop a proof-of-concept information exchange to ease supply chain congestion, speed up the movement of goods, and ultimately cut costs for American consumers. DOT will lead this effort, playing the role of an honest broker and convener to bring supply chain stakeholders together to problem solve and overcome coordination challenges. This initial phase aims to produce a proof-of-concept freight information exchange by the end of the summer.
Recent supply chain disruptions have raised national awareness of the need for improved information exchange. Supply chain stakeholders deserve reliable, predictable, and accurate information about goods movement and FLOW will test the idea that cooperation on foundational freight digital infrastructure is in the interest of both public and private parties. FLOW is designed to support businesses throughout the supply chain and improve accuracy of information from end-to-end for a more resilient supply chain.
Resiliency—the ability to recover from an unexpected shock—requires visibility, agility, and redundancy. The lack of digital infrastructure and transparency makes our supply chains brittle and unable to adapt when faced with a shock. The goods movement chain is almost entirely privately operated and spans shipping lines, ports, terminal operators, truckers, railroads, warehouses, and cargo owners such as retailers. These different actors have made great strides in digitizing their own internal operations, but they do not always exchange information with each other. This lack of information exchange can cause delays as cargo moves from one part of the supply chain to another, driving up costs and increasing goods movement fragility.
The Minister of Transportation, Chibuike Amaechi, has urged contractors of the Lekki Deep SeaportProject to speed up work to enable the government approve all the necessary processes before the next election.
Mr Amaechi made this known in a statement on Saturday while inspecting the ongoing construction of the Lekki Deep Seaport Project in Lagos.
He, however, commended the contractors for the progress of work done so far stating that in less than five months, a lot of civil work had been done.
“I want to congratulate you for the very huge progress. By the time we came here, there were no civil works; it was just pure sand. You have tried.
“I am suggesting that if you work day and night you will go far and complete the work before commissioning. If the President sees it, approval will be easier.
“You need to speed up the work so we can get approval from the government side before election, process of election will be completed in July.
“This is because by law, six months to election people start politics and if you wait till that time, you won’t meet anyone in the office,” he said.
Mr Amaechi, however, said that the port should be automated to avoid all forms of physical contact.
Speaking during the tour, the Chief Technical Officer, Lekki Port, Steven Heukelom, explained that construction work on the project was on course and as scheduled.
He noted that dredging and reclamation works had reached 89.93 per cent completion, Quay Wall 85.65 per cent completion, Breakwater 79.66 per cent completion, and the landside infrastructure development 67.82 per cent completion.
He added that this brings total works carried out on the project to approximately 80 per cent completion stage.
Mr Heukelom also informed the minister that work had commenced on the marine services jetty, which the NPA would use to carry out their marine services obligation.
He commended the Acting Managing Director, Mohammed Bello-Koko, for the support and partnership in preparing the port to start operations.
Mr Bello-Koko reaffirmed the agency’s readiness to provide marine services for the port’s operations.
To this end, he disclosed that NPA was procuring tug boats and other necessary infrastructure for the smooth take-off of the Port.
In his remarks, the Chief Operating Officer of Lekki Port, Laurence Smith, reaffirmed the company’s commitment to delivering the project by the fourth quarter of 2022.
He noted that the EPC Contractor, China Habour Engineering LFTZ Enterprise, was working day and night to make this commitment a reality.
Mr Smith expressed confidence that the Port, upon completion, would be a world-class port and would become a regional distribution and transhipment hub for the African region.
The News Agency of Nigeria reports that Lekki Port is being developed by Tolaram and China Harbour Engineering Company.
The Lagos State Government and NPA are also shareholders in the project company.
The port is scheduled to start port operations by the end of 2022.
Former SpaceX engineers banded together to create a new startup looking to make electric and autonomous railway vehicles to revolutionize rail-based freight transport. They have a big task ahead of them.
The railway business is a tough one to break into. It’s a static oligopoly dominated by a few giants sitting on their railroad rights and making minimal investments to maximize profits.
Over the years, railroads were privatized in North America, and the businesses have no issues closing smaller railroads. They often close smaller railroads when they can’t find a way to make money off of them and focus on the most profitable routes with longer trains – often as long as 3 miles.
Despite those issues, freight trains have remained a good solution since they are about four times as efficient as trucks. But, with trucks expected to become electric and autonomous in the coming years, they are going to close the efficiency gap with trains.
Now Matt Soule, a former long-time SpaceX engineer, has partnered with former colleagues at Elon Musk’s space company to launch a new startup, Parallel Systems, developing new electric and autonomous vehicles.
The company just raised $50 million in a Series A funding round and came out of stealth mode with an article in Fortune. The idea is to create small autonomous electric-powered rail vehicles that can enable a different way to use railroads.
You can drop the cargo on individual Parallel Systems vehicles and have them move without waiting for the whole train to be unloaded.
As for the vehicle itself, Parallel Systems vehicles can carry 128,000 pounds, which is more than twice the capacity of a semi-truck. The vehicles have a range of 500 miles on tracks and can charge in about an hour.
Visit Elecktrek’s webpage for the full article and related media.
For years, Amazon has been quietly chartering private cargo ships, making its own containers, and leasing planes to better control the complicated shipping journey of an online order. Now, as many retailers panic over supply chain chaos, Amazon’s costly early moves are helping it avoid the long wait times for available dock space and workers at the country’s busiest ports of Long Beach and Los Angeles.
“Los Angeles, there’s 79 vessels sitting out there up to 45 days waiting to come into the harbor,” ocean freight analyst Steve Ferreira told CNBC in November. “Amazon’s latest venture that I’ve been tracking in the last two days, it waited two days in the harbor.”
By chartering private cargo vessels to carry its goods, Amazon can control where its goods go, avoiding the most congested ports.
“Who else would think of putting something going into an obscure port in Washington, and then trucking it down to L.A.? Most people are thinking, well, just bring the ship into L.A. But then you’re experiencing those two-week and three-weeks delay. So Amazon’s really taken advantage of some of the niche strategies I believe that the market needs to employ,” Ferreira said.
Still, Amazon has seen a 14% rise in out-of-stock items and an average price increase of 25% since January 2021, according to e-commerce management platform CommerceIQ.
“The consumer has been feeling price increases in everything that they’re purchasing,” said Margaret Kidd, Supply Chain & Logistics Technology program director at the University of Houston. “Ultimately, when there’s an increase in the cost of transportation, it gets passed down to the consumer.”
It’s even taking control at the first step of the shipping journey by making its own 53-foot cargo containers in China. Containers are in short supply, with long wait times and prices surging from less than $2,000 before the pandemic to $20,000 today.
“Amazon has produced probably 5,000 to 10,000 of these containers over the last two years I’ve been tracking it,” Ferreira said. “When they bring these containers onto U.S. soil, once they unload them, guess what? They get to be used in the domestic system and the rail system. They don’t have to return them to Asia like everyone else does.”
A cargo vessel called the Star Lygra called at the Port of Houston on October 5, 2021, filled with Amazon containers.
“By creating their own containers, they are essentially guaranteeing that equipment is going to be available for them,” said Lauren Beagen, maritime lawyer and founder of Squall Strategies. She was working at the Federal Maritime Commission when Amazon first registered with the agency in 2015, the first indication it was exploring its own ocean freight business.
Then in 2017, Amazon started quietly operating as a global freight forwarder through a Chinese subsidiary, helping move goods across the ocean for its Chinese sellers who pay to be part of the Fulfilled by Amazon program. Internally, Amazon dubbed this project “Dragon Boat.”
“They are doing over 10,000 containers per month of the small- and medium-sized Chinese exporters. Amazon’s volume as an ocean vendor — that’s right, you heard me correct, they’re considered an ocean vendor — would rank them in the top five transportation companies in the Trans Pacific,” Ferreira said.
“The real purpose of these vessels when they were built was not containers. It was really lumber, chemicals, grain, agricultural products. But because of the ingenuity and creativity and lack of space, Amazon and many other smart people have quickly figured out how to convert some of these multipurpose vessels to container,” Ferreira said.
For some of the highest-margin goods, Amazon is avoiding ports altogether by reportedly leasing at least ten long-haul planes that can get smaller amounts of cargo directly from China to the U.S. much faster. One of the converted Boeing 777 planes can carry 220,000 pounds of cargo. According to capacity estimates from Ocean Audit, the small 1,000-container freighters being chartered by Amazon and others can hold 180 times that, with the biggest cargo ships carrying more than 3,600 times what the planes can hold.
Another strain on the supply chain is manpower.
“We’ve been hearing a lot about the great resignation, with a lot of jobs going open and unfilled. So I think companies are looking to get very creative in attracting labor. It might be signing bonuses, higher pay,” said Judy Whipple, supply chain management professor at Michigan State University.
To fight the worker shortage — and a reputation for relentless workload and breakneck speed — Amazon says it’s offering sign-on bonuses of up to $3,000 to all the 150,000 seasonal workers it’s hiring this year. Last year, it hired 100,000 seasonal workers.
“That 50,000 increase in employees this year over last year is probably people to do the unloads. They’ve got these containers coming in at the last second, man, they want to unload those goods and get them on the shelves in the fulfillment centers as quickly as possible,” said John Esborn, who used to run logistics operations for Wayfair and is now the head of international transportation for Amazon aggregator Perch.
The seasonal workers are unloading and loading, picking and packing at more than 250 new facilities Amazon says it’s opened in the U.S. just in 2021 — a clear indication that it planned far ahead for the final bottleneck in the supply chain backlog: warehouse capacity.
Watch the video to learn more about all the bold and costly ways Amazon is avoiding the worst of the supply chain crisis this holiday season.
U.S. e-commerce grew by 32.4% in 2020—the highest annual growth rate in over two decades. Such rapid growth has resulted in many more goods being imported, leaving America’s western ports completely overwhelmed.
To help you understand the scale of this issue, we’ve visualized the number of containers waiting at sea in relation to the Port of Los Angeles’ daily processing capacity.
Stuck at Sea
As of November 2, 2021, the Port of Los Angeles reported that it had 93 vessels waiting in queue. Altogether, these ships have a maximum carrying capacity of roughly 540,000 containers (commonly measured in twenty-foot equivalent units or TEUs).
On the other side of the equation, the port processed 468,059 import containers in September (the most recent data at the time of writing). Because the port does not operate on Sundays, we can conclude that the port can load roughly 18,000 containers each day.
That capacity seems unlikely to reduce the congestion. Over a two-week timeframe in September, 407,695 containers arrived at the Port of Los Angeles, which averages to around 29,000 containers arriving each day…
Trade solutions multinational DP World has completed the first transit import through the DP World Maputo port, in Mozambique, to DP World Komatipoort, in South Africa.
This is a significant milestone as it demonstrates that the Maputo port can be seamlessly used as a gateway to South Africa, the company says.
International container imports landed in the Maputo port and destined for the South African hinterland can be moved under bond to Komatipoort where full customs clearance can be provided and made ready for delivery across South Africa.
“The Komatipoort facility as a bonded container depot is a game changer for the Maputo Corridor. The success of the trial brings DP World a step closer to enabling a more cost effective, seamless and efficient user experience for our local customers and enhances trade linkages for countries in the Southern African region,” DP World Maputo CEO Christian Roeder says.
Currently, in South Africa, 69% of maritime imports are transported through the Port of Durban. Local customers now have the option to consider using the Maputo port as a gateway to transport their international freight to Komatipoort where it can be cleared more easily and efficiently for customers based in and around Gauteng.
DP World Komatipoort has a full-service offering and links via the Maputo Corridor to DP World Maputo’s modern and efficient container terminal where there is no vessel and port congestion, as well as fixed berthing windows available to major shipping lines, which provides customers with transport savings and avoids delays for consignees in Mpumalanga, Limpopo and Gauteng.
Once a shipment is retrieved at the DP World Maputo port, the organisation handles the entire supply chain process from there to Komatipoort without delay and beyond to various areas in the hinterland. While the cost of this service varies per user, the service is estimated to be equivalent in costs or cheaper compared to traditional routing through Durban.
However, it is more efficient, especially for the northern areas of the country, DP World note.
MSC Mediterranean Shipping Company, a global leader in container shipping and logistics, is officially introducing the electronic bill of lading (eBL) for its customers around the world, following a successful pilot phase, using a solution on an independent blockchain platform WAVE BL. The eBL enables shippers and other key supply chain stakeholders to receive and transmit the bill of lading document electronically, without any change or disruption to day-to-day business operations.
WAVE BL is a blockchain-based system that uses distributed ledger technology to ensure that all parties involved in a cargo shipment booking can issue, transfer, endorse and manage documents through a secure, decentralised network. Users can issue all originals, negotiable or non-negotiable, and exchange them via a direct, encrypted, peer-to-peer transmission. It’s also possible for users to amend documents. WAVE BL’s communication protocol is approved by the International Group of Protection & Indemnity Clubs, and meets the highest industry standards for security and privacy.
“MSC has chosen WAVE BL because it is the only solution that mirrors the traditional paper-based process that the shipping and cargo transportation industry is used to,” says André Simha, Global Chief Digital & Information Officer at MSC. “It provides a digital alternative to all the possibilities available with traditional print documents, just much faster and more secure.”
The WAVE BL platform can be used free of charge throughout 2021 for exporters, importers and traders. Users only pay for issuing the original documents, and they do not need to invest in any IT infrastructure or make operational changes in order to use the service. They can simply sign up via MSC’s website: www.msc.com/eBL.
Building on the TradeLens network connectivity Youredi has provided since 2018, 3PLs, shippers and cargo owners can now use their software integration services to connect quickly and flexibly to the TradeLens platform. The Youredi Integration service, is an offering that integrates seamlessly and easily with a wide variety of TMS, ERPs and other supply chain and logistics applications, whether on premise or cloud-based.
Permissioned data sharing across the maritime industry, improving the speed of data connectivity between different stakeholders, plus the need to digitalize and automate workflow processes has been a pain point for the industry for decades.
Youredi will support BCOs, 3PLs, carriers, freight forwarders, ports and terminals, authorities, customs brokers, and any other stakeholders to connect with the TradeLens platform rapidly with a predictable cost, effort and time commitment. Connecting different stakeholders with the platform will create a more transparent container shipping industry in which all parties can collaborate and trust each other.
The Youredi solution takes care of the data translation, so you can always send and receive data in your preferred data standard or format. The solution can work both with structured (rich data) and unstructured (PDFs, scans, images) data. Whenever required, Youredi can also provide data validation and data enrichment logic.
South Korean container shipping line HMM has has completed its fleet of mega-ships with the unveiling of the 24,000 TEU HMM St Petersburg.
The announcement marks the end of a two-year journey for HMM to provide “efficient and stable services” by using larger containerships. In an online update the carrier said all 12 of the vessels will be deployed on the Asia-Europe service.
The HMM St Petersburg was built by Samsung Heavy Industries (SHI) and delivered on September 11. Five of the vessels were built by SHI with the other seven by fellow Korean shipbuilder Daewoo Shipbuilding and Marine Engineering (DSME).
Additionally, it will receive eight 16,000 TEU containerships from Hyundai Heavy Industries (HHI), due to be delivered in the second quarter of 2021. This will take its new fleet to 20.
The 12 24,000 TEU vessels have been fitted with scrubbers and an optimised hull design that cuts emissions and increases fuel efficiency.
The first vessel of the mega-ship fleet, the HMM Algeciras was unveiled in April 2020 and remains the largest in the world.
South Korea’s maritime industry, in particular its shipbuilding sector, has suffered substantially since Hanjin Shipping went bankrupt in 2017.
Mediterranean Shipping Company (MSC) has announced it will accelerate efforts to promote an electronic Bill of Lading (e-B/L) across the maritime industry in response to the crisis brought on by COVID-19.
In a statement, the carrier said it has been running a pilot scheme alongside its third-party blockchain platform WAVE to introduce the e-BL in India since late-2019.
MSC’s customers continued to ship goods by using what it called the “reliable and secure digital platform for the fast transfer of trade-related documents”, even through throughout the pandemic, the company said.
The pandemic caused a drop in TEU volume across the world but as China has resumed exports, congestion has hurt port operations, particularly in India.
The problem has been exacerbated by lockdown measures forcing people to work remotely which has led to vital documents such as the Bill of Lading (BL) being incomplete.
To mitigate this problem, MSC has said it will offer the WAVE e-BL solution to streamline affected operations and ensure continuity of service.
In the pre-COVID, paper-based process, it would take days for the BL to travel from origin to destination, physically changing hands several times along the way.
“We have had situations where couriers were unable to deliver documents between ports, trade offices and banks due to quarantine measures,” relates Capt. Deepak Tewari, Managing Director at MSC India.
“WAVE mirrors the paper-based process that the shipping and cargo transportation industry is used to, only without physical couriers.
“Thus, it’s an ideal solution to implement at a time when our customers need to rapidly adjust their processes, as the learning curve is quite low.” he adds.
Captain Deepak Tewari, MSC, also commented: “We have been working with WAVE on introducing and piloting an e-BL solution since 2019. We ran successful pilot projects with some of our customers last year, where we saw first-hand the benefits which arise from digitalising this part of the process.
“When the COVID-19 pandemic hit, we decided to accelerate our roll-out and offer the e-B/L solution to our broader base of customers.”
Gadi Ruschin, CEO at WAVE, comments: “Our mission since founding WAVE has been to transform the efficiency and security of international trade documentation through our robust digitisation protocol.
“We now see ourselves as ‘mission critical’ to ensuring trade can continue as physical movement of people and the paper they carry has been shuttered across the world. It couldn’t come at a more critical time as countries rely on trade to fight COVID-19 and save their economies.
“We launched this unique onboarding effort to help MSC swiftly onboard stakeholders and navigate the challenges while preparing the carrier to flourish once conditions normalise.”
MSC claimed its e-BL solution can cut BL transit time from days to minutes, without the need for physical contact. The e-B/L is sent using WAVE’s blockchain-based system, which uses distributed ledger technology to ensure that all parties can issue, transfer, endorse and manage trade-related documents through a secure, decentralised network.
The new container terminal at the Namibian Port of Walvis Bay is now fully operational, according to a report by the African Development Bank (ADB).
In a statement, the ADB said the terminal was built on constructed on 40 hectares of land reclaimed from the ocean by China Harbor Engineering Company Ltd (CHEC) as part of a project worth $300 million.
It will, according the the bank, turn Walvis Bay into becoming a logistics hub for southern Africa to meet the growing regional demand for freight and provide maritime access for landlocked countries of the Southern Africa Development Community (SADC).
The African Development Bank provided a ZAR 2,982 million ($178 million) loan representing over 70% of the project funding.
The works included the dredging over 3.9 million cubic metres of sand, used partly for the reclamation, construction of a 600-metre quay wall, the laying of 304,000 square metres of paved surface and the construction of a workshop and administrative buildings.
It also entailed the installation of four ship-to-shore (STS) cranes, the construction of a one-kilometre road, the laying of 2.3 km of rail lines, and the installation of service networks. The facility’s electricity supply was also successfully upgraded, the report noted.
“Overall, the project has fully achieved its goals,” the report said, increasing the terminal’s capacity from 355,000 TEUs (20-foot equivalent unit) to 750,000 TEUs yearly. It has also reduced vessel waiting time to less than 8 hours and cut container transit time from 14.5 days to 9.5 days.
Expanded activities required the training of seven pilots and 26 ship-to-shore crane operators, including one woman.
The demand for services from the port of Walvis Bay has increased by about 8% following the commissioning of the new terminal, the report notes. Cargo volumes, revenues and income from other services (maritime, port, berth and light dues, and other storage and handling fees) are expected to increase by at least 8% in 2020 and 2021. After that, growth should reach 5% yearly the report projects.
The project completion reporting team was led by Richard Malinga, Bank Principal Transport Engineer and Task Manager for the project.
The Walvis Bay expansion aligns with the Bank’s High-5 strategic priorities, including promoting the integration of Africa.
What Happened to the Portcullis? 
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