Wednesday, February 25, 2026

 

Chile’s right-wing pivot puts mining policy under the microscope



(Illustration by MINING.COM featuring stock and archived images.)

Chile is entering a new political phase as a right-wing government prepares to take office, putting mining policy under renewed scrutiny in the world’s largest copper-producing country. 

In recent years, the local politics have also been shaped by rising concern over crime and migration, particularly a surge in Venezuelan migration and highly visible organized crime. While the causes are complex, perceptions linking irregular migration and insecurity became politically potent. President-elect José Antonio Kast, who takes office on March 11, campaigned on stricter border control and tougher law-and-order policies, making security a central issue in Chile’s electoral shift.

Kast has also signalled a change in approach for the mining industry. He merged the ministries of Mining and Economy into a single portfolio and appointed Daniel Mas, an agronomist with no mining background, to lead it. In a country where mining underpins economic growth, labour and export revenue, the move has unsettled parts of the industry. 

Carlos Piñeiro, copper analyst at Benchmark Mineral Intelligence, said the fusion could improve coordination but risks diluting mining-specific expertise. “Mining has very particular challenges, especially the non-renewability of resources,” he said. “If this model is going to work, specialists need to be involved in decision-making.” 

The Chilean Mining Chamber was more critical. “Mining, despite being our national emblem and the activity that contributes the most resources to the public purse, is treated as second-rate,” chamber president Manuel Viera told MINING.COM. 

Viera said the Chamber would have preferred a minister dedicated exclusively to mining, noting that previous experiences placing mining under broader economic portfolios “have not been positive.” While he does not foresee governance risks due to the sector’s maturity, he said mining’s success depends on technically grounded public policy rather than political decisions. 

Mas takes charge of a sector that is expected to attract an estimated $105 billion in investments between now and 2034, alongside proposed reforms to permitting and environmental assessment frameworks that companies say have slowed approvals and raised costs. 

Eduardo Zamanillo and Marta Rivera, authors of the book  Mining is Dead. Long Live Geopolitical Mining, said the merger of the ministries sent an important institutional signal at a time when major economies are placing critical minerals at the centre of industrial and security strategies.

Although Chinese ownership of Chilean copper mines is limited, Beijing maintains influence through trade, financing and equipment supply. At the same time, US trade policy and Inflation Reduction Act-linked investment aim to anchor Chile more firmly within allied supply chains.

From a geopolitical mining perspective, Zamanillo and Rivera argue the move could either integrate mining more deeply into industrial policy, trade and innovation, aligning Chile with US-led reindustrialization efforts, or dilute the sector if it becomes just another file within a broad portfolio.

In their view, Chile’s opportunity lies in treating copper and lithium not merely as extractive revenues, but as platforms for building full value chains tied to allied markets. Whether the merger strengthens or weakens Chile’s position will depend on political will, technical leadership and the clarity of its long-term strategy. 

Mineral ambitions meet execution risk 

Chile’s policy debate has been further shaped by the release of the country’s first critical minerals strategy in the final weeks of outgoing President Gabriel Boric’s administration. The strategy aims to position Chile as a supplier not only of copper and lithium, but also of 14 other minerals considered essential to the energy transition and resilient supply chains. 

Beyond copper and lithium, the list includes molybdenum, cobalt, rare earth elements, antimony, gold, silver, iron ore and boron, to reduce Chile’s historic  over-reliance on a single commodity. 

Viera said diversification is not optional.

“Depending almost exclusively on copper exposes the country to market cycles and uncertainty,” he said, noting that copper accounts for around 11% to 12% of GDP and more than 20% when considering economic impacts and multiplication effects. While copper will remain the backbone of the economy through at least 2035, he said minerals such as lithium, gold, molybdenum, rhenium and rare earth elements must help reduce long-term risk. 

Piñeiro said Chile’s mining base is already broader than often assumed, citing molybdenum, rhenium, lithium, iodine, nitrates and a recovery in gold output. He added that projects such as Salares del Norte could lift national gold production by about 25%. 

The strategy groups minerals according to Chile’s current position in global markets, with copper, lithium, molybdenum and rhenium in the top tier, and cobalt, rare earths, selenium and tellurium among longer-term options. 

According to Viera, Chile’s challenge is not geology but policy. “The resources exist,” he said. “What is missing is a promotional and development plan that encourages exploration, investment and production.” 

Others remain cautious. Daniel Weinstein, partner at Morales & Besa and president of the Mining Ministry’s advisory council, said the strategy provides a framework but does not change investment conditions on its own. 

“Cursed” permitting system

José Cabello, director of Mineralium Consulting Group, said the critical minerals plan lacks concrete near-term measures.

“Nothing in the document implies a definitive boost to Chile’s production of these minerals,” he told MINING.COM, pointing to the absence of clear decisions to advance early-stage projects. 

Viera echoed those concerns, arguing that without incentives for exploration and faster permitting, Chile risks missing the current price cycle. He described the permitting system as “cursed,” noting that a single project can require more than 500 permits over several years before seeing the light of day. 

Zamanillo and Rivera argue that diversification should not be understood only as adding more minerals to a list, but as defining Chile’s position along emerging Western critical mineral value chains.  

Trade data show Chile still exports most of its copper as bulk concentrates, heavily tied to China, while a smaller share of refined copper flows to the US and other allied markets.

In their view, the strategic opportunity lies in gradually shifting toward more refined output, midstream processing and higher-value services, using copper and lithium as anchors to attract investment aligned with US and allied industrial policy. Rather than relying predominantly on concentrate exports, Chile could rebalance toward deeper integration with North American value chains. 

Copper dominance, rising constraints 

Chile remains the world’s largest copper producer by a wide margin, accounting for roughly a quarter of global mined output. But declining ore grades, ageing deposits and rising regulatory complexity are constraining growth. 

That strain is showing in production, which fell on a year-on-year basis every month of 2025. Official Cochilco figures peg the decrease in copper production last year at 2%, when compared to 2024 figures. 

“Deposits are becoming deeper and lower grade,” Piñeiro said, adding that this makes Chile less competitive than jurisdictions such as the Democratic Republic of Congo, where higher grades support lower costs. 

Industry groups are hoping Kast’s government will adopt a more pro-growth stance that would benefit the mining industry, but they warn that meaningful production increases will take time.

They also expect increased government involvement in the northern mining regions, such as Antofagasta and Tarapaca. These areas have seen visible irregular migration flows, heightening security concerns in areas central to copper and lithium production. Business groups have called for stronger border control and protection of logistics corridors. While core mining jobs are specialized, tighter migration rules could affect local labour markets in supporting sectors, analysts say.

Against that backdrop of regional strain, industry leaders are also focused on output and long-term competitiveness. Viera said Chile is “obligated” to exceed six million tonnes of fine copper per year, but stressed that growth must come with greater added value through industrialization. “The future lies in industrializing copper and lithium with a global perspective,” he said. 

While Kast’s team has floated boosting mining output by as much as 20% within a year or two, council executive chairman Joaquin Villarino has said Chile’s project pipeline would more realistically lift copper production to around seven million tonnes over the next decade, assuming permitting efficiency and sustained investment. 

Mariano Machado, Americas analyst at risk intelligence firm Verisk Maplecroft, said the 20% target is a political signal, not a literal schedule. “It signals urgency, not an immediate step change,” he said, noting Chile’s constraints stem from mature assets and long lead-times. 

Machado pointed to Cochilco’s own projections, which show output peaking mid-decade before drifting down toward around 4.4 million tonnes by 2034. “We expect the sector to discount the headlines and watch what Kast can change early, including faster permit decisions and fewer procedural pauses,” he said. 

From Zamanillo and Rivera’s perspective, Chile’s fundamentals remain strong in a world where capital is mobile and increasingly shaped by geopolitical considerations. They note that large pools of public and private funding in the United States and allied countries are being directed toward critical mineral supply chains, including reserves, loans and equity instruments. For Chile to compete with both other jurisdictions and high-growth sectors, they argue, it must shorten and clarify permitting timelines.  

Long-life copper and lithium projects need predictable rules and sovereign speed, they say, if Chile wants to capture a larger share of the capital now being mobilized under the new critical minerals architecture. 

More broadly, the nation’s shift toward a tougher law-and-order agenda shapes perceptions of regulatory certainty and state authority. For foreign copper and lithium investors, that trajectory feeds directly into risk assessments, even if migration itself is not tied to production.

Lithium: cost advantage, policy uncertainty 

Chile remains the world’s second-largest lithium producer but has lost market share to faster-growing rivals. A national lithium strategy unveiled in 2023 increased state involvement and reshaped project development pathways. 

Piñeiro said Chile’s cost advantage remains significant, citing the Atacama Salt Flat as one of the lowest-cost lithium brine resources globally. 

Viera argued the country’s loss of leadership in lithium is political rather than geological. He added that Mining Code restrictions reserving lithium for the state have discouraged private investment despite high-quality reserves. 

Machado said investor confidence in lithium hinges less on signed agreements than on operating stability.

“A deal is the easy part — a stable licence to operate is harder,” he said, noting that investors still price in political and social constraints. 

While the Supreme Court’s backing of the Codelco and SQM agreement removed a legal challenge, he noted that investors continue to price in political and social constraints.

“Chile’s advantage matters if it can offer a stable operating model that survives social scrutiny and electoral cycles,” he said. 

According to Viera, Chile could regain its position as the world’s largest or second-largest lithium producer within the next decade if restrictions are repealed and a pro-investment framework is adopted. He cited projects such as Nova Andino Litio, a joint venture between Codelco and SQM, and Salares Altoandinos as positive steps, but said far greater potential exists across more than 40 salt flats nationwide. 

There is also Codelco’s Maricunga lithium partnership with Rio Tinto (ASX: RIO), which is still awaiting antitrust approvals from regulators in Chile and China before the companies can move ahead and sign a shareholders’ agreement.

A credibility test 

As Kast’s government prepares to take office, Chile’s mining sector stands at a crossroads. Demand for copper, lithium and other critical minerals continues to rise, but investors are focused on whether political realities, regulatory reform and their execution will align. 

For the Chilean Mining Chamber, the central issue is credibility. Viera said Chile must boost exploration incentives, modernize its smelting capacity and position mining as a strategic driver of development, not a fiscal fallback.

He added that the new Minister of Economy and Mining could play a pivotal role. “For more than 15 years, Chile has not launched any new projects to increase copper production. The only initiatives have replaced depleted reserves,” Viera said. “The country needs a nationwide exploration policy… Without new discoveries, we will fall behind.” 

For Machado, credibility rests on delivery capacity, not rhetoric. He said the clearest signal would be a delivery framework that promotes productivity and talent, positioning mining as a modern export platform. He pointed to the Critical Minerals Strategy’s call for redesigned curricula, new specializations and stronger integration between industry, academia and the public sector. 

That focus aligns with Chile’s broader competitiveness diagnosis, which highlights a persistent mismatch between available skills and labour-market demand. Machado noted that the mining workforce is already structurally tight and increasingly contractor-heavy.

“A robust plan for developing human capital is not an add-on, but a necessity to mitigate capex risk,” he said. 

In an increasingly geopolitical minerals market, Chile’s challenge is no longer just the size of its resource base, but whether it can reliably convert that advantage into sustained supply. 

———


 

Brazilian state firm fights Equinox Gold asset sale to CMOC

Aerial view of the plant at Aurizona Gold Mine in Brazil (foreground) and Piaba Pit (background). (Image courtesy of Equinox Gold)

A Brazilian state-run company is taking legal action to try to block the sale of a precious metals asset by Equinox Gold Corp. to one of China’s biggest miners.

Companhia Baiana de Produção Mineral, or CBPM, is seeking an emergency injunction for the immediate repossession of a lease area in Bahia, a state in Brazil’s Northeast Region, according to a document seen by Bloomberg News. It argues that Canada-based Equinox was a leaseholder – not the owner – of the concession and therefore was not entitled to sell it.

Equinox agreed to sell its Brazilian operations to CMOC Group, one of China’s biggest mining companies, in a $1 billion deal completed last month. The transaction — announced in December — includes several mines and deposits, in different Brazilian states, under Equinox’s entities in the South American nation.\\

CBPM’s allegations relate to only one of these assets, known as the Bahia Complex. No other properties were listed in the document filed with the court. The company had previously signaled its opposition to the transaction in a statement.

Equinox Gold has not received notice of any lawsuit, Ryan King, the company’s executive vice president for capital markets, said in an emailed response to a request for comment. Equinox “is confident that the sale of its operations in Brazil was fully compliant with Brazilian law and all contractual obligations,” he said on Thursday.

“While Equinox Gold is prepared to defend its position in court if required, the company remains open to engaging in constructive discussions with the State to seek a mutually agreeable resolution,” King said.

CMOC Group, the Chinese company, did not immediately respond to requests for comment. Many Chinese businesses are closed this week for the Lunar New Year holiday.

CBPM alleged that the transaction was agreed without its express consent, which it said was a condition of the agreement governing the mining area. The company has asked the Bahia State Court of Justice to terminate the lease agreement, and is also seeking damages.

“The Canadian company sold a mining right that does not belong to it,” CBPM president Henrique Carballal said by telephone.

(By Mariana Durao)

Austal Finalizes Large Contract to Build Australia’s Landing Craft Heavy

Landing Craft Heavy Australia
Austal will diversify its military shipbuilding with the Landing Craft Heavy order in Australia balancing its US orderbook (Austal)

Published Feb 20, 2026 7:48 PM by The Maritime Executive


Austal Defence Shipbuilding Australia highlighted the announcement by the government’s Deputy Prime Minister and Minister for Defence, Richard Marles, and Minister for Defence Industry, Pat Conroy, as the finalization of a large contract to build the country’s new Landing Craft Heavy (LCH) vessels. It was expecting to sign the contract, valued at approximately A$4 billion (US$2.8 billion), later on Friday while highlighting it was the second major contract for the company under its Strategic Shipbuilding Agreement (SSA) with Australia. 

The Australian Government confirmed the selection of Damen’s Landing Ship Transport 100 (LST100) as its preferred design for the Australian Defence Force’s Landing Craft Heavy project in November 2024, with the vessels to be built by Austal. The design calls for an approximately 100-meter (330-foot) long vessel with approximately 3,900 to 4,000 tonnes displacement. It will have a capacity for over 200 soldiers, plus six Abrams tanks or nine Redback Infantry Fighting Vehicles.

Construction of the Landing Craft Heavy vessels will be undertaken using Austal facilities and the Common User Facility at Henderson in Western Australia. Construction is scheduled to commence in 2026, with the eighth and final vessel scheduled for delivery to Australia in 2038. 

“Constructing the Landing Craft Heavy vessels at Henderson will create and develop thousands of new, skilled jobs in Western Australia and provide further opportunities for the local defence industry supply chain,” noted Paddy Gregg, Austal Limited CEO.

It is the second major order for the Australian armed forces. Austal also completed in December 2025 a contract for approximately A$1 billion to complete the detailed design and build 18 Landing Craft Medium (LCM) vessels at Austal’s Henderson, Western Australia, shipyard. Construction of the first LCM is scheduled to commence in 2026, with the 18th and final vessel scheduled for delivery in 2032.

Austal has sought to develop its work for the Australian military following its long-standing programs for the United States. It also cited the Strategic Shipbuilding Agreement as a defense when South Korea’s Hanwha Group proposed an acquisition of Austal. Management has questioned whether, because of its role in building for the Australian and U.S. military, a change of control would be permitted. Australia, however, permitted Hanwha to become Austal’s largest shareholder.

“While Austal's U.S. business has traditionally accounted for a large share of our defence order book in recent years, this contract reflects the growing strength and success of Austal’s Australian operations — and Australian industry — within the national shipbuilding and sustainment enterprise. This LCH construction contract balances out the split and provides greater geographic diversity of earnings. It also provides earnings and employment stability for the next 12 years,” said Austal Defence Australia Executive General Manager – Strategic Shipbuilding, Gavin Stewar.

Austal also notes that Austal USA is presently constructing up to 12 smaller Landing Craft Utility vessels for the US Navy at its Mobile, Alabama, shipyard.



Austal USA Appoints its Fourth President in Five Years

Austal USA
Courtesy Austal USA

Published Feb 19, 2026 4:27 PM by The Maritime Executive


Naval shipbuilder Austal USA announced Thursday that president Michelle Kruger has stepped down from running day-to-day operations and assumed an advisory role, to be followed by retirement in June. The company's COO has taken over management as interim president, effective immediately. 

"Austal USA is deeply grateful for Michelle Kruger’s vision, commitment, and the lasting impact that she has made on our organization as company president over the last two years," the firm said in a statement. "Congratulations on this momentous milestone and best of luck with the adventures ahead of you as you enjoy your retirement."

Austal is a key partner in multiple Navy shipbuilding initiatives, from the aluminum-hulled LCS and EPF to steel-hull auxiliaries like the T-AGOS program to modules for other defense primes; the company has a wide and deep portfolio, and has been growing rapidly. 

Kruger, a USMMA grad and marine engineer by background, worked on LCS sustainment at NASSCO and then transferred over to Austal in 2022, taking a role running Austal's service business, then president in 2023. During her tenure, she oversaw the launch of a major facility expansion for construction of midsize government vessels and submarine modules for the Virginia- and Columbia-class programs. The infrastructure program, upon completion, will give Austal a total of one million square feet of space in seven assembly bays. 

Kruger will now serve in an emeritus capacity until June, when she will retire. Her transition was announced one week after Austal Ltd. had to cut profit guidance by 18 percent because of an accounting error at the Austal USA unit. Austal USA's offices had reportedly double-counted incentive payments on its T-ATS fleet tug contract for the U.S. Navy; when the error was found, Austal had to reduce its revenue projections accordingly. Its stock has fallen by 23 percent in the past month.  

Austal USA's COO, Gene Miller, has taken over from Kruger as interim president. He is the fourth Austal USA executive to assume the top role in five years, and the third to begin work after a predecessor's sudden departure. 

Kruger became interim president in August 2023 after the resignation of Rusty Murdaugh, who departed after Austal lost money on the same fleet tug (T-ATS) contract, its first experience with steel shipbuilding. Losses on the tug order prompted Austal Ltd. to temporarily halt stock trading and make a cut in earnings projections, followed shortly after by Murdaugh's exit. 

Murdaugh had started as interim president in 2021 after the ouster of former president Craig Perciavalle, who was later indicted on charges of accounting fraud related to alleged misreporting of construction costs on the LCS program in 2013-16. In 2024, Austal USA pleaded guilty to one count of securities fraud and one count of obstruction of a federal audit in connection with these events; it appointed an independent monitor, paid a $24 million fine and paid $24 million in investor restitution to settle the criminal charges. Court proceedings continue for Perciavalle and two other suspects. 

 

Port Builds on Effort to Strengthen its Safety Culture to Reduce Injuries

Port of Virginia

Published Feb 21, 2026 1:05 PM by The Maritime Executive


[By: Port of Virginia]

The Port of Virginia® is using a layered approach to strengthen safety throughout its operation by identifying the most common critical risks at its terminals and offices, emphasize safety as a core value and creation of an internal safety brand that serves as a continual reminder for everyone on port property.

The effort was recently recognized by Signal Mutual, the insurance carrier for The Port of Virginia, which presented its Executive Leadership Award to Virginia International Terminals Chief Operating Officer Joseph P. “Joe” Ruddy. The award recognizes the effort underway at the port to emphasize safety and reduce the number of injuries, reportable incidents and lost workdays. (Virginia International Terminals, LLC, is the privately-held terminal operating company for The Port of Virginia.)

“This award is not about an individual, but what The Port of Virginia® is doing, as an organization, to get better and create a culture of safety across the entire operation,” Ruddy said. “It is our goal to eliminate injuries, lost workdays and the like, and become the safest port in North America.”

“Safety is a core value here and as a team we are coming together to ensure that we protect what matters, which are the people that work here, our labor partners, our guests and the contractors coming to and from our facilities and offices. At the end of every day, of every shift, people should be going home in the exact same condition in which they showed up.”

Lost workdays is one of the safety metrics used by the industry and during the last four years, the number of lost workdays at The Port of Virginia, as the result of on-the-job industry, is decreasing. (Lost workdays are measured in the total number of days an employee could not work against every 200,000 hours worked.)

The Port of Virginia, lost workdays by fiscal year, July 1 – June 30:

  • 2022 = 1.82 days
  • 2023 = 1.83 days
  • 2024 = 1.37 days
  • 2025 = 1.04 days
  • 2026 = 1.09 days (as of Feb. 2026)
  • 2026 goal = 0.91
  • OSHA industry average = 1.4 days

“We are trending in the right direction, in terms of lost workdays, and have been for the last four years, but the goal is zero,” said Sarah J. McCoy, the interim CEO and executive director of the Virginia Port Authority.

Last fall, port leadership announced an organization-wide initiative to ingrain safety even more into the port’s culture. Since then, the port has created a safety brand, We Protect What Matters, and has collaborated with local ILA leadership (International Longshoremen’s Association) and port team members from across the organization to better understand where the highest risks are and how best to mitigate them.

The safety effort includes:

  • Creation of critical risks and life-saving rules
  • Recognition for those going above-and-beyond standard safety practices
  • Identifying and marking potential hazards
  • Safety audits
  • Safety briefings for guests
  • Annual safety training (CPR, first-aid, etc.)
  • We Protect What Matters messaging campaign

“We had a lot of conversations, grounded in real experience that led to the identification of our Seven Critical Risks and Six Life-Saving Rules,” McCoy, said. “These risks and rules are not about adding complexity or checking a box. They are about clarity, using common language to recognize risk, communicating more effectively and focusing our attention on the situations where the potential for serious harm is greatest.”

“This organizational effort reflects our shared commitment to care, consistency, and accountability. Care for one another, consistency in how we approach safety and accountability to make sure everyone goes home safe at the end of the day.”

Signal’s Executive Leadership Award is an annual award given to an executive who advances employee safety and health through a strong safety culture and a sustainable safety management system.

“The recipient sets high safety standards grounded in personal values, demonstrates a sustained commitment to preventing workplace injuries and illnesses, leads safety efforts in a visible, hands-on manner, and develops effective safety initiatives that are implemented across the organization,” said an award description from Signal.

The products and services herein described in this press release are not endorsed by The Maritime Executive.

Associated British Ports Invests in Young People

Association of British Ports
Pictured L to R Max Burnett (ABP), Lucy Ottewell-Key (Horizon), Andrew Dawes (ABP), and Fiona Wright (Horizon)

Published Feb 24, 2026 9:33 PM by The Maritime Executive


[By Associated British Ports]

Associated British Ports (ABP) is delighted to become a founder patron of the Horizon Youth Zone in Grimsby to help support the charity in providing a safe, inspiring place for young people.

As Founder Patrons, ABP will join a growing family of businesses, organisations and philanthropists contributing to the charity’s annual running costs. This enables Horizon to keep offering state-of-the-art facilities, new opportunities, and first-class youth work to thousands of young people in North East Lincolnshire.

Andrew Dawes, Regional Director for ABP in the Humber said: "We’re absolutely delighted to be a Founder Patron of Horizon Onside Youth Zone.

It’s a privilege to support a project that will create opportunities, raise aspirations, and make a lasting difference for young people across North East Lincolnshire. We very much look forward to work alongside them in showcasing opportunities across our port and maritime sector in the Humber."

Horizon CEO, Lucy Ottewell Key said: “We are grateful for the generous support of Associated British Ports. Their belief in Horizon Youth Zone is a powerful message to the young people of North East Lincolnshire that their futures matter. Thanks to this support, more young people will have a safe place to grow, connect, discover their strengths, and build the confidence they need to thrive.”

Since Horizon’s grand opening last weekend, young members are now able to access an indoor climbing wall, four court sports hall, training kitchen, music room with a recording studio, fully equipped gym, sensory room, dance and drama studio, 3G kick pitch, arts and crafts room, and enterprise and employability suite. In addition to these incredible facilities, trained youth workers and dedicated volunteers are available seven days a week to offer guidance and holistic support to help the area’s young people to thrive. The Youth Zone is creating permanent full and part-time jobs, as well as numerous volunteering opportunities.

Horizon Youth Zone is an independent charity with a private sector-led board and part of the OnSide Network of 18 Youth Zones nationwide, supporting more than 55,000 young people annually. Youth Zones are open to young people aged between eight and 19 (up to 25 for those with additional needs), seven days a week, for just £5 membership per year and 50p a visit.
 

The products and services herein described in this press release are not endorsed by The Maritime Executive.


APM Terminals Expands in Middle East with Jeddah Terminal Investment

Saudi Arabia Jeddah
APM made a strategic investment in Saudi Arabia's key port and its first on the Red Sea (APM)

Published Feb 20, 2026 8:10 PM by The Maritime Executive

 

Maersk’s terminal operator, APM Terminals, is positioning itself to benefit from the growing status of Jeddah Islamic Port as it announced the acquisition of a stake in a terminal operated by DP World. It represents APM’s first Red Sea presence and further expands its Middle East presence.

As part of measures to deepen its presence in Saudi Arabia, APM Terminals entered into an agreement with DP World to acquire a 37.5 percent stake in the Southern Container Terminal (SCT) at Jeddah Islamic Port. The two companies did not disclose the value of the investment.  

APM Terminals is making the strategic investment owing to Jeddah’s role as a vital gateway not only to the local market but also to global networks. DP World, which secured a 30-year build-operate-transfer concession to operate the terminal in 2019, will retain a 62.5 percent majority shareholding and continue to lead the operations at the facility.

Critically, APM Terminals is acquiring a stake in the facility exactly a year after DP World completed a massive $800 million modernization and expansion of SCT. In March last year, DP World completed a three-year project that transformed the terminal into one of the region’s most advanced and sustainable container facilities, the hallmark of which was doubling its capacity from 1.8 million TEU to 4 million TEUs. The expansion also paved the way for a future capacity of 5 million TEU, with additional ship-to-shore equipment to be deployed as demand grows.

The project also involved expanding the terminal’s capacity for refrigerated containers (reefers) from 1,200 to 2,340, something that now ensures optimal conditions for temperature-sensitive shipments. Spanning a total quay length of 2,150 meters, including a deep-water quay with an 18-metre depth, SCT is today capable of accommodating up to five ultra-large container vessels simultaneously.

Mid-this year, DP World expects to complete the construction of the 415,000-square-meter Jeddah Logistics Park that is being touted as the largest integrated facility of its kind in the Kingdom and which is adjacent to SCT. Maersk is also pumping investments into the park that is expected to offer state-of-the-art warehousing, distribution and freight forwarding services, further strengthening Jeddah’s position as a key hub connecting trade routes across Asia, Africa, and Europe.

“Jeddah Islamic port is one of the region's most important trade corridors. This investment secures long-term access to quality infrastructure and strengthens our ability to support customers with reliable, scalable capacity in the Kingdom,” said Keith Svendsen, APM Terminals CEO.

Jeddah Islamic port is located along busy global shipping lines connecting three continents making it the Red Sea's top port for transit trade and transshipment of container and cargo. With four terminals and 62 berths, the port has been witnessing growth in the number of ships calling at the port. Last year, about 4,000 vessels docked at the port.

“Since securing the concession in 2019, we have transformed the Southern Container Terminal into a modern, high-capacity gateway, further strengthening Jeddah’s position as a leading Red Sea hub in support of Saudi Arabia’s Vision 2030,” said Yuvraj Narayan, DP World Group CEO.

He added the partnership with APM Terminals reflects the confidence global industry leaders place in the port operator’s capabilities.


Port of Los Angeles Expects Continued Weakness After January Decline

Port of Los Angeles
The Port of Los Angeles expects continued declines in volumes due to higher inventories, uncertainties in trade policies, and last year's frontloading by importers (Port of Los Angeles file photo)

Published Feb 18, 2026 6:46 PM by The Maritime Executive


The Port of Los Angeles foresees continued weakness in container volumes for the first quarter of 2026 after a 12 percent decline in January. However, while highlighting that it does not expect increased certainty for U.S. trade policies, it believes the rate of decline is stabilizing and is not expected to “drop off a cliff” as the U.S. moves forward in 2026.

As the largest container port in the Americas, the Port of Los Angeles is viewed as a key measure of U.S. trade, especially with China and Asia. Despite the uncertainties and changes in trade policies in 2025, the port recorded its third busiest year, handling more than 10 million containers. While it represented a marginal decline versus 2024, it marked the 26th year the Port of Los Angeles was the busiest port in the Western Hemisphere.

While saying “January held no surprises,” Port of Los Angeles Executive Director Gene Seroka told reporters at a media briefing on February 17 that he expects a decline of “less than 10 percent” for volume in the first quarter. After that, he said, “I don’t see the economy or cargo volume dropping off a cliff…. I don’t see a dire situation.”

Seroka notes that in addition to continuing uncertainties in U.S. trade policy, they are facing a headwind after “importers scrambled to get cargo in ahead of the tariffs” in 2025. He believes that impacted January volumes and will continue to have an impact into 2026.

All measures of volume were off during January, with imports down 13 percent while exports were down 8 percent to the lowest levels in nearly three years. Critically, imports were 3 percent below the port’s five-year running average.

Similarly, the indicators are also weak. Seroka pointed to the consumer confidence index, which is at its lowest level in 11 years. He reported in January that empties leaving the port, an indicator of shippers preparing for export cargo, were down 12 percent. He said this reflects softer demand ahead. During the conversation, it was noted that the U.S. is not exporting much to China currently. 

Halfway through February, the forecast for the month was that arrivals looked “relatively flat” compared to last year. However, the Lunar New Year holiday began this week and will have an impact going forward. Seroka said the primary impact would be felt in March at the port of Los Angeles.

Seroka also believes that importers are in a “cautious restocking phase.” He notes that inventories are higher at the beginning of the year, meaning they expect it will impact volumes going forward. He also notes that the frontloading that took place in 2025 means they will continue to face challenging year-over-year comparisons as they go forward this year.

Despite a cautious outlook, Seroka noted that order levels appear to be fairly stable, contributing to the outlook of a leveling off for volumes as they move into 2026. He also notes the American consumer has “shown remarkable resilience.” 

The Port of Los Angeles’ forecasts follow similar broader outlooks from the National Retail Federation, which expects retail imports to remain at lower levels moving into 2026. The spending frenzy during and after the pandemic has cooled, with analysts noting that consumers remain concerned. 

 

India’s Swan Defense Shipyard Revives Old Projects as it Develops Yard

OSVs under construction at Swan Defense India
SDHI is successfully restarting old projects as it revitalized the shipbuilding operations (SDHI)

Published Feb 24, 2026 7:13 PM by The Maritime Executive


Efforts continue to show progress at reviving India’s shipbuilding industry at the yard in Pipavav, formerly operated by the Reliance Group. Relaunched as Swan Defence and Heavy Industries Limited, the yard reports it has received a contract to finish five ships ordered in 2009 and sitting idle for nearly a decade due to the collapse of the operations. It is the second deal recently announced by SDHI to revive old projects.

SDHI reports it completed a deal to sell the hulls of five incomplete offshore supply vessels (OSV) and has now received a contract to finish the construction of the vessels. The ships were originally part of an order placed in 2009 to build a dozen OSVs for India’s Oil and Natural Gas Corporation while the yard operated as Reliance Naval and Engineering. The first seven were completed and delivered before Reliance’s financial troubles, which delayed the next five ships. Work was stalled by 2017, and the yard later went into bankruptcy.

When the new owners bought the yard and began the efforts to relaunch the operations, the deal included a number of incomplete projects. SDHI reports it sold the five incomplete OSVs to San Maritime India, an offshore operator with more than 40 vessels. San Maritime acquired the ships on an “as is, where is” basis and has now contracted with SDHI to complete the construction of the vessels.

The OSV order came in the same month as SDHI also reported a defense export order from the Government of Oman. The Indian news outlet ETInfra writes that this order is also part of the efforts to “clear the baggage from the past.” It reports that the prior operators had received an order from the Indian Coast Guard for a training ship, which was also partially constructed before the bankruptcy.

SDHI reports the vessel is expected to be delivered within 18 months to the Royal Navy of Oman. It measures 104 meters (341 feet) and will have a displacement of approximately 3,500 tons. It will feature modern classrooms, training offices, and accommodations for up to 70 officer cadets. It will be outfitted with state-of-the-art navigation systems and communications and be capable of conducting helicopter operations.

Under the new leadership, the yard seeks to be a significant part of India’s efforts to expand its shipbuilding to become a key player in the global market. SDHI in January booked India’s first chemical tanker order and one of the largest deals for the Indian industry. It was contracted to build six 18,000 dwt chemical tankers for Rederiet Stenersen valued at $227 million. Each of the tankers will measure 150 meters (492 feet) and will be built to Ice Class 1A and feature advanced dual-fuel LNG-ready hybrid propulsion.

The company says these orders “reinforce India’s indigenous shipbuilding capabilities and its growing stature as a global maritime hub.”  The Government of India recently rolled out targeted financial assistance and incentive schemes to help support the expansion of the shipbuilding industry. SDHI highlights that it is creating a shipbuilding ecosystem that will support local vendors and service providers.

 

Digital Collaboration in Chemical Logistics

Decarbonization Is Turning Transport into a Chemical Logistics Coordination Challenge

energy transport

Published Feb 20, 2026 2:31 PM by Mikael Lind et al.

 

[By Mikael Lind, Wolfgang Lehmacher, Jeremy Bentham, Chye Poh Chua, Philippe Isler, Jens Lund-Nielsen, and Per Löfbom]

Transport still relies heavily on fossil fuels and accounts for roughly one quarter of global energy-related greenhouse gas emissions. Shifting this energy base to sustainable alternatives requires a systemic effort. As transport decarbonizes, the way fuels are supplied changes fundamentally. Crude oil and derived refined products are handled through mature infrastructure and well-established operating practices. In contrast, many low-carbon energy carriers fall outside this model as clean energy infrastructure remains materials-intensive and relies on polymers, composites, specialty gases, electrolytes, solvents, and coatings supplied by the chemical industry.

Hydrogen carriers, synthetic fuels, advanced biofuels, and e-fuels are produced, stored, and transported as chemical products that are contamination-sensitive, hazardous, and tightly linked to plant and storage operations. As with traditional fuels, moving them safely and efficiently typically requires specialized terminals, strict tank cleaning routines, careful sequencing, and close coordination among ships, storage, and inland transport. 

Maritime transport accounts for most of global trade by volume. It remains the backbone of world trade, with energy commodities such as crude oil, petroleum products, LNG (liquid natural gas), and LPG (liquid petroleum gas), accounting for the bulk of tanker capacity. Transition outlooks foresee part of this trade shifting toward chemically derived fuels such as methanol, ammonia, synthetic fuels, and advanced biofuels, which will largely move through existing ports, terminals, and ships serving the chemicals industry. Long-term decarbonization perspectives similarly point to low- and zero-carbon fuels supplying a growing share of shipping energy demand from a low base, often via regional hubs and corridors where these fuels move as chemical cargoes.

The challenge is therefore not only how to produce low-carbon fuels, but how to coordinate their movement reliably across complex, multi-actor chemical supply chains, and expand the use of more selectively applied just-in-time practices to the entire end-to-end supply chain. 

The Industry Is Optimized, but Lags End-to-End Coordination

Chemical logistics has been optimized within companies: shipping lines use advanced scheduling tools, terminals adhere to strict safety and quality standards, and producers manage production, storage, and deliveries with digital support. The main weakness lies in both fragmentation and coordination between organizations, where small differences in readiness, sequencing, or arrival times trigger last-minute changes to berth plans, tank assignments, and inland transport, necessitating buffers and emergency responses.

In a decarbonizing transport system that relies on tightly linked fuel and material flows, these coordination gaps increase costs, risks, and the likelihood of delays in scaling low-carbon solutions. The challenge is evident in liquid bulk, where tankers carry multiple chemicals in separate, compatibility-constrained tanks and terminals handle diverse, safety-sensitive products; when arrival times shift, tank planning, inland transport, and sometimes production must all be adjusted.

Chemical Logistics and the Business Logic of Dependency

Chemical logistics is structurally tight: many storage tanks are product-specific and integrated into production, blending, and safety systems, and many sites operate near capacity, leaving little room for error and disruption. Experts estimate logistics costs at 15–25% of product value, so delays and misalignment quickly erode margins, and even modest improvements in supply chain coordination unlock meaningful value and resilience.

In this environment, uncertainty is more damaging than delay: predictable lateness can be planned around, whereas uncertain arrivals force actors to hold extra inventory, reserve capacity “just in case”, and pay for back-up options. Operational experience across the chemical and liquid bulk chains shows that minor deviations early in the chain can materially degrade routing and sequencing efficiency, with knock-on effects on fleet use and plant performance. In this industry, commercial sensitivity is intrinsic, since data on readiness, sequencing, or prioritization can reveal production status, customer exposure, or market position, particularly in competitive tanker markets, so any coordination model must accept limited, selective information sharing.

Why Traditional Digital Coordination Models Fall Short

Many digital collaboration initiatives assume either a central orchestrator or a broad willingness to share detailed information, neither of which aligns with the realities of the supply chain industry, including chemical logistics. In liquid bulk, port authorities manage safety, access, and traffic, but not commercial supply chains; terminal operators act on behalf of cargo owners with only partial visibility; and there is usually no single operator or platform coordinating end-to-end.

Ownership structures reinforce fragmentation as cargo owners may own tanks or captive terminals and hold long-term capacity. Still, they cannot own port authorities, and ports are not natural custodians of commercially sensitive information. Shipping lines face similar constraints: ship positions are visible, but sharing precise arrival plans or onward employment can reveal strategy, making it hard to adopt systems that treat ETA (estimated time of arrival) as a fixed promise. The core issue is not data scarcity but the absence of governance arrangements that allow coordination without over-exposure, a gap that becomes more consequential as decarbonization makes chemical and energy flows more interdependent. This more interdependent future is expected to arrive sooner rather than later in the industry, making adjustments for better coordination in chemical and energy supply chains an urgent matter to protect margins and profits.

The Foundations of End-to-End Digital Collaboration

The key opportunity is to move interventions and activities from late, reactive alignment towards earlier, shared coordination along the end-to-end chains. The energy transition process makes an urgent necessity rather than a “nice to have”. Coordination works best when limited, pre-agreed sets of primary data are shared directly by those closest to the action and the chain of events, including shippers, cargo owners, terminals, shipping lines, and inland operators, rather than relying mainly on estimates derived from third-party data, which do not provide high accuracy and certainty.

In chemical and liquid bulk energy and feedstock flows, a small set of signals is often sufficient: planned, estimated, and actual arrival and departure times at transport nodes along the end-to-end chain, shared at the source and updated as conditions change, enable others to adjust in time. This can be transformative and  leads to three design principles: cargo owners decide who sees what, because they control readiness and bear much of the risk; ETAs are treated as intent, updated as conditions evolve, to facilitate early data sharing; and visibility is limited to actors directly involved in a flow, for a defined purpose and time window, to protect commercial interests.

These principles are well-suited to liquid bulk corridors for future fuels and critical intermediates, where tighter coordination is needed without undermining competition or confidentiality.

Principle and Practice: Primary Data with Ports in the Loop

Disturbances in chemical logistics tend to propagate across the full chain - from production sites to terminals, storage facilities, downstream plants, and inland transport. Coordination therefore needs to span the entire end-to-end flow, not just individual nodes. In practice, this points to a cargo-owner-driven, terminal-centred community model with port authorities in the loop. Producers, traders, suppliers, receivers and industrial users, terminal operators, shipping lines (tankers, container carriers, tank-container operators), inland transport providers, forwarders, and port authorities - including customs, safety bureaus, and other regulatory actors - form the core coordination group in chemical logistics. Given the layered nature of chemical value chains, where one actor’s output becomes the next downstream input, these flows often remain seaborne and interconnected across multiple stages and geographies.

Within this group, each participant shares their planned, estimated, and actual arrival and departure times, rather than only the cargo or vehicle's actual position, which usually provides limited value. This enables better sequencing, resource allocation, and contingency planning without revealing sensitive details. Ports and terminals benefit from structured pre-alerts on arrival windows, deviations, and actual movements, improving chain fluidity, safety, and energy transition planning and execution, while the commercial context remains within the individual companies. As analyses of emerging green shipping corridors show, linking short-sea trade lanes such as Sweden–Belgium with deep-sea bulk routes from South Africa to Northwest Europe can create corridor structures where stakeholders coordinate green ammonia production, fuel supply, and transport execution using limited shared signals. Such corridor-based coordination enables actors to absorb production or voyage delays, re-optimize berths, storage tanks, and inland flows, and reduce reliance on emergency storage, spot chartering, and losses of low-carbon fuels, while avoiding the disclosure of commercially sensitive information or counterparties1  (North Sea Port, 2024; Global Maritime Forum, 2025).

Building on the Trinity approach, the illustration below extends the coordination logic from ordinary cargo transport to a chemical flow transport system. While the same trustworthy signals - time windows, readiness, connection risks, emissions, and asset conditions - continue to sit between cargo owners, transport operators, and transport nodes, they are expanded to reflect energy availability and carbon integrity. In doing so, the model links transport execution directly to sustainable energy supply, ensuring that logistics flows are not only operationally aligned but also powered by verified low-carbon energy, without requiring the exchange of commercial data or contractual positions.

 

 

VWT as a Public Good Powered by TWIN

The Virtual Watch Tower (VWT) (www.virtualwatchtower.org) operationalizes this model as an emerging public good service for the global supply chain community rather than a proprietary platform or commercial intermediary. Its role is to provide neutral digital infrastructure for coordination, not to own or monetize data or manage transport flows.

The Trade Worldwide Information Network (TWIN.org) is a distributed system of independently operated nodes, organized in a decentralized (federated) trust architecture. Offering VWT the backbone for controlled, purpose-bound data sharing among a limited set of actors, backing VWT’s digital architecture (VWTnet), allowing data to remain with its owners while selected and limited planning, intent and progress signals are shared under agreed rules. VWT shows that it is possible to coordinate end-to-end flows in commercially sensitive environments without undesirable full transparency or centralized control, making governance - not technology - the main innovation. For liquid bulk chains, using this model at the terminal level can create a light-touch coordination layer across multiple ports, corridors, and value chains without imposing a single commercial orchestrator.

So What for CEOs and Policy Makers?

Senior business and policy decision makers should factor the following considerations into their strategic thinking around liquid bulk chains:

•    Supply-security and decarbonization are now coordination problems. Ensuring reliable access to future fuels and critical intermediates depends as much on end-to-end coordination of chemical logistics as on production capacity or shipping technology.

•    Governance is the bottleneck, not data or tools. The primary constraint is the lack of trusted frameworks for sharing minimal yet critical data signals among collaborating and lesser competitors, especially in liquid bulk ports and corridors.

•    Public good digital infrastructure is a strategic asset. Neutral architectures and services like VWTnet/TWIN can underpin clusters and corridors in ways commercial platforms cannot, making them a lever for industrial strategy and resilient decarbonization.

•    Early movers can shape the rules. Companies and ports that step into cargo-owner-driven, terminal-centric communities now will help define the standards, governance, and data conventions that others will later follow.

An Invitation to the Chemical Logistics Data-Sharing Community

Chemical logistics faces a huge opportunity. Although the industry is highly optimized for today’s reality, decarbonization, volatility, and tighter links between production and transport are increasing the cost of weak or delayed coordination, especially for liquid bulk flows that will carry future low-carbon fuels and key intermediates. At the same time, the sector already has a firm foundation in discipline and digital maturity. VWT offers a practical path for industry actors to co-create data-sharing infrastructure, starting with terminal and corridor communities that identify where uncertainty propagates, define trust boundaries, agree on a minimal set of intent and progress signals (estimates and actuals), and co-facilitate the necessary adjustments to existing tools like VWTnet, backed by TWIN.

As low-carbon fuels and materials scale, chemical logistics becomes critical infrastructure for the energy transition, and data-sharing for better coordination becomes a strategic and economic requirement and capability. Our invitation is to engage early, pragmatically, and collaboratively in building more reliable, better coordinated end-to-end chains that can support the decarbonization of global transport and logistics, of which liquid bulk is only one part. VWT provides a digital end-to-end infrastructure ready to support the necessary developments, gradually across all supply chains, with chemical logistics certainly a priority.

 

Global Maritime Forum (2025) Assessing the feasibility of the South Africa–Europe iron ore green shipping corridor. Global Maritime Forum, 30 October 2025; North Sea Port (2024) Sweden–Belgium Green Shipping Corridor expands ambition for world’s first green ammonia shipping corridor, 14 June 2024

 

About the authors

Mikael Lind is the world’s first (adjunct) Professor of Maritime Informatics engaged at Chalmers and Research Institutes of Sweden (RISE). He is a well-known expert frequently published in international trade press, is co-editor of the first two books on Maritime Informatics and is co-editor of the book Maritime Decarbonization.

Wolfgang Lehmacher is a global supply chain logistics expert. The former director at the World Economic Forum and CEO Emeritus of GeoPost Intercontinental is an advisory board member of The Logistics and Supply Chain Management Society, an ambassador for F&L, and an advisor to GlobalSF and RISE. He contributes to the knowledge base of Maritime Informatics and is co-editor of the book Maritime Decarbonization.

Jeremy Bentham is currently Co-Chair (scenarios) with the World Energy Council, a senior Fellow with Mission Possible Partnership, and a senior advisor to several international organisations including the World Business Council for Sustainable Development.  He was formerly the head of scenarios and strategy with international energy major, Shell.

Chye Poh Chua is a VC investor focused on disruptive technologies in maritime commerce and logistics. With four decades of experience across shipping, terminals, and maritime technology, he works at the intersection of commercial reality, governance, and digital infrastructure, with a particular interest in end-to-end coordination in complex, commercially sensitive supply chains.

Philippe Isler has spent more than 25 years designing and implementing solutions to facilitate and optimise international trade. After many years deploying and operating Single Window and traceability systems in developing countries on a commercial basis with SGS, he has, for the past decade, led the Global Alliance for Trade Facilitation at the World Economic Forum. In parallel, he has also served on an advisory board at Neste, contributing to efforts to advance the decarbonisation of commercial aviation. 

Jens Lund-Nielsen is a pioneer in public–private partnerships for global trade. He co-founded the Global Alliance for Trade Facilitation and the Logistics Emergency Teams with the World Food Programme, and has nearly two decades of experience from A.P. Moller – Maersk and PwC. He is co-founder of the TWIN Foundation and trade digitalisation initiatives including ADAPT, TLIP, and 3Sixty, and advises governments, the EU, the UK, and the World Economic Forum.

Per Löfbom is an experienced and certified IT architect with a strong background in IoT, e?navigation, integrations, and platform strategy. He has extensive experiences as an architect, project manager, and IT manager across industry, logistics, maritime and public sector. Additionally skilled in standardization, system design, system development and complex integration environments. 

The opinions expressed herein are the author's and not necessarily those of The Maritime Executive.