Porti & ambiente — le notizie raccolte

Grace Ocean and Synergy agree settlement with the State of Maryland for a portion of reconstruction costs with further claims expected against Hyundai Heavy Industries May 18, 2026 In a further chapter in the saga of theDaliFrancis ScottKey Bridge strike the State of Maryland has reached a $2.25 billion settlement with the vessel’s owner Grace Ocean and operatorSynergy Marine. The settlement comes against the backdrop of legal proceedings in front of a Federal judge that are set to begin in early June concerning limitation of shipowner liability in the event of accidents. The Francis Scott Key Bridge, which will be rebuilt in the coming years, is owned by the Maryland Transportation Authority (MDTA). The announcement of the settlement came at the same time as the filing of criminal charges against the vessel operator. Numerous legal actions are still anticipated, with $2.25 billion deal being one piece of a much larger puzzle. The State of Maryland is still intending to follow up on claims against the vessel’s builderHyundai Heavy Industries (HHI). Anthony Brown, the Maryland Attorney General, said in a prepared statement: "This $2.25 billion settlement reflects the full measure of accountability we were able to secure from the vessel interests — and our pursuit of justice is not finished. We will continue to press our claims against the shipbuilder whose fault helped bring this bridge down”. Earlier this year, in April, the State had received a $350 million payout, in turn, to be subrogated to the vessel owners, under a policy that it had in place, through a company tied to insurer Chubb. Related:Two companies and tech officer charged in Dali case The Congressional representative for the district the includes Baltimore US Rep. Johnny Olszewski, had said in a statement: “By avoiding the uncertainty and delay of a lengthy trial, these funds can be put to work sooner to support the recovery and reconstruction effort… At the same time, this process is far from over. The state intends to continue pursuing damages from the ship's builder, Hyundai Heavy Industries, which the National Transportation Safety Board also identified as bearing responsibility.” At the time of the earlier $350 million settlement, James Mercante, Admiralty lawyer with New York based Gallo Vitucci Klar LLP, had explained in a video posted by Baltimore news outlet WBAL, said: “I would think that the reason decided to settle this claim is because it’s a fixed claim. The vessel owners insurance, I think wisely decided to settle because it’s a quantifiable amount- a fixed amount”. Looking towards the then future- at events now unfolding, Mercante continued: “We don’t know if the State’s claim is $2 billion…$3 billion…business interruption…so let’s knock out the ones that are easy…and that’s what they did.” TheDaliis entered into Brittania, a member of the International Group of P&I Clubs. Related:Vessel fires increase in numbers and severity Limitations of shipowner liability have figured into theDalilegal maneuverings; they are the subject of the upcoming June hearing. Anarticle by lawyers Squire Patton Boggs, refers back to old legislation restricting owner liabilities, but ties it to ongoing political developments on Capitol Hill: “When enacted in 1851, the purpose of the Limitation Act was to encourage shipbuilding and investment in the maritime industry. One hundred seventy-five years later, the intent of the Limitation Act is reflected in the pending SHIPS for America Act and Executive Order No. 14269, Restoring American’s Maritime Dominance. While the Limitation Act may be amended in the future, it is unlikely to be repealed.” Meantime, the course ahead will be lengthy, and expensive; recent estimates show the cost of replacing the downed bridge increasing above previous estimates. In commentary from Minorcan Mullet, a Baltimore based social media outlet covering maritime matters, the narrator said: “The cost of the Key Bridge [replacement] has now climbed to between $8 billion - $9 billion.” Read more about: Barry Parker New York Correspondent Barry Parker is a New York-based maritime specialist and writer, associated with Seatrade since 1980. His early work was in drybulk chartering, and in the early 1990s he moved into shipping finance where he served as a deal-maker and analyst with a leading maritime merchant bank. Since the late 1990s he has worked for a group of select clients on various maritime projects, also remaining active as a writer. Barry Parker is the author of an Eco-tanker study for CLSA and a presentation to the Baltic Exchange Freight Market User Group on the arbitrage of tanker FFAs with listed tanker equities.

Sestri Levante – “Un edificio in pietra di una magnificenza non curante di sé, costruito nel XV secolo come convento domenicano, su un promontorio affacciato su una baia scintillante. L'ambiente circostante sembrava non impressionare nessuno tranne me”: è questo l’effetto che ha fatto l’ex Convento dell’Annunziata, immerso nella Baia del Silenzio, all’inviato del The New Yorker che sul periodico americano ha descritto con queste parole ciò che l’ha più colpito dei due giorni a Sestri Levante. Vista, infatti, la presenza del premier in pectore ungherese Péter Magyar al Riviera International Film Festival, anche l’attenzione della stampa internazionale per due giorni è stata catalizzata sulla “Ligurian coast” e non solo per raccontare in un ampio reportage l’uomo che ha battuto Viktor Orban alle elezioni. Per la prima volta in dieci anni della storia del festival ha preso parte al red carpet una figura così di spicco sul piano politico e al centro dell’attenzione mediatica ha preso parte al Riff, dato che all’apertura del festival è stato proiettato il documentario del regista Topolánszky: qui viene raccontata l’ascesa del nuovo premier come quella di “un eroe dell’antichità classica”, ha sottolineato Andrew Marantz nella sua lunga analisi. E Magyar per due giorni, prima di volare a Roma e incontrare la presidente del Consiglio Giorgia Meloni, si è goduto l’atmosfera della riviera, accompagnato dal figlio più piccolo. Lo stesso ha fatto anche l’inviato da New York, che è rimasto affascinato dalla bellezza dei luoghi simbolo del festival. Tanto che nel suo racconto, ricco di inserti dal taglio ironico e originale, ha descritto l’atmosfera della conferenza stampa che il premier ha tenuto davanti ai cronisti italiani. “Cercavo di prestare attenzione mentre allungavo il collo per guardare il soffitto a volta. (Dopo anni di gelidi tour elettorali all'alba a Flint e nelle zone rurali del New Hampshire, inseguire un politico attraverso un idilliaco villaggio mediterraneo era un cambiamento gradito; darò sempre atto a Magyar almeno di questo, anche se non dovesse riuscire a rilanciare la democrazia nell'Europa centrale)”, gli rende merito l’autore, felice di questa trasferta in Italia. L’articolo prosegue ripercorrendo come Magyar si sia infastidito per una domanda di attualità su Giorgia Meloni, posta da una giornalista presente in sala, tanto da allontanarsi subito dopo la conferenza e da cancellare alcune interviste precedentemente programmate con la stampa. Anche Marantz ammette di aver dovuto “riadattare le domande sul rinnovamento democratico sotto forma di critica cinematografica”, nel mentre che era diretto all’hotel dove il primo ministro ungherese ha alloggiato, l’hotel Vis à Vis. Qui è rimasto particolarmente colpito, nonostante il momento concitato, dal panorama circostante, tanto che dice di essere arrivato sulla terrazza dell’hotel, “dove ampie vetrate incorniciavano viste panoramiche sulla baia”, mentre poco più in là il figlio Miklós stava mangiando una burrata. Una bella vetrina quindi per una Sestri Levante che per tutta la settimana è stata sotto i riflettori dei media di settore e dei giornali nazionali, anche grazie alle tante star presenti, tra attori e registi: da Matthew Modine a Stephen Frears, da Luca Argentero a Silvio Soldini. Più di 400 camere prenotate negli hotel, centinaia di partecipanti, tra chi in sala ha assistito alla proiezione dei film e documentari in concorso e chi invece ha seguito le masterclass e gli incontri.

“We’re not on the front lines every day.” For Mark Udell, chief executive officer of London Jewelers, that acknowledgment comes with an assignment. When new employees arrive at the family-owned retailer, he explains what they are inheriting: a reputation built over a century, entrusted to the people greeting the next customer. “I tell them we’re 100 years old, and we’ve spent 100 years, four generations, building this business up to the reputation we have,” he said. “You have to represent the family in the most perfect way.”Related ArticlesFashion ScoopsEBay Is Hosting Luxury Live Shopping for the HolidaysFashion ScoopsDonatella Versace, Claudio Antonioli Presented With Milan's Ambrogino d'Oro Honor The instruction captures a challenge at the heart of London Jewelers’ centennial: how to expand a business built on personal relationships while keeping those relationships personal. In a crowded luxury landscape, where independent jewelers,retailgroups and the houses themselves compete for customers, carrying prestigious names is only part of the equation. London Jewelers has carved out its own lane by combining an established luxury operator’s reach with the direct involvement of the family whose reputation rests on each encounter. Its Best Customer Service win at September’s WatchPro USA Awards offered recognition of that approach. “We have a culture,” Udell said. Founded in Glen Cove, N.Y., in 1926 by his grandfather Charles London, a watchmaker, the company passed to Charles’ daughter Fran and her husband Mayer Udell before Mark and his wife, Candy, began building its next chapter. Today their children Randi Udell-Alper and Scott Udell, and nephew Zachary Udell work alongside them. The business spansfine jewelry, bridal,watchesand giftware, with multibrand stores and dedicated luxury boutiques across Long Island and in New Jersey. Its scale has changed considerably since Mark joined in 1973. His belief in the market around him has remained consistent. “I had a mission, and my mission was to change who we are,” he said. Udell saw the wealthy communities along Long Island’s North Shore and an opportunity to bring them a level of luxury merchandise he believed was missing locally. Together with Candy, whom he married that year, he began pursuing it. “My brain said you have to go slow, and you have to prove yourself,” he said. Persistence came before expansion. Udell spent two years calling Rolex before a representative visited and opened an account around 1975. His father questioned whether they could sell the required gold men’s watch, priced at at about $2,750 at the time. A doctor waiting for takeout next door spotted it in the window and bought it the day the shipment arrived. Patek Philippe, Cartier and Piaget followed. Udell’s assessment rested on knowing the neighborhood. He could see the purchasing power around him; the task was persuading the brands to see the opportunity too. “For me, the risk I said to myself and Candy is going to be very small,” he said. “So when the risk is very small, then you go for it.” Candy remembers the company’s expansion as something more organic than a predetermined march toward scale. “We wanted it to grow, but there wasn’t a plan,” she said. “And things just happened along the way that were just amazing, and you learn never to say no to great opportunity.” Their accounts reveal complementary instincts: Mark’s conviction about the market and Candy’s willingness to follow an opening. The ambition was there early; the eventual shape of the business emerged over decades. Each new relationship gave them another opportunity to put their judgment to work. The partnership itself has been the constant. Reflecting on their working lives, Mark returned to the daily effort behind the company’s transformation from a single store. “We’ve done it as a team,” he said. “With a vision, and we made the vision come true.” That confidence now meets a customer whose appetite forwatchesextends into their technical intricacies. Asked about enthusiasts arriving versed in movements, references and complications, Udell welcomes the development. “The more the watch collector is understanding fine timepieces, it helps us,” he said. He describes particularly strong demand for high-end watches and complications among his customers on Long Island and in the Hamptons. “The request is far outnumbering what we’re capable of delivering,” he said. The relationship also extends beyond securing a particular piece. Greater knowledge creates more opportunities for a retailer to engage collectors in the craft behind the product. London Jewelers organizes customer trips with its watch partners, bringing collectors into factories and workshops. “They take them to the factory and show them the workshops, and everything, the movements, the case factory, the enamel factory,” he said. “It’s spectacular.” Recently that included accompanying clients to Patek Philippe’s Watch Art Grand Exhibition in Milan. Such encounters connect an appreciation of the finished watch to its construction and the people behind it. London Jewelers becomes a participant in the experience of collecting, drawing on relationships on both sides of the counter. That is also where Udell locates London Jewelers’ value to major houses as they develop their ownretailnetworks. The Udells circulate among their locations, visiting stores and speaking with customers. Udell describes people approaching them after recognizing them from social media or magazine coverage, sometimes to recount how an employee treated them. “The family pays attention to the stores, to the customers,” he said. “We’re present.” The orientation message is the other half of that commitment: employees must be able to carry it forward when the owners are elsewhere. For Udell, growth depends on people who understand that responsibility. Candy’s contribution has an equally direct expression. She joined the interview having baked chocolate and banana cakes for the Hermès team at their Americana Manhasset shopping center. For London Jewelers’ recent watch fair, she said she made about 10. The gesture belongs to a working life in which business and home have long overlapped. Their children spent Saturdays and afternoons at the store. Candy would take them to activities, return home to cook and have Mark’s parents over for dinner. “They always had a very strong sense of family,” she said. “I think just by them spending the time in our store, they learned the passion for the business.” In March, Mark and Candy received the Gem Award for Lifetime Achievement. For Candy, the room held people they had known for much of their working lives. “All we wanted to do was forge ahead, hard work, wonderful values, teaching our kids, working with the community,” she said. “That’s all we really ever thought of.” Mark’s strongest memory was bringing the next generations onstage. His children and nephew are already carrying the business forward; the grandchildren, he said, are developing their own affection for it. “I brought my children and my grandchildren,” he said. “And that to me said it all.” Sign up for WWD news straight to your inbox every day

In itsthird-quarter earningscall Thursday, the neocloud company Nebius laid out $40 billion in planned spending for 2027, far more than Wall Street had expected. It’s an ambitious plan, but it rests on a string of planned projects that are already starting to show cracks. Nebius plans to fund the buildout by relying on customer pre-payments and loans backed by customer contracts — essentially using the future value of its data centers to finance their construction. But that can be a risky strategy if those projects get bogged down by delays or cancellations. “Building at this scale is hard, and delays are part of our industry right now,” CEO Arkady Volozh said during Thursday’s earnings call. “We are not immune.” The earnings announcement comes on the heels ofreportsthat Microsoft is cooling on neocloud deals that aren’t delivering on time. That’s a problem for companies like Nebius, whose financing strategy is becoming more dependent on repayments. Because if it can’t get to capacity on time, it will keep piling on costs while revenues slip. One of Nebius’ largest customers is Microsoft, which is paying for AI computing capacity at a Vineland, New Jersey, data center that is now months behind schedule. Nebius’ contract with Microsoft is worth up to $19.4 billion, but it’s already letting deadlines slip. Only just over half of the Microsoft capacity is now planned for delivery by the end of the year, with the rest coming in Q2 2027. The delay is because DataOne, the third-party operator of the site, “decided to wind down the temporary generation faster than it was expected,” according to Andrey Korolenko, chief product and infrastructure officer, as the site switches over to Bloom Energy fuel cells. Still, that transition wasn’t entirely by choice.In August, the investigative site Floodlight identified at least 45 natural gas generators in operation at the DataOne site, even though it had not received any permits for operating gas generators.New Jersey regulators fined the DataOne facility$1.1 million in response, finding that the use of the generators violated federal law. DataOne is also facing a noise-complaint lawsuit from nearby residents overa constant humming noiseallegedly emitted by the data center. According toNebius’ summaryof its Microsoft contract, Microsoft can terminate affected service after a grace period if dates are missed and no alternative capacity is offered. The tranches were originally meant to be deployed in 2025 and 2026, so a Q2 2027 delivery date falls well beyond that window. The contract also includes financial penalties for late delivery. Nebius said that Microsoft “has been part of the planning process.” Nebius did not say whether Microsoft has agreed to the new dates, but Microsoft has not publicly canceled anything. TechCrunch has reached out to Nebius, Microsoft, and DataOne for comment. On the call, Marc Boroditsky, Nebius’s chief revenue officer, said the company’s deals with Microsoft and Meta both came with significant prepayment, which arrived long before delivery. ButBloomberg reported last weekthat Microsoft is tightening oversight on projects run by third parties, including Nebius, IREN, and Nscale, and debating whether it’s worth signing new agreements. Microsoft also sent employees to the site in New Jersey, per Bloomberg. In its ownquarterly earnings report,Microsoft noted that its capex spend was lower than expected due to third-party delays. The company is clearly not above pulling back from planned agreements where its partner doesn’t meet its share of the bargain. Bloomberg also reported that Microsoft won’t use an option to more than double its Nscale agreement for a Texas data center and recently stopped being an anchor customer for Nscale’s planned Essex site after power delays. Nebius says the delays it faces are coming from sites it doesn’t control, with the data centers it is building itself coming online on time or ahead of schedule. Those, Nebius says, will supply most of its new capacity from 2027. New deals signed in Q3 came with prepayments that more than cover the cost of building capacity behind them, says Boroditsky. Nebius ended the quarter with $7.4 billion in cash. Total prepayments plus asset-backed financing of investment-grade contracts are expected to cover up to 85% of the $40 to $45 billion 2027 capex spend. CFO Maria Del Dado Alonso Sanchez named Microsoft and Meta as contracts that can be financed this way. Boroditsky also said Nebius could “tap prepayments to shore up any additional cash requirements.” Nebius forecast 2027 revenue of $12 to $13 billion, and said it expects to break even on a pre-tax basis by the fourth quarter. Nebius reported third-quarter revenue of $981 million, up 571% from a year earlier. Roughly a third of that was a one-time payment tied to a new partnership model. Nebius cut its 2026 revenue forecast by $200 million to $3 billion, citing delays to third-party sites like New Jersey. Shares ended the day down 17%.

La storica nave scuola Amerigo Vespucci della Marina Militare sarà a Ravenna dal 14 al 18 ottobre. Dopo la conclusione, a Trieste, del Tour mondiale - Campagna Nord America 2026, la nave Vespucci omaggerà infatti la città di Ravenna quale Capitale Italiana del Mare 2026 con una sosta di diversi giorni a Marina di Ravenna. L’annuncio dell’arrivo, in autunno, della nave più bella del mondo, era stato dato nel luglio scorso direttamente dal sindaco di Ravenna, Alessandro Barattoni, che a New York, in occasione dei festeggiamenti del 250esimo anniversario dell’indipendenza americana, ne aveva incontrato il comandante, Capitano di Vascello Nicasio Falica. “Siamo davvero orgogliosi di poter annunciare le date di presenza, nella nostra città, della nave più bella del mondo, che arriva per omaggiare un anno vissuto all’insegna di un rinnovato rapporto con il mare; essere diventati la prima Capitale italiana del mare ha consolidato ulteriormente la responsabilità che abbiamo rispetto al dovere di promuovere e proteggere questo prezioso elemento, e ha permesso di valorizzare le nostre peculiarità attraverso una pluralità di progetti ed eventi trasversali che continueranno fino a dicembre - afferma il sindaco - Insieme alla Capitaneria di Porto siamo al lavoro per gli ultimi dettagli logistici e a breve forniremo tutte le indicazioni dettagliate relative all’attracco, alla sosta e all’organizzazione delle visite per scolaresche e cittadinanza”. La storia Nella seconda metà degli anni Venti la Marina Militare Italiana affrontò il problema di rinnovare le unità destinate all'addestramento degli allievi dell'Accademia Navale. Lo Stato Maggiore ritenne che, nonostante lo sviluppo della nuova flotta fosse orientato verso una tecnologia sempre più avanzata, il "miglior" impatto con l'ambiente marino e la sua conoscenza fosse quello che si poteva apprezzare stando a bordo di una nave a vela, che del mare e del vento subisce maggiormente i condizionamenti e che degli elementi naturali richiede quindi la più vasta conoscenza. Del resto, già dal 1893 l'attività in mare per gli allievi dell'Accademia Navale veniva effettuata a bordo di una nave a vela, che portava anch'essa il nome di Amerigo Vespucci, un ex-incrociatore entrato in servizio nel febbraio del 1885 come Nave di prima linea, poi adattato a Nave Scuola. Nel 1925 quindi, approssimandosi la fine della vita operativa del primo Amerigo Vespucci, per iniziativa dell'ammiraglio Giuseppe Sirianni, ministro della Marina, fu decisa la costruzione di due navi scuola, affidandone il progetto al tenente colonnello del Genio Navale Francesco Rotundi, il quale, nel disegnarne le forme, si ispirò a quelle di un vascello della fine del Settecento/inizi Ottocento. La prima delle due Unità, il Cristoforo Colombo, entrò in servizio nel 1928 e fu impiegata come nave scuola fino al 1943; dopo la fine della Seconda Guerra Mondiale fu ceduta all'Unione Sovietica in conto risarcimento danni di guerra. L'Amerigo Vespucci impostata il 12 maggio 1930 nel Regio Cantiere Navale di Castellamare di Stabia, fu varata il 22 febbraio 1931 ed entrò in servizio a luglio dello stesso anno. Il 4 luglio 1931, al comando del capitano di vascello Augusto Radicati di Marmorito, nobile piemontese (che, con il grado di capitano di fregata, era stato l'ultimo comandante del precedente Amerigo Vespucci), partì per la sua prima campagna addestrativa in Nord Europa.

The Port Authority of New York & New Jersey recently announced a pair of incentive programs totaling $45 million to accelerate the adoption of zero-emission (ZE) drayage trucks and terminal tractors, alongside the essential charging infrastructure needed to power them. The transportation nonprofitCALSTARTwill serve as the program designer and administrator for the Clean Truck Incentive (CTI) Program and Green Drayage Accelerator (GDA) as part of the effort to drive zero-emission commercial fleet adoption across the East Coast’s busiest seaport. CTI will deploy up to $39 million in point-of-sale vouchers for the purchase of zero-emission drayage trucks, yard tractors, and supporting charging infrastructure. The $5 million GDA program aims to award up to five electric truck charging hubs within 10 miles of the Port Authority’s seaport facilities or marine terminal facilities. The programs launching this fall are designed to advance the Port Authority’s sustainability goals by accelerating cleaner technologies while providing port operators with affordable, discounted electric vehicles and charging options. They complement other sustainability initiatives at the seaport as the Port Authority looks to encourage all links in the supply chain, including ocean carriers, container terminals, and trucking companies to adopt greener operations. The agency has committed to reaching net-zero carbon emissions by 2050, including helping its wide universe of operating partners, tenants and contractors to reach the same goal in the same timeframe. “The trucks that move through our gates don't stop there. They fan out to warehouses and distribution hubs across the region, carrying the goods that power our economy,” said Port Authority Chairman Kevin O’Toole. “This $45 million partnership with CALSTART puts zero-emission trucks, terminal tractors, and charging infrastructure within reach for the operators who serve this port every day. Cleaner trucks here mean cleaner air not just for our port facilities, but for every community along the routes these trucks travel,” O’Toole said. Port Authority and CALSTART staff will conduct outreach with the trucking community through in-person and online presentations and informational pamphlets over the coming weeks. To ensure transparency and measure long-term impact, CALSTART will build and launch dynamic tracking dashboards for both initiatives. These tools will monitor deployment, vehicle performance, and charger utilization across port operations before being fully transferred to the Port Authority in 2028. The programs are funded through a $451 million grant awarded to the Port Authority through the U.S. Environmental Protection Agency’s Clean Ports Program, the largest sustainability grant in Port Authority history. Beyond the CALSTART-administered programs, the grant will also fund the deployment of electric cargo handling equipment at marine terminals and the installation of vessel shore power infrastructure to allow container ships to plug in while at berth and shut down their auxiliary engines. A separate $3 million EPA planning grant will fund the creation of a Port Community Advisory Council. Subrecipients of the overall award will also be positioned to pursue workforce training and job creation efforts tied to the clean energy sector. The programs strengthen the Port Authority’s sustainability efforts. At the seaport, these efforts have taken several forms. The Truck Replacement Program provides financial incentives to trucking companies that swap out older, higher-emission engines for newer, cleaner ones. The Clean Vessel Incentive program similarly rewards ocean carriers that voluntarily reduce speed near the port, cutting air emissions and conserving fuel in the process. The agency has also built emissions requirements into its marine terminal rules and regulations, mandating that terminal operators shift to zero-emission cargo handling equipment as it becomes commercially available, a move designed to build market demand and push the industry toward further innovation. Additionally, the continued expansion of the seaport's on-dock ExpressRail system allows goods to move to the Midwest, New England, and eastern Canada more sustainably than trucking alone. The agency also opened an electric truck charging station at Port Newark last year, with four super-fast chargers located at the truck welcome center on Marlin and Kellogg streets. The port's tenants have pursued their own sustainability initiatives as well, among them Port Newark Container Terminal's recently completed solar installation.

A Sept. 14 fire at the Chugach Glacier Gateway cruise terminal in Whittier, Alaska, damaged the passenger catamaran Klondike Express, prompted the cruise ship Norwegian Jade to leave the berth, and drew a multiagency emergency response. No injuries were reported. A Sept. 14 fire at theChugach Glacier Gatewaycruise terminal in Whittier, Alaska, damaged the passenger catamaranKlondike Express, prompted the cruise shipNorwegian Jadeto leave the berth, and drew a multiagency emergency response. No injuries were reported. Coast Guard Sector Western Alaska and U.S. Arctic watchstanders received a report of the fire at about 11 a.m. TheKlondike Express, operated byPhillips Cruises & Tours, was moored at the terminal with no passengers aboard. In its initial account of the incident, the Coast Guard said theKlondike Expresscaught fire while moored and that a fire aboard the vessel was extinguished after it was released from the pier. Phillips Cruises & Tours managing partner Casey Neumann said theKlondike Expressitself was never on fire. She said the vessel was being stored at the terminal under a mooring agreement and was not connected to shore power. No generators or other equipment had been left running aboard, she said. “The boat was left with no shore power tied to the dock, and no generators or any equipment was left on,” Neumann said. “Simply storage for this time of year while our other vessels handle most daily capacity needs.” Neumann said Phillips brought itsChugach Expressover to help move theKlondike Expressaway from the pier. “Our amazing team brought the newly constructed M/VChugach Expressover to help tow it away and assist as well as we could,” she said. “Klondikesustained significant damage, but we are lucky there were no injuries,” Neumann said. TheChugach Express, an 84.5' aluminum catamaran built for Phillips byAll American Marine, Bellingham, Wash., entered service in summer 2024. The vessel is Coast Guard rated for 150 passengers and has a fully loaded cruising speed of about 32 knots. Firefighters from Whittier, Girdwood, and Anchorage responded to the incident along with Coast Guard personnel and other emergency responders. The Coast Guard established a 500-yard safety zone around the site and deployed personnel from Sector Western Alaska and U.S. Arctic and a response boat crew from Station Valdez. A Coast Guard pollution response team was also sent to the scene. NOAA reported Sept. 15 that all 2,000 gals. of diesel aboard theKlondike Expresshad been accounted for and that no sheen was reported. TheNorwegian Jade, which had been berthed at the terminal when the fire began, departed the area without damage, according to NOAA. The incident also prompted the temporary closure of the Anton Anderson Memorial Tunnel, which provides road access between Whittier and the Seward Highway. The tunnel reopened at about 2 p.m. Phillips said its operations would continue using other vessels in its fleet. The 137' aluminumKlondike Expresswas built byNichols Brothers Boat Builders, Freeland, Wash., and entered service in 1999. The high-speed catamaran is powered by twinMTU16V4000M63L engines, cruises at about 34 knots, and is Coast Guard licensed for 332 passengers plus crew. The vessel has a 4,000-gal. fuel capacity. Phillips uses theKlondike Expresson its 26 Glacier Cruise in Prince William Sound. The Chugach Glacier Gateway is an approximately $80 million cruise terminal developed byHuna TotemCorp. in collaboration with the City of Whittier andNorwegian Cruise Line Holdings. The double-berth facility welcomed its first cruise ship in September 2024. The cause and origin of the fire remained under investigation Sept. 15. Steve Mosco is a New York–based journalist and editor covering the commercial maritime, marine propulsion, and industrial technology sectors.

Enstructure, a privately-owned marine terminal and logistics infrastructure company, and the Diamond State Port Corporation (DSPC) celebrated the groundbreaking of the Delaware Container Terminal (DCT), the upcoming container marine terminal in Wilmington. The milestone was celebrated alongside partners and collaborators including the State of Delaware, International Longshoremen’s Association, Delaware Building and Construction Trades Council, community stakeholders, and Delaware's congressional delegation. Following a successful multi-year collaboration and planning phase, DCT is on track to open in early 2029. New Terminal Capacity Located at the former Edgemoor industrial site, DCT will expand Delaware’s container handling capacity and will serve as a link for containers, retail goods, and perishable commodities. DCT will improve access to regional, national, and international supply chains while nearly doubling capacity along the Delaware River port complex. DCT will provide ocean carriers and cargo owners with a strategic location accessible by Class I rail service and major highways, including I-495, I-95, I-295, New Jersey Turnpike, and Pennsylvania Turnpike. At full-scale, the terminal development will increase the physical capacity of the facility to accommodate larger vessels with a quay length of 2,700 feet and a depth of 45 feet. DCT is designed to accommodate container vessels with capacities of up to 16,000 TEUs, allowing 1.2 million TEUs to move through the terminal each year. DCT will have seven electric ship-to-shore gantry cranes and 24 electric rubber-tired gantry cranes to move container cargo, strengthening the region’s broader transportation network and improving access to goods. DCT’s location in Wilmington and proximity to Philadelphia, Baltimore, Washington, D.C., and New York makes it an accessible, efficient gateway to the global shipping industry along the Northeast Corridor within a less congested section of the region, offering better service to customers. With 50 million consumers located within a 250-mile radius and 120 million consumers within a 500-mile radius, DCT will increase global access and provide cost-advantaged logistics to the Mid-Atlantic and Northeast industrial markets. Economic Value for Delaware The project is projected to create thousands of jobs in the maritime, construction, supply chain and logistics industries, creating employment opportunities for Delaware families while also generating economic value throughout the region. As a long-term investment in Delaware’s maritime industry, the project will expand opportunities extending well beyond the terminal’s 137-acre footprint. By increasing the state’s marine terminal capacity and ability to accommodate larger vessels, DCT will strengthen Delaware’s competitiveness and create lasting value for the state’s workers, families, businesses, and surrounding communities. Green Port Facility DCT will incorporate lower-emission operating practices. DCT will have electric cargo-handling equipment and supporting charging infrastructure, which will eliminate diesel exhaust, greenhouse-gas emissions and operating noise compared with conventional diesel-powered equipment. The project will maintain an emissions inventory and comply with applicable air, water, waste-management and environmental-monitoring requirements. Clean Ports funding will also support performance monitoring and the collection and analysis of operational data to measure results and refine implementation over time. These investments are designed to reduce emissions in and around the port, improve air quality for port workers and neighboring communities, and support public engagement, workforce training, and operational safety. Enstructure also participates in Green Marine, the maritime industry’s leading voluntary environmental-certification program which requires annual environmental performance assessment, independent verification, published results, and continual improvement on issues including air, water and soil quality, biodiversity protection, and community relations. Public-Private Partnership DCT is a public-private partnership between Enstructure and the state of Delaware through DSPC. DSPC owns the site, while Enstructure is responsible for the project’s development and will operate the facility under a long-term concession agreement upon expected completion in 2029. The project represents a total investment of $669 million, including $225 million invested by Enstructure and $325 million invested from the State of Delaware, plus $119 million in federal grants via Department of Transportation and the Environmental Protection Agency, which was awarded to the State of Delaware to deploy zero-emission port equipment at DCT through the EPA’s Clean Ports Grant Program. The grant also includes investment in preparing and maintaining an emissions inventory, in addition to community engagement and workforce development.

Il gruppo Norwegian Cruise Line Holding e Carnival Corporation, entrambi quotati sul New York Stock Exchange, hanno visto calare nettamente nella giornata di ieri le proprie azioni, al punto da toccare il minimo storico da 52 settimane a questa parte. Nel dettaglio, il titolo di Nclh è sceso a 14,48 dollari, mentre quello della seconda ha toccato i 22,28 dollari. Lo ha rilevato Cruise Industry News, segnalando che pesanti cali sono stati registrati anche da Royal Caribbean, Viking (pure quotate al Nyse) e Lindblad (Nasdaq), le cui quotazioni non hanno però raggiunto livelli così bassi. A determinare i ribassi, secondo la testata specializzata, sarebbero state le preoccupazioni per i prezzi del carburante legate alla situazione in corso in Medio Oriente, con il prezzo del Brent che ieri ha toccato i 108 dollari. Per le compagnie più esposte, potrebbe però pesare anche il timore per un eccesso di capacità nei Caraibi nel primo trimestre 2027 nonché la pressione sui prezzi di vendita creata dall’annuncio di Norwegian Cruise Line di voler rivedere al ribasso le proprie tariffe, in particolare sulle prenotazioni effettuate con largo anticipo. Una analisi pubblicata maggio dalla stessa Cin segnalava che l’area nel 2026 ha richiamato a sè il 42% della capacità globale del mercato, in aumento di 12 punti su quella del 2025, con 200 navi attive. La crescita maggiore era stata registrata proprio da Ncl, che aveva segnato un +55%, seguita da Msc con il +23%, da Royal con il +9%, mentre Carnival aveva avuto solo un +0,2%. ISCRIVITI ALLA NEWSLETTER QUOTIDIANA GRATUITA DI SHIPPING ITALY SHIPPING ITALY E’ ANCHE SU WHATSAPP: BASTA CLICCARE QUI PER ISCRIVERSI AL CANALE ED ESSERE SEMPRE AGGIORNATI

by Art Inteligencia On this twenty-fifth anniversary of September 11, 2001, we begin where we must: with the people. Nearly three thousand lives were taken in New York, at the Pentagon, and in the fields of Pennsylvania — parents, children, first responders, coworkers, passengers, and neighbors. Grief does not expire on a calendar. For families and friends, love and absence still share the same quiet rooms. We say their names because numbers alone cannot hold a human being. The National September 11 Memorial & Museum keeps those names in bronze and in living memory. What follows is offered in that spirit of remembrance — with humility, and with hope that a safer, more decent future is part of how we honor them. This article pairs 911 public-safety and national-defense advances since 2001 with the names of those killed in the attacks(drawn from public memorial listings). Each entry ends with two to four names in parentheses — not as a footnote to technology, but as a dedication: progress in service of human life, remembered alongside human life. If you are a family member or survivor reading today: thank you for your courage. May these pages feel like respect, not noise. Out of horror, people still chose to build. First responders rewrote doctrine. Engineers strengthened stairwells and codes. Public servants built new agencies and warning systems. Clinicians carried battlefield lessons into civilian trauma bays. Communities practiced saying something when something felt wrong. None of that erases what was lost. It does affirm a human truth: we can refuse to let the last word belong to those who destroy. The list below is not a claim that technology heals grief. It is a map of effort — imperfect, debated, sometimes overdue — aimed at preventing the next hard landing for civilians, responders, and service members. Soft landings for a free society require both vigilance and humanity. Source for names: public 9/11 memorial victim listings (World Trade Center, Pentagon, and Flights 11, 77, 93, and 175). Innovations emphasize aviation security, first response, critical infrastructure protection, cybersecurity, trauma care, and community resilience since 2001. Some themes appear more than once as capabilities matured and spread — because real safety work is rarely a single invention; it is sustained commitment. 2,975 names are included across the 911 dedications below. Remembrance without action becomes ritual alone. Action without remembrance becomes machinery. The work ahead is both: keep saying the names, and keep designing protection that still feels human — security that does not require abandoning dignity, pluralism, or hope. To every family still carrying September 11: you are not alone in the quiet. To every responder still answering the call: your courage is a living memorial. To the next generation: inherit the story as responsibility, not only as history. We remember. We protect. We choose one another — again. Further remembrance:National September 11 Memorial & Museum·Memorial Guide — find a name Nearly 3,000 people were killed in the September 11, 2001 attacks at the World Trade Center, the Pentagon, and aboard Flights 11, 77, 93, and 175. Official memorial listings are maintained by the National September 11 Memorial & Museum. Major advances included new aviation screening and cockpit security, the Department of Homeland Security and fusion centers, interoperable responder communications, Next Generation 911 and wireless alerts, critical infrastructure and cybersecurity programs, trauma and hemorrhage-control practices such as Stop the Bleed, and stronger building and evacuation standards informed by the WTC investigations. Commemorate with empathy for families and survivors, public remembrance of names, support for responders’ health and grief needs, civic service, and renewed commitment to safety practices that protect life without abandoning human dignity. Use the National September 11 Memorial & Museum Memorial Guide at names.911memorial.org to search by name and locate the panel on the Memorial. The pairing is a dedication, not a transaction: it keeps human lives at the center while acknowledging that many people responded to loss by building better ways to protect others. Progress does not replace grief; it can honor it. Image Credits: Pexels Content Authenticity Statement: The topic area, key elements to focus on, etc. were decisions made by Braden Kelley, with a little help from Claude to clean up the article. Sign up hereto get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Getting rid of one bad leader won’t bring justice. Benjamin Netanyahu poses for a selfie with a supporter in Jerusalem on August 17, 2026. On Thursday, former US Secretary of State Hillary Clintonmade the startling suggestionthat Israeli Prime Minister Benjamin Netanyahu might have knowingly allowed the October 7 terrorist attack by Hamas in order to shore up his own political power. Speculation along this line, of course, is not new, but it was remarkable to hear it from a distinguished world leader like Clinton, who made the allegation onMorning Joe. Clinton cited what she called “a bombshell”reportthis week from the Israeli paperHaaretzalleging that Netanyahu had been warned of the impending attack by Sheikh Mohamed bin Zayed (popularly known as MBZ), the president of the United Arab Emirates and a key Israeli ally in the Middle East who had himself been tipped off by a trusted and well-connected back-channel diplomat. (Netanyahu called theHaaretzreport a lie and vowed to sue the newspaper.) Clinton offered this analysis of theHaaretzreport: “Either [Netanyahu] didn’t believe it or he—it’s horrible to say—he wanted to see what they could plan so that then he could come down hard, and it would enhance his position.” Netanyahu is the single figure most responsible for the Gaza genocide, so it is difficult to be unfair to him. But in this case, Clinton’s accusation went much farther than the evidence warrants. The actual claims of theHaaretzreport are damaging enough, especially if it is read in conjunction with earlier reporting inThe New York Timesabout the warnings Israel received about the impending attackandthe role the Netanyahu government played in propping upHamas’s rule in Gaza. These reports add up to a picture of imperial arrogance. For decades, Israel has kept Gaza as a giant open-air prison. This condition only intensified after Israel nominally disengaged from Gaza in 2005, while in truth keeping the territory under a ferocious siege. Hamas, founded in 1988 as a militant organization, wascynically nurturedfrom its early days by the Israeli state as part of a divide-and-rule strategy to keep Palestinian factions warring among themselves. From the Israeli perspective, which included but was by no means limited to Netanyahu, Hamas was a useful if nasty subcontractor. Particularly after Hamas took power in Gaza in 2007, it could serve Israel by doing the dirty work of governing Gaza while being contained by the Jewish state through periodic bombing campaigns and assassinations (euphemistically known as “mowing the lawn”). Based on theHaaretzarticle, Netanyahu’s true crime was not ignoring the warning signs of the October 7 attack but rather his delusion that the status quo in Gaza could be maintained indefinitely. Netanyahu was confident that Hamas in Gaza (and indeed all Palestinian aspirations for self-rule) could be managed.Haaretzquotes him as saying, “In Gaza, we are in the picture, we are in control. Our problem is with the West Bank, and that’s where we are also diverting forces.” This led Netanyahu to ignore important overtures made by Hamas both before and after October 7 to reach a political settlement. In theHaaretzarticle, former CIA director William J. Burnsoffers an astute analysis: The basic problem was that Hamas was looking for a “permanent end to the conflict,” as they called it…. Netanyahu was only willing to consider a “first phase” deal, but claimed he had to constantly reserve the option “to continue destroying Hamas later,” as he defined it. And that, for us, was always the challenge: How do we square this circle and manage to bring everyone back? In other words, the core problem was that Netanyahu is fundamentally unwilling to negotiate a two-state solution. Nor is he alone in this. In the upcoming Israeli election, the main opposition leader, Gadi Eisenkot, also hasno interest in negotiating a two-state solutionin the near term. Neither do any other major contenders for Netanyahu’s job, including former prime ministersNaftali BennettandYair Lapid. If that is the case, then why the focus on Netanyahu? Hillary Clinton’s harsh comments have to be seen as a part of a political whitewashing project. Clinton is a foreign policy hawk who values Israel as a US ally. She knows that the Gaza genocide has made the US-Israel alliance unpopular, so she is trying to channel anger at one bad man. The goal is to suggest that once Netanyahu is out of the way, the alliance can return to normal. As Clinton said onMorning Joe, “I love Israel and I hate Netanyahu’s government.” But the problems of Israel go beyond one bad prime minister or one bad government. Since 1996, Netanyahu has been in power off and on for 19 years, making him Israel’s longest-serving leader. More to the point, his major policy objective of thwarting a Palestinian state is a near-consensus position in the Israeli polity. This week, the new documentaryNaza, by the Israeli filmmakers Yuval Abraham and Rachel Szor,premieredat the Venice Film Festival to wide acclaim. ReviewingNazainVulture, Bilge Ebirinotesthat it documents that Israeli soldiers knew they were committing war crimes: The term “NAZA” refers to the number of civilians that might be killed as collateral damage in a strike on a specific target. So, for example, 4 NAZA would mean four other people killed—women, children, elderly, the term doesn’t differentiate. Over the course of the film, we’ll hear of 15 NAZA, 20 NAZA, 200 NAZA. One officer recalls blowing up a building with 500 people in it to go after one target. They admit to knowingly wiping out entire neighborhoods, fully aware of the catastrophic human toll. These were not outliers, or accidents, or isolated incidents. The murders were, again, part of a system. “Do you think it’s a genocide?” Abraham asks one of his subjects. “Yes, absolutely,” is the response…. Interviewees describe hacking little girls’ phones to see when their fathers came home and then bombing their houses, listening while the people on the line screamed and pleaded for help, while mothers cried over their burning daughters. “I’d hear the final moments of a person’s life,” one man reflects. As against Hillary Clinton’s desire to scapegoat Netanyahu, works likeNazaforce us to confront the uncomfortable fact that the Gaza genocide had wide support in Israel. Any positive future has to offer more than the removal of Netanyahu from power. At a minimum, the ICC war crimes trial needs to be held. Politically, the best way to end the current killings is to isolate Israel with a sanctions program similar to the one used against apartheid South Africa. As vile as Netanyahu is, the crimes under his watch are too grave to be the work of just one man. Between the reemergence of right-wing red-baiting and Donald Trump’s use of the chilling National Security Presidential Memorandum–7 to criminalize left political organizing, we’re seeing McCarthyism reborn before our eyes.This assault on democracy cannot be ignored or wished away. Resisting it requires bravery in the face of threats and repression, a steadfast commitment to the truth, and the unwavering belief that we can—and will—overcome this darkness.We must have an independent media that sets the record straight, unearths corruption and abuses of power, and advances a politics of justice and dignity for all if we’re to win this fight.That’s why I’m writing to you today.This September,The Nationneeds to add 100 monthly donors to sustain our progressive journalism.Your contribution makes the next investigative report, the next truth-speaking column, and the next pathbreaking essay all possible.I hope you’ll support our work with a recurring donation today. If you donate $10 or more a month, we’ll send you a brand new “Hands Off the Free Press!” sticker to recognise your commitment to our cause. Please, donate today. Onward,Katrina vanden HeuvelEditor and Publisher,The Nation Jeet Heer is a national affairs correspondent forThe Nationand host of the weeklyNationpodcast,The Time of Monsters. He also pens the monthly column “Morbid Symptoms.” The author ofIn Love with Art: Francoise Mouly’s Adventures in Comics with Art Spiegelman(2013) andSweet Lechery: Reviews, Essays and Profiles(2014), Heer has written for numerous publications, includingThe New Yorker,The Paris Review,Virginia Quarterly Review,The American Prospect,The Guardian,The New Republic, andThe Boston Globe.

Get the Popular Science daily newsletter💡 Breakthroughs, discoveries, and DIY tips sent six days a week. By signing up, you confirm you are 16+, will receive newsletters and promotional content and agree to ourTerms of Useand acknowledge the data practices in ourPrivacy Policy. You may unsubscribe at any time. By the time naval architecture firm George G. Sharp tasked Jack Heaney with the design of the world’s first nuclear-powered merchant ship,the Glasgow-born designerhad already broken many styling norms. In the mid-1940s, Heaney transformed routine ocean transport into a festive occasion when he designed the interiors of theSSPresident Wilsonand SSPresident Clevelandwith Hawaiian murals, carved glass panels, and a smoking lounge dressed in playful, exotic wall art. His gift for making the mundane desirable wasn’t confined to ocean liners—New York’s Museum of Modern Art had already put one ofhis stackable aluminum chairs on displayin 1947. But nothing in Heaney’s career had prepared him for the commission that reached his drawing board in 1957. At the time, the shadow of 1945, when the world first witnessed the terrifying power of the atom, loomed large. Following World War II, the United States and Soviet Union were locked in a nuclear arms race, and the public associated splitting atoms with annihilation. Atoms meant war. To shift that sentiment, President Eisenhower launched hisAtoms for Peaceinitiative, aimed at demonstrating the civilian benefits of nuclear technology—and the NSSavannah, or Nuclear ShipSavannah, was to be its flagship. Heaney suddenly had a much more daunting task than usual; he would have to make the feared desirable. More than half a century since theSavannahwas decommissioned in 1971, there is no nuclear-powered merchant ship in active commercial service anywhere in the world. Four nations have tried. None succeeded, mostly because the economics were not compelling enough and no one trustednuclear ships. In the interim, nuclear reactors have only become smaller and safer. Now, as the true cost of burning oil at sea comes due—commercial shipping produces more than three percent of global greenhouse gas emissions—the economics of nuclear-powered merchant ships may finally be compelling. But the problem Heaney was hired to solve in 1957 still stands in the way, persuading people to trust what they fear. John “Jack” Heaneywas born in Glasgow in 1904. He grew up during a time when the River Clyde, which runs through the heart of Glasgow, served as the world’s premiere shipbuilding hub, withnearly 40 shipyardssituated on its banks. Heaney studied naval architecture at the University of Glasgow, while taking classes at the Glasgow School of Art and apprenticing at the Fairfield Shipbuilding and Engineering Company. When Heaney emigrated to New York in 1926, he worked a string of jobs, including a brief stint as a door-to-door refrigerator salesman, before joining the New York City-based naval architecture firm George G. Sharp, Inc. in 1937. At Sharp, Heaney quickly developed a reputation for having an engineer’s eye and artist’s hand, helping design the interiors of several prominent passenger-cargo ships—a specialized form of merchant ship that is part cruise liner, part cargo vessel—including theRobin Line, theDelta Line, and theAmerican President Lines. In 1947, the same year MoMA put his chair on display, Heaney opened his own design firm on West 54th Street in Manhattan. A decade later, theSavannahproject came across his bow. Originally tasked with the ship’s exterior design, Heaney eventually assumed responsibility for the ship’s interior styling, too. From stem to stern, it was Heaney’s job to design a nuclear-powered ship that passengers would want to cruise on for pleasure, and that businesses would want to ship merchandise on for commerce. Eisenhower had announced the Atoms for Peace initiative four years earlier, in aDecember 1953 addressto the United Nations. The atom, he argued, should be turned from a great destructive force “into a great boon, for the benefit of all mankind.” Under Eisenhower, the U.S. began sharing reactor technology and medical isotopes with allied nations. Atoms for Peace sought to prove that the technology that had obliterated two cities could also light homes, treatcancer,build harbors, and move ships. The U.S. Navy, meanwhile, saw the advantages of a vessel that could continuously plow the ocean without refueling for months, or even years. TheUSSNautiluswas the first atomic-powered vessel, a sub, launching in 1955. By the time Sharp signed Heaney to theSavannahproject, two more atomic-powered subs were patrolling the world’s oceans (USSSkateand USSSeawolf). But military vessels primarily keep to military ports, so the public rarely saw them. Eisenhower needed a civilian showcase that would disassociate atom-splitting from mushroom clouds. That showcase would be Heaney’s NSSavannah. As a passenger-cargo ship, theSavannahwould routinely sail into commercial harbors like Rotterdam, Le Havre, and New York, normalizing nuclear reactors and demonstrating their safety. At least, that was the goal. In 1959, the same year theSavannahlaunched,Popular Scienceran a short feature designed to quell readers’ fears: “How Safe Is Our A-Ship Savannah?” The staff-written story read more like a safety brief than an objective review. While boasting about its efficiency—“on a single loading of A-fuel, theSavannahwill have a range of 350,000 nautical miles”—the article focused mainly on the “worst possible accidents that might befall the first atomic merchant vessel.” Such caution seemed justified. That same year, Denmark canceled a scheduled visit by the USSSkateto Copenhagen, and England agreed to receive visitingnuclear submarinesonly at the remote Isle of Portland, population 12,000, rather than major ports. Popular Science’s initial coverage was not anomalous. “Passengers will receive no more radiation on theSavannahthan they receive from normal background radiation of the earth in their day-to-day lives,”The New York Timesreassured its readers. By 1961, however, as theSavannahprepared to begin its cargo and passenger service, which commenced in 1962,Popular Science’s editors were fully onboard, launching a four-part series that spanned four consecutive issues and more than a dozen pages. The do-it-yourself mini-manual provided detailed instructions for readers to build and sail their own four-foot model of the ship. Four different writers and editors took part in the project:hull casting one month,superstructure the next, thena working steam turbine, and finallyradio controls. Even asPopular Sciencepromoted its features, the realSavannahwas being fitted with Heaney’s final touches. On a conventional ship, fuel is stored low in the hull, in tanks that any port can refill with diesel by hose. ButSavannah’s single, massive fuel core had to sit in the hull’s center, beneath an opening in the deck, so it could be accessible by overhead crane for refueling. Heaney’s answer to this exterior design problem became the ship’s signature: a streamlined, teardrop-shaped superstructure.Popular Science’s writers praisedSavannah’s sleek, futuristic lines as “graceful as a racing yacht’s,” and called its reactor housing “a well-placed superstructure [that] blends airfoil curves with sharply angled planes for a dazzling effect.” Below decks, Heaney took the fear problem head on, weavingAtomic Age motifs into the ship’s interior. In theveranda, the cocktail bar’s backlit wine rack depicted the trilinear chart of the nuclides in blue, red, and yellow glass; the tables ringing the dance floor glowed, their tops lit by “panelescent,” or electrically charged luminescent panels. Even the floor tiles in themain stairwellcarried the atomic theme. A separate lounge nearby offered passengers a closed-circuit television view into the reactor containment vessel. Overhead light beamed down through light fixtures adorned with stylized atoms. In the dining room, sculptor Pierre Bourdelle installed a wall mural titled “Fission.” Nearby, suspended in glass, hunga small gold modelof the NSSavannah’s namesake, the 1819 steamshipSSSavannah, the first ship to cross the Atlantic under sail and steam. Heaney hoped such Old World symbolism would make people feel comfortable dining, dancing, and sleeping no more than a dozen yards from a nuclear reactor. As a design achievement,Savannahwas a triumph. Her passenger cabins were mostly full from 1962 to 1965, and more than 1.4 million people toured the ship across 46 ports in 13 countries. But novelty was never going to be enough to move public sentiment or makeSavannahpay for itself. The combined ship-and-reactor construction cost ran toroughly $46 million, three to four times what acomparable conventional freightercost at the time, and the ship’s specialized nuclear crew commanded specialized wages. No private insurer would touch a nuclear-powered merchant ship; the U.S. government had to indemnify it instead,extending $500 million in federal liability coveragejust to get foreign ports to receive the ship. Every port call requireda small diplomatic missionof its own, negotiated weeks in advance, with tugs standing by in case of an accident. Some countries, like Australia, New Zealand, and Japan, never acceptedSavannah. By the end of the 1960s, the U.S. Defense Department,one of merchant shipping’s largest customers, had concluded that conventional freighters remained the better bet. With no federal appetite left to continue funding a revenue-losing program,Savannahwas withdrawn from service in late 1971 with no plans to build another. The timing proved fateful. Two years afterSavannahwas decommissioned, the 1973 oil embargo sent fuel prices soaring; had it still been sailing, the ship’s independence from oil might have tipped the scales for commercial customers, even if the public remained fearful. In 1979, the partial meltdown atThree Mile Island—eight years afterSavannah’s own retirement—hardened American public fear ofnuclear powerfor more than a generation. The Soviet Union’sChernobylaccident in 1986 and Japan’sFukushimaaccident in 2011 reinforced that fear. Three other nations tried what the U.S. attempted withSavannah, and each ran into the same wall. West Germany’s nuclear-powered merchant shipOtto Hahnlogged 650,000 nautical miles over a decade before port restrictions and rising costs forced her conversion to diesel in 1979—the same year as Three Mile Island. Japan’s nuclear-poweredMutsufared worse. Local fishermen blockaded it in harbor for two years before the ship could even sail, and when its reactor went online in 1974, it leaked. The crew had toimprovise radiation shieldingusing boiled rice and old socks. The Soviet Union’s nuclear-poweredSevmorput, the last of the four and the only one to operate into the 21st century, has sat idle at a dock in Murmansk since 2024. As of today, not a single nuclear-powered merchant ship plows the seas anywhere on Earth. Before the moon race, explorers wanted to conquer the ocean In 1934, Chrysler bet big on teardrop-shaped cars In 1871, cities almost got moving sidewalks. Why are we still waiting? During WWI, a daredevil pilot helped invent the first ‘drones’ In 1916, hybrid cars could’ve changed history. But Ford wouldn’t allow it. How the Witch of November doomed the ‘Edmund Fitzgerald’ 100 years of deep-sea filmmaking and ocean exploration And yet, military fleets have proven the technology works. The U.S. Navy alone has logged more than6,200 accident-free reactor-yearssince 1955. What’s more, reactor designs have advanced significantly since Heaney’s day.Small modular reactors, or SMRs, have been engineered to be smaller, safer, and simpler to certify than anything available in 1959. SMRs are now in active development for maritime use, including a Norwegian consortium’sNuProShipprogram, and a molten-chloride test reactor thatCore PowerandTerraPowerare building at the Idaho National Laboratory. The pressure to act has intensified, too. Commercial shipping produces more than three percent of global greenhouse gas emissions—a share thatcould climb to 10 percent by 2050if the industry does nothing while the rest of the world decarbonizes. In 2023, theInternational Maritime Organization, which governs commercial shipping, committed its member states to a net-zero target by 2050, a goal serious enough that the IMO is now weighing previously unthinkable measures like SMRs. But none of it matters if nuclear-powered merchant ships remain taboo. Sixty-five years after Jack Heaney tried to make the atom desirable, the real problem with nuclear reactors was less about the technology and more about public perception. Unfortunately, that perception has kept a viable climate solution off the table for more than half a century, at a cost now measurable in our planet’s atmosphere. As the shipping industry searches for a way to shed its considerable share of global carbon emissions, it is not physics but persuasion that remains unsolved. InA Century in Motion, Popular Science revisits fascinating transportation stories from our archives, from hybrid cars to moving sidewalks, and explores how these inventions are re-emerging today in surprising ways. 2026 Popular Science Home of the Future Awards 39 products that will improve your everyday life.

Together, the Port Authority of New York and New Jersey and CALSTART will electrify drayage and terminal operations serving the East Coast’s busiest container port. A pair of incentive programs totaling $45 million has launched to accelerate adoption of zero-emission drayage trucks and terminal tractors. Two programs will provide $45 million in funding to help drive the adoption of zero-emission drayage trucks and terminal tractors and provide the needed infrastructure at the Port of New York and New Jersey. CALSTART | Work Truck *Summarized by AI CALSTART and the Port Authority of New York and New Jersey have announced a pair of incentive programs totaling $45 million to accelerate adoption ofzero-emission(ZE) drayage trucks and terminal tractors, and the infrastructure needed to power them, at the Port of New York and New Jersey. Commencing this fall, CALSTART will serve as the program designer and administrator for the Clean Truck Incentive (CTI) Program and Green Drayage Accelerator (GDA), looking to drive zero-emission commercial fleet adoption across the East Coast’s busiest seaport. "Deployingzero-emission trucksat scale requires pairing accessible vehicle incentives with reliable, high-capacity charging,” said Alycia Gilde, CALSTART executive vice president of California and regional market acceleration. “By combining flexible financial support with streamlined program administration, our partnership with the port authority lowers the barrier to entry fordrayage operators, modernizing the East Coast supply chain while delivering immediate, tangible air quality improvements to local port communities.” CTI will deploy up to $39 million in point-of-sale vouchers for the purchase of zero-emission drayage trucks, yard tractors, and supporting charging infrastructure. The $5 million GDA program aims to award up to five electric truck charging hubs within 10 miles of the port authority’s seaport facilities (or marine terminal facilities). The programs are designed to advance the Port Authority’s sustainability goals by accelerating cleaner technologies while providing port operators with affordable, discounted electric vehicles and charging options. “The port authority has committed to reaching net-zero by 2050, and we can't get there without bringing our tenants, contractors, and partners like the trucking community along with us,” said Kathryn Garcia, port authority executive director. “These new incentive programs make it financially realistic for drayage operators to switch tozero-emission trucksand yard equipment. Paired with other industry-leading programs and regulations, we’re making sure we back up our ambitious sustainability commitments with real action.” They complement a multitude of other sustainability initiatives at the seaport as the Port Authority looks to encourage all links in the supply chain, including ocean carriers, container terminals, and trucking companies, to adopt greener operations. The agency has committed to reaching net-zero carbon emissions by 2050, including helping its wide universe of operating partners, tenants, and contractors to reach the same goal in the same timeframe. “The trucks that move through our gates don't stop there. They fan out to warehouses and distribution hubs across the region, carrying the goods that power our economy,” said Kevin O’Toole, port authority chairman. “This $45 million partnership withCALSTARTputs zero-emission trucks, terminal tractors, and charging infrastructure within reach for the operators who serve this port every day. Cleaner trucks here mean cleaner air not just for our port facilities, but for every community along the routes these trucks travel.” “Drayage operators are the backbone of this port, keeping freight moving day and night from our terminals to warehouses and businesses across the region,” said Bethann Rooney, port authority port director. “We know that any shift towards cleaner operations must happen through real support and partnership, rather than top-down mandates. We’re making zero-emission trucks and terminal tractors more affordable for the operators who keep this port running, backed by the charging infrastructure they'll need to power them.” To ensure transparency and measure long-term impact, CALSTART will build and launch dynamic tracking dashboards for both initiatives. These tools will monitor deployment, vehicle performance, and charger utilization across port operations before being fully transferred to the Port Authority in 2028. Port Authority and CALSTART staff will conduct outreach with the trucking community through in-person and online presentations and informational pamphlets over the coming weeks. The programs are funded through a $451-million grant awarded to the Port Authority through the U.S. Environmental Protection Agency’s Clean Ports Program, the largest sustainability grant in Port Authority history. Beyond the CALSTART-administered programs, the grant will also fund the deployment of electric cargo handling equipment at marine terminals and the installation of vessel shore power infrastructure to allow container ships to plug in while at berth and shut down their auxiliary engines. A separate $3-million EPA planning grant will fund the creation of a Port Community Advisory Council. Subrecipients of the overall award will also be positioned to pursue workforce training and job creation efforts tied to the clean energy sector. The programs will further strengthen the Port Authority’s wide-ranging, ambitioussustainabilityagenda. Through its comprehensive net-zero roadmap, the agency has committed to reaching net-zero carbon emissions by 2050 while assisting the broad ecosystem of operating partners, tenants, and contractors in reaching the same goals in the same timeframe. At the seaport, these efforts have taken several forms. The Truck Replacement Program provides financial incentives to trucking companies that swap out older, higher-emission engines for newer, cleaner ones. The Clean Vessel Incentive program similarly rewards ocean carriers that voluntarily reduce speed near the port, cutting air emissions and conserving fuel in the process. The agency has also built emissions requirements into its marine terminal rules and regulations, mandating that terminal operators shift tozero-emissioncargo handling equipment as it becomes commercially available, a move designed to build market demand and push the industry toward further innovation. Also, the continued expansion of the seaport's on-dock ExpressRail system allows goods to move to the Midwest, New England, and eastern Canada more sustainably than trucking alone. The agency also opened an electric truck charging station at Port Newark last year, with four super-fast chargers located at the truck welcome center at Marlin and Kellogg streets. The port's tenants have pursued their own sustainability initiatives as well, among them Port Newark Container Terminal's recently completed solar installation. Progress toward the Port Authority's emissions goals is documented in the seaport's latest 2024 Air Emissions Inventory and Efficiency, which shows sulfur dioxide down 98% and both nitrogen oxide and particulate matter down more than 83% from 2006 baseline levels, even as cargo volume climbed nearly 71% over the same period. The new programs are also part of a broader push to streamline and improve conditions for the truckers who serve the port, alongside upgraded public restrooms, better roadway paving and striping, new wayfinding and navigation signage, and stronger channels for feedback between drayage drivers and port staff. Meanwhile, the ongoing Port Street Corridor Improvement Project is reworking and modernizing one of the port complex's key interchanges, aiming to make operations safer and more efficient for the thousands of trucks that pass through daily. Learn More:7 Steps for a Successful Zero-Emission Vehicle Strategy A single Xos Hub has surpassed one gigawatt-hour of energy across more than 33,600 charging sessions in the field, demonstrating performance that supports Xos' expansion across new products and markets. Carrier Transicold’s first engineless multi-temperature TRU helps fresh- and frozen-food fleets add supplemental cold storage capacity during seasonal peaks. Narro Trucks officially launched its operations on Aug. 20 and hosted a ride and drive to showcase its electric truck, which will be produced in Virginia. Samsung SDI is taking full control of its Indiana battery plant with GM, marking a major shift from the EV-focused joint venture Charged Fleet first covered in 2023. CALSTART will provide free technical assistance services to drayage fleets serving the Ports of Seattle and Tacoma and looking to transition to cleaner technologies and help decarbonize freight hubs. Electric work truck upfits bring new compatibility questions. Learn how parts availability, OEM guidance, power demands, and route planning can affect fleet performance. Peterbilt Motors Company’s cooperative purchasing agreement with Sourcewell and its Canadian partner, Canoe Procurement Group, now includes including Peterbilt's battery-electric vehicle lineup. Commercial adoption of the Kalmar Ottawa T2 EV terminal tractor continues to grow as customers add the zero-emission yard tractor to their fleets. WTC Group has placed an order for a Kalmar Ottawa T2 EV. Learn more from PERC's Joel Stutheit, as he explains why propane autogas remains a practical alternative for fleets seeking to reduce emissions without sacrificing operational flexibility. Schneider Electric’s updated Charge Pro Level 2 chargers deliver reliable, flexible charging for multi-unit dwellings, fleets and workplaces, as well as public and destination charging locations such as hotels and retail centers.

A pair of incentive programs totaling $45 million to accelerate the adoption of zero-emission drayage trucks and terminal tractors was recently announced by the Port of New York and New Jersey. The program is a joint effort from CALSTART, a clean transportation nonprofit, and the Port Authority of New York and New Jersey. Starting this fall, CALSTART will serve as the program designer and administrator for theClean Truck Incentive (CTI) Program and Green Drayage Accelerator (GDA). CTI will deploy up to $39 million in point-of-sale vouchers for the purchase of zero-emission drayage trucks, yard tractors, and supporting charging infrastructure. The $5 million GDA program aims to award up to five electric truck charging hubs within 10 miles of the Port Authority’s seaport facilities (or marine terminal facilities). "The trucks that move through our gates don't stop there. They fan out to warehouses and distribution hubs across the region, carrying the goods that power our economy,” said Port Authority ChairmanKevin O’Toole, in a statement. “This $45 million partnership with CALSTART puts zero-emission trucks, terminal tractors, and charging infrastructure within reach for the operators who serve this port every day. Cleaner trucks here mean cleaner air not just for our port facilities, but for every community along the routes these trucks travel.” To ensure transparency and measure long-term impact, CALSTART will build and launch dynamic tracking dashboards for both initiatives. These tools will monitor deployment, vehicle performance, and charger utilization across port operations before being fully transferred to the Port Authority in 2028. The programs are designed to advance the Port Authority’s sustainability goals by accelerating cleaner technologies while providing port operators with affordable, discounted electric vehicles and charging options. This program complements other sustainability initiatives at the seaport as the Port Authority looks to encourage all links in the supply chain, including ocean carriers, container terminals, and trucking companies, to adopt greener operations. The agency has committed to reaching net-zero carbon emissions by 2050 through its comprehensivenet-zero roadmap. “The Port Authority has committed to reaching net-zero by 2050, and we can't get there without bringing our tenants, contractors, and partners like the trucking community along with us,” said Port Authority Executive DirectorKathryn Garciain a statement. “These new incentive programs make it financially realistic for drayage operators to switch to zero-emission trucks and yard equipment. Paired with other industry-leading programs and regulations, we’re making sure we back up our ambitious sustainability commitments with real action.” Other programs related to sustainability include: TheTruck Replacement Program,which provides financial incentives to trucking companies that swap out older, higher-emission engines for newer, cleaner ones. TheClean Vessel Incentiveprogram similarly rewards ocean carriers that voluntarily reduce speed near the port, cutting air emissions and conserving fuel in the process. The agency has also built emissions requirements into its marine terminalrules and regulations,mandating that terminal operators shift to zero-emission cargo handling equipment as it becomes commercially available, a move designed to build market demand and push the industry toward further innovation. Additionally, the continued expansion of the seaport's on-dockExpressRail systemallows goods to move to the Midwest, New England, and eastern Canada more sustainably than trucking alone. The agency also opened anelectric truck charging stationat Port Newark last year, with four super-fast chargers located at the truck welcome center at Marlin and Kellogg streets. The port's tenants have pursued their own sustainability initiatives as well, among them Port Newark Container Terminal'srecently completed solar installation. Progress toward the Port Authority's emissions goals is documented in the seaport's latest2024 Air Emissions Inventory and Efficiency,which shows sulfur dioxide down 98% and both nitrogen oxide and particulate matter down more than 83% from 2006 baseline levels, even as cargo volume climbed nearly 71% over the same period. The programs are funded through a $451 million grant awarded to the Port Authority through the U.S. Environmental Protection Agency’s Clean Ports Program, the largest sustainability grant in Port Authority history. Beyond the CALSTART-administered programs, the grant will also fund the deployment of electric cargo handling equipment at marine terminals and the installation of vessel shore power infrastructure to allow container ships to plug in while at berth and shut down their auxiliary engines. A separate $3 million EPA planning grant will fund the creation of a Port Community Advisory Council. Subrecipients of the overall award will also be positioned to pursue workforce training and job creation efforts tied to the clean energy sector.

The Port Authority of New York and New Jersey announced millions in incentives for zero-emission drayage trucks, yard tractors, and new charging hubs near the port. The new funding incentives are on top of existing zero-emission vehicle projects at the Ports of New York and New Jersey. In 2025, an electric-truck charging site was opened at Port Newark. Photo: Port Authority of New York and New Jersey The Port Authority of New York and New Jersey is launching $45 million in incentive programs aimed at helping drayage fleets and terminal operators put more electric trucks,yard tractors, and charging infrastructure into service. Beginning this fall, Calstart will administer twozero-emission incentives programsat the ports: the Clean Truck Incentive Program and the Green Drayage Accelerator. The Clean Truck Incentive Program will provide up to $39 million in point-of-sale vouchers toward the purchase ofzero-emission drayage trucks, yard tractors, and charging equipment. Jennie Abarca Is Proving Electric Trucks Can Do the Job A separate $5 million Green Drayage Accelerator program will support as many as fiveelectric-truck charginghubs located within 10 miles of Port Authority seaport or marine terminal facilities. The programs are intended to address two of the biggest barriers to deploying battery-electric trucks in drayage operations: the higher upfront cost of the vehicles and access to charging. “Drayage operators are the backbone of this port, keeping freight moving day and night from our terminals to warehouses and businesses across the region,” said Port Authority Port Director Bethann Rooney. “We know that any shift towards cleaner operations must happen through real support and partnership, rather than top-down mandates,” she said. “We’re making zero-emission trucks and terminal tractors more affordable for the operators who keep this port running, backed by the charging infrastructure they'll need to power them.” Calstart Executive Vice President Alycia Gilde said deploying zero-emission trucks at scale requires pairing vehicle incentives with reliable, high-capacity charging. Calstart also will develop tracking dashboards for the programs to monitor vehicle deployments, vehicle performance, and charger use. The dashboards are expected to be transferred to the Port Authority in 2028. The Port Authority and Calstart plan to reach out to the trucking community through in-person and online presentations in the coming weeks. The programs are being funded through a $451 million grant the Port Authority received through the Environmental Protection Agency’s Clean Ports Program. Lessons Learned About Alternative Fuels: Start Small, Stay Flexible That broader grant also will support electric cargo-handling equipment at marine terminals and shore-power infrastructure that will allow container ships to plug into the electrical grid while docked rather than running auxiliary engines. The Port Authority has set a goal of reaching net-zero carbon emissions by 2050 and is encouraging trucking companies, terminal operators, ocean carriers and other businesses serving the port to work toward the same target. The agency already operates aTruck Replacement Programthat provides financial incentives for trucking companies replacing older trucks with cleaner models. It also opened an electric-truck charging site atPort Newarkin 2025 with four high-power chargers at the truck welcome center. According to the Port Authority’s 2024 air emissions inventory, sulfur dioxide emissions at the seaport have fallen 98% from 2006 levels, while nitrogen oxide and particulate-matter emissions have declined more than 83%, even as cargo volume increased nearly 71%. Could Tesla’s camera-only autonomous driving technology work on an 80,000-pound Semi? In this commentary, HDT's Deborah Lockridge takes a look at Tesla, Cybercab, and how autonomous trucks see the road. Kodiak AI says its driverless long-haul safety case is 93% complete and it remains on track to begin commercial operations by year-end 2026. The U.S. Department of Transportation issued a new automated-vehicle strategy that outlines plans for driverless-truck regulations, cross-state freight corridors, and federal safety standards. A SPAC deal could provide PlusAI with up to $300 million as it works toward a 2027 commercial launch of factory-built autonomous trucks. The National Highway Traffic Safety Administration says it lacks authority to regulate medium- and heavy-duty truck engines separately from complete vehicles, but the existing standards have not yet been eliminated. Detroit isn’t starting from scratch to meet EPA 2027 diesel emissions standards. Its Gen 6 DD13 and DD15 engines keep much of today’s platform while updating the fuel and aftertreatment systems. Carrier Transicold’s new Vector 8200 all-electric transport refrigeration unit gives fleets a diesel-free option for temporary refrigerated and frozen trailer storage. Learn more about Kenworth's T880E battery-electric vocational truck at the Paccar Technical Center, including its range, applications, upfitting considerations, and PTO options, in this HDT Spotlight video. A closer look at the Kenworth T880E’s range, charging, powertrain and upfit options — and where fleets are showing the most interest. Escalating U.S.-Canada tariffs could disrupt cross-border freight, reduce truck volumes, raise costs, and create new uncertainty for carriers on both sides of the border.