Porti & ambiente — le notizie raccolte

West Natuna Exploration Limited (WNEL), a majority-owned subsidiary of Singapore-headquartered natural gas player Conrad Asia Energy, has booked a jack-up rig for a multi-well drilling campaign at its natural gas field in the West Natuna Sea off the coast of Indonesia, Southeast Asia. Conrad Asia Energy’s subsidiary, as the operator of theDuyung PSCin the Natuna Sea, has executed a binding contract withPT Pertamina Drilling Services Indonesia (Pertamina Drilling)through thePDSI – ADESconsortium for the provision of a jack-up drilling rig to support thedevelopmentof theMakogas field. As a result, theAdmarine 502independent-leg cantilever jack-up rig will be in charge of the scope of work that entails the drilling of six development wells and installation of the conductor support frame (CSF). The firm contract period is for 180 days and contains options to extend the deal. The rig is expected to begin this assignment in Q2 2027. Miltos Xynogalas, Conrad’s Managing Director and Chief Executive Officer, commented:“This agreement represents a critical milestone for the Duyung PSC JV as we advance toward drilling at Mako. Securing a high specification jack-up rig on favourable terms positions the company to execute its upcoming development programme efficiently.” This content is available after accepting the cookies. Conrad on the lookout for new CEO as Southeast Asian project edges closer to first gas The Mako project is structured as initially comprising six development wells tied back to a leased mobile offshore production unit (MOPU), with the sales gas to be transported via an approximately 59-kilometer 18-inch pipeline to theKF platformin the adjoining Kakap PSC, then through the WNTS pipeline for delivery to the Indonesian domestic market. The total capex to first gas is estimated at $320 million in line with prior guidance. In addition, a provision of approximately $35 million had been provided for owner-supplied equipment to be novated to the MOPU provider and for potential MOPU down payments. The future operating costs are targeted as $70-80 million per annum, including pipeline transportation costs. Gaz Bisht, Empyrean’s CEO and Technical Director, commented:“A binding rig contract is not a plan – it is a commitment, and it signals to the market that the Mako Gas Field is moving to drill. We have a world-class discovered gas resource, a contracted jack-up rig, a clear development programme of six wells, and a pathway to market through established Indonesian domestic gas infrastructure. “The remaining work is execution. With over US$320 million of development capital underpinned by a contracted drilling schedule and a Q2 2027 commencement date, I am confident that Mako will deliver the value this asset has always promised. Today is a good day for Empyrean.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Karoon Energy, an ASX-listed international oil and gas exploration and production company, has taken over the operatorship helm from Altera & Ocyan (A&O), a joint venture between Altera Infrastructure and Ocyan, at a floating production, storage, and offloading (FPSO) vessel, which is working on an oil project off the coast of Brazil. Following itsacquisitionof theFPSO Cidade de Itajaíat the end of April 2025, which is deployed at theBaúna projectin BM-S-40, Karoon signed a transition services agreement with A&O to ensure continuity of operations and a smooth handover process of the vessel. The formal transition of the FPSO operatorship took place at the end of May 2026, after an intensive period of internal capacity building for the ASX-listed player, including staff recruitment, contract transfer and establishment of management systems and processes, and the receipt of Brazilian regulatory approvals. More than 80% of the existing FPSO team is said to have transferred to Karoon and its major maintenance contractor, Gran Services. The transitional services agreement with A&O expired on June 1, 2026, enabling further operating cost optimization for the FPSO owner. Carri Lockhart, Karoon’s CEO and MD, commented:“2026 has been one of the busiest in Karoon’s history, with more than 700 people engaged in delivering our strategic work scopes, including the FPSO operatorship transition, in a safe manner. This transition of operatorship is a major milestone for Karoon and marks the evolution of the company into a full-scope operator of offshore oil and gas production. “I would like to sincerely thank our staff and contractors who have worked tirelessly to prepare for, and achieve, this milestone. The FPSO operatorship is strategically important to Karoon, and we are committed to delivering a strong safety performance and reliable operations, which will create value from the Baúna project well into the future.” The ASX-listed companyannouncedthe launch of its Baúna revitalization and life extension projects in August 2025, with forecast expenditure of approximately $55-65 million in 2026 and $80-90 million over the period 2030-2034. The ongoingmaintenance shutdown and flotel campaignwork are expected to lead to material improvements in system stability and provide sustained FPSO uptime, within the range of 90 – 95% efficiency. The Baúna project comprises the Baúna, Piracaba, and Patola fields in concession BM-S-40 offshore Brazil. The FPSO Cidade de Itajaí, which is capable of operating in water depths of up to 1,000 meters, began operating in Brazil in February 2013. This unit, which was constructed at Singapore’s Jurong shipyard in 1995 and converted in 2012, can produce 80,000 barrels of oil per day and compress 2 million cubic meters of gas a day. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Thailand-headquartered subsea and offshore drilling services company Mermaid Maritime Public Company Limited has established a joint venture (JV) company in Singapore to serve as the investment and operating vehicle for the reactivation and subsequent commercial deployment of an existing offshore support vessel. Mermaid Subsea Services (Thailand) (MSST) has entered into a joint venture agreement with DS Global Offshore Engineering Singapore, a subsidiary of DS Global Offshore Engineering (Tianjin), a privately-owned company established in China that specializes in offshore engineering, for the strategic reactivation and commercial development of Mermaid Commander, under which the vessel will be reactivated and repaired by the Singaporean company. Following the agreement, the parties established a JV company in Singapore to serve as the investment and operating vehicle for the reactivation and subsequent commercial deployment of the 1987-built vessel. Under the arrangement, DS Global will undertake and fund the reactivation and repair work. The entity will be named DS Mermaid Pte. Ltd., with Mermaid Subsea Services (Thailand) Limited holding 50% by way of in-kind contribution of the vessel, and 50% held by DS Global in consideration for the provision of vessel reactivation, repair, and ship management services. The joint venture’s primary activity will be to engage in ship management and the vessel’s commercial development, with a primary strategic focus on entering the offshore maritime market. After the reactivation works have been completed, the vessel will be renamed DS Mermaid Commander. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

A flurry of corporate announcements marked the day, led by Ola Electric’s successful QIP, TVS Supply Chain’s aerospace venture, Inox Clean Energy’s ₹6,000-crore acquisition, and fresh investments in manufacturing, defence, healthcare and renewable energy. Ola Electric Mobilityhas raised Rs 780 crore through a qualified institutional placement (QIP) that was oversubscribed 56 per cent, driven by strong participation from domestic and global institutional investors, stock exchange data showed on Thursday. The issue received bids worth about Rs 780 crore, with demand from long-only investors, including global names such as Goldman Sachs and BNP Climate Fund, alongside Indian mutual funds such as Motilal Oswal Mutual Fund, Mirae Asset Mutual Fund, Kotak Mahindra Mutual Fund, JM Financial Mutual Fund, and Baroda BNP Paribas Mutual Fund, among others. TVS Supply Chain Solutions and Italy’s ALA Group have partnered to build an aerospace & defence supply chain platform in India. In the JV, the Chennai-based TVS SCS will hold a 51 per cent stake, with the remaining 49 per cent held by the Italian company, and will start with an investment of €2 million, said R Dinesh, Executive Chairman, TVS SCS. The proposed investment of around ₹10 crore in TVS Packaging is intended to support business expansion initiatives and execution of definitive agreements with A.L.A Corporation for collaboration and development of opportunities in India’s aerospace and defence sectors, says a stock exchange filing. In other industry news,Aurobindo Pharmahas received a final approval from the US Food & Drug Administration (USFDA) to manufacture and market Tofacitinib Tablets, 5 mg and 10 mg, which is bioequivalent and therapeutically equivalent to the reference listed drug (RLD), Xeljanz Tablets, 5 mg and 10 mg, of PF Prism C.V. APL Healthcare Unit IV, a wholly owned subsidiary of the company, will produce the product. Maruti SuzukiIndia on Thursday launched India’s first flex-fuel passenger vehicle, introducing a version of its Wagon R Flex Fuel capable of running on ethanol-petrol blends ranging from E20 to E100, as the country seeks to reduce crude oil imports and lower carbon emissions. India has been promoting ethanol-blended petrol as part of its strategy to reduce dependence on imported crude oil, one of the biggest contributors to its current account deficit. The country has already rolled out E20 fuel, containing 20 per cent ethanol and 80 per cent petrol, and is now exploring higher ethanol blends made from biofuels produced from feedstocks such as sugarcane, maize and surplus rice. CG Power & Industrial Solutions has commissioned an extra-high-voltage (EHV) switchgear manufacturing facility, S3 Unit-II, in Pimpalgaon Garudeshwar, Nashik, Maharashtra. This is in addition to the S3 Unit-I manufacturing facility at Ambad, Nashik, which manufactures EHV circuit breakers in the 33kV to 800kV. The new facility will manufacture EHV Circuit Breakers in the 33 kV to 245 kV range, expanding CG’s EHV circuit breaker manufacturing capacity by 80%. Equipped with advanced manufacturing and testing infrastructure, including 500 kV and 350 kV high-voltage testing laboratories, the Facility has been designed to meet the growing demand for reliable power transmission equipment across domestic and international markets. ABB has secured an order from Cochin Shipyard to supply power and propulsion systems for two upcoming electric tugs at Jawaharlal Nehru Port Authority. A tug is a vessel used to push and escort large cargo ships into and out of the port area. Inox Clean Energy Ltd, the renewable energy platform of the INOXGFL Group, has signed a definitive agreement to acquire the 6 GW India renewable energy portfolio of Singapore-based Vena Energy, valued at almost ₹6,000 crore. The portfolio comprises 1.2 GW of operational renewable energy assets, 1.8 GW of projects at an advanced stage of development and nearing commissioning, and an additional 3 GW of development-stage projects spread across six States — Gujarat, Maharashtra, Madhya Pradesh, Karnataka, Andhra Pradesh, and Telangana, a company spokesperson told the businessline. HDFC Asset Management Company, one of the largest mutual fund houses, has imposed temporary restrictions on large lump-sum investments in its gold exchange-traded fund and gold ETF Fund of Funds (FoF) from June 5. In an addendum issued on Thursday, HDFC AMC said that, in light of broader economic and market conditions, it has decided to temporarily restrict lump-sum subscriptions to HDFC Gold ETF and HDFC Gold ETF Fund of Funds until further notice. Bharat Gears has invested Rs 1.27 crore in Hexa Energy HR5 by acquiring 13,134 shares at Rs 970 each, equivalent to 29.55% of the latter’s paid-up share capital. The said investment has been made in accordance with the requirements under the applicable Electricity Laws for the time being in force upon the purchase of Solar Power by the company for the Faridabad and Mumbra Units of the company, it said. Global financial services firm Goldman Sachs on Thursday bought more than 1.13 crore shares of Billionbrains Garage Ventures, the parent company of Groww, at Rs 185.50 per share from venture capital firm Friale, for Rs 210 crore, in an open-market transaction. Nephrocare Health Care Services, Philippines Inc., a step-down wholly owned subsidiary of Nephrocare Health Services, has entered into an Asset Transfer Agreement (ATA) with Inocentes Dialysis Clinic on June 4. The agreement is for the acquisition of identified assets relating to a dialysis centre located at Duyan-Duyan, Project 3, Quezon City, Philippines, for a total consideration of 30.00 million Pesos, subject to the terms and conditions set out therein. Afcons Infrastructure has issued Commercial Papers (CPs) of Rs 25 crore on a private placement basis. The CPs have a tenure of 182 days, with a maturity date of December 03, 2026. The interest rate is 8.05%, paid upfront. The said Commercial Papers are proposed to be listed on the National Stock Exchange of India. Published on June 5, 2026 Terms & conditions|Institutional Subscriber

Jasmine Energy (JEL), a subsidiary of Singapore’s Rex International, has signaled a revision in the timeline for a multi-well drilling program off the coast of Oman, which will be conducted with a nine-year-old jack-up rig from Texas-headquartered Northern Offshore, a builder and operator of jack-up rigs. Rex International’s indirect subsidiary, Masirah Oil Limited (MOL), has revealed that an updated schedule for its drilling program, coveringthree development wells, at theYumna fieldin Block 50 offshore Oman will be disclosed in due course. The firm inked amulti-well drilling contractin January 2026 for the 2017-builtEnergy Emergerjack-up drilling rig, operated by Northern Offshore Drilling Operations. The same jack-up was also used during the oil and gas operator’s 2024 drilling campaign. Block 50 is an approximately 17,000 square-kilometer offshore concession in the Gulf of Masirah, east of Oman. Thefirst oilwas achieved in February 2020, while the field development plan approval and declaration of commerciality (DOC) for the Yumna fieldwere obtainedin July 2020. MOL, which is an indirect 87.5% subsidiary of Jasmine Energy, is the operator and holds a 100% interest in the block. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Singapore-headquartered natural gas player Conrad Asia Energy is gearing up to search for a new Chief Executive Officer (CEO) after its current CEO decided to step down. Conrad Asia Energy has made changes to its board and management structure to support the next phase of its growth, as it advances theMakogas project through development toward first gas, targeted for Q4 2027 in the West Natuna Sea off the coast of Indonesia, Southeast Asia. The changes followMiltos Xynogalas‘ decision to step back from his current role as CEO, following the completion of the Mako farm-out process and the establishment of a partnership with Nations Natuna Barat in Indonesia. Xynogalas will continue as CEO until August 31, 2026. Afterward, he will transition to a new executive role focused on the firm’s Indonesian business activities, partner relationships, business development across the Indonesian and regional portfolio, and Indonesian government stakeholder engagement, while remaining on the board as an Executive Director. Conrad claims that it will begin an immediate search for a new CEO.Peter Bottenhas beenappointed Executive Chairman, with an expanded mandate covering Australian capital markets engagement, investor communication, oversight of the Mako development through to first gas, and continued progression of the Aceh assets. Botten emphasized:“I would like to thank Miltos for his outstanding contribution in delivering the Mako farm-out process and in building strong relationships with key stakeholders in the Indonesian energy industry. Conrad is now at a pivotal stage in its development. FID in March, the company’s first reserves booking, and the contracting of more than 80% of development capital expenditure have together transformed Conrad into a fully funded gas developer with a clear path to production. “My role is to help ensure the quality of the underlying business and the value being created are clearly understood by the Australian investment community, as the company advances toward first gas. I look forward to working closely with Miltos and the board to deliver Conrad’s next phase of growth.” According to Conrad, the revised structure is intended to strengthen operational execution in Indonesia and enhance engagement with Australian capital markets, reflecting the Asian player’s transition from an exploration and appraisal company to a fully funded gas development business, following the final investment decision (FID) onMakoin March 2026. Xynogalas highlighted:“I thank Peter for stepping into the role of Executive Chairman and for supporting a smooth transition to Conrad’s new management structure, including the appointment of a new CEO. I have decided to step back from my current role so I can focus on the core purpose on which I founded this company – delivering Conrad’s Indonesian portfolio and identifying new opportunities. “With the Mako development now in execution, and our Aceh assets attracting genuine farm-in interest, I believe Conrad’s interests will be best served by my focusing fully on business activities in Indonesia and applying the experience I have built over the years to support the company’s next stage of growth.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Lavinia Corporation actively contributes to this trajectory by leveraging digitalization and vessel-generated data to optimize performance, support data-driven decision-making, and advance strategic objectives such as decarbonization. Through the close integration of theory and practice, as well as collaborations with leading universities and research institutions in Greece and abroad, the company develops and supports innovative solutions and research initiatives that help shape the future of shipping. Through Laskaridis Shipping Co. Ltd., Lavinia Corporation has signed eight active Memoranda of Understanding (MoUs) with higher education institutions in Greece and internationally, including the National Technical University of Athens, the National and Kapodistrian University of Athens, the University of Piraeus, the Technical University of Crete, the University of Nicosia, Aalto University, Liverpool John Moores University and The American College of Greece. In parallel, the company’s scientific collaborations extend to internationally renowned research organizations and academic institutions, including the Cambridge Centre for Advanced Research and Education in Singapore (CARES), the Hellenic Naval Academy, Nanyang Technological University (NTU), Chalmers University of Technology and the Norwegian School of Economics (NHH). The outcomes of these synergies are reflected in the research programmes in which the company actively participates, its publications in international scientific journals, and presentations at leading global conferences. Fourteen research projects are currently underway. Για να εμφανίζονται περισσότερα άρθρα τηςΝαυτεμπορικήςστις αναζητήσεις σας εύκολα και γρήγορα, πρέπει να προσθέσετε το site στις προτιμώμενες πηγές σας. Μπορείτε να το κάνετε πηγαίνονταςεδώ.

Save Share New Delhi, India —The southernmost point of India, the Great Nicobar Island, is closer to the coasts of Thailand, Malaysia and Indonesia than it is to the Indian mainland. No Indian prime minister has visited the island, which is the size of Hong Kong, since Indira Gandhi in 1984. India does not even conduct a full census on the island, relying on estimates of its population; the latest guess is that fewer than 10,000 people live there. Yet the island is now in the eye of a political storm over an $11bn project planned by Prime Minister Narendra Modi’s government to turn Great Nicobar into a major strategic and economic outpost in the Indian Ocean. The Modi government has greenlit plans to build a transhipment port, a civilian-military airport, a power plant, tourism infrastructure and a township for 350,000 people on the island. In its blueprint, the government highlighted the economics of maritime trade as the justification for the project. But in the face of growing criticism from global environmental watchdogs and opposition leaders in New Delhi, the Indian government has shifted its narrative to position the plan as central to the country’s strategic goals in its neighbourhood. And the United States-Iran struggle over the Strait of Hormuz has given that vision a boost, serving as a reminder of the importance of a perch that can serve military and economic aims over a strategic waterway — in this case, the Strait of Malacca, through which a third of global trade and seaborne oil flows. “This island has a strategic value because it is sitting right at the mouth of Malacca [strait],” Shekhar Sinha, a former vice chief of the Indian Navy, told Al Jazeera. “And if it is [developed as] a commercial setup,” he added, no one would be able to object. Stretching into the southeastern end of the Bay of Bengal, the Great Nicobar Island sits nearly 1,600km (994 miles) from mainland India, near the western approaches to the Strait of Malacca. It lies adjacent to East-West shipping lanes that carry trade and supplies between the Gulf, Europe and East Asia, including China, Japan and South Korea. It is only 2.8km (1.7-mile) wide at its narrowest at the Phillip Channel near Singapore, yet it is the principal body of water connecting the Middle East to Southeast Asia. And while the world’s trade depends on this strait, it is especially critical for China, which relies on the route for 80 percent of its crude oil imports and two-thirds of its trade. That geography makes Great Nicobar a potentially valuable sentry for India, watching over the Strait of Malacca. “It is a great place to monitor all the traffic, coming in and out of the strait,” Sinha said. “It would give India an edge in maritime domain awareness,” referring to New Delhi’s ability to track and monitor activity at sea. The Modi government has in recent weeks increasingly acknowledged the strategic value of the island. The Great Nicobar project “is a strategic project which aims to strengthen India’s presence in the Andaman Sea and Southeast Asia,” the government noted in a press release in May. “The project is designed to enhance India’s national security, strategic and defence presence, strengthen the islands’ economic position, and accelerate holistic development in the region.” Yet that is not how the project was envisaged, at least in the government’s official vision. Rather, it was pitched to rival the deepwater port-led economies of Singapore, Sri Lanka’s Colombo and even Hong Kong. The government’s plans quickly faced stiff resistance, including from the inhabitants of the island, who have since refused to give up their lands to make way for the construction and have filed cases against the government’s plans in multiple courts. Last in the chain of the Nicobar Islands, the Great Nicobar is home to a few hundred Shompens, a seminomadic hunter-gatherer tribe living in dense forest interiors, and a few thousand fishing-dependent Nicobarese who survive on the elegant ecosystem. The Indigenous communities maintain distance from the outside world and the settler population on the island, which is spread over about 1,000sq km (400sq miles). The government’s project is currently planned on 166.1sq km of land, roughly 16 percent of the entire island. Half of this land overlaps with tribal reserve areas, which the Shompens inhabit. In February 2024, 39 genocide experts wrote to Indian President Droupadi Murmu, warning that the project would be “a death sentence for the Shompen”, tantamount to the international crime of genocide. India’s environment minister informed Parliament in 2023 that nearly 964,000 trees would be felled for the project. The development would also displace the native fishing-dependent Nicobarese community and make way for the settlement of 350,000 people over the next three decades. If that happens, it would mean a 4,000 percent population increase on the island. The ancestral lands of the Nicobarese community have been marked for a tourism zone under the project, even as their protests against it continue. The Indian government has maintained that the criticism is unfounded and that the project will be a model for a holistic approach towards island development. But activists warn the project would severely disrupt Great Nicobar’s fragile ecology through large-scale deforestation, coastal alteration and infrastructure construction in one of India’s most biodiverse island ecosystems. The island also falls in seismic zone 5, the highest earthquake-risk category, making large construction projects on Great Nicobar particularly vulnerable. Rahul Gandhi, India’s leader of the opposition, visited the island a month ago and met local activists and affected people. Writing on his X handle later, the Congress party leader said: “The government calls what it is doing here a ‘Project’ … It is communities that have been ignored while their homes have been snatched away. This is destruction dressed in development’s language.” Gandhi claimed that the Great Nicobar project was “one of the biggest scams and gravest crimes against this country’s natural and tribal heritage in our lifetime”. He also visited the Indira Point Lighthouse, the southernmost tip of Indian territory, named after his grandmother and former Prime Minister Indira Gandhi. That lighthouse, once surrounded by lush trees, stands partially submerged in the water. The devastating 2004 tsunami sank the land near the southern tip of Great Nicobar by about 4.25 metres (14 feet), flooding parts of the coastline around Indira Point. “This project is very colonial,” said Manish Chandi, former member of the research advisory board of the government-managed Andaman and Nicobar Tribal Research and Training Institute. Chandi, who has spent more than two decades studying the islands and their people, said he was convinced that the main aim of the project was to develop Great Nicobar as a commercial outpost. The pushback, he said, is what made the government pitch the initiative as one tied to national security. “It suits the [Modi government’s nationalist] narrative,” Chandi told Al Jazeera. Still, while the justification for the project has shifted to include strategic goals, the world has also transformed since the government’s top planning body commissioned a master plan for the Great Nicobar development initiative in 2020. Some analysts argued that these shifts require India to stay nimble. “The nature of rapidly changing geopolitics is becoming more challenging,” said Harsh Pant, vice president of Observer Research Foundation, a New Delhi-based think tank. “It is natural for India to relook at its own geography to find leverage to its strategic advantages.” The Indian armed forces’ tri-service command is based in Sri Vijaya Puram, formerly known as Port Blair, the capital of the chain of islands, about 500km (310 miles) from Great Nicobar. Building Great Nicobar up would “enhance the command, make it more formidable, and use this geography for keeping a tab on what is happening in the wider Indo-Pacific”, said Pant. With Iran using its control of the Strait of Hormuz as leverage in diplomacy, sections of Indian strategic thinkers have voiced the idea that New Delhi could — in the event of a future conflict with rival China — use the geography of Great Nicobar to try to choke the Strait of Malacca. Sinha, the former naval officer, laughed off such suggestions. “The Hormuz Strait belongs to Iran and Oman. Likewise, the Malacca Strait belongs to Indonesia,” Sinha said. “The passage goes through Indonesia. And the peace in these waters is equally important to India’s economy in the first place.” The former naval officer argued that setting up a naval blockade is simple, but maintaining it is difficult. “Look at the US: if that big a navy cannot keep [an] airtight naval blockade of a narrow waterway, how can an Indian navy block the vast Indian Ocean?” Sinha wondered. Still, he said, the island’s development could prove an asset for India strategically. “Advance position in Malacca would make the Indian Ocean more transparent for India,” said Sinha. Chandi, though, is convinced that the price that Great Nicobar — and India — will need to pay for the project is not worth it. “The focus is not on defence expansion; it is a commercial proposal with dubious outcomes and destructive scope,” Chandi told Al Jazeera. “[It] will be a liability for India and for its defence.”

Through the close integration of theory and practice, as well as collaborations with leading universities and research institutions in Greece and abroad, the company develops and supports innovative solutions and research initiatives that contribute to shaping the future of shipping. Through Laskaridis Shipping Co. Ltd., Lavinia Corporation has established eight active Memoranda of Understanding (MoUs) with higher education institutions in Greece and internationally, including the National Technical University of Athens, the National and Kapodistrian University of Athens, the University of Piraeus, the Technical University of Crete, the University of Nicosia, Aalto University, Liverpool John Moores University, and The American College of Greece. In parallel, the company’s scientific collaborations extend to internationally recognized research organizations and academic institutions, including the Cambridge Centre for Advanced Research and Education in Singapore (CARES), the Hellenic Naval Academy, Nanyang Technological University (NTU), Chalmers University of Technology, and the Norwegian School of Economics (NHH). The tangible outcome of these collaborations is reflected in the research projects in which the company actively participates, its publications in leading scientific journals, and its presentations at major international conferences.Currently, fourteen research projects are underway. These include the Horizon Europe projects “RETROFIT55” and “FIT-HORIZON”, the “SMARTSHIP” project focusing on advanced class notations, the design, development, and operational testing of a sustainable underwater ROV, the creation of a full lifecycle digital twin of a Newcastlemax bulk carrier under the “RELIFE” project, as well as research initiatives exploring the potential use of nuclear energy in commercial shipping, including “HAZID Analysis for Nuclear Power Plant” and “NZCLEAR Feasibility of Small Nuclear Reactors for Zero-Emission Ships and Ports”. A particularly noteworthy initiative is the recent “Synopsis Project”, developed in collaboration with the National Technical University of Athens, which focuses on the pioneering analysis of high-frequency data using the Advanced Proper Orthogonal Decomposition (APOD) methodology. During the same period, the company produced thirty-eight publications, conference papers, and presentations, further strengthening its scientific and research footprint. A particular source of pride was the recognition of two scientific papers submitted to major international conferences in 2024, both of which received the Best Paper Award. The establishment of the Lavinia Innovation Centre represents the culmination of a long-term strategic investment in research, innovation, and collaboration with the academic community. By providing open access to research projects, scientific publications, and technical knowledge, the Centre aims to serve as a reference point for the maritime and research communities, fostering knowledge sharing and contributing actively to the future of shipping. Για να εμφανίζονται περισσότερα άρθρα τηςΝαυτεμπορικήςστις αναζητήσεις σας εύκολα και γρήγορα, πρέπει να προσθέσετε το site στις προτιμώμενες πηγές σας. Μπορείτε να το κάνετε πηγαίνονταςεδώ.

Genova – Con un apposito evento serale organizzato presso la sede genovese dello Yacht Club Italiano, lo studio tecnico navale Martinoli & C. ha festegiato i suoi primi 80 anni d’attività e contestualmente i 50 anni di esperienza professionale dell’attuale timoniere, l’ing. Giovanni Martinoli. Martinoli & C. è uno studio tecnico specialista in attività di consulenza navale e peritale delle avarie e degli incidenti marittimi tra i più accreditati dai principali assicuratori Corpo e Macchina e dai P&I Club. L’origine dell’attività di consulenza tecnica navale risale al 1946, quando Federico Martinoli Sr. fondò a Genova uno studio che riuniva periti e consulenti navali indipendenti. Nel corso degli anni lo studio ha ulteriormente rafforzato e ammodernato l’attività peritale assicurativa e la consulenza tecnico-giudiziaria. Ing. Giovanni Martinoli oltre all’anniversario cosa si celebra oggi? “Beh direi che i motivi per festeggiare solo almeno due. Uno è il rapporto con i clienti con cui abbiamo lavorato tutti questi anni, l’altro è un po’ la storia della famiglia, perché lo studio è stato avviato da mio nonno nel ‘46, poi è proseguito da mio zio e mio papà, poi io e mio cugino Roberto dopo la prematura scomparsa dai nostri genitori.” Vi siete tolti non poche soddisfazioni… “Io ero giovane all’epoca, però diciamo che ce l’abbiamo fatta, siamo andati avanti e abbiamo fatto abbastanza bene. Con Roberto avevamo anche preso la gestione delle navi Costa a metà degli anni ‘90, abbiamo aperto l’ufficio a Miami per le crociere ai Caraibi, poi l’ufficio a Montecarlo. Nel 2005, quando Carnival ha comprato Costa, Roberto ha dovuto vendere le sue quote, come azienda abbiamo ceduto tutta la parte di management tecnico navale a Vships. Da lì in avanti abbiamo fatto tante altre cose interessanti.” Vogliamo citarne alcune? “Abbiamo seguito molti casi importanti, i più iconici sono l’incendio della petroliera Haven davanti ad Arenzano, l’incendio del traghetto Moby Prince a Livorno, il crollo della Torre Piloti qua a Genova, il disastro della Costa Concordia e poi da ultimo il Baesyan in Sicilia che è una pratica seguita da Marco Calabria (mio cugino) per conto degli assicuratori inglesi.” La struttura aziendale oggi come è composta? “Oggi possiamo dire di essere un gruppo consolidato, abbiamo una sede a Genova che seguo io, una sede a Montecarlo che segue mio cugino, abbiamo dieci periti, cinque ragazze che fanno claim handling, abbiamo corrispondenti e uffici a Shanghai, Singapore, a Dubai, a Buenos Aires e a Miami, anche perché il lavoro è cambiato.” Come e perché è cambiato? “Il lavoro storico di noi periti assicurativi era molto eroico perché fino a qualche anno prima del Covid succedeva un incidente all’altro capo del mondo e saltavi sull’aereo, facevi la perizia, stavi quattro o cinque giorni o quanto serviva e poi tornavi indietro. Poi gli assicuratori hanno preferito fare scelte diverse ma secondo me hanno perso molto dall’apporto diretto che un perito può dare perché, a parte le pratiche di routine, esistono dei casi dove è molto importante riuscire a capire la causa e l’origine del guaio. Sia nell’interesse degli assicuratori sia dell’armatore, affinché certe cose non si ripetano più. La ricerca del perché di certe situazioni è estremamente importante ma non si può ottenere se non vai di persona e ti devi basare sul rapporto di uno specialista o di un corrispondente. Oggi però l’industria vuole così e anche noi ci affidiamo a periti locali di fiducia con cui abbiamo instaurato un rapporto condividendo modulistica e metodologia di lavoro.” La tecnologia aiuta? “Adesso c’è addirittura la tendenza a voler sfruttare l’intelligenza artificiale, utilizzare un telefono, un filmato, un drone e poi chiedere all’intelligenza artificiale di dirci tutto ottenendo direttamente la perizia. Io però penso che sia assolutamente impossibile, perlomeno in questa fase, fare il lavoro con accuratezza e approfondimento. Serve capire cosa ci sia dietro un sinistro, delle volte ci sono tanti segnali che bisogna cercare di capire. La maggior parte degli incidenti sono dovuti a errore umani, le macchine difficilmente sbagliano; il più delle volte è l’uomo che non interagisce con le macchine in maniera corretta o fa errori clamorosi.” È un tema di formazione? “Purtroppo ci sono talvolta dei problemi per cui l’equipaggio non addestrato e non serio stacca gli allarmi. Gli allarmi sono fatti apposta per avvisarti, per segnalare un pericolo e non devono essere staccati manualmente perché rompono le scatole. Poi succedono incidenti incredibili.” Qual è stato il caso che le ha dato maggiore soddisfazione professionale? “È stato il lavoro fatto per l’incendio della petroliera Haven dove noi intervenimmo in difesa degli armatori che erano a processo penale per affondamento doloso e altri capi d’accusa. C’era un primo ufficiale, quello che gestiva la discarica, che aveva fatto un errore; per sua responsabilità aveva sovraccaricato la cisterna e a questo fece seguito un’esplosione. Il marittimo raccontò che l’esplosione aveva avuto origine da una pompa del carico alla quale non era stata fatta manutenzione, attribuendo quindi la colpa agli armatori. Al tempo non c’era il Gps, non c’erano gli strumenti attuali di localizzazione, ecc. quindi avevamo semplicemente un filmato preso per fortuna dalla Marconi che sul tetto stava provando una telecamera a raggi infrarossi. Disponevamo quindi della termofotografia della nave e da quella si riuscì a stabilire qual era la zona più calda della nave. Loro sostenevano che l’esplosione avvenne in sala pompe del carico mentre i sommozzatori nella sala pompe verificarono che il locale era in ordine quindi quella pompa non era esplosa. Da lì in poi riuscimmo a dimostrato che ci fu un errore di considerazione del primo ufficiale che aveva sovraccaricato la cisterna.” Anche in quel caso un errore umano? “Aveva fatto (male) i calcoli di quando sarebbe stata piena fino a un certo livello la cisterna ed era andato a mangiare senza tener conto che, in certe condizioni, la pompa pompava molto di più di quello che lui aveva previsto. Nel processo abbiamo vinto in primo e in secondo grado dimostrando le nostre tesi.” Un consiglio alla prossima generazione di consulenti e periti navali? “Bisogna avere una preparazione tecnica specifica, non si può pensare di avere una laurea in ingegneria e cominciare a fare il perito. Serve l’occhio per capire quello che succede, bisogna avere un’esperienza pratica, l’esperienza migliore è quello di aver lavorato in una gestione armatoriale dove vedi a 360° i problemi, i danni, le riparazioni, la manutenzione, i regolamenti, la parte commerciale e bisogna soprattutto sporcarsi le mani. Oggi la professionalità diretta meccanica si è molto persa. Una volta il direttore di macchina non faceva salire a bordo nessuno specialista, oggi invece non tocca niente se non arriva lo specialista perché sono tutti estremamente specializzati. La comunicazione uccide la capacità delle persone di prendersi responsabilità; se sei in mezzo al mare e c’è un guaio una volta non potevi chiamare nessuno, ti dovevi arrangiare. Oggi mandi mail via satellite all’ufficio tecnico e ti guidano su cosa e come fare per intervenire. Poi fra un po’ avremo i robot e le navi senza equipaggio.” Scettico sulle navi unmanned? “Credo sia difficilissimo introdurle perché la nave è come una città che galleggia, non ha solamente un motore o un’elica, ci sono tutti gli impianti per la vita di bordo, per il carico, sono super specializzate a seconda di quello che portano. Non è possibile pensare che possano andare per mare controllate solo dal satellite. Se si interrompe il segnale cosa fai? Se uno blocca internet si ferma tutto.” 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

Given the growing concerns over a draft domestic gas reservation framework, Australian Energy Producers, representing Australia’s upstream oil and gas exploration and production industry, has emphasized the investment risks such a move could bring, intensifying east coast gas supply pressures. After the federal government released its draft domestic gas reservation framework,Samantha McCulloch, Australian Energy Producers’ Chief Executive, underlined that the proposed scheme deepened industry concerns over the possibility of undermininginvestment in additional gas supply, displacing domestic-focused producers, and damaging Australia’s standing“as a reliable export partner at a critical time for our bilateral energy trade.” While explaining that the proposed framework imposes complex and opaque compliance obligations, McCulloch highlights that it also threatens existing export contracts and entrenches a structural oversupply that would mute investment signals for new domestic gas supply. As a result, it is interpreted to send a concerning signal to key trade and investment partners, including Japan, South Korea, Malaysia, and Singapore, which were assured by Prime MinisterAnthony Albanesethat liquefied natural gas (LNG) contracts would not be impacted by the reservation scheme. This content is available after accepting the cookies. Higher oil prices put $80 billion more on Australia’s tax horizon Australian Energy Producers’ Chief Executive stated:“At a time when Australia needs more gas supply, this proposal risks crowding out smaller domestic producers, discouraging future projects and exacerbating long-term supply pressures in the east coast gas market.The patchwork of exemptions also creates significant and ongoing uncertainty for gas producers and users in Western Australia and the Northern Territory. “Australia’s oil and gas industry supports a prospective reservation policy that encourages investment and promotes a competitive and functioning gas market. But the proposed design does the opposite and, if implemented, would be an own goal for Australia’s future energy and economic security.” McCulloch is adamant that Australian Energy Producers will continue to advocate for a framework that supports investment, maintains competition, and strengthens Australia’s long-term energy security. This comes after she previously underscored that the Federal government’s proposal to require LNG exporters to supply 20% of export volumes into the domestic market raised significant concerns about the potential impacts on competition, investment, and future gas supply. Australian Energy Producers’ Chief Executive said:“Forcing Queensland LNG exporters to supply 20% of export volumes into the east coast market would crowd out smaller domestic producers, reduce competition and impact future supply. 20% of export volumes represents around 60% of the east coast gas market. “There is no justification for such heavy-handed intervention when the east coast market is currently well supplied and prices are the lowest they’ve been in years, with Australian gas users insulated from the global energy crisis.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Singapore’s Yinson Production, a subsidiary of Kuala Lumpur-based energy infrastructure and technology company Yinson, has opened the doors of its new office in Shanghai to fortify and support closer collaboration with shipyards, suppliers, fabrication partners, and technology providers in China, while enhancing execution capabilities and responsiveness to serve clients in key energy markets. The opening of the Shanghai office is expected to strengthen Yinson Production’s presence within one of the world’s leading offshore engineering and fabrication hubs, supporting the company’s projects and operations globally. The firm’s engagement with the China shipyard ecosystem dates back more than a decade, including partial work and support linked to theFPSO John Agyekum Kufuorfrom around 2014. The Asian player has a diversified portfolio of offshore assets and a contract backlog of approximately $19.3 billion extending through 2050. This content is available after accepting the cookies. Exclusive interview with Yinson Production: Deepwater plays setting the stage for ‘robust’ FPSO and FSO market dynamics Flemming Guiducci Grønnegaard, Yinson Production’s Chief Executive Officer, commented:“The Shanghai office reflects the company’s long-term commitment to strengthening execution capabilities and building deeper partnerships within China’s engineering, fabrication and maritime industries. “China has become an increasingly important part of our global project ecosystem over the years. As our projects have grown in scale and complexity, closer collaboration with shipyards, suppliers and engineering partners has become more critical to delivering projects safely, on time, on budget and to the quality standards our clients expect.” Yinson Production’s collaboration with Chinese yards expanded significantly from around 2020 onwards as projects increased in scale and complexity. Over the years, various stages of work across the company’s FPSO and FSO projects – including fabrication, integration, upgrades, construction, and modification support – have involved Chinese shipyards and industrial partners. This is illustrated by collaborations with COSCO Shipping Heavy Industry yards in Shanghai and Qidong, Nantong Strongwind Shipyard, CIMC Raffles, Huarun Dadong Dockyard, and Jiangsu Libert INC on multiple projects supporting the firm’s fleet across Brazil, West Africa, and Vietnam. This content is available after accepting the cookies. Yinson Production and PTSC lock in financing for Southeast Asian gas project’s FSO Grønnegaard added:“The offshore energy industry is becoming increasingly complex. Clients today expect safe and reliable execution, lower emissions, greater efficiency, stronger digital integration and faster delivery timelines. “Meeting those expectations requires organisations that are global, agile and collaborative, and this office strengthens exactly that for Yinson Production.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

La bettolina, predisposta per il trasporto e la fornitura di metanolo, opererà nel porto e nella rada di Singapore Nuovo ingresso nella flotta di Fratelli Cosulich. La compagnia armatoriale parte del gruppo logistico con sede a Genova ha infatti celebrato la consegna di Anna Cosulich, prima di una serie di quattro bunker tanker Imo II predisposte per il trasporto e la fornitura di metanolo alle navi. “Consegnata presso il cantiere navale Taizhou Maple Leaf (Cina), l’imbarcazione rappresenta un’altra importante pietra miliare per la divisione Marine Energy. La consegna di successo riflette la continua collaborazione e l’impegno di tutte le parti coinvolte durante l’intero processo di costruzione e consegna” ha spiegato una nota. La nave inizierà ora i preparativi per il suo viaggio inaugurale a Singapore, dove supporterà le attività di bunkeraggio del Gruppo e rafforzerà ulteriormente la sua presenza in uno dei principali hub mondiali per il bunkeraggio. 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

Singapore’s Yinson Production, a subsidiary of Kuala Lumpur-based energy infrastructure and technology company Yinson, and its joint venture (JV) partner, PTSC, have secured multimillion-dollar funding for the partial construction of a newbuild floating storage and offloading (FSO) unit, destined to be deployed at the Block B gas field off the coast of Vietnam, Southeast Asia. The JV partners have obtained a $131.5 million senior secured bank financing for the FSO bound to work at theBlock Bproject offshore Vietnam. With a maturity of 12 years post-delivery, aligned with the underlying project tenor, this financing facility, which was structured and arranged in-house, will partly finance the construction of the FSO. Yinson Production emphasized:“We continue to see significant benefits in the lease-and-operate model for our clients: reducing upfront capital requirements while delivering compelling overall economics. “This transaction further demonstrates our ability to deliver tailored, long-term financing solutions for lease-and-operate projects, underpinned by our deep and diversified access to capital. We thank Mizuho and UOB for their support and partnership in this financing.” This content is available after accepting the cookies. Exclusive interview with Yinson Production: Deepwater plays setting the stage for ‘robust’ FPSO and FSO market dynamics The FSO is currently being built in China for PetroVietnam’sPhu Quoc Petroleum Operating Company (PQPOC), followingthecutting of the first steelin December 2025. The construction is anticipated to be complete in 2027, so that the vessel can be deployed in Block B under a 14-year firm charter with up to nine years of extension options. The Singapore-headquartered giant, which owns the vessels together with PTSC, previously explained that the double-hull, turret-moored FSO, which was designed to be stationed for 25 years without drydocking, would be capable of storing up to 350,000 barrels of condensate. This unit will be installed in a water depth of 80 meters. This content is available after accepting the cookies. First steel cut for Yinson Production’s Asia-bound floating storage and offloading unit Blocks B&48/95 and 52/97, where the Vietnam Block B gas project is situated, are located southwest offshore Vietnam in a water depth of 77-80 meters, about 250 kilometers and 400 kilometers, respectively, to the Ca Mau Province and the O Mon Power Complex. AsMarkus Wenker, Yinson Production’s CFO, highlights, what stands out when it comes to this financing is the rather long tenor of more than 13 years door-to-door, including 12 years post-delivery, against a backdrop of shortening maturities due to the Basel regulations. Wenker also points out that the FSO is the second of two sisterships Yinson Production currently has under construction in China, which are destined for Vietnam. The other unit, which isbeingbuilt for Murphy Oil with expected completion of construction this year, is financed separately and also owned by the Singapore-headquartered player’s JV with PTSC. This content is available after accepting the cookies. New construction milestone for Yinson Production’s Southeast Asia-bound FSO Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Oslo-listed global consultancy group ABL Group is expanding its end‑to‑end technical offering to the energy industries by making a move to bring into its fold SynergenOG, a Malaysia‑based process safety and technical risk management consultancy for the energy industry. ABL Group has signed an agreement to acquire 100% of the shares in SynergenOG, which will be integrated with the group’s design and engineering consultancy, Longitude, strengthening its engineering offering across all business lines, creating a technical centre of excellence in process safety and risk management focused on driving safety, cost efficiencies and performance from concept design through to operations and late life. Hege Norheim, CEO of ABL Group, commented:“SynergenOG is an excellent addition to ABL Group and Longitude. The two companies have a track record of successful collaboration with both ABL and Longitude, signalling a clear market appetite for integrated risk and engineering solutions, and a proven capacity to generate results together for our clients. “With this acquisition, we bring SynergenOG’s expert safety and risk engineering in‑house. The deal also strengthens our Asia Pacific engineering footprint, while giving SynergenOG a larger platform to scale its services for the benefit of a wider range of energy markets.” SynergenOG’s team of 45 consultants, which is based across offices in Malaysia, Singapore, Indonesia, Brunei and India, specializes in process safety management, technical risk, loss prevention and operational safety, supporting energy clients across more than 50 countries, including Australia, Japan, Egypt, the UK and Mexico, as well as across the Asia Pacific region. The Southeast Asian consultancy’s process safety and risk management capabilities are further strengthened by a suite of proprietary software solutions, alongside industry‑level training delivered through its dedicated SOG Academy, complemented by the e‑learning platform ePSM, co‑developed with Longitude’s sister company, ABL, and designed to embed robust asset integrity management practices within client organizations. Puvan Balasubramaniam, Director and Co‑founder of SynergenOG, highlighted:“Effective risk management is fundamental to every energy asset. It sits at the heart of CAPEX and OPEX optimisation, is intrinsic to long‑term performance, and mitigates risk to people and the environment. “What makes us distinctive is the way we combine deep operational experience with process safety and engineering expertise. This allows us to bridge the gap between design and operations—embedding process safety and technical risk early into project engineering and tailoring it to the realities of how assets are actually operated.” This content is available after accepting the cookies. Stage set for unified oil & gas rig moving service in Red Sea and Gulf of Suez According to ABL, SynergenOG’s services, including the design and delivery of HAZIDs and HAZOPs, are highly complementary to the group’s areas of expertise, spanning marine warranty survey (MWS), marine and subsea operations, and offshore wind development, while the integration of the Malaysian firm bolsters Longitude’s facilities and subsea engineering offering, building on a growing track record in asset integrity management, and enables a fully integrated risk and engineering offering to clients at any stage of an energy asset’s design and operational lifecycle. Jake Anderson, CEO of Longitude, emphasized:“Everything we do for our clients is geared towards reducing risk and driving efficiencies. With SynergenOG, we can deliver an expert safety and risk engineering capability that elevates our offering to support clients at every stage of an asset’s lifecycle.” The acquisition is set to increase Longitude’s presence in the Asia Pacific region, including through a new in‑country presence in Brunei, providing the company with a strategic gateway to Borneo. SynergenOG will also benefit from the acquisition, which provides a broader geographical and technical platform to scale its services. In addition, the move is expected to create increased opportunities for professional development, while the firm’s existing clients gain access to a wider pool of more than 200 design and engineering professionals across energy, marine, and engineering disciplines. Meanwhile, ABL Group recently secured a deal with Egypt’s Petroleum Safety and Environmental Services Company (PetroSafe) tojointly embarkon technical performance solutions across onshore and offshore energy assets. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

I prezzi per i transiti prioritari del Canale di Panama hanno raggiunto la cifra senza precedenti di 4 milioni di dollari per nave, a causa delle turbolenze geopolitiche in Medio Oriente che stanno rimodellando i modelli di trasporto marittimo globali e costringendo gli operatori a cercare rotte alternative. Le tariffe straordinarie, pagate a valle di apposite aste in aggiunta ai pedaggi standard del canale, sottolineano come il Canale di Panama sia diventato una delle principali valvole di sfogo per il commercio globale, mentre la crisi dello Stretto di Hormuz continua a perturbare i tradizionali flussi di energia e container. Secondo diverse fonti che citano funzionari dell’Autorità del Canale di Panama e broker navali, un recente slot all’asta per una nave neopanamax è stato aggiudicato per 4 milioni di dollari, superando i livelli registrati durante la grave siccità che ha colpito Panama alla fine del 2023. Nelle ultime settimane, anche i premi medi delle aste sono aumentati vertiginosamente. Prima dell’intensificarsi del conflitto di Hormuz, i posti all’asta venivano generalmente scambiati a prezzi compresi tra 135.000 e 140.000 dollari. Tra aprile e maggio, i premi medi sono balzati a circa 385.000-425.000 dollari, con alcuni carichi di energia che hanno attirato offerte multimilionarie. L’Autorità del Canale di Panama ha insistito sul fatto che l’impennata dei prezzi non riflette la congestione o aumenti tariffari ufficiali, bensì l’urgenza dettata dal mercato tra gli operatori, disperati per la difficoltà di evitare ritardi. Questa corsa è stata in gran parte trainata dagli scambi energetici. Gli acquirenti asiatici, alla ricerca di alternative alle forniture di petrolio greggio e carburanti mediorientali, si sono rivolti sempre più alle esportazioni statunitensi, spingendo un numero crescente di petroliere, navi metaniere e navi gasiere verso le rotte dirette a Panama. L’amministratore del Canale di Panama, Ricaurte Vásquez, ha rivelato che una nave che trasportava carburante originariamente destinato all’Europa è stata dirottata verso Singapore, costringendo il suo operatore a pagare un sovrapprezzo da record per assicurarsi il transito rapido. L’aumento dei costi del transito a Panama è stato discusso il mese scorso al Geneva Dry. Rob Aarvold, Ceo dell’operatore di navi portarinfuse Legasea, ha affermato che ci sono navi portarinfuse in attesa di transitare nel canale da oltre 30 giorni. “Ora si cerca di includere nel prezzo tempi di attesa aggiuntivi o una commissione d’asta, oppure bisogna prenotare con tre mesi di anticipo” ha detto Aarvold ai delegati presenti alla conferenza. 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

Seatrium Technology & Innovation, a technology subsidiary of Singapore’s offshore, marine, and energy engineering solutions specialist Seatrium, has signed a memorandum of understanding (MoU) with Bureau Veritas Marine & Offshore to advance next-generation offshore power and digital infrastructure concepts. Bureau Veritas will provide technical guidance, compliance support and independent verification services to assist Seatrium in navigating complex technical requirements, regulatory frameworks and applicable international standards. Besides focusing on supporting the development of innovative sustainable energy solutions and digital economy solutions, the partnership will support selected concepts through approval in principle (AiP), technology qualification program, product line optimization, manufacturing readiness and type approval strategies. The cooperation will also promote knowledge-sharing through collaborative workshops, technical briefings and training sessions. According to Bureau Veritas, both parties aim to enable commercially viable, technically robust and scalable solutions that support the evolving needs of the offshore, marine and wider industrial sectors. “Seatrium is deeply committed to embedding digitalisation, advanced technologies, and sustainable energy solutions across the offshore value chain. Our collaboration with Bureau Veritas under this MoU reflects a shared focus on technical and engineering excellence in sustainable energy solutions, digital economy initiatives, new technology qualification, and sustainability advisory,”saidAziz Merchant, Executive Vice President, Technology and New Product Development at Seatrium. “By strengthening access to these capabilities in the region, the partnership supports our R&D agenda and enhances our ability to deliver next‑generation offshore assets that are future‑ready, scalable, resilient, and aligned with the global energy transition.” Seatrium Technology & Innovationalso recently signed an MoUwith the American Bureau of Shipping (ABS) to advance innovation, regulatory alignment, and sustainable technologies across the maritime and offshore energy sectors. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Attacco alla Via della Seta cinese: il nuovo mega-progetto indiano cambierà per sempre il commercio mondiale 135 miliardi per nuovi mega-porti: perché l'Europa deve agire ora di fronte all'ascesa dell'India L'India si sta riarmando... sugli oceani del mondo. Con la sua "Visione marittima Amrit Kaal 2047" e un livello di investimenti senza precedenti, il subcontinente punta a diventare nientemeno che una superpotenza logistica globale. Leggi coloniali storiche vengono rovesciate, si costruiscono giganteschi porti offshore e il corridoio IMEC sta creando un'alternativa diretta e democratica alla Belt and Road Initiative cinese. Per l'Europa e per le nazioni dipendenti dalle esportazioni come la Germania, questo imponente programma di modernizzazione offre un'opportunità storica unica. Per raggiungere i suoi obiettivi, l'India ha urgente bisogno dell'esperienza europea in materia di digitalizzazione e tecnologie portuali ecocompatibili. Ma la finestra di opportunità si sta rapidamente chiudendo. Chi esita ora rischia di lasciare ad altri la redditizia costruzione del nuovo ordine marittimo mondiale. Questa è un'analisi degli sforzi di recupero dell'India, dei cambiamenti geopolitici in atto e del perché i porti europei debbano ora unire le forze. Chi arriverà troppo tardi perderà l'accesso agli oceani del mondo: ecco perché l'Europa deve agire ora L'India sta scrivendo uno dei capitoli più ambiziosi della sua storia economica. Ciò che a prima vista appare come una pianificazione infrastrutturale tecnocratica è in realtà un riposizionamento geopolitico di proporzioni storiche: un subcontinente con 1,4 miliardi di abitanti rivendica il suo ruolo di snodo centrale dell'architettura commerciale globale e, così facendo, sta rendendo l'Europa un partner indispensabile. Dalla visione al progetto: cosa si cela dietro l'anno 2047 In India, il 2047 non è solo un orizzonte temporale arbitrario. Segna il centenario dell'indipendenza dall'impero coloniale britannico e, pertanto, rappresenta un momento simbolicamente carico di significato, entro il quale l'India si prefigge di compiere il salto verso un'economia sviluppata. Questa data limite conferisce a tutti i programmi di riforma una profondità emotiva che va ben oltre i semplici piani progettuali. La "Visione marittima Amrit Kaal 2047" è uno dei pilastri programmatici centrali di questo sforzo nazionale di recupero del divario. La portata del progetto è impressionante. Si prevede che i porti indiani gestiranno circa 10 miliardi di tonnellate di merci all'anno entro il 2047, oltre tre volte la capacità attuale stimata di 2,8 miliardi di tonnellate. Questa proiezione non è inverosimile: i principali porti del paese hanno già movimentato oltre 915 milioni di tonnellate di merci nell'anno fiscale 2024-2025, una cifra record. La crescita è chiaramente in rialzo. La domanda non è più se l'India diventerà una potenza marittima globale, ma piuttosto con quale rapidità. Il percorso per raggiungere questo obiettivo è definito da oltre 300 iniziative e misure individuali, raggruppate in undici aree tematiche di intervento. Queste spaziano dall'approfondimento dei bacini portuali fino a un pescaggio di 18-23 metri e alla creazione di hub di trasbordo, fino al raggiungimento della completa neutralità carbonica per tutti i principali porti – un obiettivo che presenta implicazioni sia ambientali che competitive. Il volume di investimenti stimato per la sua realizzazione ammonta a 75-80 trilioni di rupie – una cifra considerata epocale anche per gli standard europei. Ciò che colpisce è quanto l'ambizione dell'India si estenda ben oltre il tradizionale settore portuale. La visione abbraccia in egual misura le vie navigabili interne, la navigazione costiera, il turismo crocieristico, la cantieristica navale e il riciclaggio delle navi. L'India possiede 7.517 chilometri di costa e 14.500 chilometri di vie navigabili potenzialmente sfruttabili: una risorsa geografica finora insufficientemente utilizzata. La Vision 2047 rappresenta anche un tentativo di colmare sistematicamente questo divario con nazioni marittime come Singapore, i Paesi Bassi e la Germania. Il quadro legislativo: come l'India ha seppellito una legge vecchia di 117 anni Più simbolico di qualsiasi piano di investimento è il passo compiuto dal Parlamento indiano nell'agosto del 2025: l'approvazione dell'"Indian Ports Bill 2025" ha posto fine alla validità dell'"Indian Ports Act" del 1908, una legge coloniale emanata sotto l'amministrazione britannica e considerata per decenni un anacronismo istituzionale. Questo atto è più di una semplice rettifica legale. Segnala la volontà politica dell'India di modernizzare radicalmente il quadro normativo della sua economia marittima. La nuova legge apporta chiarezza istituzionale a un quadro normativo precedentemente frammentato. Istituisce il Consiglio per lo sviluppo marittimo statale (MSDC) come organismo di coordinamento statutario tra il governo centrale e gli stati costieri. Il consiglio, presieduto dal Ministro dell'Unione competente, è composto da rappresentanti dei ministri statali, della marina, della guardia costiera e da alti funzionari ministeriali. Le sue responsabilità spaziano dal coordinamento delle strategie nazionali di sviluppo portuale e dalla fornitura di orientamenti sulla trasparenza tariffaria alla consulenza su questioni legislative e alla pianificazione della connettività. Alla base di questa riforma vi è una debolezza strutturale del sistema precedente: mentre i dodici porti principali erano sotto la diretta giurisdizione federale, oltre 200 porti cosiddetti minori erano amministrati dai rispettivi stati, spesso senza un chiaro coordinamento, senza standard uniformi e con notevoli attriti normativi. La nuova legge autorizza gli stati costieri a istituire autorità marittime statali (State Maritime Boards), creando così un'architettura di governance coerente per tutti i 217 porti minori. Il pacchetto di riforme è completato dall'introduzione dei Comitati per la Risoluzione delle Controversie, che consentono la risoluzione di controversie specifiche del settore tra operatori portuali, concessionari e utenti. Inoltre, la legge impone a tutti i porti di conformarsi alle convenzioni ambientali internazionali (MARPOL, Convenzione sulle acque di zavorra) e di presentare periodicamente piani di controllo dell'inquinamento e di gestione delle emergenze, sottoposti a verifica. In tal modo, l'India si allinea agli standard internazionali che in Europa sono da tempo dati per scontati. Un altro elemento merita particolare attenzione: il Fondo per lo Sviluppo Marittimo, con un capitale di 25.000 crore di rupie, che sarà finanziato per il 49% dallo Stato e per il 51% dalle autorità portuali, dalle imprese statali e da soggetti privati. L'obiettivo è finanziare una flotta mercantile indiana battente bandiera nazionale, con l'obiettivo esplicito di aumentare la quota dell'India nel trasporto merci globale al 20% entro il 2047. Il Programma Sagarmala: Piattaforma operativa per una rivoluzione marittima Mentre la Visione Maritime Amrit Kaal 2047 delinea l'orizzonte strategico, il Programma Sagarmala – la spina dorsale operativa della politica portuale indiana dal marzo 2015 – ne costituisce lo strumento concreto di attuazione. Con 839 progetti individuati e un volume totale di investimenti pari a circa 5,5 trilioni di rupie (circa 60 miliardi di euro), il programma rappresenta uno dei più vasti progetti infrastrutturali mai avviati da un'economia emergente. Il programma si fonda su cinque pilastri operativi: modernizzazione e nuove costruzioni portuali, miglioramento dei collegamenti con l'entroterra, industrializzazione orientata al porto, sviluppo delle comunità costiere e trasporto marittimo costiero e per vie navigabili interne. Questa struttura multidimensionale chiarisce che Sagarmala non è semplicemente un programma infrastrutturale, ma un approccio allo sviluppo economico che considera i porti come centri di crescita attorno ai quali organizzare cluster industriali, zone logistiche e posti di lavoro. I risultati ottenuti finora sono tangibili. Il trasporto marittimo costiero è più che raddoppiato in un decennio, con un incremento del 118%. Il tempo medio di permanenza dei container si è ridotto a tre giorni, una cifra inferiore a quella di paesi come gli Stati Uniti (7 giorni) o la Germania (10 giorni). Il tempo di rotazione delle merci nei porti indiani è ora di 0,9 giorni, inferiore a quello di Singapore (1,0 giorno), degli Stati Uniti (1,5 giorni) o dell'Australia (1,7 giorni). Dal 2014, l'India è passata dalla 44ª alla 22ª posizione nella classifica internazionale della movimentazione container, a dimostrazione dei reali aumenti di produttività generati dal programma. Questi miglioramenti in termini di efficienza sono significativi dal punto di vista della politica economica: i costi logistici totali dell'India si attestano ora al 7,97% del PIL, ben al di sotto delle stime precedentemente comunicate e utilizzate a fini politici, comprese tra il 13 e il 14%. Sebbene ciò non elimini una delle principali debolezze economiche dell'India, ovvero gli elevati costi di distribuzione delle merci, ne ha comunque attenuato significativamente l'impatto. Nuovi mega-terminal: Vadhavan e Galathea Bay come progetti di punta Due importanti progetti incarnano il salto di qualità a cui l'India aspira nella costruzione di porti: il porto di Vadhavan nel Maharashtra e il porto internazionale di trasbordo container di Galathea Bay nelle isole Andamane e Nicobare. Vadhavan, un'isola artificiale in costruzione nel Mar Arabico, è destinata a diventare il primo porto offshore dell'India. La posa della prima pietra è avvenuta nell'agosto del 2024 alla presenza del Primo Ministro Modi. Il progetto, una partnership pubblico-privata con la Jawaharlal Nehru Port Authority, dovrebbe avere una capacità di 298 milioni di tonnellate all'anno, di cui circa 23,2 milioni di TEU (unità equivalenti a venti piedi) di container. Grazie alla profondità prevista di oltre 20 metri, il porto sarà in grado di accogliere navi portacontainer di ultima generazione di dimensioni ultra-grandi. Il valore complessivo del progetto è stimato intorno ai 762 miliardi di rupie (circa 8,1 miliardi di dollari). Compagnie di navigazione internazionali come Evergreen Marine e Gulftainer hanno già annunciato progetti per la costruzione di terminal a Vadhavan. Il porto di Galathea Bay, sull'isola di Great Nicobar, segue una logica strategica differente: la sua posizione geografica, in prossimità della rotta marittima globale est-ovest, lo rende un hub di trasbordo naturale, in grado di consolidare merci provenienti da tutto l'Oceano Indiano. Il progetto è stato approvato dall'autorità competente (PPPAC) nell'aprile 2026 con un budget di 48.862 crore di rupie e prevede di raggiungere una capacità totale di 11,8 milioni di TEU in due fasi. La struttura proprietaria è concentrata su entità indiane: il 55% deve essere detenuto da un'entità controllata dall'India, escludendo operatori stranieri. Nel loro insieme, questi due progetti illustrano la duplice strategia marittima dell'India: rafforzare il flusso di merci con il Medio Oriente e l'Europa sulla costa occidentale con Vadhavan, e controllare il passaggio tra gli oceani sui gruppi di isole con la baia di Galathea. Il corridoio IMEC: rotta commerciale, proposta alternativa e alleanza infrastrutturale L'elemento geopolitico di più ampia portata nella strategia marittima dell'India è il Corridoio Economico India-Medio Oriente-Europa (IMEC). Il 9 settembre 2023, a margine del vertice del G20 a Nuova Delhi, India, Arabia Saudita, Emirati Arabi Uniti, Unione Europea, Francia, Germania, Italia e Stati Uniti hanno firmato una dichiarazione d'intenti congiunta per la realizzazione di questo corridoio multimodale. Il progetto prevede un percorso di circa 6.000 chilometri e collegherà i porti indiani via mare al Golfo Persico, da lì via ferrovia attraverso l'Arabia Saudita e gli Stati del Golfo fino a Israele, e da lì ancora via mare attraverso il Mediterraneo fino ai porti europei. Gli indicatori economici sono impressionanti: si prevede che l'IMEC ridurrà i tempi di transito tra India ed Europa fino al 50% – secondo i calcoli del Misgav Institute e della Fondazione Konrad Adenauer, addirittura più del 40% precedentemente previsto. Si prevede inoltre una riduzione dei costi di trasporto del 30%. Sulla base di volumi commerciali realistici, anche con un utilizzo moderato della capacità, fino a 1,5-3 milioni di TEU potrebbero transitare attraverso il corridoio ogni anno. IMEC è molto più di una semplice rotta commerciale. Il progetto comprende quattro dimensioni infrastrutturali tecniche: in primo luogo, la rete di trasporto multimodale via mare e ferrovia; in secondo luogo, i cavi dati ad alta velocità (fibra ottica) lungo l'intero percorso; in terzo luogo, le infrastrutture per la trasmissione di energia verde, in particolare i gasdotti per l'idrogeno; e in quarto luogo, la connessione alla rete elettrica come prerequisito per un approvvigionamento energetico a impatto climatico zero lungo il corridoio. Al Global Gateway Forum dell'UE a Bruxelles nell'ottobre 2025, il Corridoio Digitale UE-Africa-India – basato sul cavo sottomarino Blue Raman lungo 11.700 chilometri – è stato presentato come il primo progetto faro concreto di IMEC. Dal punto di vista geopolitico, l'IMEC rappresenta ad oggi la più concreta alternativa democratica occidentale alla Belt and Road Initiative (BRI) cinese. A differenza della BRI, con il suo modello di architettura del debito bilaterale e il controllo centralizzato cinese, l'IMEC si basa su un modello di partenariato multilaterale con finanziamenti pluralistici, strutture di governance democratiche e una logica operativa basata sul mercato. Gli Stati Uniti considerano l'IMEC una risposta strategica alla diplomazia infrastrutturale di Pechino e hanno presentato il progetto come prova della superiorità della cooperazione tra democrazie. L'UE ha integrato il progetto nella sua Global Gateway Initiative, che dispone di un budget di 300 miliardi di euro.

West Natuna Exploration Limited (WNEL), a majority-owned subsidiary of Singapore-headquartered natural gas exploration and development company Conrad Asia Energy, has awarded Indonesian Timas Suplindo with an engineering, procurement, construction, and installation (EPCI) contract for the subsea umbilical, flowline, and riser (SURF) scope at its natural gas field off the coast of Indonesia. WNEL, as the operator of the Duyung production sharing contract (PSC) with a 76.5% stake, and its partners, Empyrean Energy (8.5%) and Coro Energy (15%), secureda final investment decision (FID)in March for the Mako gas project in the Natuna Sea. The project will initially comprise six development wells tied back to a leased mobile offshore production unit (MOPU), with a design capacity of 172 mmscfd. The sales gas will be transported via an approximately 59-kilometer, 18-inch pipeline to the KF platform in the adjoining Kakap PSC, then through the WNTS pipeline for delivery to the Indonesian domestic market. Timas has been put in charge of the verification of front-end engineering and design (FEED) and execution of detailed engineering design for the SURF system, including flowlines, export pipeline, risers, subsea structures, umbilical, and installation engineering, as well as procurement of all contractor furnished materials and management, storage, and integration of line pipes, umbilical, SPCS, and subsea valves. Furthermore, the company shall fabricate, assemble, coat, inspect and test subsea structures and associated SURF components, load out, transport and install flowlines, export pipeline, subsea structures, risers, umbilical, and tie-ins offshore, and finally perform pre-commissioning activities, including cleaning, gauging, hydrotesting, dewatering, and leak testing, and provide support to WNEL during commissioning and start-up. Conrad’s Managing Director and Chief Executive Officer,Miltos Xynogalas, said:“Securing this agreement is a major milestone for the Mako project and underscores our continued progress into the execution phase. We are very pleased to be working with Timas on this key element of the development.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Intending to drive maritime and offshore energy innovation, the American Bureau of Shipping (ABS), a classification society, has forged a partnership with Seatrium Technology and Innovation, a technology subsidiary of Singapore’s offshore, marine, and energy engineering solutions specialist Seatrium. The two players have signed a memorandum of understanding (MOU) to advance innovation, regulatory alignment, and sustainable technologies across the maritime and offshore energy sectors. Matthew Tremblay, ABS Senior Vice President of Global Offshore, commented:“This agreement positions ABS and Seatrium to work closely together at the intersection of innovation and regulation. “This is the latest step in our industry-leading technology collaboration with Seatrium that promises to make a real contribution to the safer application of next-generation technologies.” This agreement is interpreted to establish a framework for knowledge exchange and technical collaboration to support the Singapore firm’s technology team, helping to shape the next generation of maritime and offshore solutions. Aziz Merchant, Executive Vice President of Technology and New Product Development at Seatrium, highlighted:“Seatrium is committed to advancing future-ready offshore, marine, and energy solutions through technology leadership, new product development, and practical innovation. “Our collaboration with ABS under this MOU supports technology assessment, regulatory readiness, classification, and verification pathways of emerging solutions across new energies, maritime decarbonization, autonomous technologies, harsh-environment applications, and advanced offshore infrastructure.” The collaboration with Seatrium comes months after ABSgranted an approval in principle (AiP)to Finland’s Deltamarin and China Merchants Heavy Industry (CMHI) for a versatile floating production, storage, and offloading (FPSO) hull design. Afterward, the classification societygave an AiPto MISC and China Offshore Engineering & Technology Company (China Offshore) for their concept of an ammonia FPSO unit. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Express Global, parte del gruppo genovese Fratelli Cosulich, ha annunciato l’apertura della sua nuova sede a Singapore, “un passo significativo nell’ambito della continua espansione del marchio Cosulich Logistics nella regione Asia-Pacifico”. In una nota la società ha spiegato che “stabilire una presenza a Singapore consente a Express Global di operare più vicino ai mercati chiave, favorendo relazioni più solide e creando nuove opportunità di collaborazione e sviluppo commerciale. La nuova sede svolgerà un ruolo centrale nel supportare le ambizioni di crescita del Gruppo nella regione, rafforzando al contempo il suo impegno a fornire soluzioni logistiche affidabili ed efficienti. Lo sviluppo del settore a Singapore sarà guidato da una forte attenzione al coinvolgimento nel mercato locale, combinata con la capacità di sfruttare l’esperienza internazionale del Gruppo. Incoraggiando la cooperazione tra le diverse sedi e rafforzando le sinergie regionali, Express Global punta a sostenere una crescita sostenibile e a migliorare ulteriormente le proprie capacità operative”. Giovanna Cibin, Amministratore Delegato di Express Global Singapore, ha così commentato: “Nel corso degli anni, il nostro obiettivo principale è sempre stato quello di crescere insieme ai nostri clienti, supportandoli nello sviluppo dei loro investimenti locali e regionali, nonché nella loro espansione in nuovi mercati. In questo contesto, l’apertura del nostro nuovo ufficio Express Global a Singapore rappresenta una tappa fondamentale nella continua evoluzione della nostra strategia incentrata sul cliente in tutto il Sud-Est asiatico. Oltre alla nostra consolidata presenza a Hong Kong e in Cina, l’ingresso a Singapore ci consente non solo di adattarci meglio alle esigenze dei nostri clienti, alle diverse strutture di mercato e ai modelli di domanda in tutta la Regione, ma anche di rispondere in modo più efficace agli attuali eventi geopolitici. Poiché le catene di approvvigionamento sono sempre più influenzate dall’incertezza geopolitica, essere più vicini ai nostri clienti e ai principali centri decisionali e produttivi sta diventando sempre più essenziale. Questa espansione, insieme ai futuri sviluppi, riflette il nostro impegno per la prossimità, la competenza locale e la flessibilità: fattori chiave per aiutare i nostri clienti a gestire il cambiamento e a costruire catene di approvvigionamento resilienti e sostenibili.” 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

La società spezzina attiva come officina nel settore navalmeccanico e industriale ha in programma anche di acquisire un bacino di carenaggio per migliorare i propri margini di guadagno “Siamo ben contenti di entare a far parte della famiglia Msc, con cui condividiamo valori e filosofia”. Con queste parole Alessandro Bardi, amministratore delegato di Jobson Italia, conferma e commneta a SHIPPING ITALY il passaggio della sua azienda al gruppo svizzero controllato dalla famiglia Aponte. La notizia del passaggio è stata annunciata dalla stessa Msc attraverso il proprio giornale Il Secolo XIX. “Le linee strategiche che abbiamo condiviso sono quelle di continuare a operare per il settore navale senza variare la nostra missione aziendale” precisa Bardi, che preferisce non fornire elementi precisi sul valore e sui dettagli dell’operazione. Secondo fonti vicine al gruppo armatoriale ginevrino gli attuali due soci, ovvero lo stesso Bardi e Giuliano Allegri (tramite la Asso Maritime SA), rimarranno nel capitale con una quota di minoranza e continueranno a guidare operativamente l’azienda che opera come officina meccanica nel settore navalmeccanico e nel refitting navale. Gli obiettivi per il futuro sono ambiziosi: “Il progetto futuro è quello di potenziare le strutture e la presenza nel mondo di Jobson grazie anche al lavoro che arriverà del Gruppo Msc e da quello che continueremo a fare rispetto a oggi”. In attesa di potere conoscere i numeri del 2025, il bilancio ordinario d’esercizio di Jobson Italia rivela che nel 2024 l’azienda spezzina (oltre 230 addetti) ha raggiunto un volume d’affari salito a 113 milioni di euro (dai 74 milioni dell’anno precedente), con un margine operativo positivo per 7 milioni e un risulttao netto in utile di 3 milioni di euro (in salita anch’esso rispetto ai 2 milioni del 2023). Oltre che in Italia Jobson presente e attiva tramite sue controllate anche a Singapore (Jobson Asia), in Estremo Oriente (Jobson Far Est), in Marocco (Jobson Marocco Sarl), in Spagna (Jobson Iberia), in Belgio (Jobson benelux), in Turchia (Jobson Turkey), negli Stati Uniti (Jobson Usa, l’ultima filiale costituita proprio nel 2024) ed è attiva anche nel settore ferroviario attraverso la società italiana Jobson Rail Srl. Quest’ultima risulta evidentemente complementare alla Innoway Trieste, società anch’essa parte del Gruppo Msc e attiva nella realizzazione di carri ferroviari merci. Oltre a ciò sono state recentemente costituite altre 7 startup: Jobson Med, Jobson Academy, Jobson Maritime Uae, Jobson Spain, jobson Adriatic, Salam Jobson Qatar e Jobson Korea. Queste società “si pongono – è scritto nel bilancio – quali elementi atti alla captazione di ulteriori commesse con armatori locali, tese anche alla collaborazione con produttori istituzionali di ricambi e macchinari di rilevanza. A proposito di penetrazione di mercato Jobson eidenzia una “fidelizzazione dei rapporti di partnership con Grimaldi, Corsica Ferries, Gruppo Msc, Gnv, Moby, Hapag Lloyd e Saipem” fra gli altri. Nel bilancio 2024 si legge inoltre che “il primario scopo che si infutura nel prossimo periodo riguarda la captazione di un’area portuale e, soprattutto, l’acquisizione di un bacino di carenaggio: tle incremento porterebbe alla riduzione del 45% dei costi per servizi resi da terzi, rendendo la marginalità operativa in una posizione di crescita esponenziale”. Chissà che questo progetto non si concretizzi proprio con l’atteso investimento di Msc in un nuovo bacino di carenaggio al porto di Gioia Tauro. 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

AIM-listed and Singapore-headquartered oil and gas player Jadestone Energy has received a stamp of approval for its environmental plan (EP) from the country’s offshore regulator for wellhead removal activities at its oil field off the coast of Australia. The National Offshore Petroleum Safety and Environmental Management Authority (NOPSEMA) gave Jadestone the green light on April 22, 2026, to move forward with activities proposed in its submittedenvironment plan, entailing the removal of three wellheads:Montara-1,2, and3within production licenceAC/L7. The company plans to remove the three wellheads from theMontara field,which lies approximately 690 kilometers (373 nautical miles) east of Darwin in a water depth of around 80 meters. The field was discovered in 1988 with the drilling of the exploration well Montara-1, and later appraised with the drilling of appraisal wells Montara-2 and Montara-3 in 1991 and 2002, respectively. The wells were suspended with annual monitoring undertaken by a remotely operated vehicle (ROV). Both the primary and secondary barrier envelopes were verified in 2021, and the wells confirmed to be plugged and abandoned as per the NOPSEMA accepted well operations management plan (WOMP). A final abandonment report was submitted to the regulator for these wells in September 2021. The accepted EP, which provides for the removal of Montara-1, 2, and 3 wellheads, includes remote operated vehicle (ROV) activities such as ‘as found’ and ‘as left’ surveys, marine growth removal, and wellhead area preparation. Jadestone has listed multiple methodologies for the wellhead removal activity to allow for vessels and tools of opportunity over the validity of the EP: abrasive water jet cutting (AWJC), external cutting using diamond wire saw (DWS), or equivalent, and mechanical internal cutting. While the duration of the activity at each wellhead is expected to be approximately 2 days, an allowance of approximately 14 days has been provided, including mobilization, seabed surveys, wellhead removal, and demobilization, to allow for mobilization and demobilization of the vessel and unforeseen delays due to weather or equipment. One vessel is required to complete this activity with the capacity to recover the subsea infrastructure to the deck. The dismantling and disposal of the wellheads is anticipated to be completed within 12 months of arrival at the receiving port and waste management facility. The wellhead composition is predominantly mild steel, and it is anticipated that most of it will be recycled or repurposed. The EP underlines that the wellhead removal will be subject to the availability of a suitable vessel, and whenever feasible, will be a vessel of opportunity mobilizing to the Montara field for other activities. As a result, the exact timing of the wellhead removal is unknown. However, removal activities may be undertaken at any time during the life of the EP, which is five years from acceptance. The Jadestone-operated and owned Montara project, encompassing three separate fields – Montara, Skua, and Swift/Swallow – is located in the Timor Sea offshore Australia, approximately 690 kilometres west of Darwin. The oil from the subsea wells is piped via subsea flowlines to an unmanned wellhead platform and then to theFPSO Montara Venture, which acts as a hub for the Montara fields. Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!

Sinolam International, a Singapore-based investment company focused on oil, gas, and power investments in emerging markets in Asia and Latin America, has disclosed the return of its multibillion-dollar lawsuit against AES Corporation to the Virginia state court. This legal challenge, which revolves around Panama’s liquefied natural gas (LNG)-to-power market, is connected with the cancellation of a license for a major gas-fired power generation project. According to Sinolam, a U.S. Federal District Court in Virginia remanded itslawsuitagainst AES Corporation, originally filed on December 19, 2025, in the Circuit Court for Arlington County, back to the Virginia state court on April 24th, granting the firm’s request over the other player’s objections. The Panamanian company claims to have successfully sought to argue the case in Virginia, where corporate entities are held highly accountable for ethical lapses. Sinolam is seeking more than $4 billion in the U.S. case. Sinolam LNG TerminalandSinolam Smarter Energy LNG Power Co., which are energy infrastructure developers focused on LNG-to-power solutions in emerging markets,welcomedthe $33.4 billion AES acquisition by the BlackRock-led consortium, as it could strengthen financing in the context of any future resolution of the litigation. This content is available after accepting the cookies. $33.4 billion acquisition of AES filling financial coffers for Panamanian firms’ $4B lawsuit As a result, the case will now move forward in Arlington County, where Sinolam highlights that key decisions were mostly orchestrated by AES management from the company’s global headquarters there. The Panamanian player alleges AES, along with partner InterEnergy Holdings, worked to exclude it from participating in Panama’s LNG-to-power market, pointing to alleged misuse of confidential information, interference with contracts, and intimidation tactics. The company emphasizes that it had already secured permits and commercial agreements for an LNG terminal and power project, but those plans could not progress due to“the unlawful actions of AES and InterEnergy, acting by themselves and through their joint venture, Group Energy.” Kenneth Zhang, Sinolam’s CEO, commented:“We are pleased with the decision to return this matter to Virginia state court and appreciate the clarity it brings to the path forward. Sinolam remains confident in the strength of our claims and is committed to pursuing them vigorously in the appropriate forum.” Take the spotlight and anchor your brand in the heart of the offshore world! Join us for a bigger impact and amplify your presence at the core hub of the offshore energy community!