Artykuły Archive


Demand for alternative fuels is growing in ports. LNG is making a comeback


By Marek Grzybowski

Lower LNG prices have resulted in greater demand for gas in ports. In Rotterdam, LNG sales increased by almost 109% quarter-on-quarter, reaching 266,000 tonnes in the second quarter. m³. In Singapore, shipowners in June bunkered 17.9 thousand. m³, and in July 18.3 thousand. m³ of LNG. It is predicted that there will also be a demand for methanol, which may become the fuel of the future.
Russia’s invasion of Ukraine has disrupted global LNG markets and pushed LNG prices to over $2,500 a ton in Rotterdam and over $2,000 a ton for a bunker in Singapore last year. However, prices have dropped significantly since then and LNG has been available at big discounts for several months now. Gas on ships again became more attractive than VLSFO, which was quickly seen in the world’s major ports, where bunker turnover reaches significant volumes.
In Rotterdam, LNG sales amounted to 112,069 m³ in Q2 2022. LNG sales in Q2 were also the highest quarterly sales volume since Q3 2021 (212,719 m³). In the first half of 2023, LNG sales amounted to 265,892 m³. For comparison, in the same period of 2022, 214,648 m³ were fueled on ships. Ship operators or ship management companies were concerned about price volatility and the possibility of using regular gas supplies.

Economic activity and bunker prices
The Port of Rotterdam Authority announced that the total sales volume of the bunker in Rotterdam (excluding lubricants) fell by 10% in the second quarter of 2023. Low sales of VLSFO were decisive.
Demand fell in the second quarter of this year. by 8% to 906,368 tonnes, which is 15% lower than in the previous year. In Q2, traditional marine fuels continued to dominate the demand, as their share reached 38% of total sales.
HSFO sales increased by 5% in the second quarter, and the share of this fuel in sales increased from 30% to 35%. Total sales volume also increased during the year, reaching an 18% increase compared to 2021 levels.

This year, for the first time, owners of dual-fuel LNG ships have an economic justification to benefit from investments in innovative power systems for new types of ship engines.
However, since for most of the 1920s the price of LNG was too high, the vast majority of operators of dual-fuel vessels used traditional marine fuel.

Gasum will reduce carbon dioxide emissions
As soon as gas became cheaper, it was also profitable to introduce a bunker to the market. In June, the tanker Kairos returned to operation as part of Gasum. It is an LNG bunkering vessel owned by Gasum. From October 2022, the shipowner directed it for use on the open market outside the company.

It is assumed that the biogas offered by Gasum will reduce carbon dioxide emissions by an average of 90 percent compared to traditional fossil fuels. “Increasing the use of bio-LNG is one of the concrete actions that will lead the shipping industry towards a low-emission future,” the company said.
“Gasum’s strategic goal is to market seven terawatt hours (7 TWh) of renewable gas annually by 2027. Achieving this goal would mean an annual cumulative reduction of 1.8 million tons of carbon dioxide emissions for Gasum customers,” the company explained.
this summer the operator carried out the first LNG bunkering operation at the port of Reykjavik, Iceland. Coral Energy’s LNG bunker supplied LNG and liquefied biogas (LBG) for the engine room of the PONANT Le Commandant Charcot cruise ship.

Time for a Polish LNG tanker bunker
The introduction of such tankers as Coral Energy and Kairos into operation in Poland was discussed on the occasion of the launch of the LNG terminal in Świnoujście. For many years, dual-fuel engines with the possibility of burning gas began to dominate the portfolios of orders for ships.
According to the latest estimates by the classification society DNV, the number of ships with dual-fuel engines and LNG systems that are in service and on order has exceeded 900 units. Kairos is a good example for a potential operator of a Polish LNG bunker.
The tanker has been designed so that it can deliver LNG to ships of various types and sizes in all possible bunkering locations in North-West Europe. The vessel can deliver LNG at pumping rates from 60 m³ per hour to 1,250 m³ per hour. Perhaps it is time to introduce the Polish LNG bunker to the Baltic market.


Building Resilient Economies: Empowering Governments through Digital Transformational Strategies in Global Trade!

Discover some of the industry leading speakers you’ll get to connect with and ask questions to as they join us for the discussion on Building Resilient Economies: Empowering Governments through Digital Transformational Strategies in Global Trade!

Featured Speakers
Image of Solomon Raj Joseph
Solomon Raj Joseph
Senior Product Director
Experienced techno-business leader with 20+ years in IT, Trade & Logistics, Telecom, and Banking. Expertise includes Product Direction, Project Management & Chief Architecture roles. Over the past 13 years, Solomon has spearheaded mission-critical Trade Facilitation systems in 15+ countries across Asia, Africa, Middle East, and Americas.Solomon possesses in-depth knowledge of Trade & Logistics, Supply Chain Processes, Compliance, and Regulatory procedures. Experienced in Cross Border Trade, Supply Chain Risk Management, Customs policies, National Trade policies, and Free Trade Agreements.

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Ninan Oommen Biju
Sr Port & Maritime Transport Specialist
The World Bank – Transport Global Practice
Ninan Oommen Biju is the Senior Port & Maritime Transport Specialist at The World Bank Transport Practice based in Singapore, engaged in the preparation and supervision of projects, sharing of knowledge and experience and technical assistance for maritime infrastructure development. Prior to joining The World Bank, Ninan was the CEO of a short-sea container ship owner and operated services in consortium with global container shipping lines from Singapore hub port to the main gateway ports in South-East Asia & South Asia.
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Gregory Smith
Head of Exploration and Digital Transformation
UNDP Trinidad and Tobago
Gregory joins the panel with over 10 years’ international experience in financial analysis for mergers and acquisitions, e-commerce product management, IT systems implementation, strategic planning, and market analysis. Gregory holds a BSc. in Mechanical Engineering, an MBA from Howard University, and a MPP in Public Policy Analysis and Economics from the University of Chicago. He is passionate about working collaboratively and applying a rigorous analytical approach towards developing sustainable, courageous, innovative solutions that directly improve the lives of everyday people.

Explore the strategies and opportunities that can empower developing nations to optimize their government processes, leading to remarkable efficiency gains. By embracing these insights, you’ll be able to reduce operational costs and navigate trade regulations more smoothly, all while revolutionizing how your business engages with government entities.

Register Now
Thursday, September 28th 2023 – 1:30 – 2:45 PM (EDT)

If you’re unable to attend live you can still register and watch the webinar back in your own time via On-Demand.

Kind regards,
The Port Technology International Team

CrimsonLogic In partnership with Port Technology International


Deloitte: Pięć kluczowych kompetencji przywództwa w transformacji technologicznej

W pierwszej części wyników badania Deloitte 2023 Global Technology Leadership Study przedstawiamy, w jaki sposób ewoluowały role liderów w obszarze technologicznym oraz jakie kompetencje powinna posiadać kadra zarządzająca, aby odnieść sukces w obecnym środowisku, aby skutecznie przeprowadzić transformację technologiczną.

Dzisiejsi liderzy technologiczni rozumieją, że ich rola ulega zmianie. Nie wystarczy być ekspertem od transformacji technologii, specjalistą IT, czy profesjonalnym dostawcą usług. Przywództwo technologiczne jest obecnie sportem zespołowym, który stawia na pierwszym miejscu umiejętności współpracy, komunikacji, koordynacji i współtworzenia.

– mówi Anna Wiącek-Kocot, partnerka w Zespole Strategii i Transformacji Technologii, Deloitte.


Przywódcy technologiczni powinni kierować zsynchronizowanym zespołem o wielu talentach i kompetencjach, który pracuje nad transformacją przedsiębiorstwa. Badanie Deloitte Global Technology Leadership Study 2023 pokazuje, w jaki sposób liderzy technologiczni nie tylko radzą sobie z tym wyzwaniem, ale także jak wytyczają nowe ścieżki kariery dla siebie i pracowników w swoich zespołach.

Webinar: Jak być skutecznym liderem technologicznym?

Kluczowe wnioski z raportu Deloitte Global Technology Leadership Study 2023

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Rolą działu technologii nie jest już tylko zapewnienie niezakłóconego przebiegu procesów biznesowych, ale także płynnego zarządzania całą firmą. Kilka lat temu technologia spełniała swoją rolę, gdy była niewidoczna dla organizacji. Dziś za sukces trzeba uznać, gdy w sposób aktywny, ale niezauważalny, na równi z innymi obszarami wytycza kierunek funkcjonowania biznesu.

– mówi Krzysztof Kozłowski, CTO w Warner Bros. Discovery TVN.

W tej publikacji – pierwszej z cyklu czterech – omawiamy tę zmianę bardziej szczegółowo i podkreślamy pięć różnych kompetencji, które CIOs/CTOs powinni rozwinąć, aby stać się transformacyjnymi liderami technologicznymi.


Ewolucja przywództwa technologicznego

Od czasu naszego badania z 2020 roku technologia nadal tworzy nowe sposoby działania organizacji. To, wraz z presją pandemii COVID-19, przyczyniło się do rozproszenia i rozszerzenia roli liderów technologicznych. Pojawiły się nowe możliwości wykorzystania i zarabiania na danych, a technologia jest postrzegana nie tylko jako czynnik umożliwiający realizację strategii, ale także jako jej współtwórca. Świadczy o tym powstanie stanowisk Chief Data Officer, czy też Chief Digital Officer.

Prawie jedna czwarta badanych przez nas organizacji posiada Chief Data Officer’a (27%) lub Chief Digital Officer’a (25%). 72% ankietowanych firm zawiera w swoich strukturach stanowisko Chief Information Offier’a, 51%, Chief Technology Officer’a oraz 47% Chief Information Security Officer’a. Z kolei 9% przedsiębiorstw posiada trzy stanowiska – Chief Digital Officer’a, Chief Data Officer’a oraz Chief Technology Officer’a.

To rozszerzenie funkcji jest prawdopodobnie wynikiem szerokiego spektrum oczekiwań. Z jednej strony oczekuje się, że liderzy będą innowacyjni i strategiczni, a z drugiej – że zapewnią niezawodność operacyjną i cyfrowe bezpieczeństwo. Respondenci poproszeni o wskazanie pięciu najważniejszych obszarów, którym poświęcają większość swojego czasu, stwierdzili, że oczekuje się od nich nadania priorytetu wszystkim aspektom, począwszy od rozwoju strategii biznesowej/cyfrowej (35%), poprzez innowacje (22%), aż po zapewnienie biegłości technologicznej organizacji (15%) (wykres 1).

Ponadto, ankietowani liderzy zauważają ogólne rozszerzenie oczekiwań wobec ich roli. Wymaga się od nich kierowania inicjatywami obejmującymi całą organizację, rozwojem biegłości technologicznej (43%), innowacjami (37%), a także planowaniem strategicznym (13%). Co ciekawe, respondenci wskazali również, że nadal oczekuje się, iż funkcja technologiczna będzie dostarczać narzędzi i analiz w obszarach takich jak programy różnorodności, równości i integracji (DEE), czy też inicjatywy ESG.

Pięć kompetencji transformacyjnego przywództwa technologicznego

Przy tak wielu różnych rolach i obowiązkach, w jaki sposób liderzy technologiczni mogą skutecznie kreować wartość dla organizacji?

Z naszego badania wynika, że ci, którzy wyróżniają się na tle innych, nie tylko posiadają podstawowe kompetencje, takie jak biegłość w posługiwaniu się technologią, zarządzanie danymi i ich monetyzacja, innowacyjność, zarządzanie zmianą i wyczucie biznesowe, ale stosują też ustrukturyzowane, oparte na kompetencjach podejście, w ramach którego rozwijają i pielęgnują pięć odrębnych umiejętności w swoich organizacjach i zespołach przywódczych.

Więcej: Deloitte


Oil and Product Logistics in 2022 – Radical Changes in Routes, Ports and Freight

By Marek Grzybowski

The year 2022 brought radical changes to the transport routes of crude oil and products. After Russia’s invasion of Ukraine, importers experienced a record increase in freight rates for operators of oil tankers and its products. The local war changed the macroeconomic picture of the world economy.


Last year marked a new era in the global logistics of crude oil and petroleum products. December 5 last year With the extension of the European Union’s sanctions package and the entry into force of the EU ban on trade in Russian oil, a new era of oil at sea and on land has begun.

– The year ends with critical macroeconomic challenges regarding the future of VLCC and crude oil freight rates. There is uncertainty about the evolution of the oil supply given the current increase in oil demand and the impact on trade flows, as Europe continued to rely on Russian oil imports until the end of the third quarter, says Sue Terpilowski of SeaNews, using data compiled by Signal Ocean.

In 11 months of 2022 [excluding December], the global supply of crude oil in sea transport increased by 8.6% y/y to 1,866.8 million tonnes, excluding cabotage transport, Refinitiv experts calculated. This means higher demand than in the period January-November 2021 (1,718.3 million tonnes), but it was slightly lower than in the same period of 2019, when it amounted to 1,926.9 million tonnes.

As the geography of crude oil and petroleum product imports changes, fuel terminals in Polish ports play a greater role. We still imported 51% of crude oil from Russia to Poland (January-October 2022). Crude oil from outside this market also reached Poland by sea. The main suppliers were: Saudi Arabia (28%), Norway (8%), Great Great Britain (5%), USA (4%), Kazakhstan (3%), Guyana (1%), Nigeria (1%) – Forum Energii experts calculated.

More: Oil and Product Logistics in 2022



Sea coal logistics in 2022. A radical change in supply routes


By Marek Grzybowski

Russia’s attack on Ukraine and the sanctions introduced by EU countries resulted in radical changes in coal transport chains in 2022 on a global scale. Polish ports also joined the new system of sea connections under the influence of decisive changes in the sources of coal acquisition on the international market. The bulk terminals of Gdańsk, Gdynia, Szczecin and Świnoujście quickly adapted their technical and organizational potential. Polish ports joined the transshipment of coal in import relations.

Periodic shortages of gas and oil on the international market resulted in increased demand for coal. Global coal consumption increased by 1.2% and reached a record level of demand in 2022, according to a report by the International Energy Agency (EIA).

A new record for coal consumption reached 8,025 million tonnes in 2022. This was slightly above the level of 2013, when 7,997 million tonnes were used for energy, industrial and consumption purposes. The lower demand growth in 2022 is largely a reaction to the economic slowdown in leading industrial regions, including China.

The World Economic Forum highlights that only “about a third of the world’s electricity generation capacity now comes from low-carbon sources, with 26% coming from renewables and about 10% from nuclear power. The other two-thirds come from fossil fuels that emit greenhouse gases, such as coal, gas and oil.”

Coal ships will sail for many more miles and ports will handle millions of tons of coal before economies switch to renewable or nuclear power.

More: Sea coal logistics in 2022