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02 December 2023 - Year XXVII
Independent journal on economy and transport policy
16:11 GMT+1
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FORUM of Shipping
and Logistics
FEMAR CONFERENCE
Future Educational Challenges for Maritime Information Society
Il ruolo della formazione e delle tecnologie dell'informazione
per lo sviluppo dell'economia marittima
    COMMISSIONE EUROPEA
REGIONE LIGURIA
MARIS
In collaborazione con
AMRIE e con il Forum MARIS di Genova


MARSK
A EUROPEAN INITIATIVE TO DEVELOP THE MARITIME SKILL BASE



JONATHAN WILLIAMS

Managing Director Marinetech South Ltd Southampton

This presentation describes a series of European collaborative projects, called MARSK, which addresses the development of the maritime skill base.

The initial three years project started at the end of 1995, and has produced some far-reaching outputs. In particular, it has developed a methodology for analysing and meeting evolving skill needs in a strategic way.

Following on from this, MARSK 2 is now addressing computer-based training as a critical aspect of meeting future skill needs. In addition, MARSK 3 has been proposed to demonstrate the application of methodologies to specific sectors and wider geographical areas.

When launched, the partnership agreed to pursue two principal objectives:

  • First, to undertake a process which could identify new training needs to underpin the future competitiveness of the European maritime industry. This would cover the major sectors of the industry, in line with the interests and expertise across the partnership;
  • Second, to create a framework which could support the enhancement of training facilities, including improved awareness and accessibility.

Although the project could utilise standard methodologies for survey and analysis tasks, there existed no overall methodology for translating these data into positive actions. This framework for action emerged as the work generated a more detailed understanding of the dynamics of change within training systems.

Into the dynamic training model the driving force is a range of pressures for change within maritime businesses, mainly brought about by changing global market needs. These pressures demand new products (and new technologies underpinning them) and new business processes (e.g. increased out-sourcing). Both of these impose a need for new skills within companies.

Traditionally, these changes to skill requirements are gradually accommodated within the education and training sector, as the demands of the labour market are translated into demands of the training market and investment in curriculum development. However, this process is no longer adequate: the rate of change in competence needs is out-stripping the speed of response of the education and training sector.

The MARSK project has developed an alternative approach which short-circuits the traditional cycle of change. It does this by:

  • anticipating the fundamental causes of changing demand for competencies, and interpreting their implications;
  • communicating this to a network of education and training providers, to promote and focus investment in curricula which best match future competence needs.

The outputs of the MARSK analysis have been encapsulated within a concept called 'Learning Networks'. This contains the major elements of a systemic approach to identifying skills needs and acting on the results.

The Learning Network impacts on the two parts of the challenge: the evolving demand for skills, and the ability of education and training organisations to supply those skills.

The demand-side action involves analysing market and business trends, and identifying potential skill gaps. This means that companies are motivated to tackle the skill gaps, and individuals are motivated to train to enhance their employability. These actions can define the training market.

The supply-side action focuses on investment in new curricula, based on the future training markets coming out of demand-side analysis. It is important to offer modularity and certification to meet the individual's requirements. In addition, improved awareness of and access to these new training resources can lead to increased take up of training opportunities.

The Learning Network provides an infrastructure which can satisfy the dynamic skill needs of industry. The maritime industry draws on the skills within a diverse workforce. That skillbase is subject to various forces, mainly:

  • Inputs of people and expertise from education and training (both initial and life-long);
  • Losses of people and expertise through ageing and migration to other industries;
  • Inputs of industrial experience through on-the-job training.

Interactions between these forces are complex, and are leading to quite rapid emergence of skill gaps. The MARSK work has identified three significant types of action needed to address this imbalance:

  • Workforce dynamics: action to understand what is driving changes in skill demand;
  • Scenario modelling: action to project how changing trends could create future skill gaps;
  • Training infrastructure: action to invest in priority curricula and access channels.

The first component of the Learning Network model is an analysis and interpretation of workforce dynamics. This identifies the major trends affecting marine businesses and their impact on the workforce. The process used in the MARSK project considers the driving forces which have a direct impact, but also the indirect impacts which result.

Driving forces are the external factors which impose an immediate pressure on the demand for personnel. Changes in consumer behaviour, political shifts (e.g. in respect of subsidies), levels of inward investment and the more obvious resource constraints (e.g. diminished fish stocks or conversely over-supply of oil) are some of the major factors to be considered.

These driving forces impact directly on the level of employment and on demand for specific skills. But they also trigger business responses which in turn create indirect impacts on the demand for skills. The most important process here is the development of innovative products and processes which address competitive pressures. Here, it has been found that novel business processes (e.g. out-sourcing) are as significant as novel technology.

These analyses produce outputs in the form of strategically important skills for particular sectors, and how these demands will grow over time.

The MARSK project (and other work) has also indicated that dynamics observed today can have much more serious implications in the future, simply due the time it takes a workforce to acquire new skills and the experience to use them. A need has been identified therefore to explore these longer term dynamics through scenario modelling.

This involves modelling the workforce, segregated by age and discipline, from the present into the future. Inputs to the model are the skill needs identified in the analysis of workforce dynamics, as well as the current state of the workforce. Outputs comprise the workforce profile looking from 1 to 10 years into the future, including the effect of ageing and wastage.

The real benefit of this modelling is the ability to explore different up-skilling and recruitment strategies, to see which can best meet future workforce needs. Equally, it allows skill deficiencies to be predicted if a 'business as usual' strategy were to be adopted. It also allows the vulnerability of those strategies to be assessed against different assumptions of economic growth rate (and other external trends).

The final but most important aspect of the Learning Network model is the approach to motivate the training infrastructure. This process has to take the knowledge of future skill priorities (informed by the workforce dynamics and scenario modelling work) and produce targeted actions.

The most immediate area of action is the development of new courses and curricula, focused on the skill priorities identified, and improved awareness of those training opportunities. The MARSK on-line database is a start on improving awareness of maritime curricula.

Easy access to training is the second priority, particularly for occupations which prevent regular attendance at a college. Distance learning is of growing importance in achieving cost-effective access to training. This is being progress by MARSK 2.

Finally, there is a need for demonstration of the Learning Network model and its consolidation with the many other training initiatives ongoing. MARSK 3 will address this requirement, but it must be recognised that further consolidation is essential. Without it, the market for maritime training will remain fragmented, and the investment inadequate.

MARSK 2 was developed to address two of the priority concerns identified in the earlier work, namely:

  • cost-effective exploitation of trans-national expertise in development of new training resources;
  • ease and cost of access to training.

Computer-based methods are being explored through the development of several pilot modules. A common media framework assists remote partners to prepare raw material.

Remote interaction with course providers has also been identified as a concern, both in terms of assisting the learning process and monitoring progress. Both of these aspects are being explored.

Finally, acceptability of remote training is an important aspect of its accessibility (ie if remote learning is not acceptable, it will not be accessed). Some market assessment work is exploring this aspect.

Four demonstrator modules are being developed, of which two are being offered as a linked package, as follows:

  • A module on charter parties is being developed by Southampton Institute within a shipping course. This will be trailed with students on the course;
  • A module on quality standards for seafood processing is being prepared by MEF in Cherbourg, in co-operation with an awareness module on environmental water quality issues affecting seafood authored by Fundeun;
  • A module on cargo handling techniques is being prepared by Satakunta Polytechnic in co-operation with University of Ulster.

These modules will selectively explore different aspects of remote interaction, including progress monitoring and competence assessment, and remote tutoring.

Two market studies are being performed to assess how these modules could establish a market presence. These are looking at the marine insurance requirements (with a P&I club) and after-sales training provision (for a ship).

The project will create a multiplier effect on three main elements of the Learning Networks methodology forming the outputs from MARSK1, namely:

  • Workforce dynamics: to define the major factors affecting the supply and demand for specific skills and skill-levels, focusing on the marine construction sector. This will include characterisation of demand-side factors (e.g. cyclic nature of work load, outsourcing and supplier management) and supply-side factors (e.g. upskilling options for workers entering the industry, multiskilling);
  • Scenario modelling: to specify how scenario modelling can provide decision support for training providers (investing in new courses) and companies (assisting individuals to take up training and retraining). It will also explore how the MARSK results can interface with parallel activities (e.g. Skills Pipeline actions under ADAPT);
  • Training infrastructure: to build on, and extend, MARSK results in development of training resources, and improvement of access to training and its cost-effective delivery.

Importantly, the new partners within the project will extend the impact of these results, both geographically and in terms of new partner roles within the training infrastructure.

As a multiplier project, MARSK 3 hopes to expand and exploit the progress achieved in earlier MARSK work. This will be achieved primarily by demonstrating the value of the Learning Network model to a specific sector (marine construction).

On the demand side, two major benefits are foreseen. The impact on new skill gaps of innovation in new craft and business practices will be explored; and the specific impacts of sharing of multi-skilled workers will be examined. Although this is a current issue for construction yards, it also has a wider relevance for the future.

On the supply side, the major impact will be to show how evaluation of training demand profiles could influence the level of investment in new training resources. It is also anticipated that opportunities will be highlighted for trans-national involvement in new resource development and delivery.

Finally, it is hoped that such work will further emphasise the need for consolidation of European maritime training initiatives. MARSK and many other projects are all contributing progress, but these would be more valuable under a coherent training umbrella. AMRIE should be a key actor in addressing this requirement.



Questo intervento è teso a presentare una serie di progetti di collaborazione europea definiti MARSK, focalizzati allo sviluppo delle competenze di base nel campo dell'economia marittima.

L'iniziale progetto che prevedeva una durata di tre anni è cominciato alla fine del 1995, e ha raggiunto vari successi, sviluppando una metodologia di analisi e incontrando dal punto di vista strategico i bisogni formativi oggi in evoluzione.

Partendo da questa base MARSK 2 si indirizza oggi a una formazione basata sull'apprendimento delle nuove tecnologie dei computer come aspetto fondamentale per far fronte ai futuri bisogni formativi; MARSK 3 ha invece il fine di dimostrare l'applicazione delle metodologie di analisi agli specifici settori e a più ampie zone geografiche.

Quando fu lanciata la partnership essa perseguiva due principali obiettivi: primo, intraprendere un processo che poteva identificare nuovi bisogni formativi per sviluppare la futura competitività dell'industria marina europea, secondo, creare una struttura attraverso la quale fosse possibile facilitare l'accesso ai corsi di formazione. Questi due obiettivi erano connessi al risultato delle analisi dei processi di cambiamento nei sistemi formativi.

L'analisi evidenziava come la forza motore di questi cambiamenti era la pressione proveniente dall'interno del mondo legato all'economia marittima, determinata dai cambiamenti che un mercato globale esigeva. Questa pressione domandava nuovi prodotti e nuovi processi produttivi, che entrambi richiedevano un bisogno di nuove competenze nei comparti produttivi.

Purtroppo il tradizionale sistema formativo non era più in grado di incontrare questa domanda; il tasso di cambiamento della domanda di competenze aveva infatti superato la capacità di risposta del settore educativo.

Il progetto MARSK ha, date queste premesse, sviluppato un approccio alternativo, da un lato anticipando le cause fondamentali del cambiamento nella richiesta di competenze e interpretandone le implicazioni, dall'altro lato comunicando i risultati a un network di centri per la formazione in grado di promuovere e focalizzare gli investimenti in studi che meglio incontrano i futuri bisogni di competenze.

I risultati dell'analisi condotta nell'ambito di MARSK sono state definite sotto il nome di "Learning Networks". Il Learning Network si focalizza su due aspetti della sfida al cambiamento: l'evoluta domanda di competenze e l'abilità delle organizzazioni educative e formative a supplire a questi nuovi bisogni. L'azione dalla parte della domanda si esplica con un analisi del mercato e dei trend economici, identificando di conseguenza potenziali mancanze nelle competenze, mentre per ciò che riguarda il lato dell'offerta l'azione si focalizza sugli investimenti in studi basati sullo sviluppo di una nuova offerta formativa determinata dalle analisi del mercato; l'offerta dovrà in particolare privilegiare l'informazione e l'accessibilità a queste nuove risorse formative.

Il Learning Network fornisce un'infrastruttura che soddisfa i bisogni dinamici delle industrie determinati da: l'entrata nel mercato di persone e quindi competenze provenienti dal settore formativo (sia di base che professionale), la contemporanea uscita determinata dall'invecchiamento e dalle migrazioni dei lavoratori in altre industrie, l'entrata di personale che ha acquisito la propria esperienza sul posto di lavoro.

Le interazioni tra queste forze sono complesse e MARSK ha identificato tre significativi tipi di azioni necessarie per compensare lo squilibrio che si verifica: studio delle dinamiche delle forze di lavoro (vale a dire azioni per capire dove conducono le forze del cambiamento nella domanda di competenze), modellamento dello scenario (quindi azioni per definire come i trend di cambiamento possono creare futuri squilibri nell'offerta di competenze), creazione di una infrastruttura formativa (riguardante le azioni di investimento in studi prioritari e canali di accesso alla formazione).

La prima componente del modello di Learning Network è quindi l'analisi e l'interpretazione delle dinamiche di cambiamento del mercato del lavoro. Queste azioni identificano i maggiori sviluppi che riguardano l'economia marittima e l'impatto sulle forze di lavoro; le conseguenze di questo possono essere ricondotte a una duplice causa: da un lato la pressione imposta direttamente sulla domanda di personale da fattori esterni quali i cambiamenti nel gusto dei consumatori o avvicendamenti nelle politiche (ad esempio dei sussidi), dall'altro lato la forza verso il cambiamento applicata indirettamente da fattori quali lo sviluppo di prodotti e processi di produzione innovativi.

Il Progetto MARSK indica vieppiù come le dinamiche osservate oggi possano avere complicazioni molto più serie in futuro, in conseguenza del tempo che impiega la forza lavoro nell'acquisire nuove competenze e nell'imparare ad usarle.

Uno dei più importanti aspetti del Learning Network è l'approccio a motivare l'infrastruttura formativa, vale a dire ad utilizzare le conoscenze acquisite sui futuri bisogni formativi e usarle come base per produrre in merito azioni focalizzate a tale scopo. A questo proposito una delle più immediate aree di intervento riguarda sia lo sviluppo di nuovi corsi e studi focalizzati sulle priorità formative identificate, sia le modalità per rendere l'esistenza di queste opportunità a conoscenza di tutti.

La facilità di accesso alla formazione è un'altra delle priorità, ed è specificatamente rivolta a chi, magari già occupato, non può seguire dei regolari corsi in un ente di formazione o in un istituto scolastico; a questo proposito è crescente l'importanza della formazione a distanza, di cui si occupa MARSK 2.

Riguardo all'approccio seguito dal Learning Network, bisogna infine dire che questa iniziativa si dovrebbe fondere con le altre esperienze di formazione in corso (e questo è l'obiettivo del MARSK 3) al fine di superare la frammentazione della formazione e l'inadeguatezza degli investimenti in campo marittimo.

A proposito di MARSK 2, esso fu sviluppato riferendosi a due delle priorità identificate all'inizio del lavoro, rispettivamente: la quantificazione costo-efficienza dell'esperienza transnazionale nello sviluppo di nuove risorse di formazione e la facilità e costi di accesso alla formazione. A quest'ultima priorità si riferiscono gli studi sulla formazione a distanza a cui, si ricorda, è dedicato MARSK 2.

In tema di esperienza transnazionale sono stati preparati dei corsi dimostrativi sviluppati da istituti europei, specificatamente: dal Southampton Institute (modulo sulla navigazione), dal'MEF di Cherbourg (standard di qualità nella lavorazione dei frutti di mare) in cooperazione con il Fundeun (qualità delle acque), in Finlandia dal Satakunta Polytechnic in partnership con la University of Ulster (tecniche di manovra di un cargo).

Ognuno di questi moduli esplora differenti aspetti dell'interazione a distanza incluso il monitoraggio dei progressi fatti, l'accertamento delle competenze raggiunte e un servizio a distanza di tutoring.

Per ciò che invece riguarda il progetto MARSK 3, i suoi fini si riferiscono all'applicazione del Learning Network alle dinamiche del lavoro nel settore delle cantieristica e delle catene di approvvigionamento, al trasferimento e adattamento della metodologia a nuovi partner (Italia, Polonia e Paesi Bassi) e a link con altre azioni europee complementari (come FEMAR). È molto importante soprattutto l'azione che i nuovi partner avranno in merito alla diffusione dei risultati raggiunti sia in termini geografici che in termini di ruoli all'interno delle strutture formative.

MARSK 3 è focalizzato all'espansione e allo sfruttamento dei risultati raggiunti con MARSK, e ciò sarà acquisito in via primaria dimostrando il valore del modello del Learning Network nello specifico settore della cantieristica.

Contemporaneamente dal lato della domanda sono previsti due benefici principali dati, da una parte, dalla comprensione delle dinamiche del gap di competenze, e dall'altra parte, dallo studio sulle implicazioni delle competenze condivise e delle competenze multiple; dal lato dell'offerta invece, il maggior impatto di MARSK 3 sarà la valutazione degli investimenti nelle nuove risorse formative, e l'anticipazione sulle opportunità transnazionali offerte dallo sviluppo e dalla distribuzione di queste risorse.

Infine, vi è la speranza che questo lavoro enfatizzi il bisogno per il consolidamento in Europa di iniziative di formazione nel settore marittimo; MARSK e altri progetti stanno contribuendo a questo fine e un sempre maggiore coordinamento dovrebbe rendere tutte queste iniziative più preziose. In questo ambito e per questo fine AMRIE potrebbe essere un attore chiave.




Programma conferenza

›››File
FROM THE HOME PAGE
The IMO Assembly elected the members of its Council for the biennium 2024-2025
London
On Thursday, the election of the president and vice president
BLS Cargo hopes for measures to support rail freight transport on the Rhine-Alps corridor
Bern
To penalize this mode are mainly the construction sites, the prices of rail tracks and energy.
On Tuesday in Livorno, the experimental phase of the Single Customs and Controls will be launched.
Livorno
The system favours the coordinated and concurrent control of controls
Record shipping traffic for November in Suez Canal
Ismailia
2,264 ships transited (+ 4.3%)
Fincantieri will acquire Remazel Engineering
Trieste
The Company specializes in the design and supply of highly customized and high complexity equipment topside equipment
FEPORT, ETA, EMPA and ECASBA are urging the EU Commission to assess without delay the negative impact on European ports of the extension of the ETS to shipping
In the third quarter, the turnover index of the transport services marked a negative trend.
Rome
The conjunctural variation is nothing
In the third quarter the port of Tanger Med has handled more than 2.2 million containers (+ 13%)
Anjra / Casablanca
In the first nine months of 2023, the total was 6.1 million teu (+ 9.3%)
GPH has detected shares of Royal Caribbean in cruise terminals at ports in Barcelona, Malaga, Singapore and Lisbon
London
The American group has sold 38% percent of the capital of Barcelona Port Investments to Global Ports Holding.
In October, freight traffic in the port of Genoa grew 4.2% percent, while in Savona-I went down -0.9% percent.
In October, freight traffic in the port of Genoa grew 4.2% percent, while in Savona-I went down -0.9% percent.
Genoa
The remarkable increase of the crucierists continues
Confitarma, urgent the simplification of the Italian maritime order
Rome
Coccia : the rapid and concrete implementation of the Ddl n. 673 will be the first step to reviving the Italian flag
Swiss transport tax will be increased in Switzerland to finance transalpine freight rail traffic
Bern
5% markup of TTPCT with decompetition from the first January 2025
In October, freight traffic in Chinese seaports grew by 5.9% percent
In October, freight traffic in Chinese seaports grew by 5.9% percent
Beijing
The only loads to and from abroad have increased by 9.1% percent. The containers were equal to 23 million teu (+ 2.9%)
Mattioli confirmed President of the Federation of the Sea
Rome
Elected the new council for the three years 2024-2027
At the construction site Monfalcone of the Fincantieri was the launch of the Mein Schiff Relax
France assesses the possibilities of autonomously producing e-fuel for decarbonisation of aircraft and ships
Angers
An ADEME study envisage two scenarios and estimates the necessary resources
Still a quarter of a drop in goods at European Union ports
Kirchberg
In the first three months of 2023, with the exception of liquid bulk bulk, all types of cargoes decreased
Meyer Turku delivered the Icon of the Seas to Royal Caribbean International
Meyer Turku delivered the Icon of the Seas at Royal Caribbean International
Miami / Turku
It has a gross tonnage of 250,800 tons and can accommodate up to 5,610 passengers
A delegation from Confitarma has been received by the government
Rome
Illustrate the needs and expectations, exhausted and not, of the shipowner sector
Unmanned ferry stranded in Sicily
Rome
Due to the breaking of the trailer cable the ship "Lider Prestij" has remained in the balmy of the waves
Ellerman seals a slot agreement with MSC related to transatlantic shipping routes
London
It will enter into force on the first January
AdSP of the Northern Adriatic, the Management Committee approves the third change in budget
Venice
Confirmed the adjustment of 25.15% of maritime demanial canons for 2024
Revamped the North East Confectural Steering
Venice
Paolo Salvaro confirmed to the presidency, while Manuel Scortegagna was appointed vice president.
GNV starts a new recruiting campaign
Genoa
The first date on Monday and Tuesday in Naples
Logistics group Public Spinelli publishes its first Sustainability Budget
Genoa
Ok the transfer of the concession of Terminal Ferry Barcelona to the Grimaldi Group
Barcelona / Naples
Deliberation by the Catalan Port Authority after the green light of the antitrust authority
The IMO assembly unanimously confirms the appointment of Velasco as secretary general
London
The term, lasting four years, will begin next January.
Launched in Ancona the cruise ship Viking Vela
Trieste
It will be delivered at the end of 2024
Port of the Spezia, signed the contract for the realization of the new pier cruises
The Spezia
Expected two benches of the length of 393 and 339 meters
d' Amico International Shipping will become part of the FTSE Italia Mid Cap Index
Luxembourg
Includes the 60 companies with the largest market capitalization listed on the MTA and MIV markets of Borsa Italiana
Santi Casciano appointed CEO of the Going Gateway and Reefer Terminal
Go Ligure
Will take office on December 15
Rexi : signed the conventions with 12 interports for more than 11 million intended for completion of the network
Rome
The notice for an additional eight million euros will be published shortly.
Saipem has awarded two offshore contracts worth about 1.9 billion
Milan
Are related to activities in Guyana and in Brazil
At the port of Spezia it has been facilitated access to LNG-powered merchant ships
The Spezia
The soak of these units is governed by an Ordinance of the Capitanery in Porto
SAILING LIST
Visual Sailing List
Departure ports
Arrival ports by:
- alphabetical order
- country
- geographical areas
Maersk Group comes out of the capital of Norway's Höegh Autoliners
Oslo
Sold the last 20 million shares
End the ferry disincite operations Lider Prestij
Rome
You will now proceed to check the safety standards of navigation
Liberated the tanker Central Park
Tampa
The intervention of the Combined Maritime Force TF 151 made the attackers desisting, forced into surrender
A ship seized in the Gulf of Aden and one hit by a drone in the Indian Ocean
Attacks on the "Central Park" oil tanker and the "CMA CGM Symi" container ship
Gruber Logistics has opened a new branch in France
Time
It is headquartered in Lyon and will focus on providing comprehensive logistics services
The Propeller Club Ports of La Spezia and Marina di Carrara is born
Marina di Carrara
In the association, the number of inscribed members is growing from the apusian port.
Delivery of deliveries to the summit of the Port System of the Straits of the Straits
Messina
Mega has recalled the obstacles encountered throughout his tenure
PORTS
Italian Ports:
Ancona Genoa Ravenna
Augusta Gioia Tauro Salerno
Bari La Spezia Savona
Brindisi Leghorn Taranto
Cagliari Naples Trapani
Carrara Palermo Trieste
Civitavecchia Piombino Venice
Italian Interports: list World Ports: map
DATABASE
ShipownersShipbuilding and Shiprepairing Yards
ForwardersShip Suppliers
Shipping AgentsTruckers
MEETINGS
Conference on changes in port logistics
Ravenna
It will be held in the first December in Ravenna
Conference of Uniport on the future of Italian portuality
Rome
It will be held on December 5 in Rome
››› Meetings File
PRESS REVIEW
Ports cyber hack reveals Australia's 'vulnerability' to attack
(The New Daily)
Economy Minister: Anaklia port project developing “according to plan”, “no delays” in deadlines
(Agenda.ge)
››› Press Review File
FORUM of Shipping
and Logistics
Relazione del presidente Mario Mattioli
Roma, 27 ottobre 2023
››› File
Concluded the authorizing process to build the drawers of the new foranea dam in Genoa to go to Ligure
Genoa
Initially five will be made that will be placed in defence of the construction site.
Ok of the City Council at the Regulatory Plan of the Marina Port of Carrara
Marina di Carrara
AdSP satisfaction for the green light to the new planning tool expected since 1981
Impala Terminals buy at auction the HES Hartel Tank Terminal in Rotterdam
Geneva
The construction of the terminal for liquid bulk in the Dutch port will be completed thanks to a further investment
A Implementing Regulation specifies the terms of management of the shipping companies for the EU ETS
Brussels
It was published today in the Official Journal of the European Union
Hapag-Lloyd inaugurates a new computer center in Chennai
Hamburg
It is made in partnership with India's Solverminds
Tunisian OMMP has ordered six tugboats at Turkish shipyard Med Marine
Istanbul / The Goulette
These are means with a tensile capacity of 60 tonnes
Rhenus Overland Italy buys Pesenti Transport & Logistics
Lauzac
The company has a fleet of 25 tractors and 50 between trailers and semitrailer
Collaboration of Fincantieri and IIT for robotics applied to the assistance and safety of operators
Trieste / Genoa
Conference on changes in port logistics
Ravenna
It will be held in the first December in Ravenna
From the cylinder of port reform a company will be born
Palermo
A Central Spa that would select investment
The new Marebonus is in "Official Gazette"
Palermo
Rixi : Since December 6, the IT platform will be available to access incentives
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