Transport communications

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Klaus Hilpert joins Combi Lift

German heavy lift and project logistics expert Combi Lift strengthens its Management Team with Klaus Hilpert joining as Managing Director.

Klaus Hilpert

Combi Lift has significantly expanded its services over the past year, increasing its global footprint even further after founding the Forwarding Solutions Division in October. Klaus Hilpert was appointed as Managing Director and Chairman of the Board of Directors to reinforce the team.

“I am very pleased that Klaus is part of our team. With his expertise and proven track record in the project forwarding industry, he will lead the continued expansion of our logistics brand,” explained Dr. Martin Harren, CEO and Owner of the Harren & Partner Group.

Klaus Hilpert, who brings more than four decades of experience as an icon in the project logistics industry, emphasised: “I am excited to joining this ambitious and winning team. The unique spirit and the quality of Combi Lift inspired me to take this wonderful opportunity from the very first conversation.”

About Combi Lift: Combi Lift is a logistics expert for comprehensive transport solutions. The dedicated team consists of more than 30 experienced logisticians, forwarders, naval architects and engineers. Combi Lift focuses on demanding logistics challenges beyond the day-to-day transport business. It’s the one-stop shop for all kinds of heavy lift transport solutions, particularly door-to-door and multimodal concepts – from the factory to the building site. Combi Lift offers its clients seamless logistics solutions, from initial planning and budgetary phases to the final delivery and facility start-up. The German logistics expert provides comprehensive land and sea transport services without any liability gaps; the entire process is handled by Combi Lift. The company is headquartered in Bremen – at the heart of the Harren & Partner Group, which has a fleet of 84 units, 22 offices and 3,200 employees worldwide. This simplifies decision-making processes and ensures that the necessary expertise and vessels are always at hand.

For more information about Combi Lift, go to www.combi-lift.net

GEODIS awarded contract with American Eagle Outfitters, Inc. to support retailer’s growth in Japan

American Eagle Outfitters, Inc. (AEO) taps GEODIS for its strategic operations in Japan and omnichannel growth in the market for their leading American Eagle and Aerie brands. This contract comes amidst explosive growth of opportunities on e-Commerce platforms around the world.

GEODIS, a global leading transport and logistics services provider, today announced that AEO has awarded its Japan office the contract to support the retailer’s distribution center. According to economists at the United Nations Conference on Trade and Development (UNCTAD), global e-Commerce growth has seen a dramatic rise across retail sales fueled by COVID-19, with a jump from 16 to 19 percent in 2020. AEO has partnered with GEODIS to support its growth, beginning in Japan, and anticipates eventually expanding the brands to other markets in Asia and other regions in the coming months. 

Chris Cahill, Managing Director, North Asia Sub-Region of GEODIS said: “Retail brands are reaching their customers in unprecedented fashion as they shop for their favorite items anytime and anywhere, and GEODIS is proud to be the appointed logistics provider to deliver AEO products into the hands of customers in the shortest amount of time possible no matter where they reside in Japan.”

The retailer’s ambitious growth as an online brand demonstrates its continued resonance with customers in Japan and the region. Over the years, AEO has maintained a closeness to its Japan customer base, now enhanced by the presence of its distribution center run by GEODIS, which will cut down lengthy delivery times through a centralized distribution model from a single location to ensure customers have the best experience. 

Chauhan Vijay, Senior Vice President – International at AEO said: “This partnership with GEODIS provides AEO the agility, flexibility and reach to bring our leading brands–and our signature American Eagle jeans and Aerie’s comfortable, cozy apparel and intimates–to our customers faster and more efficiently.  GEODIS’ logistical capabilities enable us to further enhance our omnichannel experience and provide the very best for our customers by making it easier to shop our brands. AEO products are now within easy reach, no matter from wherever the customers are shopping in Japan.”

GEODIS – www.geodis.com 

GEODIS is a top-rated, global supply chain operator recognized for its commitment to helping clients overcome their logistical constraints. GEODIS’ growth-focused offerings (Supply Chain Optimization, Freight Forwarding, Contract Logistics, Distribution & Express, and Road Transport), coupled with the company’s truly global reach thanks to a global network spanning nearly 170 countries, is reflected by its top business rankings: no. 1 in France and no. 7 worldwide. In 2020, GEODIS employed over 41,000 people globally and generated €8.4 billion in revenue.

GEODIS opens additional warehouses in the Netherlands to respond to the ongoing e-Commerce boom

To accommodate the growth of its retail customers, GEODIS has opened a new 17.000 sqm warehouse in Almere and will also add a 9.000 sqm facility in Venlo.

While awaiting the construction of its 130.000 sqm logistics campus at Trade Port Noord planned for the end of 2023, GEODIS is extending its activities to offer additional capacity for its customers. The Group has opened a new site in Almere in November and is preparing the opening of another one in Venlo, due to be operational in the coming weeks. It is planned that both sites will be equipped with latest automation technologies. Among them are autonomous mobile robots from Locus Robotics to support the picking process and reduce the physical demands on employees by eliminating the need to pull pick carts and by decreasing overall travel.

GEODIS currently has a 16.000 sqm retail warehouse in Almere, which means the capacity there has doubled. “This expansion is needed since the pandemic has caused a significant overperformance of many of our current customers and to host our new customers” says Mark van den Assem, Managing Director of GEODIS in the Benelux. ING reports that retail in the Netherlands has grown by 6% in 2020 and another 1.5% in 2021. “Especially companies with an omnichannel approach are expected to increase their business even more,” points out van den Assem. “In order to provide these multi-channel retailers with a long-term logistics solution at the highest possible service level and efficiency, additional warehousing space was needed.”

“We can see the rising demand for e-logistics not only in the Netherlands but throughout Europe and are eager to support our customers in not only achieving their targets but also to be their growth partner” says Thomas Kraus, President & CEO of GEODIS North, East and Central Europe. “The expansion of the warehouse space in the Netherlands combined with our expertise in e-logistics, marks another important milestone towards our growth ambitions.”

The two buildings have a BREEAM ‘Good’ certification. BREEAM is a world-known sustainability assessment method for buildings [1], which underlines GEODIS’ dedication towards sustainable logistics.

GEODIS has now almost 220.000 sqm of warehouses in the Netherlands, including Venlo, Amsterdam, Almere & Rotterdam.

GEODIS – www.geodis.com 

GEODIS is a top-rated, global supply chain operator recognized for its commitment to helping clients overcome their logistical constraints. GEODIS’ growth-focused offerings (Supply Chain Optimization, Freight Forwarding, Contract Logistics, Distribution & Express, and Road Transport), coupled with the company’s truly global reach thanks to a global network spanning nearly 170 countries, is reflected by its top business rankings: no. 1 in France and no. 7 worldwide. In 2020, GEODIS employed over 41,000 people globally and generated €8.4 billion in revenue.


[1] Building Research Establishment Environmental Assessment Method (BREEAM) is the world’s leading sustainability assessment method for masterplanning projects, infrastructure and buildings. It recognizes and reflects the value in higher performing assets across the built environment lifecycle, from new construction to in-use and refurbishment.

2022 New Year Message from the President

“Boldly and deliberately entering a new phase in a year we will take a stride toward the future”

The New Year Message delivered by Yukikazu Myochin, President & CEO at “K” LINE

Yukikazu Myochin, President & CEO at “K” LINE

To everyone throughout the entire “K” LINE Group, I extend my very sincerest Happy New Year wishes.

The environment surrounding “K” LINE

The global economy is generally continuing to recover from the impact of COVID-19. Although the future spread of COVID-19 and timing of the end of pandemic remain uncertain, the progress of vaccinations and the economic stimulus measures such as financial support from national governments will contribute to continuing to maintain the trend of recovery, and I expect there will be a further shift from recovery supported by policy effects to autonomous recovery in the global economy from 2022. Meanwhile, causes for concern include a resurgence in the spread of COVID-19 due to the emergence of variant strains and changes in trade structure resulting from geopolitical factors such as the conflict between the United States and China. As we enter the era of living with COVID-19, we must carefully monitor the effects on the real economy.

Looking back on 2021

Looking back on the performance of “K” LINE, we achieved the highest earnings on record in the first half of fiscal 2021. The contribution of Ocean Network Express (ONE), an equity-method affiliate, was significant, but the company’s own business also improved significantly. Recoveries in dry bulk and product logistics segments other than containerships, such as car carrier and the logistics business, with performance significantly affected due to the decline in transportation demand caused by the spread of COVID-19 are also driving improvements this fiscal year. Last fiscal year, we decided on a policy to optimize our fleet by reducing approximately 50 uneconomic and aged vessels mainly made up of dry bulk and car carriers. Of these, the car carriers were completed in the first half of the current fiscal year, and optimization of the dry bulk fleet is being brought forward to within the current fiscal year, which is expected to have the effect of further improving revenue from next fiscal year.

The energy resources transportation business struggled due to the continued slump in offshore support vessel business but continued to contribute to stable revenue based on medium to long-term charter contracts such as those for LNG tankers, vessels carrying coal for power generation, VLCCs and LPG vessels. In light of the future economy of the European offshore support vessel business, we have recently decided to restructure by withdrawing from the business.

Due to performance improvements in the containership business and within the company’s own four business divisions, we have been able to set a course for recovery during the current fiscal year by rationalizing the fleet, restructuring unprofitable business and working to address the Company’s negative legacy.

Policy and issues for 2022 (Revision of the management plan)

The Company is entering into new phase with the improvement of performance. Under the current management plan, we planned to have capital of 400 billion yen by fiscal 2030, but thus reached 469.6 billion yen as of September 30, 2021, and the equity ratio was restored to 40%. As a result of implementing several structural reforms in the past, we were able to considerably repair damaged equity, and by implementing the remaining fleet rationalization and restructuring of unprofitable businesses in the current fiscal year, we must continue to move forward with focus on growth by restoring the competitiveness of the company’s own business. In the future creation project launched last July, we have been proceeding with consideration aimed at enhancement of corporate value. In the new business plan, we need to determine where to inject management resources to further strengthen “K” Line, and how the company will provide added value to reduce environmental impact and improve transportation quality, such as environmentally friendly vessels.

Pursuing the strengthening of existing business and growth strategy at the same time is not easy, but I would like to maintain the continued expansion of our financial base and securing stable revenue and proceed with new initiatives while assessing risks that can be balanced with returns. By positively viewing this situation as an opportunity, I would like to draw up a new management plan incorporating growth strategy and disciplined investment, and work with everyone to come up with ways to make further strides forward for enhancing coporate value

Needless to say, safe and secure services of high quality are the core of “K” LINE’s services. Even while faced with the COVID-19 pandemic, I would like all officers and employees to work as marine transportation professionals to ensure we continue to be chosen by customers by thoroughly implementing the strengths of “K” LINE serving an important part of the supply chain.

Environmental action

Sustainability initiatives and particularly environmental action need to be perceived as growth opportunities and further focused upon. Many customers are already aiming to reduce greenhouse gas emissions throughout the entire life cycle of products and are also considering rebuilding the value chain. In order to realize greenhouse gas reductions not only in the manufacturing process, but also in the transportation process for materials, parts and finished goods, we must offer optimal solutions with higher added value to customers. Changes in energy structure aimed at the realization of carbon neutrality also provide medium- to long-term opportunities. As demand for the transportation of materials required for the development of renewable energy such as offshore support for offshore wind energy generation, for the transportation of new forms of energy such as hydrogen, ammonia, and for the transportation of liquefied CO2 are expected to expand, the provision of services for supply chain creation and transportation present us with substantial growth opportunities.

In November last year, we partially revised the “K” LINE Environmental Vision 2050, our long-term policy on environmental measures, replacing the goal of halving emissions by 2050, which was the same as the goal of IMO, with the new goal of the “Taking on the Challenge of Achieving Net-Zero GHG emissions” by 2050. As specific measures, we have already decided to build eight new LNG-fueled car carriers in addition to one that has already been completed, and also order one LNG-fueled capesize bulk carrier and one LPG-fueled LPG carrier. We also aim to introduce zero-emission vessels as early as possible by the end of the second half of the 2020s. The GHG Reduction Strategy Committee will further accelerate projects for both next-generation alternative fuels and safe environmental support technology.

As digitalization accelerates and values change, “K” LINE will proceed to not only improve the efficiency of land operations, but also implement initiatives to reduce the workload of seaborne employees and support safe operations. We will utilize digital technology such as the development of the recently announced engine plant operational support system utilizing AI and lookout and ship handling support system, in addition to the improvement of vessel data analysis technology leveraging AI technology in order to refine the Company’s core values of safety, environment and quality, and promote digital transformation (DX).

Finally, everyone in the “K” LINE Group has worked to balance everyday operations with measures to prevent infection as we have been forced to endure a variety of restrictions and limitations on our lives not only in Japan, but also overseas. Seaborne employees have also engaged in safe operation based on the strong resolve not to stop vessels for even a day despite the great difficulties faced when embarking and disembarking. Again, I would like to extend my deepest gratitude.

I wish all of you and your families good health and prosperity as we celebrate the New Year and pray that all our ships will navigate safely throughout 2022 and it is a year of new progress for the members of the entire “K” LINE Group.

Theft from warehouse facilities is primary cargo crime in the Middle East

Crime report from TT Club and BSI finds over three-quarters of cargo theft occurs at logistics hubs and warehouses, with Free Trade Zone (FTZ) particularly vulnerable locations.

Dubai & London, 16th December 2021

The well-established collaboration between international freight transport insurer, TT Club and the supply chain services and solutions team at BSI, the business improvement and standards company has produced the latest report on trends in the theft of goods entitled, ‘Cargo Crime in Gulf Countries and Regional Free Trade Zones’¹. Intended as a risk mitigation tool for transport operators, its timing might be more relevant given the spike in cargo movements running-up to the seasonal festivities.

Key findings include:

  • 76% of cargo theft is from warehouse and storage facilities
  • Crime hot-spots in UAE & Saudi Arabia
  • High-value goods such as electronics targeted
  • Insider assistance and corruption plays a prominent role
  • Smuggling of illicit contraband prevalent in Free trade Zones (FTZ)

TT Club’s Mike Yarwood comments, “Our reports are intended to alert those in the supply chain to the variable and developing trends in the risk of cargo theft during intermodal transportation.  The unique combination of BSI sourced data on criminal activity and TT Club’s insurance claims records provides valuable intelligence to operators.”

“Regular updates of this nature are essential as criminal gangs are constantly altering their points of attack.  The current prevalence of supply chain congestion, delays, disruption, and in the Middle East region in particular packed warehouses, makes such information critical.”

The report highlights that warehouse thefts and supply chain corruption are the stand-outs, with a concentration on higher risk areas across the United Arab Emirates (UAE) and in the Kingdom of Saudi Arabia (KSA). The role special economic zones play in the Middle East also effects regional disparities in cargo theft.

Free Trade Zones (FTZ) are a significant feature of the regional economy and represent potential vulnerabilities for supply chains by virtue of facilitating high volumes of trade under simplified customs procedures that can provide opportunities for criminals to act. Furthermore, as Gulf Cooperation Council (GCC) economies return to pre-pandemic levels, and data provided by the International Road Transport Union (IRU) is projecting growth in trade², it is possible that criminals will also seek to exploit these higher volumes of cargo throughput to introduce illicit drugs and counterfeited products into shipments.

Umberto de Pretto, Secretary General, International Road Transport Union comments, “The IRU, together with its members and partners, continues to strengthen global transport supply chains, notably through the implementation of international standards such as TIR for compliance management and security, and through innovative training to help road transport professionals identify risks and adapt operations to avoid security threats.”

There is also valuable guidance on mitigating the risk contained in the report.  These guidelines cover avoiding the introduction of drugs into shipments; reducing theft from facilities and combating counterfeit smuggling, all of which are of particular concern in the Middle East region.

“Operators should be consistent in their vigilance, especially in the current season of festivities when the movement of gifts is at a peak” recommends Yarwood.  “TT’s intention is to help reduce theft related loss and to that end these reports offer loss prevention advice to complement the joint analysis of current trends.  As well as financial damage these incidents can cause severe operational disruption and unquantifiable reputational damage to supply chain service providers.  As a consequence, it remains of key importance to the transport industry to identify, prevent and report any criminal activity.”

¹A PDF of the full report is available for free download Here

² https://go.iru.org/9N

ENDS

About TT Club

TT Club is the established market-leading independent provider of mutual insurance and related risk management services to the international transport and logistics industry. TT Club’s primary objective is to help make the industry safer and more secure. Founded in 1968, the Club has more than 1100 Members, spanning container owners and operators, ports and terminals, and logistics companies, working across maritime, road, rail, and air. TT Club is renowned for its high-quality service, in-depth industry knowledge and enduring Member loyalty. It retains more than 93% of its Members with a third of its entire membership having chosen to insure with the Club for 20 years or more.   

www.ttclub.com

About BSI

BSI is the business improvement and standards company that enables organizations to turn standards of best practice into habits of excellence, ‘inspiring trust for a more resilient world’. For over a century BSI has driven best practice in organizations around the world. Working with over 77,500 clients across 195 countries, it is a truly global business with skills and experience across all sectors including automotive, aerospace, built environment, food and retail and healthcare. Through its expertise in Standards and Knowledge, Assurance Services, Regulatory Services and Consulting Services, BSI helps clients to improve their performance, grow sustainably, manage risk and ultimately become more resilient.

To learn more, please visit: www.bsigroup.com

About BSI Supply Chain Services and Solutions
BSI Supply Chain Services and Solutions is the leading global provider of supply chain intelligence, global supply chain verification auditing services, audit compliance and risk management software solutions, and advisory services. BSI’s supply chain services and solutions and services can work independently to address specific needs or combined together to gain unparalleled visibility into your global operations. Implementing BSI’s holistic supply chain risk management suite provides organizations with a complete solution for a more sustainable and secure supply chain.

To learn more, please visit www.bsigroup.com/supplychain

Comprehensive Safety Guidance Issued for Dangerous Goods Storage and Handling Facilities

The tragic incidents in Tianjin and Beirut have marked a decade of increased concern over the safety of dangerous goods stored in ports, terminals and other warehousing facilities. Four industry groups have collaborated to address the issue and produce best practice guidelines in the form of a White Paper and Warehouse Checklist.

In the face of increased volumes of dangerous goods transported in sea containers, and the occurrence of major incidents as well as a plethora of lesser accidents, there is a clear need for guidance on safe storage and handling of dangerous goods in warehouses, including port and terminal facilities. Building on their combined expertise and experience, International Cargo Handling Coordination Association (ICHCA), International Vessel Owners Dangerous Goods Association (IVODGA), National Cargo Bureau (NCB) and World Shipping Council (WSC) have responded to this critical requirement by developing a Dangerous Goods Warehousing White Paper.

In introducing the White Paper, Uffe V Ernst-Frederiksen and Ken Rohlmann both of IVODGA highlight: “The temporary or long-term storage of dangerous goods in a facility, necessitates careful planning, supervision and continued due diligence. While the major disasters in Beirut and Tianjin have been widely reported, there are many other incidents around the globe that do not garner the same attention, but which have the potential to escalate. There are existing international, national and local regulations for dangerous goods in transit for various modes of transport but there is no direct equivalent for warehouses.”

The Dangerous Goods Warehousing White Paper, and its accompanying Checklist, detail the risks involved in storing and handling dangerous goods and, importantly the measures to be taken in containing them. Topics covered include: competency and training of workforces; property construction; fire protection; security equipment and protocols and emergency response procedures. It is intended as a practical guide to systematic and documentable processes for those managing and operating storage facilities to ensure on-going safety but also that incidents are containable if and when they arise.

“A pivotal element of our guidance is a Warehouse Checklist,” states Richard Steele of ICHCA. “Given our aim to provide a practical management tool, we believe the Checklist format is a significant addition to the other elements of the White Paper. Broken down into eight key functional areas of operation, this comprehensive 14-page Checklist is designed as both a planning guideline and a review tool, as well as an everyday device for maintaining safety management vigilance.”

The Dangerous Goods Warehousing White Paper has been endorsed by influential industry stakeholders including Baltic and International Maritime Council (BIMCO), Bureau International des Containers (BIC), Container Owners Association (COA), Council on Safe Transportation of Hazardous Articles (COSTHA), Danish Shipping, International Chamber of Shipping (ICS), International Federation of Freight Forwarders Association (FIATA), International Group of P&I Clubs (IGP&I) and Through Transport Mutual Insurance Association Ltd (TT Club). “We have shared our work with the relevant maritime regulators and the International Maritime Organization (IMO),” states Steele, “And we welcome every opportunity to work with them on developing and refining appropriate warehousing safety instruments, codes and circulars.”

Both the Dangerous Goods Warehousing White Paper and Checklist are downloadable from here https://ichca.com/warehousing-safety-guidance

*The organisations are: 

International Cargo Handling Coordination Association (ICHCA)

Media Contact:  Maria Udy, maria@portcare.com

International Vessel Owners Dangerous Goods Association (IVODGA)

https://www.ivodga.com/index.php

Media Contact:  mail@ivodga.com

National Cargo Bureau (NCB)

https://www.natcargo.org

Media Contact: ncbnyc@natcargo.org

World Shipping Council (WSC)

https://www.worldshipping.org

Media Contact: Anna Larsson, alarsson@worldshipping.org

TT Club highlights weather related risk

Climatic changes, particularly extreme events are a universal concern for those managing international supply chains, and for the operators of the transport infrastructure that service them. Freight transport and logistics insurance specialist TT Club’s analysis of weather-related risk highlights water damage to cargoes in particular.

London, 8th December 2021

Analysis of the insurer’s claims over the last three years finds:

  • Inland operations suffered damage caused by extreme weather in 32% of cases
  • Unsurprisingly, locations near a coast are more susceptible to weather related incidents (68% of cases) with 16% of claims involved heavy rainfall causing flooding
  • Property damage through strong winds and microbursts featured in 74% of weather-related claims through the period
  • The maritime mode accounted for 65% of reported claims. This in part explained by the length of time cargo is in transit and exposed to variable climatic zones
  • Road transit next most prominent mode at 14% 
  • Wet damage while in storage accounted for 13% of reported claims; 31% of these as a result of flooding

Recent, and on-going meteorological events, particularly in the Vancouver area are timely instances of extreme weather such as unprecedented rainfall, tidal surges and wind microbursts becoming more common.  Whilst many storm events are considered geographically seasonal – such as those in the Tropics – the global supply chain as a whole must take adequate steps to prepare for isolated severe weather events. Typically wind strength is most ferocious in coastal areas. However, it is often the surge and flood risk that can cause greater problems, both on the coastline and further inland.

The incident data compiled by TT illustrates that the traditionally wetter summer months in the northern hemisphere are when cargo is at greater risk; extreme flooding across broad swathes of continental Europe during July and August 2021 corroborate this as an emerging (or emerged) risk. Further, recent months have seen extraordinary volumes of rainfall over short periods in various parts of the globe, resulting in flash flooding and causing significant damage.  

TT Club’s Risk Management Director, Peregrine Storrs-Fox elaborates, “The associated losses of such incidents can be far reaching; water is unforgiving and has the ability to penetrate and cause significant damage. Flood water is inevitably dirty, increasing damage and in many instances creating health challenging situations. Extreme weather events can be challenging to predict but operators of warehouses, terminals and port areas need to keep ‘fresh’ their assessment of the changing risk profile in relation to climate experience .”

TT notes that understanding of meteorological trends, particularly in light of global warming, is doubtless advancing.  The capability to monitor, record and predict weather patterns will continue to develop. This understanding will not physically protect property, equipment and operations but, when utilised as an integral component of thorough risk assessment, it should inform operational decision-making.

The insurer’s analysis has also found that 65% of cargo damage incidents are attributable in part to the way that goods are packed within a container or cargo transport unit (CTU). That data for 2020 suggests 25% of wet cargo damage was caused by water ingress to the CTU through pre-existing damage that probably should have been identified as part of the cargo packing process. Many claims therefore can be avoided with a robust pre-loading condition checking procedure and correct packing processes.

The CTU Code¹ and the more recent ‘ CTU CODE – a quick guide’² and its complementary Container Packing Checklist published by the Cargo Integrity Group, provide invaluable guidance for actors in the supply chain to mitigate such risks. 

“Climatic change is a fact of life,” concludes Storrs-Fox, “as such risk assessment exercises by supply chain stakeholders must necessarily take account of extreme weather events, as unpredictable as they may be.  However, sensible operational measures and the employment of best practice procedures pertinent to individual organisations’ functions will go a long way towards avoiding disastrous consequences when the next rainstorm hits.”

¹ IMO/ILO/UNECE Code of Practice for Packing of Cargo Transport Units (CTU Code)

² The CTU Code — Quick Guide and Checklist is now available in all six official United Nations languages plus    Italian in PDF format, downloadable HERE

About TT Club:

TT Club is the established market-leading independent provider of mutual insurance and related risk management services to the international transport and logistics industry. TT Club’s primary objective is to help make the industry safer and more secure. Founded in 1968, the Club has more than 1100 Members, spanning container owners and operators, ports and terminals, and logistics companies, working across maritime, road, rail, and air. TT Club is renowned for its high-quality service, in-depth industry knowledge and enduring Member loyalty. It retains more than 93% of its Members with a third of its entire membership having chosen to insure with the Club for 20 years or more.

www.ttclub.com

“K” LINE Awarded CDP’ s “A List 2021” on Climate Change

Earning Highest Rating “A” for Six Consecutive Years

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) is pleased to announce that the company was recognized as “A List 2021”, the top rating, on climate change from CDP, which is a non-profit global organization (NGO) engaging in activities for realizing sustainable economy, on December 7. The “A List” is awarded to companies that are evaluated as global leaders in their response to climate change. We have been selected as “A List” for 6 consecutive years.

In this year, due to stricter evaluation criteria, the number of recognized “A List” companies have decreased from 280 in the previous year to 200 in this year, of which 55 are Japanese companies.

We have set environmental measures as one of the major pillars of our management plan. In November 2021, we revised our GHG (greenhouse gas) emission reduction target of the long-term environmental guideline “K” LINE Environmental Vision 2050 -Blue Seas for the Future-(Note1), which we released the revised version in June 2020, and we are taking on the challenge of raising our target even further to net zero GHG emissions by 2050.

We have already introduced the first LNG-fueled car carrier and are also working to introduce various energy efficiency technologies, such as wind power propulsion “Seawing”. In the second half of the 2020 s, we aim to introduce zero emission vessels powered by new fuels and will not only reinforce initiatives for reducing our in-house GHG emissions but also actively support projects aimed at a decarbonized society. These initiatives include support vessels for projects related to the renewable energy field, such as offshore wind power, transportation of new energy sources, such as hydrogen and ammonia, and carbon capture and storage (CCS) transportation.

The “K” LINE Group will put its full effort into the decarbonization of the Company and society with the aim of achieving a sustainable society and enhance corporate value.

(Note1) Please see the following for details of our “K” LINE Environmental Vision 2050.

https://www.kline.co.jp/en/csr/environment/management.html

“K” Line : Joint Approval in Principle (AIP) for New Concept Design of Ammonia Fueled Car Carrier

Kawasaki Kisen Kaisha, Ltd.(herein called “K” Line) and SHIN KURUSHIMA DOCKYARD CO., LTD.(herein called Shin Kurushima Dock) have joint AIP for the concept design of Ammonia Fueled Car Carrier from NIPPON KAIJI KYOKAI(herein called ClassNK).

As ammonia fuel does not emit carbon dioxide (CO2) during combustion, it is attracting attention as a next-generation marine fuel that will greatly contribute to the International Maritime Organization’s (IMO) strategic goal of GHG reduction by 2050, which is to reduce total GHG emissions by 50% from the 2008 level.

In this joint study, Shin Kurushima Dock, ClassNK and “K” Line formulated a potential risk assessment and safety measures for using ammonia as a fuel. Based on the safety evaluation of ammonia fuel, Shin Kurushima Dock and “K” Line worked on the development of a ship that can both reduce environmental impact and meet actual operational requirements.

While watching international regulations tendency of Ammonia fueled and infrastructure situation, we are planning to study ammonia fueled vessels in more detail.

AIP granting ceremony
( From left )  Dr. Toshiyuki Shigemi, Executive Director, Senior Executive Vice President, ClassNK
Mr. Yoshio Tanaka, Director, Executive Managing Officer, Shin Kurushima Dockyard
Mr. Toyohisa Nakano, Executive Officer, General Manager of Ship Technical Group,  K” LINE
An image of Ammonia Fueled Car Carrier

“K” Line has revised a part of its long-term environmental guideline, “K” LINE Environmental Vision 2050*1, and has set a new goal for 2050 ” to achieve net zero GHG emissions”.

The world is facing an urgent need to strengthen its measures to climate change, and governments and industries are accelerating their efforts to achieve net zero GHG emissions in 2050. Under such circumstances, our group is challenging to achieve a higher goal of “Net Zero GHG Emissions in 2050”, and this research is one of the initiatives that will lead to the goal in 2050.

As a comprehensive logistics group based on the shipping industry, “K” Line Group will continue to work to reduce its environmental impact in order to realize a sustainable society and increase its corporate value, based on its corporate philosophy of “contributing to the enrichment of people’s lives”.

*1 “K” LINE ENVIRONMENTAL VISION 2050 can be seen in below link:

https://www.kline.co.jp/en/csr/environment/management.html#002

“K” LINE Obtains VSPS Regarding Australian Quarantine for Car Carrier

Kawasaki Kisen Kaisha, Ltd. (“K” LINE) has obtained certification of “Vessel Seasonal Pest Scheme” (VSPS) from Australia Department of Agriculture, Water and Environment for car carriers under “K” LINE’s operation on November 18th, 2021.

The Australian Government has reinforced their quarantine at vessels calling at Australian port to prevent invasion of an alien species such as stink bugs which would harm agriculture, and car carriers and cargo will be strictly inspected.

Agricultural pest, like stink bugs that are inspection target invade vessels during loading operation in winter season in the Northern Hemisphere. Stink bugs tend to be more active as the temperature rises near Australian ports.

Therefore, from September to May, which are summertime in Australia, are regarded as high-risk season.

VSPS certification has been granted to shipping company that meets standards set by Australian Government. “K” LINE’s measures (conducting thoroughness of cleaning inside cargo holds before cargo loading, checking cargo inside cargo holds while voyage and so on) have been determined to meet their criteria.

VSPS approval enables to proceed quarantine smoothly when vessels call Australian port, and we expect it will reduce vessels’ schedule delay risk.

“K” LINE continues to make efforts to reduce risks of invasion of an alien species into Australia in compliance with Australian environmental policy and provide high quality and stable services.