Posts to appear on the #DidYouKnow section of the website

#DidYouKnow – Intro to the Cold Chain

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In the past year the Cold Chain has been in the spotlight. With the mRNA vaccines getting a lot of media coverage, people from all trades sought to understand why the logistics of transporting certain types of products at (sometimes very) low temperatures proved tricky.

The Cold Chain is not a new concept. It has been used for centuries to help transport fresh products, and with the emergence of freezing technologies it made it easier to transport frozen items and medicinal products across large distances. But what exactly is the Cold Chain? Why is it called that and why do we care?

We sought to address these issues in this month’s #DidYouKnow piece:

What exactly is the Cold Chain?

The Cold Chain refers to the management of products that need to transported at stable temperatures throughout the supply chain. Though not limited to pharmaceutical supplies, it has been in the spotlight over the past two years due to the risks associated with the pandemic-related vaccines potentially deteriorating during transport that can’t support the extremely low temperatures needed to maintain their integrity.

There are four main groups of products that fall under the Cold Chain systems:

  • Pharmaceuticals
  • Food
  • Beverages
  • Chemicals

What are the elements of a Cold Chain?

At the root of it, the Cold Chain is a series of logistic management steps taken to protect the integrity and quality of certain types of perishable products. These steps range in product preparation, storage and the transport itself.

The main elements are:

  1. Storage – the transport begins with the storage of the products in a refrigerated facility. These tend to be equipped with refrigerated containers, chillers, cold boxes, cold rooms, and blast freezers, among other things
  2. Packaging – The products have lower risks of contamination if they are properly packaged. This also increases the energy efficiency throughout the whole chain. To ensure proper packaging, refrigerants are used, which include dry ice, gel packs, phase change materials, Styrofoam or gel bricks.
  3. Monitoring – Careful monitoring of the conditions during all steps of the cold chain is essential. Cold Chain managers can monitor things like temperatures and environmental parameters. Nowadays the Internet of Things is being used to help in these processes, and digital software that allow for the management of transport are integral to monitoring the data collected by the sensors stationed throughout the supply chain.
  4. Delivery – The final step of the Cold Chain is the delivery of the product – and this step may or may not involve the provision of temperature-controlled equipment by the transport operators. This depends on the preferences of the buyers and end-users.

Classification

The Cold Chain has a set of standardised temperature ranges that helps transport operators determine which methods are most appropriate for the transport of their products.

  1. Banana – temperatures range between 12 degrees to 14 degrees Celcius
  2. Pharmaceutical – temperatures range between 2 and 8 degrees Celcius
  3. Chill – temperatures range between 2 and 4 degrees Celcius
  4. Frozen – temperatures range between -10 and -20 degrees Celcius
  5. Deep frozen – temperatures range between -25 and -30 degrees Celcius
  6. Ultra low – temperatures fall below -70 degrees Celcius

What kinds of temperature controls are we talking about?

In general the temperature controlled supply chains refer to cold temperatures – which is where the term “the cold chain” comes from. Typically the products transported along these supply chains need to be kept under stable temperatures that range from 2 degrees Celcius (35 degrees Fahrenheit) to negative 70 degrees Celcius (negative 158 degrees Fahrenheit).

What are the consequences of improper cold chain management?

The Cold Chain is very important in maintaining the functionality of today’s supply chains. Failure to do so could result in discolouring, bruising and bacterial growth, as well as product degradation. All of those could then have devastating impacts on public health, as well as affect the satisfaction of the end-users (which would then drive greater demand for the products).

What industries rely on the Cold Chain?

 The main industries that need to use temperature controlled supply chains are:

  • Food and beverage
  • Pharmaceutical
  • Chemical
  • Oil and gas
  • Military

European legislation

The European Union has come up with a set of guidelines on manufacturing and distribution practices of all products. These were designed to ensure both the safety and the quality of the products transported, and include specifications that would need to be applied to storage areas and transport equipment. For more information you can check out the EU Good Manufactoring Practices.

Sources:

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Nuclear Energy - Power Plant

The possible return to nuclear power in Italy

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As we start the year, Europe finds itself in yet another crisis – this time one surrounding energy. In this article, submitted to us by Giulia Esposito, we shine a spotlight on the latest developments in Italy, and the possible shifts in the energy transition that the country may be voting on in the near future. The article appeared originally on the Pronto Bolleta website.

The possible return to nuclear power in Italy

After the closure of nuclear power plants in 1990, and some 10 years after the 2011 referendum, when 94% of Italians buried the idea of a return to nuclear power, a new referendum is being considered in Italy to promote new nuclear power plants. Today, polls show a return of interest in this technology in the country.

In fact, while the European Commission is considering recognising nuclear energy and natural gas as green sources for energy production, in Italy the idea is being promoted that a return to nuclear power could also be a solution to the issue of high energy bills.

The reality is that, even today, there are still many doubts about the risks involved in reintroducing nuclear power plants in Italy: from the dangers of radioactivity to the absence of a national repository. In fact, the high cost of storage still weighs on the pockets of Italians – which could reach more than €60 million a year. We discuss this in this article.

Nuclear Energy 1

The EU nuclear proposal and the new referendum in Italy

In 2021 the issue of nuclear energy has come up in Italy, particularly following Roberto Cingolani’s – who is the Minister for Ecological Transition – expressed support for the return of nuclear power in Italy. This was then followed by a consensual agreement voiced by Matteo Salvini, Giorgia Meloni and Confindustria president Carlo Bonomi.

The year 2022 began with a draft by the European Commission on the recognition of nuclear power and natural gas as ‘green’ renewable energy sources – which they declared as sustainable and capable of accelerating the achievement of zero CO2 emissions in Europe.

Salvini’s support for this controversial energy source was slow. Riding on the wave of high energy bills that is sweeping the nation, the Italian Senator stated that he would like to call for a third referendum on nuclear power in Italy for an “independent, safe and clean” future. The last time a referendum on nuclear energy was called in Italy was 2011, when almost all voters (over 94%) voted against a return to nuclear power. At the time this was partly explained by the then recent aftermath of the tragic tsunami that had occurred a few months earlier in Fukushima (Japan), which caused several explosions and the destruction of a nuclear power plant.

With no such recent crises to fall back on, it will be interesting to see whether Italians today embrace the energy source or stay true to the sentiments voiced a decade ago.

The current state of nuclear energy in Europe

Today, there are around 128 active nuclear power plants in Europe, with France leading the way with 58 plants in operation, followed by the Russian Federation (32) and the United Kingdom (19).

Nuclear Energy Plans in Europe

The nuclear proposals, if supported by the 27 member states, would come into force in 2023. With this in mind, it will be interesting to follow the developments of the European Commission’s plan in the coming months, and to find out what the positions of countries such as Germany and Belgium are – countries that are famous for progressively abandoning nuclear power in favour of renewable energy sources.

 

The pros and cons of returning to nuclear power in Italy in 2022

Nuclear power is certainly a sensitive issue. Although a country may benefit from certain advantages, including production capacity, one cannot help but consider the risks linked to radioactivity and safety. Today, thanks to the evolution of the Internet infrastructure, it would be easier to monitor power stations. Nevertheless, with more than 60 nuclear accidents over the years, we have learned that even a small error could have catastrophic consequences – largely due to the radioactivity produced by nuclear power for an entire nation.

Nevertheless, polls in Italy seem to show an inclination towards a return to the construction of nuclear power plants and the production of nuclear energy. Possibly explained by rising energy bills, the numbers show that 51% of Italians would favour a return to nuclear power, despite the fact that in 2011 over 94% rejected the idea. But will Italy be able to bear the costs of storing radioactive waste?

The production of nuclear energy in Italy between 1963 and 1990 resulted in the production of atomic waste which, in the absence of a national repository, was mainly sent to France and the United Kingdom. Not only that, but even today we do not have a national repository. The only solution then, and now, is to store it abroad, which would cost the state about EUR 60 million a year.

In addition, this backlog costs between 1 and 4 million euros per year at each site in Italy. According to Sogin, we are talking about temporary small deposits all over Italy, including at hospitals who may have the facilities in place safe enough to store such waste. Today, Piedmont has the highest presence of radioactivity from nuclear waste, while Lazio has the highest quantity of toxic waste.

It would be imperative to determine how the waste would be managed if new nuclear power plants were to be built.

 

The possible benefits for the transport sector

The supply of fossil fuels is becoming increasingly difficult, resulting in higher costs for all transport actors. A limited resource is, for example, oil: the cost of supplying it is increasing, and can be seen through the rising prices of diesel and petrol. Fossil fuels also release a huge amount of carbon dioxide and greenhouse gases, resulting in the well-known greenhouse effect that the European nations are trying to minimise.

Despite the fact that the ‘electric’ alternative is becoming increasingly important, most transport in Italy is still powered by petrol and diesel. In fact, this is not only the case in a few cities but also in many of the main Italian provinces. This reliance on traditional energy sources results in both more pollution and high financial costs of fuelling large vehicles (including trucks, buses, etc). And while the adoption of new electric vehicles would be beneficial in the short term, the eventual adoption of nuclear power would be the missing piece to complete this “ecological” transition.

In fact, both electric and fuel cell vehicles could be more efficient due to the advantages of nuclear energy production. Electric vehicle batteries need energy to recharge, whereas fuel cell vehicles need hydrogen, which is itself produced from energy. If this energy were produced from nuclear power, the environmental impact would be minimal and the cost of energy would be much lower than with the traditional combustion engines that we are familiar with.

Overall, it can be said that the topic of nuclear power is incredibly complex, and though there are both advantages and disadvantages to this energy source, it will surely prove to be a multifaceted issue for Italians in the coming months. Europe, for sure, will be watching.

This article originally appeared on the Pronto Bolletta website. Source:  https://www.prontobolletta.it/news/nucleare-italia-2022/

Education is key for a new society

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Eduard Rodés - Director of the Escola Europea Intermodal Transport

Written by: Eduard Rodés, director of the Escola Europea – Intermodal Transport

As I write this, 2021 is coming to an end. Much like 2020, it has been one for the history books. Unlike 2020, however, it has been filled with silver linings. This year, at the Escola, we have successfully expanded our operations in the Italian shores, adapted our training programmes to the digital sphere (in response to the ongoing coronavirus restrictions), and successfully created a virtual port community that allows us to mimic freight forwarding operations in door-to-door supply chains. What does all of this mean, in the greater scheme of things? I have recently written an article, which was originally published on the CETMO website (in Spanish), which considered the implications of the changing nature of our societies on the educational and professional worlds. I thought that, to close the year, it would be good to share this article with you all. I hope that you enjoy it as much as I enjoyed writing it. If you have any thoughts or comments on it, feel free to write to us – this topic (as almost anything these days) is a fluid one and welcomes varying perspectives. 

Season’s Greetings and a Happy New Year to all of you who were, one way or another, influenced or affected by the Escola and our educational offers. 

“Paideía – “education” in Greek – for some becomes the only task worth devoting themselves to in life. The meaning of the word becomes richer and richer, and when Romans like Varron or Cicero needed to translate it into Latin, they chose the term “humanitas”. It became the starting point of European humanism and its later radiations”.

Irene Vallejo – Infinity in a Reed: The Invention of Books in the Ancient World

A new world?

We live at a time when the model of society is evolving at an accelerated pace, leading to a rethinking of many things. We all have a certain awareness that we will have to change the way we understand our society, and that this will involve a transition that will reshape our roles, what we are able to give and what we can expect to receive. We are also aware of the need to continue educating ourselves and our children and future generations about what each of us can and should contribute to society. To understand each other and to move forward, I believe it is necessary for us to specify the points or principles from which to start. In my view, our rights are legitimised when we fulfil our obligations. In order to arrive at education, I believe it is necessary to start from experiences that will predetermine the steps to be taken.

In all the things that are changing, the first element is globalisation, and as everything becomes globalised it seems clear that the United Nations, as a body representing all nations, has an important role to play in this transition. Its role is being debated, and has been debated even more as a result of the previous belligerent US administration on many fronts. In 2017, the United States decided to abandon the Paris Agreement signed by 194 nations in 2015, which aims to keep this century’s global temperature rise to well below 2°C pre-industrial levels, and to make efforts to limit the temperature rise to 1.5°C.

Upon taking office, President Joe Biden decided to return to the pact in January 2021 with the goal of bringing the country back into the Paris Agreement and joining the growing coalition of governments, cities, states, businesses and individuals who are taking ambitious action to address the climate crisis.

It is very important that countries are able to agree on global issues in order to deal with the adverse effects that climate change is currently causing coherently. It is even more important for these efforts help mobilise cities, businesses and individuals.

This strategy must be framed within the programme of the United Nations Sustainable Development Goals for the year 2030, whose, in my opinion, global approach must be highlighted. A basic pillar is that the goals cannot be achieved in isolation and that they must all be achieved to make their success possible. This requires the involvement and commitment of everyone.

A second element is the COVID-19 pandemic. The health crisis has evolved into a global problem in which countries, hand in hand with the United Nations, have had to coordinate and fight together to fence off the attacks of the virus, which by its very nature does not respect borders. Dealing with the pandemic has brought about a radical change in living and working habits. For almost two years, the way we do things and the way we communicate has undergone a major shift. There has been a digital explosion that has substantially transformed many sectors, and these effects will forever change the way we understand relationships and work.

A third element stems from substantial changes in production and supply patterns. It became apparent that large ships can block a vital transit points in international trade, such as the Suez Canal, that there are no containers to meet shippers’ demands, and that freight rates change the basis of the cost structures on which operations were designed. The VUCA (volatile, uncertain, complex and ambiguous) environment takes over and many of the basic paradigms begin to change.

The world has suddenly become too small for us, and we are now in the process of rebuilding a new reality that will doubtlessly be different. In the 5th century BC, Athens, invaded by the Persians, sought self-awareness. In other words, it sought to rebuild a new reality, with what they called Paideia or new culture. The German philologist Werner Jaeger gave it a more precise and evocative meaning in his great work: “Paideia or the formation of Greek man”. For him, Paideia stands for an education provided both by the city and by a formal education that is in harmony with what the city teaches informally. It could be summarised as follows: we can only form (in the sense of conceiving) on the ideas by which we were formed (in the sense of modelling) … and vice versa. Commenting on Plato and Protagoras, Jaeger wrote: “the harmony and rhythm of music must be communicated to the soul so that it, in turn, becomes harmonious and obeys the rhythmic laws.” (Paideia, p.361). This training was called Areté and was given to young Athenians in three areas: physical, mental and spiritual education. As a whole, it would be what we can today call civic education oriented in the light of their virtues and their devotion to public life.

A new education?

In the development of the learning model, in which it is necessary to re-interpret the role of the student and the teacher, it is prudent to consider the characteristics that it should have in terms of its possibility of adapting to the scenarios in which the education is to be carried out. In the course of the last decades there has been an evolution from a type of education called behaviourism to a new one called constructivism.

The conductive (behaviouralist) model is governed by a pre-set programme in which the teacher is the guide and instructor and the pupil is merely the recipient of this knowledge. This model was predominant until the middle of the last century.

From the end of the 20th century onwards, the constructivist model was developed, based mainly on the ideas of the Swiss epistemologist Jean Piaget. In the constructivist model, the protagonist is the learner, who plays an active role and must construct his or her own learning. The teacher in this case is a facilitator who guides and facilitates knowledge.  The very dynamic of the learning process is action-oriented, which favours its application in the business world.

In the case of projective education, learning is based on the creation of projects and the student must develop his or her research potential and put his or her conclusions into practice, using theory as one of the tools for their realisation.

The Escola Europea, since its inception, has been committed to a hybrid model based on constructivism and projectivism through practical experiences with our means (transport equipment and infrastructures) and the use of digital tools. This is attempt to respond to the new reality to be built in which the student is the protagonist of the learning process and in which practice is combined with the development of social skills such as teamwork, conflict resolution, negotiation skills, rhetoric and public speaking. Digitalisation plays a fundamental role, as it allows us to create virtual worlds that mirror physical realities at a negligible cost. The tools that have been developed in recent years mainly for driving vehicles, especially expensive ones (planes, ships, trains, space shuttles, etc.) are now entering the world of business and operations. Information and Communication Technologies (ICT) are becoming fundamental resources for education.

The YEP MED Project, which began in 2020 under the framework of the ENI-CBC MED Programme of the European Union, has entered this new territory through the creation of the portvirtuallab.com platform in which a Logistics-Port Community made up of avatars of the companies that comprise it makes the simulation of operations between the different operators in door-to-door transactions in international trade possible.  The contents have focused on the management of sustainable import and export operations in international trade from the perspective of a freight forwarding company. With this approach, it was necessary to understand the door-to-door operations and the entire logistics chain to be served, its external costs, passing through the ports and their operators: terminals, consignees, port authorities, customs, etc. The result has been surprising for everyone, as it has allowed the parties to reproduce operations that are practically identical to those from the real world, albeit in a virtual business environment. What started as a problem – with the forced implementation of e-learning as a consequence of the closing of all borders – has turned into an opportunity and the start of a new generation of simulation-based educational tools.

This opens up new training perspectives in which students can build their own training by carrying out projects on the import and export of goods, in which they have to collaborate in teams with students from other countries in order to successfully complete their operations – all from the convenience of their computers. The teachers become tutors and accompany them in the work of constructing the proposals and in carrying out the scaffolding to achieve the success of the projects to be carried out by each team. This teamwork, which corresponds to the current reality of companies, is a fundamental part of the learning process.

New professional profiles?

Education must respond to the challenges that societies face. Digitalisation, sustainability, English, the circular economy, blue skills… We have had a sabbatical year (actually six months) so to speak – one that made us rethink an important part of the educational strategies and forced us to take a major leap forward. As the young people in Spain would say, we have skipped four screens – by-passed many steps accelerated further by the challenging circumstances of the past two years.

All these elements, which were already important, have become critical for all companies in the sector. Digitalisation became a major element in the design of solutions. The internationalisation of the economy has become a fundamental element of progress in our economy for the well-being of our region. The environment is becoming a critical and discriminating element in terms of the viability of operations, becoming a fundamental part of the configuration of all the elements involved in the sector; from infrastructures to the design of products, taking into account the distribution processes and their recycling. These gave rise to so-called Multi-Local companies – small multinationals that export to and from innumerable countries. This calls for a new culture and a new way of doing things. To make this accelerated transition possible, adequate and easily accessible training will be necessary.

The MEDPorts Association carried out a study to identify professions that are needed in ports but which are not yet covered and in some cases not existing. The results were combinations of the requirements described above oriented to specific areas:

 

Algorithm expert

The responsibility of this expert will be to analyse information and evaluate results in order to choose the best solution and solve problems using algorithms. He/she/they will be an expert in algorithm design and software development.

 Head of cyber security

Their primary responsibilities will be to protect Port Authorities by developing security-focused strategies, effectively integrating and managing new or existing technology systems to deliver continuous operational improvements, and detect, respond to and mitigate threats. This role will require a deep understanding of cyber security capabilities including security and privacy strategies and governance, IT risks, security testing, technology implementation/operations and cyber crime.
Drones expert

This expert will be responsible for operating, testing and repairing drone devices to be used in a port. This role will require extensive knowledge of robotics.

 Legal IT expert

This expert will analyse information and evaluate how to find the best/most creative solutions within the framework of the law and take advantage of the possibilities offered by new IT developments.
Robotisation/automation expert

They will be responsible for planning, implementing and coordinating the progress of automation and robotics projects in port authorities. He/she will also provide judgement and analysis for the design, development and implementation of plans and procedures related to automation and robotics in ports. This profile may include a mechanical version that will have to build, install, test or maintain robotic equipment or related automated production systems.

 

Environmental Area

Energy transition manager

This manager will be responsible for the development of tailor-made energy transition plans in port authorities that will bring significant environmental and economic benefits. They should have the research and innovation capacity to find the best solutions to improve efficiency and environmental performance.

 Waste management expert

This person will plan, implement and coordinate waste management systems designed to maximise opportunities for waste prevention, reuse and recycling. They will provide guidance to improve efficiency, while addressing issues of sustainable waste collection, disposal, resource management and other related special features, including waste avoidance strategies at ports.

Cruise & city-port area

 

City-port relationship manager

Managing the city-port relationship more strategically is now fundamental for ports. It is one of the most important challenges facing city ports today. This professional will have the responsibility to show the way forward to transform the city-port relationship into a more productive one. They will have to lead the re-evaluation of the city-port relationship that questions everything from the structure of the port authorities to what the realistic expectations of their stakeholders should be.

 Cruise and tourism marketing director

The responsibility of this professional will be to promote the Port Authority as a preferred cruise destination and to achieve the planned growth and development of the sector. Close coordination with the city’s tourism managers will be essential. In carrying out this function, the Cruise and Tourism Marketing Manager will have to interact with the main partners in the private and public sector.

Other

 

Cold chain supply expert

Due to the increasing relevance of cold chain traffic, the position of cold supply chain expert will be needed to ensure the functioning of cold supply chains in ports. To do so, the supply chain expert will have to monitor stocks and orders as well as forecast future supply needs. This function combines analysis and reporting to ensure smooth transit of goods through the ports.

 Emergency manager

The main duty of this post will be to protect and preserve security in the port. Responsibilities include coordinating emergency response efforts and ensuring that the emergency authorities’ plans are properly implemented.
Expert in intelligent energy networks (Smart grids)

Smart grid engineers are responsible for designing systems that can regulate smart grids and make them work efficiently. The main focus of their work will be to improve energy distribution by making power grids more efficient. Their job will be to develop design plans and evaluate the effectiveness of these designs.

 Intermodal network manager

This manager will be a key contributor to the Port Authorities’ strategy. This position is a key element for any business where freight transport is essential. It will coordinate the main intermodal networks of the ports and ensure their efficiency and fluidity.
Public-private partnership manager

The main function of this manager will be to lead and support the creation of policies, strategies and programmes to accelerate private sector development and public-private partnerships (PPPs) in ports. They will also be involved in the development, structuring and delivery of PPP projects as well as port cooperation initiatives with public-private components. They will work directly with governments, private sector investors and financial institutions.

This exercise of identifying new profiles could be done with all types of companies in the sector, and the results would undoubtedly be remarkable.  This leads us to a disturbing reflection: are there teachers and training programmes to teach these subjects?

From the Escola’s experience we know that there are teachers who, by making an effort to adapt, can begin to prepare the contents and materials with the collaboration of the educational centres and, increasingly, the developers of training software. The Escola has recently carried out the first course of the programme derived from this study, dedicated to energy transition in port authorities. To prepare this course has not been an easy task and required the help and involvement of many experts.

What will we have to change?

A new society, with a new education, for new professional profiles necessarily leads us to the question of how training centres, their teachers and the students themselves will have to evolve. In a world in which the speed of change is constantly accelerating, it is necessary to build a model that allows rapid adaptation to these changes, at the risk of others being able to do so more efficiently, which could mean a significant competitive disadvantage.

The necessary adaptation process is not the result of individual action. It must necessarily involve a shared and synchronised strategy that must anticipate the general changes that may occur and how to deal with them well in advance.

A major part of this must involve joint collaboration between companies, knowledge centres and public administrations, which must be capable of adapting to the changes so that there are no distortions in the development of companies and in working conditions.

Collaboration and coordinated work by all the actors in order not to miss the boat. The development of the MEDPorts Partnership training programme would be a good example. Four training centres from four different countries have agreed to develop courses to start training in the profiles described. All the centres are directly involved in some of the content prepared by the other centres. This makes it possible to prepare a significant volume of training material in a relatively short period of time. Ports that compete with each other collaborate in training, and this is a powerful message for society.

Conclusions

Communities that progress are those that are able to adapt and learn.  Those that have the ambition to progress, which build on principles based on values, must first accept that today almost everything remains to be learned.  We must build a new world with new tools. We are facing energy, economic, digital, social and many other transitions. Each change will require new knowledge and new skills. It is the time for training, and this training must become part of our daily reality.

In the Mediterranean, the port sector must be a driving force for change. It must encourage and facilitate the processes of digitalisation, innovation, social, environmental and economic sustainability. The future will heavily depend on the ability to exchange goods and services, and goods will largely have to pass through ports. A very high percentage of companies will be influenced by the efficiency of their operators. Proper education and training is essential to help us achieve this. If it takes the creation of numerous specialised training centres, let us do it to make it possible.

Connecting Europe Express

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Written by: Lidia Slawinska

Written by: Lidia Slawinska – Digital Communications Manager Escola Europea – Intermodal Transport

As 2021 is drawing to a close, it is interesting to consider how far rail has progressed this year. With the 2021 Climate Conference highlighting the needs of the developed nations to hasten their efforts to curb CO2 emissions, the concept of rail has gained further promise in the eyes of many European governments. In this #DidYouKnow article, and in anticipation of the 2021 SURCO Operations II course which will take place in the first month of 2022, we decided to focus on one experiment recently launched by the European Union to try to evaluate the status of rail on the European continent – namely the Connecting Europe Express.

What is (was) the Connecting Europe Express?

The project was launched by the European Union to shine a spotlight on the various interoperability issues that currently plague the continent, as well as to highlight the cooperation of many companies and implicated parties from different nations. The project, which involved one train journey, lasted 36 days visiting 26 European countries with the ultimate goal of helping the public better understand what difficulties European rail faces in current times in efforts to become the preferred mode for both passengers and freight.

The actual “Express” comprised 3 gauges trains to allow for transit in all of the countries on the itinerary. Throughout its journey, which began on the 2nd of September 2021, the train traversed 20 000km through 33 border crossings. It made 100 stops and included 5 overnight trips. It did all of this with the support of more than 40 railway partners from numerous European countries.  It began its journey in Lisbon (Portugal) and arrived at its final destination in Paris on the 7th of October 2021.

Freight transport in the spotlight

There is no doubt that freight transport has a myriad of advantages over other forms of transport – notably in terms carbon emissions, comfort and cost. Though it is not without faults, it does provide an excellent solution to many transport companies who are seeking to diminish their carbon footprints and help bring to life the climate-protecting goals set by international organisations.

The Connecting Europe Express showed that through rail, both passengers and businesses could benefit. The project also shone a spotlight on the work that the European Union still has left in terms of conflicting and incomplete infrastructures that complicate the train journeys on the continent (the three gauges being one of the complications).

In terms of freight transport, the Express  was able to educate the public on the concept of the rolling roads. The train stopped at the Brenner Pass in Austria during its journey – a vital opportunity to highlight the advantages of train for truckers. The Brenner Pass is a connecting point from the road to the “rolling road” – a concept that allows trucks to pass certain segments of their journeys on the trains. The trucks can roll onto the trains, giving the drivers the opportunity to enjoy the comforts of a passenger train carriage. The rolling roads can now transport most types of lorries and have proven to be safe and cost-preserving (with the possibilities of avoiding tolls and fuel charges). The added publicity and awareness that was raised during this stop helped shine some light on such complementary options for truckers and road transport companies.

 The European Year Rail

This year has been declared the European Year of Rail. The European Union has spent the year promoting this mode of transport in spite of the complications imposed by the Covid-19 restrictions. The Connecting Europe Express was the EU’s flagship project – it helped both raise awareness for everything that rail has to offer, and to highlight what still must be done to ensure the optimal use of this mode.

Intermodal transport is the lifeline of the Escola Europea, and we have been offering courses that highlight the advantages and disadvantages of the various modes of transport since our inception. Rail became a staple of our courses in 2009 with the launch of SURCO (Simple Use Railway Connections). Our training offer continually adapts to the technological, environmental, and societal changes that take place in the sector, and the courses offer real-life case studies from professionals active in the sector. Our SURCO Operations II course also includes visits to Perpignan, where participants can witness actual rolling road operations in the Le Boulou Lorry Rail terminal.

If you are interested to learn more, you can head to the SURCO page on our website, or find out more about our upcoming course in January here.

Sources:

UN Sustainable Development Goals Wheel

Progress Networks

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On the 15th anniversary of the Escola Europea

Written by Eduard Rodés, Director of the Escola Europea

Written by Eduard Rodés, Director of the Escola Europea

It is unusual for a European project to celebrate its 15th anniversary. The Escola started its activities in 2004 for the promotion of short sea shipping in the Port of Barcelona with the 2E3S project funded by the European Marco Polo Programme. DG-MOVE created the Programme in 2003 with the aim of reducing road congestion, improving the environmental performance of the freight transport system in the European Community and promoting intermodality, thus contributing to an efficient and sustainable transport system. At the time the Port of Barcelona had two shipping lines operated by the shipping companies GNV and Grimaldi Lines connecting Genoa and Civitavecchia, which responded to the Commission’s approach. Organising courses to promote their use for road transport was a good practice for all.

The Marco Polo Programme offered a new approach to freight transport with the following objectives:

  • Using alternatives to road, such as short sea shipping, rail and inland waterways;
  • Supporting innovations that help overcome technical barriers to intermodal transport;
  • Using Motorways of the Sea in combination with other modes of transport;
  • Reducing the need to transport goods by road through improved logistics;
  • Addressing training and other soft factors within the transport business.

The initial project that created the Escola was followed by two others in the same Programme, which were adapted to its objectives : GLAD (Green Logistics Action and Deployment) for the internationalisation of the Escola’s activities to other countries of the European Union – through a network of countries; and LIFE (Logistics Intermodal Freight Enhancement) for the implementation of training activities that focused on rail intermodality: railway network.

The fact that the Escola obtained three consecutive projects from the Marco Polo Programme gives us an idea of the uniqueness of the activities and its unprecedented value. The realization of the courses, considering the participation of students and teachers from Belgium, Portugal, Italy, France and Spain, gave rise to the creation of a network of professionals specialized in intermodal transport of the first order.

History cannot be explained without recalling that the Motorways of the Sea (MoS) were (and still are) a crucial element in the European transport policy. Their strategic importance was reaffirmed with the revision of the TEN-T guidelines, which defined the MoS as the “maritime dimension of the Trans-European Transport Network”.

The revision of the TEN-T guidelines is inspired by the White Paper “Roadmap to a Single European Transport: Towards a competitive and resource efficient transport system” published in 2011. That document changed many things because, in a way, all of us who work in the world of transport and ports began to understand the system as a network to be built. A network that requires efficient and resilient infrastructures, clean and sustainable energy, and integrated and easily accessible communication and documentation exchange systems. It also meant that the maritime dimension is part of the land dimension. That maritime, road, rail and waterway services are elements of the same system and must operate collaboratively and in synchronicity to offer competitive solutions.

The Escola has identified its 15th anniversary with the construction of such networks. Networks are a main element in the construction and progress of societies.  I use the word progress, and not development, consciously and intentionally. I believe that one of the main debates in our society today is to decide whether we direct our efforts to the continuing policies of growth or whether we contribute to the construction of a new society that seeks the welfare of people through sustainable economic, social and environmental policies.

The three basic networks that shape our economy and our way of life are transport, energy and communications.  Ports have been major nodes in the structuring of these networks and have facilitated the movement of people and goods over centuries. The people involved have brought and carried knowledge, culture, art and customs between territories. In one word, progress.

Over the past fifteen years the Escola has made a small contribution to these developments. It did so by trying to make ports the engine of change; training the people who decide and manage logistics chains to make decisions based on social values and virtues (in the Greek sense of the word ‘virtue’); all of which brought the capacity to bring about improvements for society. It also contributed to the creation of a network of complicity based on the sharing of an alternative way of thinking and acting – one that is based on who we are and what we do, and that seeks a better world for everyone.

This network was built little by little, incorporating training centres from other countries, training trainers, training professionals and students. It was built by creating strong and committed logistic-port communities, capable of working together to do things better.

The Escola is a small actor in the large network of people, institutions and companies that seeks to achieve the sustainable development goals of the United Nations by 2030. In that year the Escola will turn 24 years old, or 25 if we count from the start of regular courses in 2005. I would like for all 17 SGGs to be achieved by then, and that with our activities we will have contributed to achieving them. We will continue working to try to do so, knowing that what is important is the journey, the companions on the journey, the values that inspire it, the discoveries we will make in each port we meet and the communities we want to build.

I would like Europe to be able to look at what started as a project for the promotion of a transport network, and turned into a network of people and collaborations of Mediterranean ports working together for a better society, with pride.

Eduard Rodés

Director

Arete Statue

Human Capital

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On the 15th anniversary of the Escola Europea

Written by: Damià Calvet, president of the Escola Europea and the Port de Barcelona

I took up the post of the president of the Port of Barcelona a few months ago, and in this time I have been experiencing a multifaceted reality of the port – or ports, because there are more than one – which includes its different activities, projects and the people that comprise its community.

In the planning of the duties that have been entrusted to me when I was appointed, I always keep the mission of the institution that I represent in mind. According to the recently approved 4th Strategic Plan, the port was recognised as the body responsible for guaranteeing services that facilitate the competitiveness of its customers, and that create value for society: through infrastructures and services offered to the society to which it is indebted.

For the first time the 4th Strategic Plan was drafted with the collaboration of the Port-Logistics Community. Five work groups were created based on the main areas of activity and traffic of the port, fostering a participatory and integrative model that included not only the port community but the end customers as well, alongside all public and private agents involved and interested in the future of the port.

This means that an important part of the outcome of the port’s strategic approach depends on the people who work in the port community, and therefore its limit is the capacity and success of those who make up its human capital. More than 200 representatives of the stakeholders of the port logistics community wished to be involved in the drafting of the plan.

The Fourth Strategic Plan opts for a three-dimensional Strategic Objective, which reflect the three pillars of sustainability -the first attribute of the logistics hub of Barcelona – economic, environmental and social. The three parts are considered inseparable, therefore achieving one of the parts without the other two cannot be considered a success. All three parts must be achieved simultaneously. The port cannot grow economically without reducing the environmental footprint of its activities or without consolidating quality employment.

The Port’s Strategic Objective is in line with the United Nations Sustainable Development Goals (SDGs). The SDGs focus on the same three components of sustainable development that underscore this strategic plan and the action plan for the next five years.

For social sustainability the recovery and slight increase in pre-COVID-19 employment is vital despite the intense processes of digitalisation and teleworking. Quality employment on port land is the main benefit that the Port brings to the community that hosts it and compensates for its negative externalities and the physical and mental barriers involved in the fact that it lies in a privileged location for citizens.

Collaboration among members of the port-logistics community becomes a must. This includes a considerable spirit of collaboration with all public and private entities with which the port is obliged to interact, especially with the two cities on whose land it lies, Barcelona and El Prat de Llobregat. It is vital to deepen the cooperation with the organisations lying near the port and especially with the Consortium of the Free Zone (Zona Franca), Mercabarna and the Airport of Barcelona. We need to make the most of the synergies of these three entities to generate wealth and employment. Collaboration with other ports, both nearby (Tarragona first and foremost) and far away, and with logistics operators located outside the port precinct, comprise one of the main added values of Barcelona with respect to other port competences. The ports also mustn’t forget the training centres and research bodies.

Proposal of the Placeta de l'Arete

Proposal of the Placeta de l’Arete

The port must put people at the forefront, setting social cohesion as an essential objective of its strategy by generating high-quality diversified employment. It must orient its strategy towards the interests of two main groups: port workers and the citizens of the two host cities, Barcelona and El Prat del Llobregat. It can do so through fostering training, employment, entrepreneurship and talent attraction; promoting equal opportunities; integrating the port into the urban and metropolitan environment; and finally, ensuring the health, safety and security of people and facilities.

Promoting the employability of people in our immediate surroundings will facilitate the creation of new companies through entrepreneurship and the development of an innovation ecosystem in the logistics and transport field to help attract talent and thus offset automation and digitalisation processes that involve a net destruction of jobs.

The promotion of the Blue Economy will create new jobs and this calls for an integrated port-logistics training centre as part of the knowledge, innovation and training hub at the port of Barcelona. This will serve to promote port culture and port identity and foster knowledge of the port among the populace.

Gender equality and multiculturalism in the port environment are factors that contribute decisively to turning organisations into innovators and leaders in our hinterland: the Barcelona Metropolitan Area, Catalonia, Aragon and the Eastern Pyrenees. This also applies to our sea hinterland: Italy, Morocco, Algeria, Libya. Tunis, Greece, Turkey and Egypt.

The Escola must play a leading role in the development of this strategy. From its knowledge of these areas and its proven effectiveness in international projects where knowledge – Sapientia – plays a fundamental role.

May this Sapientia illuminate the path we must travel together.

Happy anniversary!

Hydrogen

A Spotlight on Hydrogen Fuel Cells

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Written by Lidia Slawinska

Written by: Lidia Slawinska, Digital Communications

Over the past decade hydrogen has really taken centre stage in the search for an alternative fuel for maritime transport. Different applications of the gas have been researched and trialled in various maritime scenarios. The most recent and most successful case in recent years, without a doubt, has been the development and implementation of hydrogen fuel cells. In this #DidYouKnow article we take a look at this technology and consider its impact on the maritime industry.

Hydrogen Fuel Cells

Fuel cell technology has been around since the early 1800s. A fuel cell is an “electrochemical energy conversion device that was invented in 1839 by William Grove to produce electricity by combining hydrogen and oxygen into water” (GenCell Energy). Like regular batteries, fuel cell batteries can convert potential energy into electricity, and result in heat as a by-product. In the 1950s, in the heart of the Cold War arms and space races that took place between the USA and USSR, liquid hydrogen was explored as a powerful fuel and finally used to send rockets into space – taking it one step closer towards the hydrogen fuel cell.

In recent years this technology has been considered for freight transport journeys. As more and more research is being done on different sustainable alternatives to fossil fuels, fuel cell technology took centre stage. Using the example of green hydrogen to power ships, researches have adapted Grove’s traditional concept to be able to use hydrogen’s energy and convert it to electricity and heat, and therewith power the vessels’ propulsion mechanisms. In other words, hydrogen fuel cells combine hydrogen with oxygen, and therewith produce electricity. The hydrogen is sourced from a tank that is built into the cell, where it then reacts with oxygen that is “sourced” from air. The resulting chemical reaction produces electricity, water and heat. The water and heat are released as water vapours, and thus are considered zero-emission by-products.

The electricity provides continuous energy to the ships as long as the cell is fed with the “fuel” – in this case hydrogen gas. This proves to be an advantage over conventional electric batteries that have a fixed shelf-life or need recharging . Fuel cells generate very little noise pollution, can easily be modified for different-sized vessels, and have no distinct moving parts. There is a general consensus that the vast majority of vessels could easily be retro-fitted with this technology – therewith lowering the carbon footprint of the shipping industry.

Hydrogen Sourcing

 It is not difficult to understand why scientists are excited about such capabilities of hydrogen – as it is the most abundant element on our planet. However, it is rare to find it in its isolated form. It can found in water and other hydrocarbon chemical elements such as methane. In order for it to be used in hydrogen fuel cells, the element needs to first be isolated through chemical, biological or solar-driven processes. (An interesting side-note is that nearly 85% of hydrogen is already being produced daily in fossil fuel refineries during the processes of removing sulphur from gasoline).

There are sustainable sourcing solutions utilised by some companies in the world. Hydrogen can be produced using biogas, or through electrolysis that uses electricity generated by solar or wind power. Relying on such sourcing alternatives will help keep CO2 emissions low from the entire hydrogen fuel operation in the transport sector.

Sustainable Shipping

One kilogram of hydrogen has the same energy density as a gallon of diesel.

At the end of the noughts, the European Commission began to direct its policies more actively towards sustainable transport amid growing concerns related to climate change. In the 2008 European Strategic Energy Technology Plan, hydrogen and fuel cells were singled out as the new technologies that would help the transport sector achieve a 60-80% reduction in GHG by the middle of the century.

Because hydrogen fuel cells already exist, and don’t require a huge investment of shipowners to install them in vessels, they are being considered as a fore-runner in the field. William Alan Reinsch, Scholl Chair in International Business estimates that “hydrogen fuel could replace 43 percent of voyages between the United States and China without any changes, and 99 percent of voyages with minor changes to fuel capacity or operations.”

Currently there is already one hydrogen powered ship – the Energy Observer – carrying out a six-year trip around the world. In its virgin voyage, the ship uses solar panels, wind and wave turbines to power the process. Its success coud determine whether the method could prove efficient and effective for various ocean voyages.

Challenges to Hydrogen

It wouldn’t be prudent to assume that hydrogen was the faultless solution that would eliminate all GHG within the shipping industry – as it has some challenges and complications. Hydrogen gas is extremely flammable, and its chemical properties mean that it can burn at both low and high concentrations when combined with oxygen in an uncontrolled reaction. Shipowners need to make sure that important safety measures are in place to lower the risk of such explosions during their transport and storage.

An added complication that would need to be addressed is that the element (even in its liquid form) is very energy dense. This means that the fuel cells themselves take up more volume on larger vessels – potentially lowering the profitability of the voyages themselves for ship owners (with diminished cargo spaces on the vessels themselves).

Finally, the cost of the type of hydrogen sources is also important to take into account. Hydrogen Fuel Cells use so-called “Green Hydrogen” (there are three types – Gray, Blue and Green, with Green being touted as the most ecologically sourced) – which currently is the most expensive hydrogen available on the market. For the shipping industry to be truly sustainable, this is the hydrogen type that would need to be used, and therefore its costs would need to be adjusted to make it appealing to the private sector.

A Greener Future

There is no doubt that the path ahead for the shipping industry is difficult and full of unknowns. There is no one-answer-fits-all solution to try to eliminate GHG emission from the oceanic trades. Different solutions are currently being tested and are being developed at astonishing rates. More than one would need to exist for the goals set by the IMO for 2050 to be reached.

Hydrogen Fuel Cells are proving to be very effective and, if embraced by the shipping industry, could prove integral towards the goal of zero emissions maritime transport. Even though no giant vessels have embraced the technology, smaller ferries and ships have begun operating in the USA, France, Norway and Belgium. Moreover, “oil major Royal Dutch Shell has invested in several hydrogen production projects in Europe and China, arguing that hydrogen is “advantaged over other potential zero-emissions fuels for shipping,” as attested by William Alan Reinsch – a huge sign that even the traditional fuel sourcing companies are coming on board.

There is still a long road ahead, but with the continuous innovations from scientists and financial contributions from big players in the industry, the goal of achieving global net zero emissions by 2050 could, perhaps, be attainable. Hydrogen fuel cells could be responsible for a significant step in that direction.

Sources

Container terminal at the Port of Long Beach

Zero Emissions future – the case of the Port of Long Beach

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Written by Lidia Slawinska

Written by: Lidia Slawinska, Digital Communications

A net-zero operating terminal is a milestone that most ports around the globe are working towards – as it would mark a significant step towards sustainability. This summer, one port has achieved this remarkable step and begun operating a container terminal that is equipped with nearly all electric and zero-emissions equipment. Already news sources are reporting it as one of the most technologically advanced cargo terminals globally. We are, of course, talking about the Port of Long Beach – and the Long Beach Container Terminal at Middle Harbor (in California, USA) – and we wanted to take a look at it in this #DidYouKnow article.

A decade in the making

The port begun work on the project in May 2011, with an initial estimated cost of $1.5bln. The project was divided in three distinct phases. The first phase was completed in 2016, after which 151 acres opened for business. The next year the terminal was expanded to reach 191 acres, and the final phase of the project ended in July 2021. The Container Terminal now boasts with 300 acres in size, has a completed container yard, a modern administration buiding and an on-dock rail yard to allow for intermodal traffic. The concrete wharf can also receive and process three massive ships at once, with fourteen gantry cranes able to service the shoreline.

The terminal is expected to expand through the North Gate Expansion by 2025, adding an additional 3 acres to the already impressive surface area of the facility.

Net zero emissions

It is doubtlessly difficult for ports to make sure that their operations are carbon neutral – and in line with the global environmental agencies recommendations for the protection of our climate. How did the Port of Long Beach achieve its net zero emissions?

First of all – it ensured sufficient on-shore power supply stations on the berths. All of the vessels are now able to shut down the diesel engines while stationed in port and can connect to the local electrical grid.

Secondly, during the construction it was ensured that all of the major structures were built with features that allow them to save both electricity and water, meeting the American Leadership in Energy and Environmental Design standards.

In-terminal operations are carried out by automated guided vehicles that rely on transponders in the asphalt to manoeuvre around the containers. These vehicles are battery-operated and are also capable of recharging themselves.

The final aspect of the Californian terminal is the emphasis that has been placed on faster truck turnaround times, which further reduced the port’s emissions.

Intermodality at the forefront

There is no doubt that one of the aspects that port terminals can focus on is to increase their intermodal capacities – as bringing trucks off the roads would significantly lower the GHG emissions produced by their diesel engines. The Port of Long Beach was not an exception, and in its construction has included a intermodal rail yard that includes 70,000ft of tracks. “There are 12 tracks, and each is almost a mile long,” says Thomas Baldwin, director of project management at the port. “There are four storage tracks, and eight working tracks. Five dual cantilevered gantry cranes with room for a sixth. It’s one of most modern railyards ever built, with 1.1 million-TEU capacity ” (August 20th, 2021: ENR). In the near future, the port is also planning to expand its on-dock rail capacity to 35%, acknowledging that one fully stacked train can replace up to seventy-five trucks on the road – further alleviating the pressure on our environment.

Innovating into a clean energy future

Becoming a green port is no small feat. There are many innovative ports in the world that have already incorporated significant changes to their operations to lower their emissions and thus conform with international standards. The Long Beach Container Terminal can certainly be used as an example for other ports to follow, as it shows the signs of being the world’s first “all-electric, zero-emission mega terminal” and “will [help the port] increase [its] throughput, improve air quality and maintain [its] status as a leading gateway for trans-Pacific trade” – as was highlighted by Maria Cordero, the executive director of the port (August 23rd, 2021: Splash 247).

Sources

The Ports of Rome and Lazio, the Italian “Community” boosting the training of logistics operators of the future

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Guiliana Satta

Written by: Giuliana Satta, Port Authority of Civitavecchia

At a difficult and uncertain time such as the one linked to the pandemic crisis due to Covid-19, projects such as “Youth Employment in the Ports of the Mediterranean” are of fundamental importance, especially in view of the messages, at the European level, that are becoming the basis for the future and that are at the heart of the Italian National Recovery and Resilience Plan. Today, more than ever, it is necessary to reverse development models and in every sector. And this is what is being done through the YEP MED project, co-financed by the European Union’s ENI and led by the Escola Europea, and in which the Port System Authority of the Central-Northern Tyrrhenian Sea is the only Italian partner present. With the contribution of the entire local port logistics community, which was formed last March following the signing of a Memorandum of Understanding, the project aims to increase and improve employment opportunities through the creation of real dual learning programmes with job placements, therewith strengthening the role of Small and Medium Enterprises operating in port ecosystems for future jobs creation.

The port of Civitiavecchia

In today’s historical moment, the Italian Port Authority is focusing on specific training of human capital to increase the skills of each individual port operator. To ensure that this can happen, it is essential to strengthen cooperation between actors who, on a voluntary basis, as happened with the creation of the Port Logistics Community (‘Community’), a. re willing to build a common strategy to contribute to the competitiveness of the entire port system in Lazio through the development of professionalism. Together with the “Community”, the Ports of Rome and Lazio will be able to build a global strategy in relation to the development and training of human resources that will have to be in line with the new demands of the labour market. To achieve these objectives, they are working closely with specialised training institutions to develop appropriate training programmes and establishing national and transnational partnerships with members of other port communities to exchange knowledge and best and most suitable practices.

The “Community”, made up of operators, associations and institutions, will hold regular meetings which will be coordinated by the representatives of the Port Authority. This will be done on the basis of a programme that will incorporate an annual calendar and a list of training activities. The sectors in which the Port Authority will focus on will concern Ro/Ro cargo traffic and the reception of large container ships in particular, with the YEP MED project aiming to play a major role in this new phase of maritime transport and logistics.

Container traffic at the Port of Civitavecchia has been consistently growing

Another important element in this initiative of the Ports of Rome and Lazio is a view to create new and foster existing commercial links with the countries of North Africa, with the ultimate aim of better improving the cooperation between the ports of the North and South of the Mediterranean. The entire port community believes in this interesting project, which incorporates 11 partners representing 7 countries from around the Mediterranean – an area in which the port of Civitavecchia is aiming to foster growth in the coming years. Today, in order to assess the growth and strength of a port, human capital is a fundamental element: it is the actions, energy, skills, strength and enthusiasm of the people that make the difference in successful port operations. Hence the importance of the YEP MED project. Vocational and educational training are essential for the training of the workforce, particularly the technical and highly specialised workforce that should live and gravitate in and around ports. For this reason, it is necessary to develop increasingly articulated professionalism in relation to the transformations imposed on shipping and logistics by the computerisation and digitalisation of processes, which will bring about more radical changes in the next five years than those that have taken place in the last 50 years. Therefore, having a high level of professionalism today and training young people will allow us to have a growing human capital for the next 30/35 years, with prepared professionals who will be protagonists of the positive change.

Talent is our organisation’s main asset

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The world of employment has always seemed daunting to young people. Having completed either higher education or specialised training programmes, young people frequently lacked the technical know-how that was expected of them from the get-go. Traditional educational models haven’t focused on practical experiences to prepare the youth for the challenges of the future. Nevertheless they have always represented talent – a sea full of potential for companies to seek new talent from. In recent years, and in particular following the technological advancements of the 21st century and the shifting employment environment after the Covid-19 pandemic hit, employers now began to focus on seeking true potential from new employees – and have begun to value life experiences and other soft skills over technical experiences that mattered so much more in the past – changing the aspects of their employability. As the Escola has been focusing on improving the employability of youth in recent years, in particular in light of the YEP MED project, we wanted to understand the approaches used by companies to source their talents.

In the following article, José del Moral from the Barcelona Talent Logistics company, talks about the evolving approaches of companies seeking new employees.

José del Moral

Written by José del Moral, CEO, Barcelona Talent Logistics

“Talent is our organisation’s main asset”. Apart from an absolute truth, this is one of the most recurring statements in the speeches of CEOs and business leaders when addressing employees in the frame of meetings and events’ celebrations.

However, how does the activity look like when it comes to Talent Acquisition and Management in the Logistics industry? Thorough studies on this subject, platforms like Glassdoor and several public/private institutions in the EMEA (Europe, Middle East and Africa) region seem to agree on certain trends and scenarios:

  • The average time from the moment a white collar vacancy opens up until new talent is in place is around 90 days.
  • Staff turnover in the first 3 months from start date is nearly 22%.
  • Regarding the level of satisfaction with their role, survey metrics show a range between 60-70% of detractors/neutrals out of all employees in the sample, 3 months after joining.

The above, along with massive other data and indicators, reflects an immense cost in terms of productivity, work environment, staff turnover/burnout and employee’s lack of trust, while the financial impact for the organisation is ultimately enormous.

“Talent is our organisation’s main asset” should not be just a declaration of will, but serve as the kick-off for a well-developed plan to acquire and nurture talent to the highest level according to the business needs. No excuses, no appeals. Logistics enterprises need to further develop their vision towards this subject and make a commitment to upgrade their levels of professionalism so as to improve competitiveness in the market.

Making logistics enterprises increases their competitiveness, by upgrading their acquisition and management of talent. This is the exact goal companies like Barcelona Talent Logistics focus on, while delivering excellence in 5 key stages along the way:

  1. Talent Needs Analysis: This is where one of the main problems usually lies. The lack of in-depth understanding regarding the exact need that the business requires makes the purpose of acquiring the right talent unfeasible. A clear insight into the role, its requirements, work environment, organisational culture, reporting lines, department’s structure or company’s concept must be the base line for each single process to acquire talent.
  2. Talent Mapping and Segmentation: This activity should always be conducted before the need to do so comes up. A proper identification of all potential candidates for a particular role is a work to be done upfront, not to delay the process for the acquisition of talent later on. A thorough knowledge of the logistics talent community and powerful software for talent segmentation and lead nurturing is crucial for the success of the strategy in Talent Acquisition.
  3. Candidate Assessment: Behavioural patterns are far better predictors of future performance than any other indicators in most of the roles in logistics. However, are we assessing behaviours properly, along with traits, qualities, hard skills, cognitive capabilities, expectations, motivations, financial needs,…? Once again, a great part of this activity must be performed before the need for new talent, to avoid losing efficiency afterwards throughout the process. Additionally, technology and artificial intelligence need to be applied within this stage, as we will need massive amounts of data to be exchanged with leads and candidates, all the while avoiding setting time-consuming tasks for them.
  4. Decision-Making Process: hiring managers and business leaders are the ones to decide what exact talent will be hired for a particular role. However, decisions made in this stage may lead to losses/profits in dozens of thousands of euros. Therefore, this is actually the stage where Talent Acquisition experts must provide valuable and structured information to the business more clearly, so as to maximize the chances of making the right choice.
  5. Appraisal and Performance Management: certainly, acquiring the right talent, at the right moment, in the right place is a great advantage to make the business succeed. However, employees life-cycle is influenced by a wide range of factors, which need to be assessed on a regular basis by experts in talent management. Thus, managers will have access to up-to-date data and thorough analyses concerning the talent under their scope, for them to lead their teams appropriately and create, consequently, a positive impact on the financial performance of the business.

 Logistics is one of the most added value activities across companies, thus it must be left to logistics experts. Talent, on the other hand, is the most valuable asset in any company, and thus its sourcing must be brought to talent acquisition experts.

José del Moral

Chief Executive Officer

Barcelona Talent Logistics