5 things you didn’t know about APM Terminals Pipavav


1 - APM Terminals Pipavav is located “in the middle of nowhere”, as described by  Managing Director Prakash Tulsiani. The port shares its basic facilities, e.g. firefighting services and a medical centre, with the surrounding villages.  

2 - APM Terminals Pipavav is connected to India’s national rail network (the largest in the world) via a 269-kilometre railway line built in partnership with Indian Railways. Some 65% of all containers are transported from the port by rail.  


3 - APM Terminals Pipavav is listed on the Bombay Stock Exchange and the National Stock Exchange of India. APM Terminals owns 43% of the stock. The remaining 57% is primarily owned by mutual funds, foreign institutional investors and pension funds.  

4 - In the words of Managing Director Prakash Tulsiani, APM Terminals Pipavav handles end-to-end activities of a port “all under one umbrella”, including receiving vessels, storage and the delivery of cargo. 


 5 - APM Terminals Pipavav has received an award for its dust control. On one side of the coal storage, a fabric curtain slows the wind. On the other side, a water curtain catches any coal dust which prevents damage to the surrounding area.

Facts taken from the Maersk Post July 2014 issue

Learn more on APM Terminals Pipavav here

APM Terminals’ approach to responsible procurement

Operating a responsible business means integrating sustainability into our dealings with business partners and suppliers through our compliance and responsible procurement programmes. It also covers how we interact with society through our tax contributions, and our support in humanitarian disaster relief efforts.

In our work with responsible procurement, we focus our efforts primarily on suppliers where high social and environmental risks are prevalent in their operations. Container- handling equipment manufacturers, for example, demand the highest attention to personal safety, labour conditions and environmental risk management. It is essential that their workers can carry out their jobs under safe and decent working conditions, and can expect fair and respectful treatment.

By the end of 2013, APM Terminals registered 115 suppliers in the responsible procurement programme, and assessed 15 suppliers against our Third-Party Code of Conduct. Assessing the practices of a supplier may take several weeks and includes engaging the supplier around the specific topics and requirements detailed in our Code of Conduct.

Responsible procurement integrates sustainability into purchasing decisions, contributing to advancing the respect for human rights, ensuring labour standards and protecting the environment.

Supplier learns and improves through responsible procurement

One of the key suppliers to APM Terminals is ZPMC, a Shanghai-based crane producer employing approximately 25,000 people. 

In 2012, ZPMC opened their doors to A.P. Moller-Maersk Group’s responsible procurement programme conducting their first performance assessment against our Third-Party Code of Conduct. A year later, ZPMC had improved on 26 non-compliance items and had begun to implement a system to ensure compliance with social compliance policies including management oversight.

ZPMC has expressed appreciation
for the programme and collaborative approach, and reports increased employee satisfaction with safety conditions and the relationship between management and employees.

“Since joining the responsible procurement programme, we have seen some positive changes happening. Management has shown a clear commitment to corporate social responsibility and after last year’s improvement project our employees find that their workplace safety has improved,” said Mr Liu Jianbo, Vice President of ZPMC.

Article taken from APM Terminals Sustainability Report 2013

A thirst for water


Justino Rodriguez Solano, Project Implementation Assistant at Lázaro Cárdenas, is all about embracing the outdoor lifestyle.

From miles of beaches lined by blue-green sea glistening in the sun, to deliciously relaxing hot springs heated by inactive volcanos, life in and around the port city of Lázaro Cárdenas, southern Mexico, is all about the great outdoors. And no one knows this better than 51-years old Justino.

“I love spending time with my family visiting beaches, river mouths and hot springs,” says Justino, husband to Olivia since 1991 – ‘his best chief’-, and father of 21-years old Rosanna and 17-years old Arlette.

“Fishing is another favourite activity of mine but one I do by myself as my wife and daughters find it boring.”

Cleary, being in or around water is where Justino feels best. So what better place to work than on the construction site of the Lázaro Cárdenas Terminal 2 (TEC2), a new deep-water terminal currently developed by APM Terminals?!

“To witness the birth of the Lázaro Cárdenas Terminal 2 from its foundation makes me very proud to be a part of this​ project,” says Justino. “It comforts me to work for APM Terminals, a world-class company that transforms and innovates to create such extraordinary sites.”

Previously a yard Supervisor at APM Terminals’ Lázaro Cárdenas Inland Services, Justino joined the TEC2 constructions that began in November 2012 to help with the coordination of matters related to Port authorities, contractors and environmental surveillance.


As Project Implementation Assistant, Justino passes on his knowledge and expertise ‘to the benefit of job performance’ with everyone on the construction site, individuals who he has come to consider as more than simple colleagues:

“The happiness and sadness of one affects us all as we see each other as part of one big family,” he says.

Protecting his extended family is a key aspect of Justino’s job, as he places particular emphasis on safety every day.

“Promoting safety in each construction phase is a prime concern. It is not just about drawing the attention of our workers to the issue of safety. It is about raising awareness and changing behaviour in order to ensure everyone goes home safely,” Justino says.

Never has this been more important than since a tragic incident in May 2013 shook Justino to his core: the sudden appearance of a sinkhole at the TEC2 building site resulting in two fatalities.

“The saddest moment for me at APM Terminals occurred when I lost my two colleagues,” Justino explains. “This event marked a ‘before’ and ‘after’ for me in terms of safety.”​

While this incident was not preventable, Justino is “now always looking for ways to proceed to ensure this does not happen again.”

It is not only the safety of his colleagues that Justino looks after, but also that of the environment on and around the construction site.

“I coordinate periodical testing of the water quality in the channels. I am also involved in reforestation projects and the relocation of flora and fauna from the construction site to similar sites nearby,” he says. “This is a facet of the job that I very much enjoy.”​

Investment at APM Terminals Algeciras puts Spain’s Largest Port on Top in the Mediterranean


Terminal upgrades and the installation of four new cranes to serve regular 18,000 TEU calls contributed to 6.6% port volume growth in 2013, overtaking Valencia as busiest; safety and sustainability set new standards as well.

A USD 73 million investment to upgrade four existing cranes, along with other infrastructure improvements to APM Terminals Algeciras, has helped to make Spain’s largest container port the busiest on the Mediterranean sea, with an overall throughput of 4.33 million TEUs, representing an increase of 6.6% over the 2012 annual volume. APM Terminals Algeciras, the busiest terminal (by equity share) in the APM Terminals global terminal network, handled 3.29 million TEUs last year, accounting for 76% of the port’s container throughput, enabling Algeciras to overtake rival Spanish port Valencia as the top container port in the Mediterranean. The majority of APM Terminals Algeciras’ volume was transshipment cargo for Africa and Latin America.

Four new cranes were delivered last month to APM Terminals Algeciras by Chinese manufacturer, ZMPC.

“Our ongoing program of improvements aims to set the standard for operations, safety, sustainability and community outreach,” said APM Terminals Algeciras Managing Director, Javier Lancha.

The terminal, which opened in 1986, now generates approximately 3,000 jobs directly, including 300 office staff and 1900 stevedores handling +40 vessel calls per week. 300 new stevedore jobs were recently added to handle the growth in business. Shipping line customers include Maersk Line, CMA-CGM, DAL, Mediterranean Shipping, Mitsui-OSK and United Arab Shipping Line - which also has six 18,000 TEU capacity vessels on order. 

The terminal has also introduced 102 new, advanced fuel-efficient trucks that reduce diesel consumption by 12% while reducing CO2 emissions by 12%. The trucks are from Dutch-based Terberg, with safety features including software which permits only designated, approved personnel to operate the vehicles.

APM Terminals Algeciras’ safety performance Lost-Time Injury Frequency (LTIF) rate improved to 4.59 per million man-hours worked in 2013, down from 5.85 in 2012, and representing a 62.8% decline from the 2010 LTIF rate of 12.35.  “We are very proud of the teamwork that produced these safety achievements and our plans call for continuous improvement year-on-year.”

“Equally important, we are proud to have led the discussions with government leaders in Andalucia and the Spanish Ministry of Development to make our Algeciras stevedore labor partners officially recognized through a professional certification process in Spain, effective 14 May 2014. Rigorous training and testing on container handling equipment, safety, productivity and the shipping/port industry are required to complete the certification process.  Previously there was no national certification process. This is a first in Spain which APM Terminals Algeciras delivered to improve the lives and professional stature of our stevedores. We are grateful for the support of the Government of Andalucía to make these successes and our continuing successes possible,” added Mr. Lancha. A recent study by the University of Cadiz identified 15% of the total jobs in Algeciras Bay are related to the port business. 

Get daily updates about our other activities here.

APM Terminals Leads Productivity Rankings Again


The JOC Group’s latest study of port productivity data, covering the year 2013, retains APM Terminals Yokohama as the world’s leading container terminal in productivity with 163 container moves per vessel hour (MPH). Eleven facilities in the APM Terminals Global Terminal Network were cited, including APM Terminals Port Elizabeth, and APM Terminals Los Angeles, which were named the first and second most productive terminals in the JOC’s Americas grouping, with 104 and 96 MPH, respectively.

“We’re very proud of the team effort which produced these results for our customers,” said Jeff De Best, APM Terminals Chief Operating Officer. “Our approach is very simple:  constant dialogue with our customers, intense pre-planning and then process discipline when the vessel is alongside. The goal is to make an APM Terminals port call like a Formula 1 pit stop. A well-planned, precisely executed event.”

APM Terminals Yokohama’s 2013 productivity performance reflected an 8.7% improvement over last year’s industry-leading 150 MPH, while APM Terminals Port Elizabeth, at the Port of New York and New Jersey, realised a 27% increase in productivity from 82 MPH, moving up from second place in last year’s JOC Americas regional rankings.

Five facilities in which APM Terminals has interests were cited among the world’s 11 most productive container terminals, which in addition to APM Terminals Yokohama, which tied with Tianjin Xingang Sinor Terminal for first place, included Tianjin Port Eurasia International Container Terminal (TECT) in third place at 139 MPH; Qingdao Qianwan Container Terminal (QQCT) and Xiamen Songyu Container Terminal (XSCT), tied for fourth place with 132 MPH; and Tianjin Port Alliance International Container Terminal (TACT) in seventh place with 126 MPH.

APM Terminals Houston, with 2013 productivity of 83 MPH, ranked eighth in the JOC’s Americas region, bringing to three the number of APM Terminals facilities listed among the Americas’ 10 leading terminals. The APM Terminals portfolio also placed three facilities in the JOC’s Europe, Africa and Middle East Region, with APM Terminals Rotterdam ranking third with 99 MPH, representing a 7.6% increase in productivity over 2012; the Port of Salalah, ranking sixth with 91 MPH, delivered a 26% increase over the year prior; and NTB North Sea Terminal Bremerhaven, ranking seventh, with 90 MPH.

The Port of Salalah, located in Oman on the Arabian Sea, and in which APM Terminals holds a 30% share, also ranked third in overall port productivity in the study’s Europe, Middle East and Africa region, with 72 MPH, and tied for eighth place worldwide with the Port of Mawan, China, in productivity while working vessels with less than 8,000 TEU capacity, with 88 MPH, representing a 26% improvement in this category over 2012.

The JOC study used data from over 150,000 port calls during 2013, evaluating the individual performances of 443 ports and 771 terminals. According to the JOC, “Gross moves per hour for a single vessel call is defined as the total container moves (onload, offload and repositioning) divided by the number of hours for which the vessel is at berth.”

Get daily updates about our other activities here.

Finding harmony

imageKathy Magne, CFO Ivory Coast Inland Services, talks about bold moves and the importance of listening – both when singing solo and working in finance. 

“When I was young I was very shy. I found it difficult to meet and talk to people. I was not a happy child. Music helped me find myself and come out of my shell,” says Kathy Magne, CFO Ivory Coast Inland Services. “Many would be surprised to find out that I sing classical music and know how to read musical notation.”

Growing up in Yaounde, Cameroon’s capital, as the youngest of a family of ten children – two sisters and seven brothers – one can understand why now 33-years old Kathy found it difficult to find her voice. Taking piano classes at school, taught by a friend of her father’s, was a first step towards remedying this.

At the Catholic University of Central Africa, Cameroon, most people practiced music in one form or another. She joined the campus choir, swapping the soft touch of piano keyboards for vocals, and was immediately hooked.

Singing with friends, or as a solo, in various church and independent choirs since then, she has developed a particular affection for Joseph Haydn’s Missa in tempore belli (also known as Paukenmesse).

“We spent months rehearsing this piece before performing it in front of audiences,” Kathy says.

“I like this piece because it consists of many vocal quartets supported by the choir. You sing your solo but at the same time, you have to listen to the three other solos, or there would be no harmony.” 

“It’s similar to how a company works. As a department manager to need to achieve your objectives (singing your solo), but also listen to other managers and their needs (listening to fellow soloists) to make meet the overall company objective.”

For someone who lacked confidence growing up, Kathy has since made some bold choices that have come to define her life as it is today. She joined Maersk Line as an accountant in 2002 after graduating from her finance and accounting degree. One year later, she turned down a student visa that would have allowed her to study in the USA. “It’s not usual for people in Cameroon to obtain visas for the USA, so turning it down was a tough choice”. Bold move number one.

“I was just 22 years old and against my family’s opinion, I decided to stay and work for Maersk. I had to prove to my family that I made the right decision, that being a part of the Maersk Group would not prevent me from personally developing myself over time,” says Kathy, her voice imbued with determination.

Ensued various job posts at Maersk Line, Maersk Logistics, Damco and Douala International Container Terminal – a joint venture between APM Terminals and Bolloré Africa Logistics. In 2009, Kathy was offered a position as Deputy CFO at Société d’Exploitation Terminal de Vridi (SETV) in Abidjan. A single mother of one – to her son Samuel, now eight years old-, and three months pregnant with her daughter Lea, now four, Kathy contemplated a possible life in a country that was, at the time, politically unstable. It took her only a few weeks to make bold decision number two:

“I took the job. I had travelled abroad before, but this was the first time I would live in a country foreign to my own. I moved to Ivory Coast in March 2010, six-months pregnant. My family was not confident about my move. The idea of me living alone in a foreign country with two children was scary to them”.

She pauses, and then adds, laughing: “Thinking about it today, it looks like I was crazy. I am proud of myself for doing this, as it was not easy. Thankfully, I met wonderful people at SETV who assisted me in finding housing, schools and clinics.” 

Kathy has since then perfectly settled into her new life, tackling head on the financial challenges that she faced upon her arrival as new CFO of Ivory Coast Inland Services in 2012.

“When I arrived, there was room for improvement in terms of financial reporting and control. I implemented an analytic accounting procedure that can trace each site and activity, holding managers accountable for their bottom line.”

As someone who is very interested in psychology and trying to hear what people are not saying, Kathy knew that she had to reach out, motivate and engage those beyond the management level for true collaboration to take place.​

“Before, those running operations did not know how well or bad they did each month. It was not transparent how different factors affected costs, such as how a truck stuck in traffic meant higher fuel and labour costs,” Kathy explains.

“Working hand in hand with Managing Director Segolene Drodgy, we now formally communicate our financial reports, explaining what went wrong and what went right. We have also implemented finance workshops.”

“At the start of each year we share cost allocations and ask for feedback. I get approached by different teams throughout the year with new allocation suggestions that they believe will allow them to perform better – although we cannot change this during the year. I’m so happy because they are very passionate about their job and are now interested in the overall outcome!”

Demonstrating true leadership, soloist Kathy is allowing everyone to play their part in the financial orchestra.

We’re always looking for new talent to join APM Terminals. Find our job openings here.

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