Stretching more than 2,340 miles (3,700km) from the Atlantic Ocean to the heart of North America, the Great Lakes/St Lawrence Seaway System is one of the world’s greatest and most strategic commercial waterways.
It is also a highly competitive transportation route serving the US and Canada’s largest interior markets.
The Great Lakes alone comprise a one-of-a-kind, freshwater ‘Inland Sea’. They cover 95,170 square miles of water surface, about 61,000 in the US and 34,000 in Canada, and define a 10,000-mile coastline, which is longer than the entire US Atlantic seaboard. The system is used by a wide variety of vessel types including Seaway-size ocean ships from all over the world, self- unloading bulk carriers up to 1,000ft (305m) trading exclusively within the Great Lakes, and tug/barge units linking the Great Lakes/Seaway System to the US inland waterway reaching all the way to the Gulf of Mexico.
Opened to navigation in 1959, the St Lawrence Seaway has moved more than two billion metric tonnes of cargo in its four- plus decades, with an estimated value of US$400 billion. About50% of this cargo travels to and from overseas ports, especially Europe, the Middle East, and Africa. The remainder is US and Canadian coastal trade.
Construction of the 189-mile (306km) stretch of the Seaway between Montreal and Lake Ontario was recognized as one of the most challenging engineering feats in history, overshadowing the Suez Canal built in 1869, and even the Panama Canal built in 1914. Seven locks were built in the Montreal–Lake Ontario section of the Seaway, five Canadian and two US, lifting vessels to 246 feet (75 metres) above sea level.
The 28-mile (44km) Welland Canal is the fourth version of a waterway link between Lake Ontario and Lake Erie first built in 1829.
The present canal was built in 1913, deepened in the 1950s as part of the Seaway project and further straightened in 1973. Today its eight locks, all Canadian, lift ships 326 feet (100 metres) over the Niagara Escarpment.
Passage to Lake Superior, at 602 feet (183 metres) above sea level, is gained through the Soo Locks on the St Mary’s River.
Seaway cargoes are borne both by ocean vessels flying flags of maritime nations around the world, and by Canadian vessels specialized for the trade. The US-flag Great Lakes fleet is almost exclusively employed in trades within the Lakes.
Prevalent Seaway trade patterns include:
  • upbound (westward) movements of general cargo, includingsemi-finished steel in the form of slabs, coils, beams and other products, from overseas producers;
  • upbound movement of iron ore from mines in easternCanada; and
  • downbound (eastward) shipments of export grain by Canadian bulkers to transshipment points on the lower St Lawrence, and by ocean vessels for direct export overseas. The Seaway also handles project cargos, containers, forest products, petroleum products, chemicals, edible oils, coal, salt, cement, fertilizers, ores, nonferrous metals and other bulk materials.
The Great Lakes/Seaway System is a true multimodal system. Seamless movements of goods and commodities flow from ship to rail and truck, and from rail and truck to ship in well- synchronized trade patterns. It is no coincidence that the major rail and highway hubs of the midcontinent — such as Chicago, Toronto, Detroit and Toledo — are major Great Lakes/Seaway ports as well.
From Great Lakes/Seaway ports, road and rail networks fan out across the continent. More than 40 provincial and interstate highways and nearly 30 rail lines link the 15 major ports of the system and 50 regional ports with consumers, products and industries all over North America.
The Great Lakes/Seaway System is also the most cost- efficient and environmentally responsible route to the midcontinent. Studies have shown that marine transport uses less fuel, has fewer emissions and is safer than either rail or truck for equivalent cargoes and distances.
Their large cargo capacity relative to engine size and their operating characteristics make Great Lakes and Seaway vessels models of fuel efficiency and cost competitiveness. It is little wonder, then, that shippers worldwide choose the Great Lakes/Seaway System to move 40mt (million tonnes) to 50mt of cargo a year to and from the US and Canada.
 
SUCCESSFUL PARTNERSHIP
The Great Lakes/St Lawrence Seaway was built as a binational partnership between the US and Canada, and continues to operate as such.
Administration of the system is shared by two entities: the St Lawrence Seaway Management Corporation in Canada, a not-for- profit corporation (ownership of the Canadian portion of the Seaway remains with the Canadian federal government), and the Saint Lawrence Seaway Development Corp. in the US, a federal agency within the US Department of Transportation.
 
THE ST. LAWRENCE SEAWAY MANAGEMENT CORPORATION
The St. Lawrence Seaway Management Corporation (the (SLSMC), the successor to the St. Lawrence Seaway Authority, was established in 1998 as a not-for-profit corporation by the Government of Canada, Seaway users and other key stakeholders.
In accordance with provisions of the Canada Marine Act, the SLSMC manages and operates the assets of the St Lawrence Seaway for the Federal Government under a long-term agreement with Transport Canada.
The SLSMC’s mission is to pass ships through a safe and reliable waterway system in a cost-effective, efficient and environmentally responsible manner for the benefit of all its stakeholders today and into the future.
The SLSMC has:
  • an excellent safety record; y a dedicated professional workforce that prides itself onproviding excellent customer service; y high-quality traffic management, using automatic vessel identification and real-time tracking;
  • reliable operation, with system availability consistently above 99.0%;
  • the ability to handle large vessels measuring up to 225.5 metres in overall length, 23.8 metres in beam and 8.08 metres in draught;
  • ISO 9001:2008 certification for the operation and maintenance of the Canadian sectors of the St Lawrence Seaway;
  • joint Canadian and US government inspections at entry, thus eliminating duplication, including ballast water inspections which mitigate the spread of invasive species into the Great Lakes/St Lawrence Seaway System and;
  • a bi-national website, serving as the most comprehensive single source of Great Lakes/St Lawrence Seaway information, with real-time navigation data, links to government and commercial marine transportation sites, pleasure craft resources, and a suite of e-business services.

SLSMC business growth
Bulk cargoes — chiefly iron ore and grain — have always constituted over 95% of Seaway tonnage. Given the market trends affecting these core commodities, the Seaway must maximize user benefits, pursue growth in traditional cargo areas and attract new cargoes, new vessels and new services to the system to ensure its sustainability.
Combined traffic in 2011 totalled 37.5mt (million tonnes), an increase of 2.7% or 1mt over 2010, while the total number of transits increased by 7.7%.
Seaway tonnage grew despite the slow pace of the economic recovery. The growth was due in part to new and emerging export markets for iron ore and coal and to an increase in movements of refined petroleum products due to a maintenance shutdown of a major refinery located in the Great Lakes.
Toll revenue in 2011 reached $63 million, an increase of 3.8% or $2.3 million over 2010, due partly to export movements of iron ore and coal that originated on the Great Lakes and transited both sections of the Seaway, thus generating toll revenue in the Welland Canal and the Montreal–Lake Ontario Section. In addition, the cargo mix shifted somewhat to commodities that are assessed a higher toll rate per tonne.
 
2011 New Business Results
The New Business Incentive programme, offering rebates for specific ‘new’ cargo movements (defined generally as new origin/destination combinations for existing cargo, or cargo that
had not been shipped via the Seaway over a specified time period) attracted 144 applications in 2011, of which 117 were approved.
The 2011 season concluded with 352 movements of new business for a total volume of 2.5mt of cargo.
In 2011, the SLSMC gained $3.6 million in ‘new business’ (167% of its business plan target).
Over the last four years, the SLSMC gained $12.5 million in ‘new business’ which represents 132% of its cumulative target.
 
Seaway toll incentives
The SLSMC announced in early 2012 that, for the fifth consecutive year, toll rates would not increase in order to retain current cargo movements and attract new cargo to the system. The New Business Incentive programme as well as the Service Incentive program continue to generate interest from current and potential customers.
Operational excellence
The St Lawrence Seaway opened its 53rd navigation season on 22 March 2011. The system remained open for a record 284 days in the Montreal–Lake Ontario (MLO) section, and 284 days in the Welland Canal. The last vessel to transit the MLO section exited the Iroquois Lock on 30 December (the last vessel to transit the St Lambert Lock did so on 29 December). The last vessel to transit the Welland Canal exited Lock 8 on 30 December.
 
Marine safety and security
Marine transportation is a safe and reliable means of moving cargo. During the 2011 navigation season, there were 11 incidents involving damage to vessels and minor delays, which translates to 1.8 incidents per 1,000 transits.
As the most fuel-efficient mode of transportation, marine transport’s environmental footprint compares favourably with other modes. Only one minor pollution incident occurred during 2011. On 25 October, an upbound domestic vessel reported spilling approximately 30–35 litres of steering pump oil into the St Lawrence River near Prescott. The vessel was sent to the nearest anchorage location and the authorities were advised. A visual inspection of the pollution was carried out and the vessel was cleared for transit five hours later.
 
Workplace health and safety
The SLSMC continues to focus on building a strong health and safety culture.
The Seaway excels in passing ships through a safe and reliable waterway and leverages technology to maximize user benefits and to enhance its position as a cost effective, efficient and environmentally responsible system.
During the period of 1 April 2011, to 31 March 2012, eight lost time accidents were reported, translating into a frequency of 1.7 accidents and 31 days of lost time per 100 person years. This outcome represents a slight improvement over the 2010 results of 1.9 accidents and 38 days of time lost per 100 person years.
 
Emergency preparedness
The SLSMC held various exercises throughout the 2011 navigation season in order to test its emergency response plan, train personnel, and improve communications and co-ordination with external agencies.
  • On 31 October, the Niagara Region conducted a full-scaleexercise involving multiple levels of government, supporting agencies, and marine stakeholders. The scenario was based on a simulated vessel and barge collision in the Welland Canal, and a spill which required a timely response to mitigate the environmental impact. A public security element was also included. The goal of the exercise was to manage the response to the incident as the lead agency.
  • On 25 October, the MLO Region simulated a spill above the St. Lambert Lock. The objectives of the exercise were to practise boom deployment and to focus on internal and external communication. Both ECRC (an emergency response services provider) and Environment Canada participated.
  • As in the past few years, traffic control personnel from the MLO Region participated in emergency exercises prior to season opening. Various scenarios were presented, exposing the personnel to potential issues that could arise.

In January, 2012, KPMG reviewed the Corporation’s Emergency Response Plan and concluded that the plan complies with industry standards and best practices.
Reliable infrastructure
The SLSMC continues to provide its customers with a safe, reliable and cost-effective transportation system. During the 2011 navigation season, system availability was 99.6% exceeding its target level of 99%, while system reliability was 99.71%, slightly below the target level of 99.75%. The SLSMC kept the average delay, attributable to its own operations, at 16 minutes per transit in the MLO Region, which is well under the targeted 20 minutes. The Welland Canal came in at 24 minutes, which exceeds the
20 minute target. In order to address the needs of its ageing infrastructure, the
SLSMC completed asset renewal projects amounting to $55.3 million over the last year, the fourth of its five-year Asset Renewal Plan (2008–2013). Major projects included:
MLO section
  • repair of gate machinery covers at St Lambert Lock; y major rehabilitation of weir at St Lambert Lock; y replacement of heating system guard plate and concrete rehabilitation on downstream side at gate 6 at Co^te St Catherine Lock;
  • work to ensure proper operation of gate 2, quoin side, at Co^te St Catherine Lock;
  • refurbishing of valves 3 & 4 at Co^te St Catherine Lock, and valves 1 & 4 at Lower Beauharnois Lock;
  • repair of upstream corner monolith at Baillargeon Wharf;
  • rehabilitation of gates 1 & 2 and gates 7 & 8 mitre sill at Lower Beauharnois Lock;
  • replacement of heating system for gates 1 & 2 at Lower Beauharnois Lock;
  • replacement of gates 3 and 4 diagonals at Upper Beauharnois Lock;
  • replacement of starters and main motors at Bridge 9;
  • replacement of lifting machinery/derricks — fabrication of components.
Welland Canal
  • stabilization of bank at Weir 2; y replacement of timber tie up walls at Lock 2 lower West side;
  • rehabilitation of valves 5, 6, 7 & 8 side seals and trunnions at Lock 2;
  • rehabilitation of gates 3 & 4 quoin, mitre and pintle at Lock 2;
  • installation of bubbler system and air curtain at Lock 2;
  • installation of a variable frequency drive and rehabilitation of motor at Bridge 3A;
  • rehabilitation of monolith at Lock 4 East and Lock 5 East;
  • replacement of valve 1 trunnion thrust washer at Lock 7;
  • rehabilitation of mechanical drives at Weir 8;
  • fabrication of stop logs at Weir 8; and
  • repair to cribs 1–4 at Guard Gate wall.
 
Strategic initiatives
Draft Information System (DIS)
The SLSMC and the US Saint Lawrence Seaway Development Corporation (SLSDC), in co-operation with the shipping industry, equipment suppliers, and the Canadian and US federal governments, have worked on developing a Draft Information System (DIS) to increase the safety of navigation.
DIS is not a mandatory requirement for vessels transiting the Seaway; however, vessels equipped with a certified DIS are eligible for an extra three inches of draught beyond the published maximum draught. It is anticipated that mariners will begin to make use of this system in 2012.
 
Hands free mooring (HFM)
The year 2011 was successful for the development of the Hands Free Mooring (HFM) system installed at Lock 7.
The main improvements revolved around better waterproofing, reliability, and absorption of vessel movement. Over 230 successful transits proved that the development of the HFM prototypes is moving in the right direction. Some transits registered faster lockage times with HFM compared to transits employing traditional mooring wires. The foundation provided by the prototypes will allow the SLSMC to focus on development of a new HFM system incorporating a series of enhancements, which will allow the equipment to adapt to most vessels.
 
Vessel self spotting (VSS)
The Seaway continues to enhance the accuracy and reliability of the Vessel Self Spotting (VSS) system. Testing of a new vessel pre-scan sequence has proven to be very effective in tracking the position of tug and barge combinations during a lockage. Plans are in place to deploy this enhanced level of functionality at all existing VSS lock installations.
 
Information security
The Information Technology Security Group continued over the course of 2011 to refine security. The SLSMC’s strategy to protect its infrastructure was reviewed, to ensure that best practices are applied on an ongoing basis. Active monitoring of assets, combined with state-of-the-art intrusion prevention technology, ensures the reliability of daily operations.
 
Refurbishment of operations control centre — Niagara Region
During the 2011–2012 winter works, Niagara Region’s Operations Control Centre (OCC) was refurbished based on key points set out in a 2011 study. Major upgrades include a new overview screen consisting of ten, 60-inch LED monitors, as well as refurbished operating consoles. A new expanded supervisor console, more centrally located within the OCC, allows for more active monitoring of structure operations and vessel dispatching.
Ballast management For the third year in a row, 100% of vessels originating from outside the Exclusive Economic Zone (EEZ) and bound for the Great Lakes/Seaway System received ballast management exams on each Seaway transit. In 2011, a total of 7,203 ballast tanks were assessed during 396 vessel transits. Of these, some 6,980 complied with ballast water regulations. Letters of retention were issued to address the remaining 223 tanks, from 60 vessel transits, ordering that the non-compliant ballast water be retained onboard the vessels. Those required to retain their ballast water received follow-up inspections prior to exiting the Seaway to ensure compliance.
Since enhanced ballast water management standards were adopted in 2006, no new invasive species attributable to ocean vessels have established themselves within the Great Lakes/Seaway System.
 
Greenhouse gas inventory and reduction plan
In 2011, for the third consecutive year, the Corporation has emitted fewer Greenhouse Gases (GHG) than the yearly average compiled from 2003 to 2005 — which is used as the baseline for the Corporation’s GHG reduction plan. Emissions in 2011 were 1,933 tonnes of CO2 equivalent compared with the baseline of 3,204 tonnes. This performance represents the lowest total for a single year since the SLSMC started to calculate its GHG emissions in 2000.
 
Green Marine
The Corporation is an active member and proponent of Green Marine, a joint Canada–US initiative aimed at implementing a marine industry environmental programme throughout North America.
In 2011, an external audit confirmed the Corporation’s performance as measured by the indicators developed by Green Marine for the previous year. These indicators included aquatic invasive species, greenhouse gas emissions, conflicts of use and environmental leadership.
The assessment for the 2011 year demonstrated an improvement for the indicators on greenhouse gases and environmental leadership, bringing the overall score for all indicators to 3.3 out of a maximum score of 5.
 
SAINT LAWRENCE SEAWAY DEVELOPMENT CORPORATION
The Saint Lawrence Seaway Development Corporation (SLDC) is a wholly owned government corporation created by statute on 13 May 1954, to construct, operate and maintain that part of the St Lawrence Seaway between the Port of Montreal and Lake Erie, within the territorial limits of the United States. Trade development functions aim to enhance Great Lakes/St. Lawrence Seaway System utilization without respect to territorial or geographic limits.
The mission of the SLSDC is to serve the US intermodal and international transportation system by improving the operation and maintenance of a safe, reliable, efficient, and environmentally responsible deep-draught waterway, in co-operation with its Canadian counterpart. The SLSDC also encourages the development of trade through the Great Lakes Seaway System, which contributes to the comprehensive economic and environmental development of the entire Great Lakes region.
The SLSDC headquarters staff offices are located in Washington, D.C. Operations are located at the two US Seaway locks (Eisenhower and Snell) in Massena, NY.
The St Lawrence Seaway is an international waterway, and the SLSDC interacts directly with numerous Canadian government and private entities as it carries out its mission.
The SLSDC co-ordinates its activities with its Canadian counterpart, the St Lawrence Seaway Management Corporation (SLSMC), particularly with respect to rules and regulations, overall day-to-day operations, traffic management, navigation aids, safety, environmental programmes, operation dates and trade development programmes.
The unique binational nature of the Seaway System requires 24-hour, year-round co-ordination between the two Seaway Corporations.
The SLSDC aims to be a model federal agency, leading the Great Lakes Seaway System as the safest and most efficient, competitive, technologically advanced, and environmentally responsible marine transportation system in the world. Its core organizational values include: accountability, competitiveness, customer focus, dedication, diversity, excellence, integrity, operational efficiency, relevance, service, and quality.
 
SLSDC’s Asset Renewal Program
As part of its FY 2009 budget request to Congress, the SLSDC developed an Asset Renewal Program (ARP) to address the long- term asset renewal needs of the US Seaway infrastructure. A perpetual infrastructure asset, such as a lock, needs a capital investment equivalent to its original cost over its design life, which is typically 50 years, in order to sustain itself. The US portion of the St Lawrence Seaway was built in the late 1950s at an original cost of US$130 million. Prior to the start of the ARP in FY 2009, only US$47 million in capital expenditures had been invested in the US Seaway locks since they opened in 1959.
The 57 projects included in the current ARP are estimated at US$186 million and address various needs for the two US Seaway locks, the Seaway International Bridge connecting Ontario and New York, maintenance dredging, operational systems, and Corporation facilities and equipment. None of these investments will result in increases to the authorized depth or width of the navigation channel or to the size of the two existing US locks. 
In FY2011, the SLSDC obligated US$15.8 million in other- than-personnel, including accrued expenditures and undelivered orders, for Year Three ARP projects. ARP other-than-personnel accrued expenditures, not including undelivered orders, totalled US$21 million and included primary expenditures of US$5.5 million for the Seaway International Bridge rehabilitation; US$3.6 million for dredging; US$2.7 million for miter gate rehabilitation; US$2.3 million for culvert valve machinery; US$1.9 million for paving and drainage; US$1.1 million for electrical distribution equipment upgrades; US$1 million for floating plant upgrades; US$770,000 for compressed air systems; US$588,000 for wire ropes on the vertical lift gate at Eisenhower Lock; US$430,000 for storage upgrades for lock spare parts at Corporation facilities; US$333,000 for culvert valves with single skin valves; US$300,000 for Corporation equipment; US$155,000 for installation of a new ice flushing system at Snell Lock; US$140,000 for a new elevator at the Administration Building; and US$104,000 for network upgrades.
 
SLSDC maintains 100% inspections of foreign vessels entering the St Lawrence Seaway
Under the Enhanced Seaway Inspection (ESI) programme, the SLSDC inspects all ocean vessels on their initial transit into the St. Lawrence Seaway. These inspections focus on safety and environmental protection issues and occur in Montreal, Quebec, before the vessels enter the Seaway and US waters. The SLSDC and the US Coast Guard (USCG) signed a Memorandum of Understanding (MOU) in March 1997 to develop the programme of co-ordinated vessel inspection and associated enforcement activities to expedite the safe transit of shipping through the Great Lakes St Lawrence Seaway System. This MOU was developed in conjunction with the SLSMC and Transport Canada and continues to guide Seaway maritime policies and procedures.
ESI inspections are jointly performed by the SLSDC and the SLSMC marine inspectors and cover both Seaway-specific fittings as well as port state control items identified by the USCG and Transport Canada as critical for the vessel to transit to the Seaway/Great Lakes. In the event that major deficiencies are identified,Transport Canada and the USCG are notified and the vessel is detained in Montreal until the deficiencies are cleared.
The proactive approach and continued improvement of the inspection programme has been exceptionally successful in reducing the number and frequency of incidents both on the St. Lawrence River and in and around the lock facilities. In addition, the inspection programme has eliminated the practice of duplicative inspections, which allows for a more seamless and efficient transit of the Seaway and provides an excellent location for repair resources, if required.
The SLSDC’s goal for performing inspections of all foreign- flag vessels on their initial Seaway transit each year was achieved during the 2010 navigation season, with 245 inspections conducted by SLSDC personnel. As of 30 September, 180 vessel inspections had been completed in 2011.
 
SLSDC continues role on Great Lakes Regional Waterways Management Forum
In FY 2011, the SLSDC continued to play a key role in the Great Lakes Regional Waterways Management Forum, a group of US and Canadian federal representatives who work co-operatively to identify and resolve waterways management issues that involve the Great Lakes region. The Forum specifically reviews issues across multiple jurisdictional zones and/or those involving
international issues and is further tasked with developing operational solutions that improve the use and effectiveness of the Great Lakes.
 
SLSDC Participates in tabletop emergency exercise
The SLSDC sustains an Emergency Response Plan that enhances the corporation’s ability to respond to a vessel incident that results in pollution. The SLSDC works closely with the USCG, Canadian Coast Guard, and New York State Department of Environmental Conservation to assist with mitigating the impact of an oil spill on the local environment and on Seaway trade and commerce. Annual training and drills are practiced to ensure resources are adequate for an effective response. Most training and drills are multi-agency led and attended by local response agencies and environmental groups.
The SLSDC participated in a tabletop exercise sponsored by US Customs and Border Protection at the Ogdensburg, NY Port of Entry on 3 May 2011. Exercise objectives included evaluating player actions in response to a terrorist attack utilizing a persistent chemical agent, improving participants’ understanding of their roles and responsibilities during an act of terrorism at the Ogdensburg Port of Entry, and demonstrating proper incident management by use of the ICS/Unified Command System. This was a multi-agency attended event that included representatives from federal, state, and local response agencies.
 
SLSDC leads Seaway Trade Mission to Europe focusing on short sea shipping
In November 2010, the SLSDC and SLSMC hosted the 32nd annual Seaway Trade Mission to several core trading partner cities — Amsterdam and Rotterdam,The Netherlands;Antwerp, Belgium; and London, England. The mission provided Great Lakes Seaway System stakeholders with the opportunity to work with European industry leaders proficient in conducting short sea shipping on a daily basis as well as reconnect with current users and prospective customers.
The Seaway delegation consisted of 19 US and Canadian stakeholders representing ports, counties, shippers, and carriers. Short sea shipping symposiums were arranged with numerous maritime industry representatives from the ports of Amsterdam, Rotterdam, Antwerp, and The Associated British Ports, as well as the associations of Freight by Water, Coastlink Network, and The Shortsea Promotion Centre of Holland. Following each symposium, local industry representatives met with the delegation to discuss trade opportunities in the Great Lakes Seaway System.
During each symposium, the Seaway delegation received presentations covering a wide array of topics including: short sea policies in The Netherlands and Europe; sustainable hinterland logistics; environmental innovation; and the promotion of short sea shipping. The presentations provided Seaway delegates with detailed information about short sea shipping in Europe and how it compares to ongoing efforts in North America.
During the mission, the two Seaway Corporations signed a Memorandum of Understanding (MOU) with the Port of Amsterdam to work together to connect a sustainable hinterland logistics network in Canada–United States with European networks, investigate the feasibility of setting up a Customs-efficient ‘green lane’ between Canada and Europe, and link this joint initiative with current European Union–Canada trade discussions, for the benefit of the Port of Amsterdam and the Seaway System.
 
 
 
Blades to Brazil: Port of Duluth is global gateway for wind energy
The Port of Duluth has become a strategic link in the global wind energy supply chain and, at the end of June this year, 60 wind turbine blades manufactured in North Dakota were exported to Brazil aboard the Dutch-flagged Alamosborg. Three more shipments of blades to that same project would follow in July and August.
The 37-metre blades — manufactured at LM Wind Power’s plant in Grand Forks — began arriving in Duluth on tractor- trailers in mid-June, and were staged at the port’s breakbulk terminal awaiting final delivery to Brazil for IMPSA Wind’s new CEARA II project in Ceara, Brazil. Dozens of blades were loaded to the top deck of the 469-foot Alamosborg before she departed beneath the Duluth Aerial Lift Bridge at the end of
June. Arrival in Brazil was set to take place approximately three weeks after departure.
“North Dakota is fortunate to have an international seaport close to our state,” said Andy Peterson, president & CEO of the North Dakota Chamber of Commerce. “Nearly 85% of North Dakota’s goods are exported around the world. In an era when we can help feed a hungry world with our agricultural commodities and fill the demand for manufactured products like turbine blades, we appreciate the access to global markets afforded by the Port of Duluth.”
IMPSA, a global provider of power generation from renewable resources, has made a huge commitment to the expanding Brazilian wind market. “We decided to move these blades through the Port of Duluth due to its proximity to our manufacturer’s plant — LM Wind Grand Forks, North Dakota,” said Santiago Delfino, IMPSA Wind International Trade and Logistics. “Duluth has an excellent port infrastructure, spacious road access, expertise in handling oversized pieces and quite good storage conditions. IMPSA is 100% committed in the development of green projects (renewable energy: wind power + hydro power). Duluth’s proximity helps us reduce our carbon footprint.” When complete, the CEARA II project will include 141 turbine generators (1.5 MW each); phase III is already being planned.
“This shipment is one of over 20 energy-related cargoes on the books for 2012, including four shipments of blades from North Dakota to Brazil,” notes Jonathan Lamb, vice president and general manager of Lake Superior Warehousing Co. (breakbulk terminal operator for the Duluth Seaway Port Authority). “Duluth has moved well over a million freight tonnes of wind turbine components from and to Europe and South America since the port first started
handling wind turbines in 2005.” Strategically located at the western tip of the
Great Lakes St. Lawrence Seaway trade corridor, the Port of Duluth has become a transshipment hub for industries that drive the regional economy including wind energy, steelmaking, forest products, and oil/gas production. In fact, Duluth was voted top port in North America last year by RICA (Railway Industrial Clearance Association).
According to Adolph Ojard, Duluth Seaway Port Authority executive director, “The expertise of Lake Superior Warehousing and our joint commitment to streamlining project cargo handling, makes this terminal very attractive to major manufacturers and logistics experts worldwide who consider the Port of Duluth an ideal gateway in and out of the North American heartland.”