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By:

Capt. Naveen S. Singhal and Capt. M. M. Saggi

9 August 2025 at 1:39:34 pm

Vizhinjam’s Big Test

Kerala must ensure fair access at India’s emerging maritime gateway while avoiding the mistake of discouraging the very investment needed to make it a global hub. The proposed investment by the Mediterranean Shipping Company (MSC) in Adani Vizhinjam Port Private Limited represents a defining moment for Kerala’s maritime ambitions. The reported acquisition of a 49 percent stake by MSC, valued at around US$1.4 billion and placing the overall valuation of the port at nearly US$2.85 billion,...

Vizhinjam’s Big Test

Kerala must ensure fair access at India’s emerging maritime gateway while avoiding the mistake of discouraging the very investment needed to make it a global hub. The proposed investment by the Mediterranean Shipping Company (MSC) in Adani Vizhinjam Port Private Limited represents a defining moment for Kerala’s maritime ambitions. The reported acquisition of a 49 percent stake by MSC, valued at around US$1.4 billion and placing the overall valuation of the port at nearly US$2.85 billion, could transform Vizhinjam from an ambitious infrastructure project into a serious international transshipment hub. For India, this is a strategic opportunity to reduce dependence on foreign transshipment centres such as Colombo, Singapore and Jebel Ali, through which a substantial share of India’s container traffic currently moves. A successful Vizhinjam would mark a shift in India’s maritime geography, allowing the country to capture greater value from its own trade flows rather than outsourcing that advantage to competing regional hubs. Global Connectivity MSC’s proposed entry brings precisely the ingredient that many ports struggle to acquire: guaranteed global connectivity. The success of a modern port depends on whether major shipping lines trust it enough to make regular calls and integrate it into their global networks. As the world’s largest container shipping company, MSC brings enormous commercial strength to Vizhinjam. Its global vessel network, cargo aggregation capabilities and experience in operating terminals across multiple jurisdictions can accelerate the port’s journey towards becoming a major transshipment centre. Without regular vessel calls and cargo volumes, even the most advanced port can remain underutilised. For Adani Ports, the partnership offers equally significant advantages. A global shipping partner can reduce market risks, improve terminal utilisation and provide operational expertise. The Vizhinjam arrangement would become the third partnership between Adani and MSC after their collaborations at Mundra and Ennore. Such partnerships indicate a broader strategy of integrating Indian ports into international shipping ecosystems rather than treating them as isolated domestic infrastructure projects. The timing is particularly important. Disruptions in global maritime routes, including challenges affecting operations around the Gulf region, have highlighted the importance of diversified and strategically located transshipment facilities. Vizhinjam’s location on the international shipping route gives it a natural advantage that few Indian ports possess. However, the concerns raised by the Kerala Government cannot simply be dismissed. Vizhinjam is not a purely private venture. It is a public-private partnership involving the state government, and the concession agreement reportedly requires government approval for significant changes in ownership structure. More importantly, the agreement mandates that the port function as a common-user facility with non-discriminatory access. Maintaining Confidence This principle is essential for maintaining confidence among global shipping lines. Companies such as CMA CGM, Maersk, ONE, Hapag-Lloyd and Evergreen must have assurance that Vizhinjam will remain an open and neutral facility rather than becoming effectively controlled by a single shipping company’s interest. Yet neutrality does not necessarily mean preventing strategic partnerships. Across the world, successful ports often operate through collaborations between terminal operators, shipping companies and logistics firms. The critical question is not whether MSC has a stake in the port, but whether all users receive equal treatment. A professionally managed port should ensure that berth allocation, yard access, tariffs, feeder connectivity, operational scheduling and terminal services are based on transparent commercial principles rather than ownership relationships. If those safeguards are firmly established, MSC’s participation can strengthen Vizhinjam rather than weaken competition. Kerala has much to gain from the port’s success. A thriving Vizhinjam can create thousands of direct and indirect jobs while encouraging the growth of logistics parks, warehousing facilities, ship repair services, bunkering operations, customs-related businesses and marine industries. It can become a foundation for Kerala’s participation in India’s broader maritime ambitions and the emerging blue economy. The challenge is to create a regulatory framework that preserves neutrality while attracting the capital and expertise required to compete globally. Adani has built the physical foundation of a world-class Indian transshipment port. MSC can provide the international cargo network required to make that infrastructure commercially successful. Kerala’s task is to ensure that Vizhinjam remains open, efficient and trusted by all. For Vizhinjam to succeed, Kerala must safeguard neutrality, but not by blocking the very investment that can place it on the world maritime map. (Capt. Naveen Singhal is Marine Consultant and Member of the Singapore Shipping Association and Capt. MM Saggi is former Nautical Advisor, Government of India. Views personal.)

Indian Shipbuilding A Must Win Marathon

Shipbuilding

With a coastline of 7500 KM, it is hard to imagine, that for the first 20 years (1947-1967) India had no ‘shipping ministry’. In 1967 a Shipping ministry “coupled” with ROAD transport was established. Since then, this ministry has been on a name changing ride, not once, not twice but six times. In 2009 the “ROAD Transport and Highways” was de-coupled and ‘Shipping’ ministry was formed. Turning point came in 2015 with a clear maritime vision for 2030 and 2047. Ministry was re-christened, aptly to Ministry of “Ports, Shipping and Waterways” in 2020.


Why is Shipbuilding important for a country?

a. A Shipyard becomes an opportunity hub and like a queen bee requires the support of an industrial colony to manufacture machinery and equipment.

b. National Shipyards support fleet renewal needs of the Navy.

c. Contributes to national GDP, increases inflow of FOREX.


Korea shipbuilding is 8% of GDP. Japan’s automobile industry is 2.9% of GDP. India’s shipbuilding a meagre 0.000578% of GDP. In context, India’s pharmaceutical industry, ranked third largest in the world is 1.72% of India’s GDP.


International Shipbuilding Market

The market is estimated to reach around USD 200 billion by 2029, growing at a CAGR of 4.84%. While India is at bottom with 0.07% of world share, behind Philippines 1.5% and Vietnam 1%, however on the positive side, India has done well in taking care of its defence needs, with 37 of 39 Naval ships being built in India yards. Rear Admiral S Shrikhande researching on maritime as a Fellow at Wollongong University, Australia, says “Shipbuilding in India needs both, serious incentivisation and dogged determination and not harping on being a big ship breaking country. That Garden Reach shipyard has a $54 million order for merchant ships from a German owner, is a good sign.”


Were Shipyards of 20th century in Flight mode?

Prominent shipyards in India were built in the colonial period. Mazagon Dock 1774, Garden reach 1884, Hindustan shipyard 1941 to cater to British navy and merchant fleet needs. Cochin shipyard 1972, Adani Katupalli 2013, Reliance Naval and Engineering, Rajula Gujarat 1997 and others have limited capacity, hence a lot more work to do. Capt. Subhangshu Dutt (Singapore) a mariner and now a shipowner, says “GOI should hold hands in any collaboration till the marriage with the foreign entity is reasonably stable. He also suggests that “new shipbuilding sites should be given to existing successful shipyards since they have decades of experience and talent. Consortium of 3 or more parties may also be good idea”.


Shipbuilding GOLD

As per SPLASH report the demand for LCO2 carriers could reach 2,500 ships by 2050. As per other estimates, 40% of global fleet of ships could have wind propulsion by 2050. A surge in such vessels is due to an unparallel waves of decarbonization in the shipping industry. Demand for ships with ‘carbon neutral’ badges, such as Dual fuel, Wind assisted, Nuclear fuel ships, Hydrogen powered ships, Liquified CO2 (LCO2) carrier, is outstripping supply. A must in the ‘bucket list’ of every Shipyard. Pinning down a standard ROI in shipbuilding is not easy, but experts suggest it could range from 4% to 15% for the high demand ‘carbon neutral’ ships. While an LNG new build vessel could cost US$ 250 million upwards.


International collaboration

On China’s shipbuilding success story, Manoj Pandalanghat (Singapore) a mariner and ship owner believes that “China has around 50 active Shipyards. Each have a few large dry docks. In each dock two or more large vessels are built simultaneously. Thus, a single yard is able to roll out 2/3 vessels/month, 36 vessels/year and 50 shipyards roll out 1800 vessels/year”.


China could be a jaldi-5, but India needs a sturdy Mount Fiji. Besides technology, Japanese bring the most important hand baggage of soft-skills and culture, essential for success from keel laying to delivery. Maruti’s is a standing example.


Food for thought for New Delhi

a. Expertise: Hire Naval Architects and shipbuilding experts with current international experience.

b. Government assistance: Land, Financial support, subsidies and timebound clearances.

c. Monitoring: PMO should monitor the first 5 to 10 years till Shipbuilding takes-off on this long-haul flight to destination 2047.


India’s Shipbuilding is expected to grow to $237 billion by year 2047. On a back of the envelope calculations this works out to about 4% of India’s 2047 projected GDP of $ 5 trillion. While cars are driven on roads, however the Ministry of roads and transport has little to do with “Automobile manufacturing”. On a similar note, ‘Shipbuilding’ as an industry has little to do with Ports, Shipping and Waterways, thus it may be worthwhile to consider a separate ‘Ship-building’ wing in the Ministry of Ports, Shipping and Waterways headed by a dynamic cabinet rank minister. Since 2047 targets are stiff and an uphill task, so in all probabilities, the officials in Ministry of Ports, Shipping and Waterways are likely to push beneath the carpet, delays and failures of Shipbuilding with sweet success stories of “Ports, Shipping and Waterways” and if this does happen then India will not only miss the Shipbuilding bus of 21st century but a lot more from a national security and strategic perspective.


(The author is a Shipping and Marine consultant. Member Singapore Shipping Association and empaneled with IMO as a specialist consultant. Views personal.)

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