ST. MAARTENHARBOUR GROUP OF COMPANIES

CRUISE CARGO YACHTING REAL ESTATE

ST. MAARTEN HARBOUR HOLDING COMPANYA.C. Wathey Cruise & Cargo FacilitiesJ. Yrausquin Boulevard P.O. Box 5185Harbour Village Suite #13A, Point Blanche St. Maarten

Tel: +1 721 542 8503, 542 8504Fax: +1 721 542 8506Email: buzz@portofstmaarten.comwww.portofstmaarten.com

VISION

The St. Maarten Harbour Group of Companies will be the leader in the Caribbean through quality service and operational excellence while providing a safe and secure environment for our customers.

 

MISSION

We will provide quality integrated services to our customers through continuous development & innovations in all areas of our business while maintaining the leadership role in the economic development on St. Maarten.

ST. MAARTEN PORT HANDBOOK 2012/13is published by:

LAND & MARINE PUBLICATIONS LTD1 Kings Court, Newcomen Way, Severalls Business Park, Colchester Essex, CO4 9RA, UKTel: +44 (0)1206 752902 Fax: +44 (0)1206 842958 Email: publishing@landmarine.comwww.landmarine.com

The opinions expressed in this publication are not necessarily those of the editor nor of any other organisation associated with this publication. No liability can be accepted for any inaccuracies or omissions.

©2012 Land & Marine Publications Ltd

land&MARINE

1

2

CONTENTS1 FULL SUPPORT FOR CRUISE TOURISM

3 SAILING INTO OPPORTUNITIES

4 GOING FROM STRENGTH TO STRENGTH

6 LOCATION ST. MAARTEN

8 HARBOUR GROUP OPENS DOOR TO OPPORTUNITIES

9 WORLD-CLASS CRUISE DESTINATION

12 IT’S ALL ABOUT THE EXPERIENCE

14 CAPITAL OF DELIGHT IS JUST AROUND THE CORNER

15 INNOVATIVE GREEN THINKING

16 SYMBIOTIC EXPANSION FOR CARGO HANDLING SECTOR

19 SOFTWARE PLATFORM TRANSFORMS PORT OPERATIONS

20 AMBITIOUS INVESTMENT BRINGS BIG BENEFITS

22 FULL SERVICE PREMIER YACHTING DESTINATION

24 LAGOON AUTHORITY FULFILS VITAL ROLES

26 MARKET LEADER SHARES ITS KNOW-HOW

27 REAL ESTATE GROWTH GIVEN TOP PRIORITY

28 CUSTOMER CARE FROM SHIP TO GATE

29 PORT DETAILS

31 DIRECTORY

SAILING INTO OPPORTUNITIES

3

elcome to the fi rst edition of the St. Maarten Port Handbook. This handbook will give you a helpful summary of the main features and key advantages of our port as well as reviewing the most recent developments and looking at our future strategy.

St. Maarten is a successful cruise destination because it listens to the cruise lines and understands their business. We understand their need to be able to o� er a quality land experience for their passengers; their need for a shore and land excursion revenue; and their fuel concerns.

Our port facilities have been the catalyst for the improvement and development of di� erent areas of the island. St. Maarten has to remain a dynamic, safe, healthy and disciplined country with opportunities for all. One of the projects under way to improve the road network is the causeway that is due to be completed by December 2013. The construction of this causeway will help ease tra� c congestion for tours as well as for passengers traveling individually to the beaches.

Plans are also under way for a Dutch Village in the port. Visitors have been missing our Dutch connection, so we decided to create a Dutch Village around a traditional windmill to get people interested in our history and cultural background. We are committed to balancing our role as an economic driver for the island with our commitment to lessening the impact of our

operations on the environment.

As a proactive port, the Harbour Group installed wind turbines and solar panels to cut the annual $1 million energy bill by approximately 35 per cent. The port

recently also invested in golf carts that generate energy from solar panels.

MARK T. MINGO

CEO, St. Maarten Harbour Group of Companies

W

GOING FROM STRENGTH TO STRENGTH

old investment, combined with an ambitious expansion plan tailored to the needs of the shipping industry, has

transformed the Port of St. Maarten into a class leader. St. Maarten is now one of the world’s leading cruise destinations, while in the cargo sector it is rapidly becoming a port of choice for regional transshipment.

The development of the harbor facilities is overseen by the St. Maarten Harbour Group of Companies, a government-owned group

of 12 companies responsible for most of the island’s maritime activities.

FOUR PILLARSThe operations of the Harbour Group can be neatly summarized as what it calls the ‘four pillars’ of Cruise, Cargo, Yachting and Real estate.

The Group operates and has responsibility for the Dr A.C. Wathey Cruise & Cargo Facility at Point Blanche, the Harbour Pointe Village, the Captain Hodge Pier in Philipsburg, the fuel station at Great Bay and the Simpson Bay Lagoon Authority, which is responsible for the Simpson Bay Bridge.

The Group has diversifi ed its activities into real estate ownership and port consultancy as well as owning and operating the port’s two mobile harbor cranes.

CHANGESStrictly speaking, St. Maarten is not an island; it is half of an island that is shared with the French Collectivity of St. Martin.

St. Maarten/St. Martin is the smallest island in the world to have dual nationality. Covering just 37 square miles (about 96 sq km), St. Maarten forms the southern half of the island with its capital, Philipsburg, at the head of Great Bay in the south-east. In the west lies the Simpson Bay Lagoon, a haven for yachting and home to a large number of mega yachts.

B

4

Until 2010 St. Maarten was part of the Netherlands Antilles, an island group that also included Aruba, Curaçao, Bonaire, Saba and Sint Eustatius, but that all changed when the territory was dissolved on the 10th of October 2010 and St. Maarten became a constituent country of the Kingdom of the Netherlands.

Much of the investment and development in St. Maarten was initiated in the wake of Hurricane Luis in 1995. This marked a turning point in the island’s history as many port facilities were destroyed, along with hotels, houses and industrial buildings.

In spite of the hurricane damage, investors were keen to rebuild and had a clear vision of what was needed. As a result, visitors have been returning to the island in ever larger numbers.

GROWTHThis investment, along with the cooperation of its partners and a good dose of optimism, has enabled St. Maarten to recover to previously unthought-of levels.

It was one of the fi rst ports in the region to be able to handle the new Genesis-type cruise ships, the largest in the world. It is also attracting a growing number of shipping lines looking for a transshipment sub-hub they can rely on.

St. Maarten’s duty-free status has always been a marketing advantage for visitors and shippers alike. In addition, the Harbour Group wants to take things to the next level. Never content to rest on its laurels, it is always seeking new opportunities to deliver a wider range of quality services to its partners.

AHEADIn order to achieve this, the Harbour Group keeps in close contact with cruise lines, shipping lines and other industry players to keep itself informed about what they need and when they will need it. By staying ahead of the game, the Harbour Group is always in a good position to accommodate new vessels and new customers.

In addition, environmental responsibility and green issues are a priority for the Harbour Group, with a number of innovative initiatives including wind and solar power systems within the port.

The Group also plays a leading role in the wider community, both in terms of beautifi cation of the island, which ultimately attracts more cruise ships, and in various social development programs. Putting something back is a key part of its business.

5

POINTEBLANCHE

COLOMBIERCONCORDIA

BELLEVUE

ST JAMES

ST PETERS SOUTH REWARD

AGREMENT

RAMBAUD

LA SAVANE

CUL-DE-SAC

CUL-DE-SAC

SAUNDERS

GREAT BAY

Princess JulianaInternational

Airport

SIMPSON BAY

S I M P S O N B AY L A G O O NMULLET

POND

CUPECOY

GRAND CASE

TERRESBASSES

MARIGOT

C A R I B B E A N S E A

AT L A N T I C O C E A N

PHILIPSBURG

ST. MARTIN

ST. MAARTEN

6

LOCATION ST. MAARTEN

HAITI

JAMAICA

DOMINICANREPUBLIC

TURKS & CAICOS ISLANDS

THE BAHAMAS

CUBA

PUERTORICO

BRITISH VIRGIN IS.

ST. CROIXST. KITTS & NEVIS

ANGUILLA

ST. MAARTEN

ANTIGUA & BARBUDA

DOMINICA

GUADELOUPE

MARTINIQUE

ST. LUCIA

ARUBACURACAO

VENEZUELA

COLUMBIA

C A R I B B E A N S E A

PANAMA

GUYANA

BARBADOS

ST. VINCENT & THE GRENADINES

GRENADA

TRINIDAD & TOBAGO

AT L A N T I C O C E A N

Inter-island berth

Captain DavidCargo Pier

Ro-ro

Ro-ro

Dr. A.C. Wathey Cruise Pier

South

Dr. A.C. Wathey Cruise Pier

North

Water taxi

Windjammer Berth

Cruise Terminal

7

Front Street

Front Street

Walter Nisbeth Road

Marina

St. Rose Shopping Mall

CAPTAIN HODGE WHARF

Marina

GREAT BAY

SALT POND

C A R I B B E A N S E A

Front Street

Walter Nisbeth Road

PHILIPSBURGPORT OF ST. MAARTEN

DISTANCE IN MILES FROM THE MAIN CARGO HUBS TO ST. MAARTENPort MilesMiami, Florida 1, 136 Colon, Panama 1,108Freeport, Grand Bahamas 1,029 Cartagena, Colombia 867 Kingston, Jamaica 803 Caucedo, Dominican Republic 397 Port of Spain, Trinidad 455San Juan, Puerto Rico 180

HARBOUR GROUP OPENS DOOR TO OPPORTUNITIES

he St. Maarten Harbour Group of Companies (SMHG) is a dynamic and multi-faceted company that owns and

operates a range of maritime facilities across the island including the Dr A.C. Wathey Cruise & Cargo Facility.

Its operations are focused on ‘the four pillars’ of Cargo, Cruise, Yachting and Real Estate.

SMHG employs 65 people in 11 departments: Accounting, Human Resources, Executive, Clearance, Maintenance, Information

Technology, Safety & Security, Maritime, Terminal & Cargo, Commercial and Operations.

St. Maarten Harbour Holding is one of 12 wholly government-owned companies which oversee the operation and management of a wide range of maritime-related activities. SMHG is divided into fi nance and operational divisions.

SMHG has maintained St. Maarten’s competitive edge in the north-east Caribbean through constant research and strategic planning as well as through partnerships and collaborations with leading industry players. These associations have led to dynamic growth in all sectors.

EFFICIENCYOver the past decade the Group has invested more than $100 million into infrastructure and equipment and the focus for the future is on investing in personnel and processes to continue to improve e� ciency. Over the same time the Group has been transformed into a much more commercially orientated operation, including a refi nancing package of $150 million by the Central Bank of Curaçao and St. Maarten.

At the same time, the Group has a strong corporate social responsibility program. This includes investing in St. Maarten as a destination by rejuvenating parts of Philipsburg and giving priority to environmental concerns.

T

8

GROUP STRUCTURE

St. Maarten Harbour Operations NV

St. Maarten Port Development NV

St. Maarten Harbour

Crane NV

Simpson Bay Lagoon

Authority NV

St. Maarten Ports Authority NV

St. Maarten Harbour Fuelling

Company NV

St. Maarten Harbour

Consulting NV

St. Maarten Harbour Cruise

Facilities NV

St. Maarten Harbour Cargo

Facilities NV

Simpson Bay Causeway NV

New Entities

St. Maarten Harbour Finance NV

KEY

St. Maarten Harbour Holding NV

Shareholder country SXM

Board of Supervisory Directors

WORLD-CLASS CRUISE DESTINATION

t. Maarten’s status as a world-class cruise destination has gone from strength to strength thanks to its strategy of working

with the cruise lines to develop the right facilities at the right time.

Furthermore, there is an ongoing program of investment across the island in new infrastructure, new facilities and new attractions as the island charts a course to remain one of the world’s leading cruise destinations.

A milestone was reached in 2011 when 1.6 million cruise passengers were received – and even higher numbers are forecast in the years ahead. This success is not so much

an accident of location – although that helps – but more the result of a systematic approach and good customer focus by the St. Maarten Harbour Group, which is keen to provide the best facilities in the industry. This is one of the benefi ts of holding long-term agreements with the major lines.

FACILITIESIn 2007, with one berth already in operation capable of accommodating four cruise ships simultaneously, the Harbour Group took the port to the next level and built a second cruise pier. St. Maarten is now one of the few ports in the Caribbean capable of receiving the world’s largest cruise ships. These are the Genesis-class vessels of over 220,000 gross tons each with a capacity of more than 6,000 passengers and crew.

Pier 1 is 545 metres in length and can accommodate up to four vessels simultaneously. Pier 2, with a length of 445 meters, was opened in 2009 and can accommodate two Genesis-class vessels. It also has two booths for screening passengers as this cannot be carried out on board owing to the large number of passengers.

The port can now accommodate six cruise ships, with the terminal handling anything from 6,000 to more than 20,000 passengers in a single day.

Immediately on coming ashore, passengers are welcomed into the Harbour Point Village to the sound of steel pans being played. Built

S

9

PASSENGER DISTRIBUTIONMode of transport %Water-based tours 3Water taxi 39Bus tours 16Taxi 10Walking 27Stay on ship/in port 5

in an architectural style reminiscent of old Philipsburg, the Village contains duty free outlets, souvenir shops and market stalls as well as bars and a restaurant.

Harbour Point Village is also the pick-up and drop-o� point for most of the tours and excursions. Visitors will fi nd tour bus stands and a taxi rank here. There is also a regular water taxi service to Philipsburg. Friendly harbor sta� are on hand to assist visitors and there is an information centre in the main building to provide advice to visitors.

DUTCH VILLAGEVisitors can look forward to a totally new experience as the result of an innovative move by the Harbour Group to bring a bit of Dutch fl avour back to St. Maarten. One of the common observations from visitors is the lack

of a Dutch atmosphere. To put that right, the Harbour Group plans to develop a so-called Dutch Village, a new attraction to be built next to the cruise ship piers on land reclaimed during construction of the second pier.

While fi nal decisions are still to be taken on the actual facilities, the intention is create an area of traditional Dutch buildings such as a windmill and church, perhaps alongside a French area, to represent the dual-nation character of the island, as well as a range of restaurants and high-end retail outlets. In addition, there will be a pool area with water features and bars. Located on a 14,000 square meter site, the proposed village would represent an investment of US$ 40 million.

HOMEPORTINGWith some of the best cruise ship facilities in the region, St. Maarten o� ers excellent opportunities to operators for homeporting. The island not only has a fi rst-rate transport infrastructure, but is ideally located within the region.

A modern container port is situated next to the harbour, while the recently redeveloped Princess Juliana International Airport, just 20 minutes’ drive from the seaport, can handle large airlifts involving aircraft up to 747 size.

10

CRUISE STATISTICS 2010-2012MONTH CALLS PASSENGERS % CHANGE CALLS PASSENGERS % CHANGE CALLS PASSENGERS

2012 2011 2010 January 97 250,610 15.3% 85 217,437 20.4% 74 180,534 February 100 247,064 19.1% 89 207,486 22.0% 70 170,036 March 94 235,854 0.6% 92 234,365 21.9% 79 192,195 April 70 184,276 17.6% 58 156,647 9.0% 53 143,734 May 19 76,476 -6.0% 24 81,347 2.9% 23 79,074 June 18 77,211 5.1% 17 73,477 13.4% 22 84,889 July 17 74,707 -2.2% 18 76,375 16.8% 23 91,835 August 19 82,290 36.1% 14 60,443 26.3% 21 82,024 September 15 59,864 4.6% 15 57,210 1.3% 16 57,974 October 24 77,691 12.8% 21 68,891 11.7% 25 77,992 November 54 160,269 -12.5% 68 183,152 20.8% 60 151,672 December 95 226,903 -5.2% 95 239,329 19.3% 85 200,659

Totals 622 1,753,215 5.9% 596 1,656,159 9.5% 551 1,512,618

The island has all the other amenities and facilities required for homeporting operations, including plenty of hotel rooms and supplies, while the port o� ers a range of vessel services including fresh water, bunkering and garbage removal. In addition, berthing is straightforward, with six available berths and an open water approach that is generally calm except in strong southerly winds.

TRANSPORTPassengers arriving in St. Maarten have a wide range of transport options from the cruise terminal. The town of Philipsburg is a short walk from the port area, while land based taxis, water taxis and tour buses are on hand to whisk visitors away. Water taxis call at three locations on the Philipsburg waterfront: Captain Hodge Wharf, Walter Williams Jetty and Bobby’s Marina.

The water taxis are operated by two private companies, and a $6 ticket gives unlimited trips for a whole day. About 40 per cent of passengers take the water taxi. In addition,

there are normally about 100 motor taxis at the terminal for travel into Philipsburg or further afi eld.

With up to 20,000 passengers arriving in a single day, the Port of St. Maarten is continually looking at ways to further segment its passenger tra� c. The Harbour Group has focused considerable e� ort on expanding the range of transport options available for passengers disembarking the ship, the key aim being to lessen congestion at the Harbour Point Village and remove any bottlenecks, so that waiting time is kept to a minimum.

HIGH QUALITYThe St. Maarten Harbour Group is constantly assessing its markets and listening to its customers with a view to providing a fi rst-rate service. Thanks to its hassle-free and world-class facilities, the leading cruise ship operators have continued to include St. Maarten in their itineraries. Despite the island’s small size it ranks as the seventh largest in the world in terms of transiting cruise passengers.

Expanding its business, dealing with environmental issues and introducing innovation wherever possible are high priorities for the Harbour Group. In the future there are also plans for a crew services area.

For these and many other reasons, St. Maarten continues to rank as one of the best cruise ports in the Caribbean and in the world.

11

PASSENGER ARRIVALS 1980-20121980 105,000 1995 564,251 1999 615,607 2000 868,318 2001 867,752 2002 1,055,040 2003 1,171,734 2004 1,348,450 2005 1,488,461 2006 1.421,645 2007 1,421,908 2008 1,345,812 2009 1,215,146 2010 1,512,618 2011 1,656,159 2012 1,753,215

IT’S ALL ABOUT THE EXPERIENCE

he extraordinary success of its tourist industry is testimony not only to the spectacular scenery of St. Maarten, but also

to the determined e� ort by the St. Maarten Harbour Group of Companies and the St. Maarten Tourist Bureau to actively market and develop its tourism potential.

This e� ort has worked so well that St. Maarten is now one of the most successful tourist destinations in the Caribbean. It has built up a range of attractions and activities for both long-stay tourists and short-stay cruise passengers as well as developing its infrastructure and facilities to ensure that visitors can spend as much time as possible experiencing the delights of this island paradise.

Widely marketed as ‘The Friendly Island’, St. Maarten has created a culture of hospitality and service. Nothing is too much trouble when it comes to ensuring that guests enjoy their stay.

IMPORTANTTourism development began in the 1960s and St. Maarten soon developed into one of the region’s leading destinations. Apart from being a very friendly and safe destination, St. Maarten can o� er spectacular scenery, unique attractions, top restaurants, fi rst-rate connections by air and sea, duty-free shopping and many casinos.

Tourism – in which the cruise industry plays a major part – is the country’s chief revenue earner, accounting for an astonishing 87 per cent of the economy.

The Princess Juliana International Airport plays a vital role in the ongoing success of the tourism industry. Upgraded in 1985 and then again in 2004, it is now the second-busiest airport in the eastern Caribbean and its state-of-the-art facilities serve as a hub for fl ights to the Windward Islands and the USA. Maho Beach, at the seaward end of the runway, is world famous for plane watching as aircraft make their fi nal approach at low altitude over the beach to land just meters away.

DIVERSITYThe island o� ers a great diversity of options for day tours and excursions for cruise passengers. Activities on both land and

T

12

water account for the largest take-up from passengers, although the St. Maarten Tourist Bureau is keen promote the island’s cultural and historical aspects, too. This will be a focus for future development.

Land-based excursions include Jeep safaris, round-island bus tours and guided tours on Harley-Davidson motorcycles and quad bikes. At Lotterie Farm, a 200-year-old plantation that has been turned into a nature reserve, the focus is on health and well-being with activities such as hiking and zip-lining. For nature lovers there is the Butterfl y Farm, a great family attraction and the most popular excursion for cruise passengers.

Unsurprisingly, water-based excursions are very popular. They include snorkeling, circumnavigations by catamaran, deepsea fi shing, jet skis, the 12 meter challenge (using original America’s Cup 12 meter yachts), yacht chartering and day trips.

Of course, many visitors come to St. Maarten for its world-class beaches, carefree ambience and extensive duty-free shopping as well as its casinos and nightlife. It is also the perfect location for an exotic wedding.

The island’s diversity extends to its culture and cuisine. With about 130 nationalities present on the island, it has developed a unique culinary heritage that has made it the gastronomic capital of the Caribbean. There are so many restaurants that one could eat in a di� erent place every day of the year.

CO-OPERATIONA striking aspect of St. Maarten is the close working relationship between the various authorities. The Tourist Bureau and the Harbour Group work closely with the cruise and yachting sectors to continually improve the visitor experience and co-operation is a key part of the island’s success.

The shared vision is to provide customers with a quality tourism product that involves the community of St. Maarten and improves their standard of living.

The challenge ahead is to improve the visitor experience each time by o� ering something new and innovative. One of the priorities for the future is the cruise conversion program. The aim is to incentivize cruise passengers to return to the island for longer stays and then keep on bringing them back.

St. Maarten has 4,300 room nights available, consisting of hotels, villas, apartments, condominiums and guesthouses. The immediate priority is to upgrade existing facilities to cater for the growing number of staying guests, and then look at building a new range of boutique hotels

13

CAPITAL OF DELIGHT IS JUST AROUND THE CORNER

he colorful and vibrant Philipsburg is the capital of St. Maarten. Located at the head of Great Bay, it is just a 15-minute

walk from the cruise terminal or fi ve minutes by water taxi. The vast majority of visitors to the island will spend time there enjoying the many opportunities for shopping, eating and sightseeing.

Founded in 1763 by John Philips, a Scottish captain in the Dutch navy, Philipsburg soon became a busy commercial center. Just behind the town lies the Great Salt Pond, which from 1831 to 1949 was a major source of income for the island with a lucrative salt production industry based there.

The island’s former military importance is also evident in two old forts that are well-known landmarks. Fort Amsterdam, on a peninsula between Great Bay and Little Bay,

was built by the Dutch is 1631. Fort Willem was built by the British in 1801 and lies west of Philipsburg.

A fl eet of water taxis is on hand to ferry cruise ship passengers back and forth to the town. Tickets are inexpensive and allow purchasers to travel all day. The water taxis arrive at the recently renovated Captain Hodge Wharf, owned by the St. Maarten Harbour Company, which provides access to the heart of Philipsburg. The water taxis also call at the Walter Williams Jetty by the Sea Palace Hotel and at Bobby’s Marina on the east side of the bay. There is also a neighborhood police o� ce on the Captain Hodge Wharf.

ATTRACTIONSTwo main streets, Front Street and Back Street, run the length of Philipsburg, with many interconnecting alleys. Most of the duty free shops are on Front Street, together with famous attractions such as the Courthouse, dating from 1793, the St. Maarten Museum, Old Street and the Guavaberry Emporium.

One of Philipsburg’s biggest attractions is the relatively new Boardwalk, a 50 ft wide promenade running nearly the whole length of the waterfront. Packed with hotels, restaurants and lively bars, and within sight of the cruise terminal, it is an ideal place to relax, stroll and enjoy the local atmosphere.

T

14

INNOVATIVE GREEN THINKING

ind and solar energy are being harnessed by the St. Maarten Harbour Group as it embraces new and innovative ways to

exploit di� erent sources of alternative energy in its day-to-day operations.

With its cruise and cargo operations in close proximity, anything that can be done to reduce carbon dioxide emissions can only lead to a better working environment and a more pleasant experience for cruise passengers. In addition cruise passengers are becoming more environmentally aware of the impact of cruise ships and tourism, so anything the port can do to minimise its impact will have a positive refl ection of the industry.

WIND POWERSt. Maarten is the only Caribbean port to use wind turbines as part of its environmental strategy following the installation of six 4 kW vertical axis turbines in April 2012. These are linked to the national grid and when the wind is available to drive the turbines, the

authority is able to reduce its energy bills by putting power back into the grid.

The innovative design and the decision to used vertical axis turbines were driven by aesthetic and spatial requirements. The six turbines are located on a man-made dyke in an area with almost guaranteed wind in a channel between two hills, as well as being away from operational areas of the port.

They also take up much less space than standard windmill-type turbines and are virtually silent – an important factor when considering the passenger experience in the port.

SOLAR POWERIn addition, solar panels have been installed on the roof of the cruise terminal. Also connected to the national grid, they generate 3 kW. In a sunny location such as St. Maarten, the panels are proving to be e� cient providers of alternative energy, even when it is cloudy. More panels are expected to be installed in the near future.

Electric golf carts, charged nightly through power points, are widely used in the port area to limit pollution. With 18 carts already in operation, there are plans to expand the fl eet to 25 in 2012.

These carts may be driven by solar power in the future under plans to fi t them with solar panels. This means they will be able to operate largely independent of a power source, further reducing carbon dioxide emissions.

W

15

SYMBIOTIC EXPANSION FOR CARGO HANDLING SECTOR

� ective and e� cient cargo handling comes as standard at the Port of St. Maarten’s Captain David Cargo Quay located at the

Dr A.C. Wathey Cruise & Cargo Facility. The terminal has expanded symbiotically with its customers’ needs over the years and is now a regional sub-hub for container transshipment, serving a wide range of carriers as well as the all-important domestic market.

The cargo sector is a vital part of the nation’s economy, not only in terms of generating revenue, but also because most of the food and consumer goods needed by islanders are imported by sea. For this reason, it is vitally important for the whole operation to be streamlined and well managed.

FACILITIESThe Captain David Cargo Quay is 540 meters long with a depth alongside of 10.5 meters, having been extended from 270 meters under the 2007-9 expansion program. Container storage areas have been expanded to 3,000 teu.

The facility is served by two Gottwald HMK 260E mobile harbor cranes, each with a lifting capacity of 100 tonnes. These perform a range of duties in the port, not least of which is container handling. Each year the port handles about 75,000 teu and acts as a feeder port for many of the smaller islands nearby.

At the southern end of the port a breakwater protects the container yard from the worst of the storms and hurricanes that occasionally

hit the island and there is a plan to extend the breakwater westward to further reduce wave impact.

There are two ro-ro berths, at the southern and northern ends, as well as an Inter-Island Pier serving the local region, alongside a 444 square meter warehouse.

As well as handling inter-island vessels, St. Maarten serves as a transshipment hub for the islands of Anguilla, Montserrat, St. Barths, St. Kitts & Nevis, and Antigua and Barbuda.

TRANSSHIPMENTThe main focus of the Harbour Group in the coming years will be on transshipment. This is on the increase again and is forecast to dominate cargo growth.

St. Maarten o� ers numerous advantages over its competitors. In addition to its central geographic location, there has been considerable investment in new infrastructure, equipment, the Global Logistics System (GLS) software platform and streamlining of crane

E

16

operations. All these improvements have helped to make St. Maarten a competitive as well as an e� cient choice for shippers. The port operates on a 24/7 basis and there is easy deepwater access to the berths.

Transshipment was up slightly from 2010 to 2011 and further increases are expected through 2012-14 as new lines come to realise the benefi ts of transshipping via St. Maarten. In addition, increased construction on the island and on neighbouring islands means increased volumes of project cargo will be shipped through St. Maarten.

Domestic imports are set to improve, too, as a result of increased local consumption of goods as well as the needs of the expanding stay-over and cruise tourism sector.

Last but not least, the harbor is gearing up for the opening of the expanded Panama Canal in 2014, which will place much greater emphasis on feeder ports such as St. Maarten.

Talks are already under way with several major shipping lines to move their existing transshipment services to St. Maarten. The port is undertaking studies so that, when this happens, the depth alongside the cargo quay can be increased to 12.0 meters.

SERVICESThe Port of St. Maarten became a landlord port in 2001. The aim was to give the port greater commercial fl exibility as well to create and maintain a competitive edge. As

a result, cargo handling operations are now carried out by the port’s two stevedores, St. Maarten Shipping & Stevedoring NV (SSS) and St. Maarten Port Services.

A wide range of equipment is available at the quay including reachstackers, toplifters, yard mules, chassis, trucks as well as fork-lifts and other equipment. Island-wide transportation

17

CARGO HANDLING STATISTICSJAN-DEC 2012

CARGO TYPE IN OUTAutomobiles 2,594 257Heavy equipment 28 17Boats 17 9Cement (tonnes) 53,696 4,539Teu 40,141 39,666General cargo (tonnes) 1,512 1,358Gravel (tonnes) 25,802 -Sand (tonnes) 74,866 -Steel (tonnes) 113 10

services are readily accessible using a large fl eet of chassis and trucks. In addition there are many related services such as container repair, warehousing and logistics services.

Cargo services have grown in parallel with the volumes handled as the port aims to meet all its customers’ needs. One of the fi rst liner services chose to call at St. Maarten due to the port’s fl exibility and the willingness to expand together. This partnership is typical of the symbiotic relationship that exists between the port and many of the lines that call. For some lines, St. Maarten is the fi rst port of call from Europe and this situation means that it fulfi lls a vital role as a feeder port for inbound cargo that is destined for other local islands.

The introduction of the GLS software allowed the whole port to be fully automated. Containers are tracked and monitored using mobile tracking devices,

and all documentation and invoicing is carried out in real-time.

Containers and trucks are scanned when

entering and

leaving the port to create a full picture of port operations at all times.

Other services including water provision, bunkering, waste oil and glass recycling can all be booked through the online GLS portal.

PRODUCTIVITYOne of the key elements of the port’s success is the close cooperation between the stevedores and the port management as they work towards a common goal, investing as demand dictates. The result is a high level of customer satisfaction among the lines using the port’s services.

Following the latest changes to operations and infrastructure improvements, St. Maarten now o� ers some of the best productivity ratings in the region. Its GLS software has improved the speed of clearance from days to just minutes, while crane operations are achieving rates of up to a maximum of 23 moves per hour, while the average is about 18 moves per hour.

All things considered, the future for St. Maarten’s cargo sector – and its transshipment business – is bright indeed. The port is seen as a facilitator of growth for the island and there is widespread optimism that this growth will continue.

18

CONTAINER STATISTICSYEAR TOTAL TEU2012 79,807

DOMESTICTEU: 46,68058.5%

TRANSSHIPMENTTEU: 33,127

41.5%

SOFTWARE PLATFORM TRANSFORMS PORT OPERATIONS

he Port of St. Maarten has experienced a major improvement in productivity and e� ciency after introducing a

new port management software platform.

In partnership with the Dutch companies IT Partner BV and Dalosy Industrial Systems (DIS), the Global Logistic System (GLS) software was implemented at the port in 2009 using a modifi ed version of the company’s standard software package. Cruise, marina and port management modules were added to the system, which also has bridge opening and fuel supply components.

INFORMATIONRadio Data Terminals are used to speed up information transfer to the GLS. These are rugged hand-held devices carried by terminal workers. In addition, Vehicle Mounted Terminals are fi tted to handling equipment such as reach stackers and fork-lift trucks. All data recorded on these devices is immediately updated in the GLS database and made available to users and management.

All harbor employees who use the system are fully trained and certifi ed by IT Partner.

GLS is used for vessel planning, container, general cargo and ro-ro operations, dock master/berth planning, cruise services and marina services as well as billing and invoicing.

Key benefi ts include:

• Optimized use of port resources

• Faster turnaround of vessels

• Shorter cargo dwell time

• Enhanced services for users and customers

• Access and gate control management

• Real-time information for clients and port management

• Improvements in productivity and e� ciency

• Interactive website with real-time overview of vessel schedules and activities

• Upload of electronic loading and discharge fi les

• Online registration of cruise ship arrivals and departures

• Real-time administration of vessel services

• Automatic invoicing for all registered services.

SECURITYThe software also plays a key role in security procedures at the port. This includes monitoring of gate activities as well as monitoring of vessel and personnel movements within the port.

The next phase is the introduction of electronic access cards for all sta� , operators and customers of the port. This is being rolled out across the port in 2012 and 2013, while additional integration with the Human Resources department is also being considered.

T

19

AMBITIOUS INVESTMENT BRINGS BIG BENEFITS

fter a period of considerable investment in new facilities and infrastructure, the St. Maarten Harbour Group of Companies is

reaping the benefi ts of a carefully planned strategy as well as looking to the future with confi dence and new projects.

Investment in the harbor has been shaped by the demands of the shipping lines. The Harbour Group has responded by considering their needs and working closely with them. For example, the Group partnered with two of its major cruise ship customers to develop the second cruise pier. Working with its customers has always been a key element in St. Maarten’s commercial strategy.

INVESTMENTSFrom 2007 to 2012 there was an extraordinary level of investment in harbor facilities at St. Maarten. These include a second cruise pier, expansion of the cargo quay, land reclamation for a cruise village, additional storage areas for cargo, the setting up of a crane company, a new inter-island cargo facility, two Windjammer berths for mega yachts and the development of new port software.

In addition, there has been widespread investment elsewhere on the island, especially at Simpson Bay Lagoon, where new security cameras have been installed. The beautifi cation of Philipsburg has been another key project for the Harbour Group and perhaps more importantly, a new causeway is being constructed to link the airport road with Port de Plaisance.

A feasibility study indicated that the causeway was necessary: to create an alternative route to the existing Simpson Bay Bridge, known for its maintenance and reliability issues; to improve accessibility to the Simpson Bay area and alleviate tra� c congestion; and to reduce noise and air pollution.

PORT EXPANSIONThe majority of the investment was in the cruise industry, the port’s leading business sector. A second cruise pier was completed in 2009 to allow the port to receive the new Genesis-type cruise ships, the largest now in operation. The new pier is 445 meters long and 21 meters wide and can accommodate two vessels at a time.

An area of 17,650 square meters of reclaimed land next to the new pier is earmarked for development into a cruise village. Construction of the so-called Dutch Village is due to start in 2012. The Windjammer berths alongside this land are also being used for giga yachts and for the port’s refueling operations, which began in 2011.

St. Maarten’s cargo handling facilities have grown with the shipping lines calling at the island and it was a natural progression to expand the existing quay. The Captain David Cargo Quay was extended from 270 to 540 meters in 2009 and protection from the sea was achieved with a new breakwater at the southern end of the quay. There are also ro-ro berths at both the northern and southern ends of the quay.

A

20

In addition, an Inter-Island Cargo Pier was completed in 2010 at the northern end of the port, alongside 444 square meters of warehousing. By separating the facility from container operations, it is hoped to encourage safer and more e� cient operations by the inter-island vessels.

Although the St. Maarten Port Authority is principally a landlord authority, it also took the decision in 2010 to invest in two Gottwald 100 tonne capacity harbor cranes and to o� er their services to the stevedoring companies under the banner of the St. Maarten Harbour Crane Company. One crane was purchased from the local company St. Maarten Shipping & Stevedoring NV and the other was imported. The rationale behind this move was immediately obvious as port e� ciency ratings improved dramatically.

Another important and major investment was in port management software. All vessel scheduling and cargo handling activities are now fully automated through the port’s own Global Logistics System software, which uses hand-held scanners, automatic gate control and recognition systems to upload information for immediate release and invoicing of cargo.

For the future, further dredging is planned, the cargo areas will be repaved with concrete, the cement bagging facility may be brought back into action, water storage areas for cruise ships will be expanded, there will be a helipad to serve the gig-yachts, a new port authority control building will be

erected, an LPG station is being evaluated, a further fuelling berth will be built on Cruise Pier 2, and the breakwater will be extended.

CAUSEWAYInvestment is not limited to the harbor. Construction of a 760 meter causeway to connect Airport Boulevard to Cole Bay in the vicinity of Port de Plaisance is under way for completion in 2013. (See artist’s impression, above left.) The idea of the causeway was fi rst considered in 2001 and the landmark project is fi nally being realized. The principal aim is to ease congestion in the area as the causeway will provide an alternative route to the Simpson Bay Bridge. The work is being undertaken by the Dutch company Volker Construction BV on behalf of the Simpson Bay Lagoon Authority Corporation (SLAC). It will include two tra� c lanes, walkways on both sides and protective barriers.

Located almost along the Dutch-French border, the causeway will include a state-of-the-art turning center section bridge. This will allow yachts to pass in both directions when open. When closed it will have an overhead clearance of 6.0 meters.

21

FULL SERVICE PREMIER YACHTING DESTINATION

t. Maarten has developed into one of the Caribbean’s premier yachting destinations, hosting some of the most exclusive and

luxurious vessels in the world as well as having a thriving long-term and stopover cruising sector.

The main facilities for yachts are in Simpson Bay Lagoon, in the west of the island. The national frontier passes through the lagoon, which has both Dutch and French sides. The Dutch side includes most of the major marinas and a wide range of service companies and suppliers.

Yachting is regarded as a major growth area and the Simpson Bay Lagoon Authority

Corporation (SLAC) has plans to further market and expand this sector. The SLAC is a subsidiary of the St. Maarten Harbour Group of Companies with responsibility for the lagoon and the John Sainsborough Lejuez Bridge, which spans the only channel in Dutch St. Maarten between the lagoon and the sea.

There is a packed sailing program all year round organized by the Sint Maarten Yacht Club, the principal event being the St. Maarten Heineken Regatta, which brings together yachts of all sizes from across the region for a week of competitive racing.

MARINASThe island is well equipped with over 10 marinas, provisioning stores, sailmakers, boatbuilders and chandleries. In fact, just about anything a yacht could require is available in St. Maarten. Haul-out services are available at various locations with three travel lifts from 75 to 150 ton capacity.

Marinas within the lagoon:

• Island Water World – a 56 slip marina with a 30 ton haul-out facility and an outboard maintenance facility.

• Palapa Marina – 22 slips for mega yachts up to 250 ft.

• Porto Cupecoy Yacht Club – a protected 54 slip marina that can accommodate everything up to a 90 meter mega yacht.

S

22

• Lagoon Marina – up to 30 yachts can be accommodated with a depth of 9.0 ft.

• Gateway Marina – situated next to the airport and being developed into an exclusive condo/hotel and casino complex. The marina has six berths for mega yachts of up to 15.0 ft draft.

• Simpson Bay Marina – a large-scale, phased resort development with 120 slips for vessels up to 180 ft with 15.0 ft draft.

• Isle de Sol – exclusively for mega yachts with a gated entrance and private bridge near the Simpson Bay Bridge leading to 45 slips for yachts from 80 ft to 360 ft.

• Port de Plaisance – versatile marina with over 90 slips for vessels up to 250 ft with drafts to 16.0 ft.

• Bobby’s Marina – 18 slips in Simpson Bay Lagoon and a further 60 berths at Philipsburg with an 88 ton travel lift.

Elsewhere in St. Maarten, Dock Maarten in Great Bay, the closest marina to the cruise terminal, can accommodate 40 vessels of up to 120 ft in length, while Captain Oliver’s Marina o� ers 150 berths in Oyster Pond on the east side of the island, which straddles the French/Dutch border.

Yachts up to a maximum beam of 56 ft (17 meters) and a maximum draft of 17.0 ft (5.0 meters) can enter the Simpson Bay Lagoon through the John Sainsborough Lejuez Bridge.

GIGA YACHTSGiga yachts and vessels too large to enter the lagoon can be catered for elsewhere, including at designated Windjammer berths beside at the cruise facility in Great Bay, or can berth alongside the cruise pier depending on the cruise ship schedule.

Fueling services are also available to giga yachts in Great Bay. The Port of St. Maarten has worked in partnership with the fuel supplier Sol to install a fueling station at the Windjammer berth. The Harbour Group subsidiary St. Maarten Harbour Fuelling Company NV operates this facility and handles all the refueling operations.

FUEL STATIONThe fuel station, which opened in 2011, was set up specifi cally to handle giga yachts unable to enter the Simpson Bay Lagoon owing to depth restrictions. The facility has three 20,000 litre tanks for storage of fuel for delivery at the berths. Larger volumes can be delivered by road tanker.

The fuel station is already proving so successful that an upgrade is planned in the near future. In 2011 the port delivered 5 million litres of fuel to mega yachts and giga yachts.

23

LAGOON AUTHORITY FULFILS VITAL ROLES

he Simpson Bay Lagoon is a vast enclosed area of relatively shallow water on the western side of St. Maarten, with a narrow strip of

land separating it from the sea on three sides. It straddles the border between Dutch St. Maarten and French St. Martin and is a haven for yachts and mega yachts from across the region. On the St. Maarten side there is one lifting bridge to allow vessels out into Simpson Bay and the open sea.

The responsibility for managing this stretch of water, as well as the operation of the bridge, lies with the Simpson Bay Lagoon

Authority Corporation (SLAC), established in 2002. Since 2010 it has been a wholly owned subsidiary of the St. Maarten Harbour Group of Companies.

As well as managing, developing and controlling Simpson Bay, the Simpson Bay Lagoon and the John Sainsborough Lejeuz Bridge – better known as the Simpson Bay Bridge – SLAC also strives to enhance and improve the environment of Simpson Bay and the lagoon.

ENJOYABLESLAC takes a lead in encouraging visitors and vessels to comply with local rules and regulations and to keep the lagoon and its facilities safe and free of pollution. Its aim is to ensure that St. Maarten is one of the best, pleasantest and most enjoyable yachting destinations in the eastern Caribbean.

SLAC is also a driving force in the development of economically and environmentally sustainable and durable yachting tourism in St. Maarten.

LAGOONWithin the lagoon, SLAC collects mooring fees from yachts and is involved in day-to-day maintenance of the lagoon, with input into issues such as dredging and navigation systems.

SLAC works in conjunction with the St. Maarten police force and the coastguard to

T

24

ensure that everyone using the lagoon and bay is able to do so in safety. The maritime police force is a department of the St. Maarten police force. Both the coastguard station and the police station are located next to the Simpson Bay Bridge.

BRIDGEThe John Sainsborough Lejeuz Bridge is on Welfare Road, which links the main part of St. Maarten and its capital, Philipsburg, with Princess Juliana International Airport and the west of the island.

The bridge is opened three times a day for outbound tra� c at 09.00, 11.00 and 16.30 and for inbound tra� c at 09.30, 11.30 and 17.30. A nominal transit fee is charged to each vessel for all scheduled openings, but at other times openings can be requested in advance on payment of a fi xed fee. Small vessels with a clearance of less than 8.6 ft can transit the bridge free of charge when it is closed.

SECURITYAs part of tighter security measures across the island, six infrared Bosch cameras were installed on the bridge in early 2012. These are used to monitor road tra� c over the bridge as well as shipping tra� c entering and exiting the lagoon. Footage can be monitored in the bridge’s control room, at the port command center and online. The installation is seen as a fi rst phase of camera installations at key points across the island

in a joint venture with the airport and the Ministry of Justice. The results of introducing cameras were almost immediate, with illegal activities being reduced signifi cantly.

DEPTH The current bridge was constructed in 1986 and completely renovated and widened in 2008. However, a study has shown that a replacement bridge will be needed around 2017 as the current structure reaches the end of its useful life. A number of options are being considered.

The size of vessels visiting the area has increased and many are unable to enter the lagoon owing to the 17.0 ft draft restriction in the bridge channel, even though some areas of the lagoon have been dredged to more than 17.0 ft. In fact, some marinas o� er depths of up to 20.0 ft. However, while the bridge channel can easily be made wider with a new bridge in place, increasing the depth would be more problematic because of underlying cables.

25

n the course of its successful development, growth and expansion, the St. Maarten Harbour Group of Companies

has created a wide knowledge base and operational expertise that has been widely sought after by the port’s competitors and other entities.

In 2011 the St. Maarten Harbour Consultancy Company was established as a revenue generator for the group to disseminate its knowledge and expertise.

In the past, competitors have looked to the harbor as a role model for operations at their own ports, while some consultants have also gathered information on St. Maarten’s operations only to sell this knowledge to third parties.

The initial ‘product’ o� ered by the consultancy company is the Global Logistics Systems software platform, which has been developed and implemented at the cargo handling facility in St. Maarten.

From the beginning of the project, a long-term partnership was planned between St. Maarten Harbour Group and the Dutch-based software development fi rm IT Partner. This was fi nally formalized in 2011 after the software was deployed in the Port of St. Maarten. Under the joint agreement, both companies can provide port consultancy in the Caribbean area and sell the software to third parties.

Other areas of the Harbour Group’s business will also be o� ered by the consultancy company including its fuelling operations and terminal management.

The Harbour Group is also looking to outsource the skills of St. Maarten’s highly trained crane mechanics to other regional ports with similar equipment.

In addition, the Harbour Group is seeking to co-develop other ports in the immediate region, such as those at Saba and St. Eustatius. Strong links with these Dutch islands are already established.

KNOW-HOWWith so much know-how built up over many years, the St. Maarten Harbour Group is an industry leader across many sectors. It is now benefi ting from this collective expertise through its consultancy company, as much as are those who are receiving its services.

I

26

MARKET LEADER SHARES ITS KNOW-HOW

REAL ESTATE GROWTH GIVEN TOP PRIORITY

n addition to its cruise, cargo and yachting activities, the St. Maarten Harbour Group owns and manages a wide range of

commercial real estate across the island. The revenue generated from these leased properties accounts for just three per cent of the Group’s annual revenue, but the objective is to increase this to 10 to 15 per cent by 2017.

The fi rst development was the Harbour Pointe Village alongside the Dr A.C. Wathey Cruise & Cargo Facility. Containing a shopping arcade with an old Caribbean-style charm, it is home to a range of replica Creole houses and quaint market stalls and is the fi rst stop for most cruise passengers arriving in St. Maarten.

Across the bay from the cruise piers is the Group-owned Captain Hodge Wharf, which also generates income for the Harbour Group. The wharf is located just in front of the popular Wathey Square and is the main

access point for passengers using the water taxi service between the cruise terminal at Philipsburg. It contains stores and retail outlets where passengers can browse on arrival or while waiting for the return crossing.

OPPORTUNITIESThe wharf recently underwent a US$ 2.5 million refurbishment and is able to handle 1,800 passengers an hour.

Recent developments at the cruise and cargo facilities have meant that space is at a premium, so the Harbour Group is always looking for new opportunities to acquire and control real estate around the harbour. Its real estate business is handled by St. Maarten Port Development NV, a member of the St. Maarten Harbour Group of Companies.

INNOVATIVEAn area of 14,000 square meters of reclaimed land next to the cruise piers is scheduled for development into a so-called Dutch Village, a new and innovative attraction for cruise passengers.

I

27

enowned for its good customer relations, the St. Maarten Harbour Group is focused on ensuring smooth and e� cient

operations across all its activities. The group believes that the key to this objective is a top quality operation performed by well trained sta� . It wants to see this quality refl ected in cargo handling, vessel services and the passenger experience.

SECURITYSecurity is a vital part of the harbor’s day-to-day operations because of the large numbers of passengers arriving and departing on most days as well as the many transshipment containers being handled.

While the Global Logistics System (GLS) is revolutionizing the secure handling of cargo in the port, many other security measures are already in place.

COMPLIANTThe Port of St. Maarten has been ISPS compliant since 2007. There are regular port inspections by the US Coast Guard, while the Netherlands Coastguard has a base in Simpson Bay and operates patrols in Great Bay and the port area. The Customs and Immigration departments are both located in the port, so that goods and passengers can be cleared with a minimum of hassle.

The port area is fenced and well lit, while surveillance cameras have been installed

to enhance port security. Improvements in the near future will also include a new port authority control building, new security entrance and a modernized security department.

In addition, security passes are being introduced for all port tenants, sta� , stevedores, contractors and agents. All persons and vehicles entering and leaving the port will be screened and registered as part of the GLS platform.

TRAININGMeasures to improve e� ciency include on-the-job training for all sta� together with team-building exercises.

In 2011 harbor sta� were given essential training in the new GLS software platform, while others have been travelling abroad to receive special instruction relating to ISPS and Port Facility Security O� cer (PFSO) duties.

In addition, and in partnership with Global Port Training in the Netherlands, sta� from other ports are sent to St. Maarten to learn how to operate the port’s two mobile harbor cranes.

R

28

CUSTOMER CARE FROM SHIP TO GATE

PORT DETAILSAUTHORITYSt. Maarten Harbour Group of Companies A.C. Wathey Cruise & Cargo FacilitiesJ. Yrausquin Boulevard PO Box 5185 Harbour Village Suite #13A, Point Blanche St. Maarten

Tel: + 1 721 542 8503, 542 8504Fax: + 1 721 542 8506Email: buzz@portofstmaarten.comwww.portofstmaarten.com

APPROACHDeepwater approach to all terminals. Only hazard on approach is the Proselyte Reef.

ACCOMMODATIONCaptain David Cargo Quay: 500 meters (1,642 ft) long with 10.5 meters (34.5 ft) draught alongside. In the future, the draft will be increased to 11.5 meters (39.5 ft) to accommodate the FLV vessels.

Inter-Island Cargo Facility: Berthing space for inter-island vessels of 100 meters (328 ft) length.

Ro-Ro (North) Berth 1: 12 meters length, with 10.5 meters (34.5 ft) depth.

Ro-Ro (South) Berth 2: 12 meters length, with 10.5 meters (34.5 ft) depth.

Cruise Pier 1: 545 meters (1,790 ft) long, 691 meters (2,270 ft) including dolphin, 12.0 meters (39.5 ft) depth alongside.

Cruise Pier 2: 445 meters (1,460 ft) long, 12.0 meters (39.5 ft) depth alongside.

Windjammer berths:Windjammer West: 65 meters (213 ft) long, 6.5 meters (21.5 ft) depth.

Windjammer North: 100 meters (328 ft) long, 6.5 meters (21.5 ft) depth.

There is a fueling station for mega yachts near the windjammer berths.

Water taxi berth: 5 berths

AIRPORTPrincess Juliana International Airport is about 20 minutes from the seaport area with connections to Europe and the USA as well as regional services.

ANCHORAGEGood anchorage can be found in 12.19 meters (40 ft) of water in Great Bay.

BUNKERSAvailable from port authority.

CRANESSt. Maarten Harbour Crane Company owns and operates two 100 tonne Gottwald harbor cranes.

29

EMERGENCY911

HANDLING EQUIPMENTTwo Gottwald 100 tonne capacity harbor cranes owned and operated by St. Maarten Harbour Crane Company

St. Maarten Ports Authority works in partnership with two main stevedoring companies, which operate a range of handling equipment at the port.

HOSPITALThe St. Maarten Medical Centre is 10 minutes from the port. Hospital and medical facilities available in Philipsburg.

LARGEST VESSELThe cruise piers can accommodate vessels of up to 220,000 gt.

The cargo quay can accommodate vessels of up to 10,000 to 12,000 gt.

PILOTAGEPilotage is compulsory through the St. Maarten Port Authority. Vessels should await pilot at a maximum distance of half a mile from Point Blanche-Fort Amsterdam.

RADIO INFORMATIONVHF Channel 12.

RO-RO FACILITIESRo-ro berths are available at the north and south ends of the main cargo quay.

STORAGEThere is a container yard with a capacity of 3,000 teu and 30 reefer plugs

STEVEDORINGStevedoring is available in the port. This service has been outsourced to two private companies

TIDESNegligible tide in St. Maarten: maximum of 1 ft.

TOWAGETowage is available in the port. This service has been outsourced to a private company.

TRANSPORTOverland transport is provided by both stevedoring companies using a large fl eet of trucks and chassis.

WASTEWaste oil and black water removal and glass recycling services are available.

WATERFresh water is available.

WEATHERTropical.

WORKING HOURSThe port operates on a 24/7 basis.

30

DIRECTORYFor more information contact:THE COMMERCIAL DEPARTMENTEmail: buzz@portofstmaarten.comTel: +1 721 542 8503, 8504Fax: +1 721 542 5048

CHIEF EXECUTIVE OFFICERMr. Mark MingoA.C. Wathey Cruise & Cargo FacilitiesSuite 13A, Pointe BlancheSt. Maarten Tel: + 1 721 542 8503Fax: +1 721 542 8506Email: mark_mingo@portofstmaarten.com

CHIEF FINANCE OFFICERA.C. Wathey Cruise & Cargo FacilitiesSuite 13A, Pointe BlancheSt. Maarten Tel: +1 721 542 8503Fax: +1 721 542 8506

HUMAN RESOURCE DEPARTMENTA.C. Wathey Cruise & Cargo FacilitiesSuite 13A, Pointe BlancheSt. Maarten Tel: +1 721 542 8504, ext 300Fax: +1 721 542 5048

MAINTENANCE DEPARTMENTA.C. Wathey Cruise & Cargo FacilitiesSuite 13A, Pointe BlancheSt. Maarten Tel: +1 721 542 8504, ext 240Fax: +1 721 542 5048

31

IT DEPARTMENTA.C. Wathey Cruise & Cargo FacilitiesSuite 13A, Pointe BlancheSt. Maarten Tel: +1 721 542 8503/8504, ext 222Fax: +1 721 542 8506

SAFETY & SECURITY DEPARTMENTA.C. Wathey Cruise & Cargo FacilitiesSuite 13A, Pointe BlancheSt. Maarten Tel: +1 721 542 2307/542-2348, ext 235Fax: +1 721 542 1141

MARITIME DEPARTMENTSMPA - St. Maarten Ports Authority NVA.C. Wathey Cruise & Cargo FacilitiesSuite 13A, Pointe BlancheSt. Maarten Tel: +1 721 542 2307/542 2348, ext 223Fax: +1 721 542 3271

TERMINAL & CARGO DEPARTMENTSMPA - St. Maarten Ports Authority NVSMHC - St. Maarten Harbour Crane Company NVA.C. Wathey Cruise & Cargo FacilitiesSuite 13A, Pointe BlancheSt. Maarten Tel: +1 721 542 2307/2348, ext 224Fax: +1 721 542 3271

SIMPSON BAY LAGOON AUTHORITY CORPORATION (SLAC)Email: info@sxmlagoonauthority.comVHF Channel 12

32

ST. MAARTEN HARBOUR HOLDING COMPANYA.C. Wathey Cruise & Cargo Facilities, J. Yrausquin Boulevard P.O. Box 5185, Harbour Village Suite #13A, Point Blanche St. Maarten

Tel: +721 542 8504, 542 8503Fax: +721 542 8506Email: buzz@portofstmaarten.comwww.portofstmaarten.com

ST. MAARTEN HARBOUR HOLDING COMPANYA.C. Wathey Cruise & Cargo Facilities, J. Yrausquin Boulevard P.O. Box 5185, Harbour Village Suite #13A, Point Blanche St. Maarten

TEL: +1 721 542 8503, 542 8504FAX: +1 721 542 8506EMAIL: buzz@portofstmaarten.comwww.portofstmaarten.com