The expansion of the Panama Canal represents the largest expansion work since the inauguration of this interoceanic waterway. The Panama Canal Authority proposed a project to build a third set of locks after years of studies.[1][2] Panamanian President Martín Torrijos presented the plan on April 24, 2006, and Panamanian citizens approved it in a national referendum on October 22, 2006 with 76.8% of the vote.[3] The expanded canal entered commercial operation on June 26, 2006. 2016.[4].
The management of the work, intended to double the capacity of the canal to allow more traffic, was awarded to the Spanish company Sacyr.[5] The expansion doubled the capacity of the canal. On March 2, 2018, the Panama Canal Authority announced that 3,000 Neopanamax ships had crossed the canal expansion during its first 20 months of operation.[4].
Project
Additional naval traffic flow was created thanks to the new set of locks. The project details contain the following components:.
• - Construction of two new lock complexes, one on the Atlantic side and the other on the Pacific, each with three chambers, and with additional basins for water recycling;
• - Excavation of new access channels to the new locks and widening of the existing navigation channels;
• - Deepening of the navigation channels and raising the operating water level of Gatun Lake.[6].
As stipulated by the Political Constitution of the Republic of Panama, any project to expand the canal has to be approved by the Cabinet Council, by the National Assembly and by referendum. On Friday, July 14, 2006, the National Assembly unanimously approved the project and also a law that ordered a national referendum on the proposal. The referendum on the Expansion of the Panama Canal was held on October 22, 2006 with approval results.[7].
The Expanded Panama Canal was inaugurated on June 26, 2016. On March 2, 2018, the Panama Canal Authority (ACP) announced that 3,000 Neo-Panamax ships, too large to transit the old canal, had crossed the expansion during its first 20 months of operation.[8].
The Panama Canal has limited capacity, determined by the operating cycles of the locks. The current trend is towards a larger size of the ships that transit it, taking longer to operate. The need for constant periodic maintenance, due to the age of the canal, forces periodic closures of some roads. Given the growing demand generated by the globalization of international trade, the Panama Canal Authority estimated that the maximum sustainable capacity of the canal would be exceeded between 2009 and 2012.[9].
Expanded project
Introduction
The expansion of the Panama Canal represents the largest expansion work since the inauguration of this interoceanic waterway. The Panama Canal Authority proposed a project to build a third set of locks after years of studies.[1][2] Panamanian President Martín Torrijos presented the plan on April 24, 2006, and Panamanian citizens approved it in a national referendum on October 22, 2006 with 76.8% of the vote.[3] The expanded canal entered commercial operation on June 26, 2006. 2016.[4].
The management of the work, intended to double the capacity of the canal to allow more traffic, was awarded to the Spanish company Sacyr.[5] The expansion doubled the capacity of the canal. On March 2, 2018, the Panama Canal Authority announced that 3,000 Neopanamax ships had crossed the canal expansion during its first 20 months of operation.[4].
Project
Additional naval traffic flow was created thanks to the new set of locks. The project details contain the following components:.
• - Construction of two new lock complexes, one on the Atlantic side and the other on the Pacific, each with three chambers, and with additional basins for water recycling;
• - Excavation of new access channels to the new locks and widening of the existing navigation channels;
• - Deepening of the navigation channels and raising the operating water level of Gatun Lake.[6].
As stipulated by the Political Constitution of the Republic of Panama, any project to expand the canal has to be approved by the Cabinet Council, by the National Assembly and by referendum. On Friday, July 14, 2006, the National Assembly unanimously approved the project and also a law that ordered a national referendum on the proposal. The referendum on the Expansion of the Panama Canal was held on October 22, 2006 with approval results.[7].
The Expanded Panama Canal was inaugurated on June 26, 2016. On March 2, 2018, the Panama Canal Authority (ACP) announced that 3,000 Neo-Panamax ships, too large to transit the old canal, had crossed the expansion during its first 20 months of operation.[8].
Another important factor is the size of the locks, which restrict the maximum size of ships that can transit the canal, called Panamax.
The current canal lock dimensions are 320.04 m (1,050 ft) long, 33.53 m (110 ft) wide, and 12.81 m (42 ft) deep, although actual service sizes are somewhat smaller (for example, the maximum usable length of each lock chamber is 304.8 m (1,000 ft).
The expansion of the canal will allow the passage of NeoPanamax ships, the new chambers of the new locks built are larger and measure 426.72 m (1,400 feet) long, 54.86 m (180 feet) wide, and 18.29 m (59 feet) deep, with two new rolling gates on each side of the chambers that are the largest and heaviest in the world. The new locks have the capacity to serve 98% of the world's fleet of ships. Highlighting the container fleet with the capacity to serve between 97 and 98% of the total. Neopanamax orders are on the rise after the opening of the new and enormous three-level locks that allow passage between the Atlantic and Pacific oceans.
Since 1930, all canal expansion studies have established that the most effective and efficient alternative to improve the canal's capacity is the construction of a third set of locks, with larger dimensions than those built in 1914. In 1939, the United States began the construction of additional locks, designed to allow the transit of commercial and warships of larger dimensions than the size of the existing locks. In 1942, after considerably advancing excavations, the Americans suspended execution of the project due to the beginning of World War II.
In the 1980s, a tripartite commission made up of Panama, Japan, and the United States addressed the issue again, and, like the Americans in 1939, decided that a third set of locks was the most appropriate alternative to increase the canal's capacity. Later, studies developed by the Panama Canal Authority (ACP) as part of its Master Plan, with a horizon until 2025, confirmed that a third set of locks, larger than the existing ones, was the most appropriate, the most profitable to increase the capacity of the canal and allow the Panamanian maritime route to continue growing.
According to the ACP, throughout its history the canal has continually transformed its structure, and has adapted to the needs of international trade and maritime transportation technologies. In this way, the interoceanic highway has managed to increase its competitiveness in a sustainable way.
The then president Martín Torrijos, in his speech on April 24, 2006, announcing the project, said that "... to put it graphically, [the Canal] is like our 'oil'. Just as oil that has not been extracted is worth nothing, and to extract it we must invest in infrastructure, the Canal requires expanding its capacity to meet the growing demand for cargo, and generate more wealth for Panamanians.[3].
Loading volume
Based on ACP projections, over the next 20 years the volume of cargo that will transit through the Canal will grow at an average of three percent annually, doubling in tonnage in the period from 2005 to 2025. Conditioning the Canal to allow the passage of larger ships will make it more efficient by allowing the transit of larger volumes of cargo, at a relatively lower cost and with less water consumption.
Historically, the dry bulk and liquid bulk segments have generated the majority of revenue. Bulk cargo includes dry products, such as grains (corn, soybeans and wheat, among others), minerals, fertilizers, coal; and liquid products, such as chemicals, liquefied gas, crude oil and petroleum products. Recently, the containerized cargo sector has replaced the dry bulk cargo segment as the main income generator, taking second place. On the other hand, the transportation vehicle segment has become the third largest revenue generator. Analysis of the shipping industry carried out by the ACP and sector experts indicated that it would be beneficial, both for the Canal and its users, to expand it, due to the demand that will be produced by allowing the transit of greater tonnages.
The question is whether the trend offered by the ACP will materialize in demand projections during the next generation. The growth in use of the Panamanian route in recent years has been almost entirely due to the increase in US imports from China, which pass through the canal to eastern US ports and the Gulf coasts. However, it is recognized, both in the United States and China, that this imbalance in trade is not sustainable and will reduce, leading to some type of adjustment in the coming years,[10] although it is important to note that any imbalance should not be attributed to the goods physically shipped, but rather intellectual property, and the updating of Chinese legislation regarding its protection, must be taken into account. However, the ACP thinks it will continue to grow for a generation, as it has for the past few years. One of the main supporters among the critics of said expansion proposal is that of the former administrator of the canal Fernando Manfredo, who maintains that it is unrealistic to try to predict the trends in the use of the canal for an entire generation, and also that it would be even more unlikely to expect US-China imports to continue growing as they have in recent years, for another generation, so it is irresponsible to bet Panama's financial future on this projection.
Competence
The greatest competition for the Panamanian route are alternative routes, which present options for transporting cargo between the same points of origin and destination. The main competitors of the Panama Canal are the United States intermodal system (which is not an option for the majority of carriers in the world due to the travel time due to the size of the country) and the Nicaragua Canal, which is only a project, and despite the obstacles and inconveniences the government of that country seeks to move it forward, and more recently in the 2020s, due to the lack of rain in the country, which has caused a low water level that has made it difficult for huge vessels to pass. Through the canal, Chinese investors have expressed interest to the Colombian government in building an interoceanic canal over the Atrato River in the department of Chocó, bordering Panama.
According to the ACP (Panama Canal Authority), the growing trend of using post-Panamax ships on transcontinental routes to compete with the canal is irreversible. The main ports and freight distribution centers on these routes are investigating their capacity, maritime location and land infrastructure to serve these vessels and handle cargo volumes. In 2011, more than a third of the world's container fleet capacity consisted of vessels that do not fit through the canal, and a large portion of this fleet was on routes that compete with Panama, such as the US intermodal Trans-Pacific and the Suez Canal route. There are already many new ships to transit the Expanded Canal, and many more under construction taking into account the dimensions of its new locks. The average container ship, for example, currently under construction is between 12,000 to 13,000 teus, with ships of 18,000 teus or more. These do not exceed the average size under construction and, therefore, new orders can freely pass through Panama or Suez.
The states of the offers that strengthen its competitive position will allow the interoceanic route to accommodate demand and serve its customers, placing Panama as the most important connectivity axis on the continent, uniting the North-South continental routes with the East-West transcontinental routes along with the isthmus. Consequently, the Canal will continue to be viable and competitive among all these routes and sectors, and will contribute to the development and growth of Panama while maintaining its position as one of the most important world trade routes.
Forecasts
The Panamanian interoceanic route reached its maximum sustainable capacity years ago, and was no longer capable of handling the increase in demand, resulting in a decrease in the competitiveness of the Panama maritime route.
All creative means have been used by the ACP to increase capacity, until the expansion is completed. In 2006, the ACP implemented the Panama Canal quota reservation and auction system, which allowed it to better manage the limited available capacity and improve the level of service offered to shipping companies. The implementation of this system took into account the high cost of operating the vessels, the long waiting lines that form to cross in high season, which can sometimes reach up to seven days, and the high value of many of the transported goods (mainly motor vehicles and containers with electronic products). Historically, the Canal has always operated under the discipline of queuing theory that establishes that the first that arrives is the first that is served (in English First in, first out -FIFO-).
The ACP made available to customers a seat reservation system, available through the Internet, which allows those who do not want to wait in line to pay approximately an additional 15% on the corresponding fare, thus guaranteeing transit on a specific day and in a time of 18 hours or less. The ACP sells 24 of these spots up to 365 days in advance. Since April 1, 2006, the ACP made available the so-called reservation quota number 25, which is sold at auction to the highest bidder.[12] The main clients of the reservation system are tourist cruise ships, transporters of already assembled cars, container ships and refrigerated product ships.[13] The record for the highest rate paid through the reserved quota auction system is $220,300, on August 24, 2006. The client was the tanker Erikoussa,[14] which avoided a queue of 90 vessels, which was formed due to maintenance work at the Gatun lock, saving a delay of seven days. The normal booking fee would have been just $13,400.[15].
The Expanded Canal will make it possible to capture all the projected demand until the year 2025 and beyond. Together, the existing and new locks will represent approximately double the current capacity, the new canal will also be able to allow the passage of other types of ships of smaller size and capacity, to increase the traffic of ships waiting to pass through the canal.
Critics, such as former legislator Dr. Keith Holder, co-author of the legislation that created the ACP, point out that use of the canal is seasonal and that even during the few months when it is most crowded, the bottleneck that slows traffic is not the locks, but the narrow Culebra Cut, due to its limited capacity for large ships to cross.[16].
The former head of the Panama Canal Dredging Division, Thomas Drohan, also critical of the expansion plan, dismissed views that this was a short-term problem, maintaining that, if the supply of any good or service is limited, any type of business can increase its price, and this would have also applied to tolls on the Panamanian waterway, in the same way as it is done with oil.[17]
Advance
In general terms, the Panama Canal expansion program met the work schedule according to the progress report as of December 31, 2009.[18].
New locks
The original Panama Canal had two lanes, each with its own set of locks. Thanks to the implementation of the expansion project, a third lane has been added by constructing complex locks at each end. One lock is located on the Pacific side, southwest of the existing locks in Miraflores.
The other is located east of the existing locks in Gatún. Each of these new locks has three consecutive water chambers, designed to raise ships from sea level to the level of Gatun Lake, and conversely, to lower them from the level of the Gatun side to sea level. Each chamber has three water-saving tubs, for a total of nine tubs per lock and 18 tubs in total. Like the previously existing locks, the new locks and their basins are filled and emptied by gravity, without the use of pumps (the water, fresh, comes from Gatun Lake).
The position of the new locks occupies a significant part of the area already excavated by the United States in 1939, in an expansion project before work was suspended in 1942 due to the start of World War II. The new locks are connected to the existing system through new navigation channels.
The new lock chambers measure 426.72 m (1,400 ft) long, 54.86 m (180 ft) wide and 18.29 m (59 ft) deep. They are longer, wider and deeper than the previous locks, and it is expected that they can allow the passage of more cargo ships, which can be designed and built in the future, because the more containers they can carry reduces the cost of fuel and tolls in the ports, which is divided among all the containers transported by the cargo ship, which in the end is paid by the consumer who needs to receive those containers with merchandise, cargo companies and shipping companies, although it is considered that it will be very complicated to build larger ships because there are few ports in the world that can receive them, because the draft of the ship, the depth necessary to navigate increases, the line under the waterline of the fully loaded ship is deeper when the length and width of the ship is greater.
Fourth set of locks
Rolling gates would be used instead of the miter gates used on the existing locks. Rolling gates are used in almost all existing locks of similar dimensions to those planned, and are a proven technology. Tugboats would replace locomotives ("mules") to position ships. As in the case of rolling gates, tugboats are currently successfully and widely used in locks of similar dimensions. The fourth set of locks is under evaluation and a group of experts from the Panama Canal is formed in a special office that is dedicated to evaluating all the details of the behavior of the global maritime industry, including market, design, size of ships, trade routes and type of cargo to be handled. It will be larger than the current ones and already has the necessary space or clearing on both sides of the canal for its construction. The construction time will range between 15 and 20 years at a cost ranging from 15 billion dollars. Its construction is expected to take place in 2025. Take into account that the canal has the capacity to move 98% of the total world fleet. The new locks complement this percentage in the future. For example, the ultra-container ships that pass through the new Neopanamax locks are ranging from 15,500 teus. This size of vessel is not the maximum yet foreseeable that the new sets of Neopanamax locks will be able to transit. A maximum of 17,000 teus is expected in the future. The new locks to be built in the future will handle container ships larger than 20,000 teus.
The expansion of the Panama Canal, an engineering project of monumental proportions in the 20th century, required an unprecedented logistical and human effort, involving thousands of workers of various nationalities. In this context, Occupational Health and Safety (OSH) became a fundamental pillar for the success of the project, and the work of those responsible in this area deserves extensive recognition.
The work of those responsible for Occupational Safety
The commendable work of those responsible for OHS is described in detail below, with special emphasis on the contribution of international knowledge and experience, such as that of the Spanish security team for the Atlantic sector, which enriched the practices in the project.
The Panama Canal expansion project was, by its nature, a high-risk undertaking, combining massive excavations, construction of gigantic structures (such as the new Agua Clara locks on the Atlantic and Cocolí on the Pacific), operation of heavy machinery, work at height, dredging, and the movement of thousands of people. Occupational health and safety (OSH) management was, therefore, an absolute priority and a constant challenge.
The Occupational Health and Safety teams, made up of professionals from the Panama Canal Authority (ACP) and the Grupo Unidos por el Canal (GUPC) consortium, performed indispensable and proactive work to protect the physical integrity and well-being of the workforce, which at peak times numbered nearly 10,000 people.
Key Aspects of Your Contribution:.
Development and Implementation of Rigorous Standards: Safety regulations that exceeded local requirements were established and applied, adopting international construction and health standards (OSHA, ILO). This included creating detailed procedures for each phase of the project, from land clearing and dredging to assembly of the steel gates and hydraulic systems.
Massive and Multicultural Training: Induction and continuous training programs were implemented adapted to a diverse workforce, with different languages, experience levels and work cultures. The training not only covered the use of Personal Protective Equipment (PPE) and the prevention of specific risks (falls, entrapments, blows), but also focused on creating a safety culture where each worker was responsible for their own safety and that of their colleagues.
Constant Monitoring and Control: Daily inspections, periodic audits and real-time risk analysis were carried out. OHS teams maintained a constant presence on large and complex work fronts, identifying hazards and immediately applying corrective measures. Response to incidents and emergencies was also managed with high efficiency, including coordination with medical and rescue services.
Focus on Occupational Health: Beyond accident prevention, the health of workers was prioritized. This included managing the risk of heat stress in Panama's tropical climate, preventing occupational diseases, controlling air and water quality, and providing on-site medical and physical therapy services to ensure the overall well-being of the workforce.
The Impact of Global Knowledge: The Spanish Experience in the Atlantic
The magnitude of the expansion and the participation of an international consortium (GUPC), led by the Spanish company Sacyr, brought with it the opportunity to integrate the experience accumulated in large infrastructure projects worldwide.
Auxiliary navigation channels
According to the plan, 3.2 km (2.0 mi) canals were dug to connect the new Atlantic locks with the existing entrance to the sea. In addition, two new access channels have been built for the new Pacific locks:
• - The northern access channel, which connects the new Pacific Lock-side lock with the Culebra Cut, bypassing Lake Miraflores, and which measures 6.2 km (3.9 miles) long.
• - The southern access channel, which connects the new lock with the existing entrance to the Pacific, and is 1.8 km (1.1 miles) long (see figure 5). The new canals measure 218 meters (715 feet) wide on both the Atlantic and Pacific sides, allowing Post-Panamax vessels to navigate these canals, in one direction, at any time.
Gatun Lake water level rise by 0.46 m
All coasts of the Panama Canal make precise reference to the Reference Level (PLD), which determines the sea level at the Atlantic and Pacific entrances. Gatun Lake's maximum service level will be raised by approximately 0.45 meters (1.5 feet) – from the current PLD level of 26.7 meters (87.5 feet) to a PLD level of 27.1 meters (89 feet). Combined with the widening and deepening of navigation channels, this component will increase Gatun Lake's reserve water storage capacity and allow the waterway system to supply an additional daily average of 165,000,000 US gallons (625,000,000 L; 137,000,000 imp gal). This added volume is enough to supply an annual average of approximately 1,100 additional locks, without affecting the supply of water for human use, which also comes from Gatún and Alhajuela lakes.
Finance
Contenido
El objetivo principal del programa de ampliación del Canal es incrementar la capacidad de Panamá para beneficiarse de la creciente demanda de tráfico, que afecta tanto al volumen de carga, como al aumento del tamaño de los buques que van a usar la vía interoceánica.
El Canal Ampliado será capaz de gestionar la previsión de la demanda de tráfico más allá de 2.025, y los ingresos totales para ese año, ajustados por inflación, se elevarán a más de 6.200 millones de dólares americanos.
final cost
The final cost to build the third set of locks by the ACP has been 5,581 million dollars, including design, administration, construction, testing, mitigation of environmental damage and start-up costs. The most relevant cost of the program rests on the two new lock complexes, one on the Atlantic side and the other on the Pacific. The work was contracted for 3.2 billion dollars. More than an additional $2.8 billion remains to be claimed for increased costs.
Estimated earnings
According to the ACP, the third set of locks is financially profitable, producing an internal return rate of 12%; It is self-financing and its financing was outside the intervention of the Government. The state did not guarantee or support the loans made by the ACP (Panama Canal Authority) for the execution of the project. With tolls increasing at an average annual rate of 3.5% over 20 years and based on the most likely forecast of traffic demand, the external financing required will be temporary. With the liquid income flows generated by the Canal expansion, the investment costs will be recovered in less than 10 years, and the financing could be repaid in approximately eight years.
However, the current meaning of “self-financing” is controversial. The ACP's revenue projections are based on assumptions about increased use of the canal and the willingness of freighters to pay higher tolls instead of seeking competing routes, both hypotheses questioned by critics.
Environmental impact
The ACP maintained that the third set of locks project was viable from an environmental point of view. It has been proven that all possible adverse environmental impacts can be reduced through existing procedures and technology, and there are no anticipated permanent or non-reducable adverse effects on the population or the environment. There are no elements in the scope of the project that endanger its environmental viability, such as communities, primary forests, national parks or forest reserves, heritage sites or relevant archaeological sites, agricultural or industrial production areas, or tourist or port areas. No permanent or irreversible impacts will be caused to water or air quality. The proposed water supply program meets the objectives of maximizing the water capacity of the Gatún and Alhajuela lakes, and applies the most efficient technology for the use of water in the locks, so new reserves will not be necessary. Therefore, it will not be necessary to relocate communities. The entire area directly affected by the Expansion is located within the operational and administrative areas of the ACP.
Project critics
Critics of the project argue that there are many environmental factors that must be considered. For example: the relationship between El Niño (El Niño Southern Oscillation) and global warming threatens water sources. The ACP (Panama Canal Authority) has commissioned numerous studies from various consultants regarding the supply of water and its quality. Some of them such as Eric Jackson (editor of the Panama News, electronic newspaper), Gonzalo Menéndez (The first Director of the National Environmental Authority, ANAM), Ariel Rodríguez (biologist at the University of Panama), the first Vice Minister of Labor Grettel Villalaz de Allen and others, are some of the most prominent critics of the Expansion from the point of view of water quality. Jackson argues that the ACP's public statements often do not match what they have found in their studies. He says that studies by Delft Hydraulics, WPSI Inc, and DHI maintain that - no matter what is done to mitigate the problem of increased water consumption in the basin, characteristic of the new locks built - the passage of salt water into Gatun Lake, from which about half of the country's population obtains its drinking water, will increase. The method chosen to partially alleviate the problem is to operate the new freshwater locks from Gatun Lake with water-saving features (auxiliary tubs), which does not diminish the questions about the security of the water supply for the population.
However, one of the leading environmental organizations in Panama, ANCON (National Association for the Conservation of Nature) maintains that the operation of the third set of locks, including the saving of water in the basin, credibly confirms that there will be a very low level of salinization of the water of Gatun Lake, and that these levels will preserve the biological separation of the oceans, ensuring biodiversity and the quality of water for human consumption.
Employment generation
10,000 were the direct jobs generated during the construction of the Expanded Canal, including workers from 40 different countries.
The greatest impact on employment will be in the medium and long term and will come from economic growth that will bring extra income generated by economic activities, produced by the increase in the traffic of ships and sailboats. All this contributes to fully underpin the advantages of Panama's geographical position. The labor required for the construction of the third set of locks was, for the most part, Panamanians, who were trained in advance, thanks to programs included in the project costs.
Among those who opposed the Expansion, was the Construction Workers Union, SUNTRAC. The Secretary General of the Union, Genaro López, argued that, while the project would generate some construction jobs, the debt that would be incurred to build the third set of locks would not be covered by the increased use of the Canal, reducing the waterway's contributions to the general funds of the national government and in the process reducing money for road projects, public schools, police protection and all other government services.
Critics also pointed out the lack of a social development plan to accompany the project. President Torrijos agreed to develop a plan with the mediation of the United Nations Development Program.
Voices that supported the project
• - 76.8% of Panamanian voters in a referendum, participation was 43.32%.
• - ANCON (National Association for Nature Conservation) has given its approval of the environmental studies of the proposal and indicated some recommendations if the project is approved. This organization, among others, such as the US-based Nature Conservation, with a few followers from Panama, and the former director of the INRENARE agency that was the predecessor of the National Environmental Authority, Stanley Heckadon, have endorsed the proposal.
• - Former presidents Mireya Moscoso and Ernesto Pérez Balladares.
• - La Prensa newspaper in an editorial note.
• - Chamber of Commerce, Industries and Agriculture of Panama").
• - Canal clients, many in the maritime industry and in Panama and the business communities of the world.
• - The government aligned CONATO (National Council of Organized Workers) favors the project.
• - The former president, Ricardo Martinelli, and the former mayor of Panama City Juan Carlos Navarro.
• - Former Miss Universe Justine Pasek, writer Rosa María Britton and painter Olga Sinclair.
• - Singers like Mach and Daddy, Rubén Blades, Karen Peralta.
• - Athletes from Panama such as Carlos Lee, Mariano Rivera, Roberto Vásquez, Vicente Mosquera, Maestrito Córdoba and Danilo Pinnock.
• - Panamanian boxing world champions Roberto “La Araña” Vásquez and the legend Roberto Durán.
Voices that criticized the project
• - Eric Jackson, editor of the electronic newspaper Panama News.
• - Gonzalo Menéndez, first Director of the National Environmental Authority, ANAM.
• - Ariel Rodríguez, biologist at the University of Panama.
• - Grettel Villalaz de Allen, first Vice Minister of Labor.
• - Juan Carlos Varela, candidate and former president of the Republic of Panama.
• - Management of water resources in the Panama Canal Hydrographic Basin.
• - The Discord Channel, video.
• - (in English) Pictures and data of similar locks in Germany.
• - (in English) Controversy Over Expansion, An Overview of Issues Involved.
• - (in English) Engineering and Expansion Project Overview Archived September 24, 2009 at the Wayback Machine.
• - (in English) Panama Canal Expansion Study - Phase I Report: Developments in Trade and National and Global Economies, Maritime Administration (MARAD), United States Department of Transportation, November 2013.
The Panama Canal has limited capacity, determined by the operating cycles of the locks. The current trend is towards a larger size of the ships that transit it, taking longer to operate. The need for constant periodic maintenance, due to the age of the canal, forces periodic closures of some roads. Given the growing demand generated by the globalization of international trade, the Panama Canal Authority estimated that the maximum sustainable capacity of the canal would be exceeded between 2009 and 2012.[9].
Another important factor is the size of the locks, which restrict the maximum size of ships that can transit the canal, called Panamax.
The current canal lock dimensions are 320.04 m (1,050 ft) long, 33.53 m (110 ft) wide, and 12.81 m (42 ft) deep, although actual service sizes are somewhat smaller (for example, the maximum usable length of each lock chamber is 304.8 m (1,000 ft).
The expansion of the canal will allow the passage of NeoPanamax ships, the new chambers of the new locks built are larger and measure 426.72 m (1,400 feet) long, 54.86 m (180 feet) wide, and 18.29 m (59 feet) deep, with two new rolling gates on each side of the chambers that are the largest and heaviest in the world. The new locks have the capacity to serve 98% of the world's fleet of ships. Highlighting the container fleet with the capacity to serve between 97 and 98% of the total. Neopanamax orders are on the rise after the opening of the new and enormous three-level locks that allow passage between the Atlantic and Pacific oceans.
Since 1930, all canal expansion studies have established that the most effective and efficient alternative to improve the canal's capacity is the construction of a third set of locks, with larger dimensions than those built in 1914. In 1939, the United States began the construction of additional locks, designed to allow the transit of commercial and warships of larger dimensions than the size of the existing locks. In 1942, after considerably advancing excavations, the Americans suspended execution of the project due to the beginning of World War II.
In the 1980s, a tripartite commission made up of Panama, Japan, and the United States addressed the issue again, and, like the Americans in 1939, decided that a third set of locks was the most appropriate alternative to increase the canal's capacity. Later, studies developed by the Panama Canal Authority (ACP) as part of its Master Plan, with a horizon until 2025, confirmed that a third set of locks, larger than the existing ones, was the most appropriate, the most profitable to increase the capacity of the canal and allow the Panamanian maritime route to continue growing.
According to the ACP, throughout its history the canal has continually transformed its structure, and has adapted to the needs of international trade and maritime transportation technologies. In this way, the interoceanic highway has managed to increase its competitiveness in a sustainable way.
The then president Martín Torrijos, in his speech on April 24, 2006, announcing the project, said that "... to put it graphically, [the Canal] is like our 'oil'. Just as oil that has not been extracted is worth nothing, and to extract it we must invest in infrastructure, the Canal requires expanding its capacity to meet the growing demand for cargo, and generate more wealth for Panamanians.[3].
Loading volume
Based on ACP projections, over the next 20 years the volume of cargo that will transit through the Canal will grow at an average of three percent annually, doubling in tonnage in the period from 2005 to 2025. Conditioning the Canal to allow the passage of larger ships will make it more efficient by allowing the transit of larger volumes of cargo, at a relatively lower cost and with less water consumption.
Historically, the dry bulk and liquid bulk segments have generated the majority of revenue. Bulk cargo includes dry products, such as grains (corn, soybeans and wheat, among others), minerals, fertilizers, coal; and liquid products, such as chemicals, liquefied gas, crude oil and petroleum products. Recently, the containerized cargo sector has replaced the dry bulk cargo segment as the main income generator, taking second place. On the other hand, the transportation vehicle segment has become the third largest revenue generator. Analysis of the shipping industry carried out by the ACP and sector experts indicated that it would be beneficial, both for the Canal and its users, to expand it, due to the demand that will be produced by allowing the transit of greater tonnages.
The question is whether the trend offered by the ACP will materialize in demand projections during the next generation. The growth in use of the Panamanian route in recent years has been almost entirely due to the increase in US imports from China, which pass through the canal to eastern US ports and the Gulf coasts. However, it is recognized, both in the United States and China, that this imbalance in trade is not sustainable and will reduce, leading to some type of adjustment in the coming years,[10] although it is important to note that any imbalance should not be attributed to the goods physically shipped, but rather intellectual property, and the updating of Chinese legislation regarding its protection, must be taken into account. However, the ACP thinks it will continue to grow for a generation, as it has for the past few years. One of the main supporters among the critics of said expansion proposal is that of the former administrator of the canal Fernando Manfredo, who maintains that it is unrealistic to try to predict the trends in the use of the canal for an entire generation, and also that it would be even more unlikely to expect US-China imports to continue growing as they have in recent years, for another generation, so it is irresponsible to bet Panama's financial future on this projection.
Competence
The greatest competition for the Panamanian route are alternative routes, which present options for transporting cargo between the same points of origin and destination. The main competitors of the Panama Canal are the United States intermodal system (which is not an option for the majority of carriers in the world due to the travel time due to the size of the country) and the Nicaragua Canal, which is only a project, and despite the obstacles and inconveniences the government of that country seeks to move it forward, and more recently in the 2020s, due to the lack of rain in the country, which has caused a low water level that has made it difficult for huge vessels to pass. Through the canal, Chinese investors have expressed interest to the Colombian government in building an interoceanic canal over the Atrato River in the department of Chocó, bordering Panama.
According to the ACP (Panama Canal Authority), the growing trend of using post-Panamax ships on transcontinental routes to compete with the canal is irreversible. The main ports and freight distribution centers on these routes are investigating their capacity, maritime location and land infrastructure to serve these vessels and handle cargo volumes. In 2011, more than a third of the world's container fleet capacity consisted of vessels that do not fit through the canal, and a large portion of this fleet was on routes that compete with Panama, such as the US intermodal Trans-Pacific and the Suez Canal route. There are already many new ships to transit the Expanded Canal, and many more under construction taking into account the dimensions of its new locks. The average container ship, for example, currently under construction is between 12,000 to 13,000 teus, with ships of 18,000 teus or more. These do not exceed the average size under construction and, therefore, new orders can freely pass through Panama or Suez.
The states of the offers that strengthen its competitive position will allow the interoceanic route to accommodate demand and serve its customers, placing Panama as the most important connectivity axis on the continent, uniting the North-South continental routes with the East-West transcontinental routes along with the isthmus. Consequently, the Canal will continue to be viable and competitive among all these routes and sectors, and will contribute to the development and growth of Panama while maintaining its position as one of the most important world trade routes.
Forecasts
The Panamanian interoceanic route reached its maximum sustainable capacity years ago, and was no longer capable of handling the increase in demand, resulting in a decrease in the competitiveness of the Panama maritime route.
All creative means have been used by the ACP to increase capacity, until the expansion is completed. In 2006, the ACP implemented the Panama Canal quota reservation and auction system, which allowed it to better manage the limited available capacity and improve the level of service offered to shipping companies. The implementation of this system took into account the high cost of operating the vessels, the long waiting lines that form to cross in high season, which can sometimes reach up to seven days, and the high value of many of the transported goods (mainly motor vehicles and containers with electronic products). Historically, the Canal has always operated under the discipline of queuing theory that establishes that the first that arrives is the first that is served (in English First in, first out -FIFO-).
The ACP made available to customers a seat reservation system, available through the Internet, which allows those who do not want to wait in line to pay approximately an additional 15% on the corresponding fare, thus guaranteeing transit on a specific day and in a time of 18 hours or less. The ACP sells 24 of these spots up to 365 days in advance. Since April 1, 2006, the ACP made available the so-called reservation quota number 25, which is sold at auction to the highest bidder.[12] The main clients of the reservation system are tourist cruise ships, transporters of already assembled cars, container ships and refrigerated product ships.[13] The record for the highest rate paid through the reserved quota auction system is $220,300, on August 24, 2006. The client was the tanker Erikoussa,[14] which avoided a queue of 90 vessels, which was formed due to maintenance work at the Gatun lock, saving a delay of seven days. The normal booking fee would have been just $13,400.[15].
The Expanded Canal will make it possible to capture all the projected demand until the year 2025 and beyond. Together, the existing and new locks will represent approximately double the current capacity, the new canal will also be able to allow the passage of other types of ships of smaller size and capacity, to increase the traffic of ships waiting to pass through the canal.
Critics, such as former legislator Dr. Keith Holder, co-author of the legislation that created the ACP, point out that use of the canal is seasonal and that even during the few months when it is most crowded, the bottleneck that slows traffic is not the locks, but the narrow Culebra Cut, due to its limited capacity for large ships to cross.[16].
The former head of the Panama Canal Dredging Division, Thomas Drohan, also critical of the expansion plan, dismissed views that this was a short-term problem, maintaining that, if the supply of any good or service is limited, any type of business can increase its price, and this would have also applied to tolls on the Panamanian waterway, in the same way as it is done with oil.[17]
Advance
In general terms, the Panama Canal expansion program met the work schedule according to the progress report as of December 31, 2009.[18].
New locks
The original Panama Canal had two lanes, each with its own set of locks. Thanks to the implementation of the expansion project, a third lane has been added by constructing complex locks at each end. One lock is located on the Pacific side, southwest of the existing locks in Miraflores.
The other is located east of the existing locks in Gatún. Each of these new locks has three consecutive water chambers, designed to raise ships from sea level to the level of Gatun Lake, and conversely, to lower them from the level of the Gatun side to sea level. Each chamber has three water-saving tubs, for a total of nine tubs per lock and 18 tubs in total. Like the previously existing locks, the new locks and their basins are filled and emptied by gravity, without the use of pumps (the water, fresh, comes from Gatun Lake).
The position of the new locks occupies a significant part of the area already excavated by the United States in 1939, in an expansion project before work was suspended in 1942 due to the start of World War II. The new locks are connected to the existing system through new navigation channels.
The new lock chambers measure 426.72 m (1,400 ft) long, 54.86 m (180 ft) wide and 18.29 m (59 ft) deep. They are longer, wider and deeper than the previous locks, and it is expected that they can allow the passage of more cargo ships, which can be designed and built in the future, because the more containers they can carry reduces the cost of fuel and tolls in the ports, which is divided among all the containers transported by the cargo ship, which in the end is paid by the consumer who needs to receive those containers with merchandise, cargo companies and shipping companies, although it is considered that it will be very complicated to build larger ships because there are few ports in the world that can receive them, because the draft of the ship, the depth necessary to navigate increases, the line under the waterline of the fully loaded ship is deeper when the length and width of the ship is greater.
Fourth set of locks
Rolling gates would be used instead of the miter gates used on the existing locks. Rolling gates are used in almost all existing locks of similar dimensions to those planned, and are a proven technology. Tugboats would replace locomotives ("mules") to position ships. As in the case of rolling gates, tugboats are currently successfully and widely used in locks of similar dimensions. The fourth set of locks is under evaluation and a group of experts from the Panama Canal is formed in a special office that is dedicated to evaluating all the details of the behavior of the global maritime industry, including market, design, size of ships, trade routes and type of cargo to be handled. It will be larger than the current ones and already has the necessary space or clearing on both sides of the canal for its construction. The construction time will range between 15 and 20 years at a cost ranging from 15 billion dollars. Its construction is expected to take place in 2025. Take into account that the canal has the capacity to move 98% of the total world fleet. The new locks complement this percentage in the future. For example, the ultra-container ships that pass through the new Neopanamax locks are ranging from 15,500 teus. This size of vessel is not the maximum yet foreseeable that the new sets of Neopanamax locks will be able to transit. A maximum of 17,000 teus is expected in the future. The new locks to be built in the future will handle container ships larger than 20,000 teus.
The expansion of the Panama Canal, an engineering project of monumental proportions in the 20th century, required an unprecedented logistical and human effort, involving thousands of workers of various nationalities. In this context, Occupational Health and Safety (OSH) became a fundamental pillar for the success of the project, and the work of those responsible in this area deserves extensive recognition.
The work of those responsible for Occupational Safety
The commendable work of those responsible for OHS is described in detail below, with special emphasis on the contribution of international knowledge and experience, such as that of the Spanish security team for the Atlantic sector, which enriched the practices in the project.
The Panama Canal expansion project was, by its nature, a high-risk undertaking, combining massive excavations, construction of gigantic structures (such as the new Agua Clara locks on the Atlantic and Cocolí on the Pacific), operation of heavy machinery, work at height, dredging, and the movement of thousands of people. Occupational health and safety (OSH) management was, therefore, an absolute priority and a constant challenge.
The Occupational Health and Safety teams, made up of professionals from the Panama Canal Authority (ACP) and the Grupo Unidos por el Canal (GUPC) consortium, performed indispensable and proactive work to protect the physical integrity and well-being of the workforce, which at peak times numbered nearly 10,000 people.
Key Aspects of Your Contribution:.
Development and Implementation of Rigorous Standards: Safety regulations that exceeded local requirements were established and applied, adopting international construction and health standards (OSHA, ILO). This included creating detailed procedures for each phase of the project, from land clearing and dredging to assembly of the steel gates and hydraulic systems.
Massive and Multicultural Training: Induction and continuous training programs were implemented adapted to a diverse workforce, with different languages, experience levels and work cultures. The training not only covered the use of Personal Protective Equipment (PPE) and the prevention of specific risks (falls, entrapments, blows), but also focused on creating a safety culture where each worker was responsible for their own safety and that of their colleagues.
Constant Monitoring and Control: Daily inspections, periodic audits and real-time risk analysis were carried out. OHS teams maintained a constant presence on large and complex work fronts, identifying hazards and immediately applying corrective measures. Response to incidents and emergencies was also managed with high efficiency, including coordination with medical and rescue services.
Focus on Occupational Health: Beyond accident prevention, the health of workers was prioritized. This included managing the risk of heat stress in Panama's tropical climate, preventing occupational diseases, controlling air and water quality, and providing on-site medical and physical therapy services to ensure the overall well-being of the workforce.
The Impact of Global Knowledge: The Spanish Experience in the Atlantic
The magnitude of the expansion and the participation of an international consortium (GUPC), led by the Spanish company Sacyr, brought with it the opportunity to integrate the experience accumulated in large infrastructure projects worldwide.
Auxiliary navigation channels
According to the plan, 3.2 km (2.0 mi) canals were dug to connect the new Atlantic locks with the existing entrance to the sea. In addition, two new access channels have been built for the new Pacific locks:
• - The northern access channel, which connects the new Pacific Lock-side lock with the Culebra Cut, bypassing Lake Miraflores, and which measures 6.2 km (3.9 miles) long.
• - The southern access channel, which connects the new lock with the existing entrance to the Pacific, and is 1.8 km (1.1 miles) long (see figure 5). The new canals measure 218 meters (715 feet) wide on both the Atlantic and Pacific sides, allowing Post-Panamax vessels to navigate these canals, in one direction, at any time.
Gatun Lake water level rise by 0.46 m
All coasts of the Panama Canal make precise reference to the Reference Level (PLD), which determines the sea level at the Atlantic and Pacific entrances. Gatun Lake's maximum service level will be raised by approximately 0.45 meters (1.5 feet) – from the current PLD level of 26.7 meters (87.5 feet) to a PLD level of 27.1 meters (89 feet). Combined with the widening and deepening of navigation channels, this component will increase Gatun Lake's reserve water storage capacity and allow the waterway system to supply an additional daily average of 165,000,000 US gallons (625,000,000 L; 137,000,000 imp gal). This added volume is enough to supply an annual average of approximately 1,100 additional locks, without affecting the supply of water for human use, which also comes from Gatún and Alhajuela lakes.
Finance
Contenido
El objetivo principal del programa de ampliación del Canal es incrementar la capacidad de Panamá para beneficiarse de la creciente demanda de tráfico, que afecta tanto al volumen de carga, como al aumento del tamaño de los buques que van a usar la vía interoceánica.
El Canal Ampliado será capaz de gestionar la previsión de la demanda de tráfico más allá de 2.025, y los ingresos totales para ese año, ajustados por inflación, se elevarán a más de 6.200 millones de dólares americanos.
final cost
The final cost to build the third set of locks by the ACP has been 5,581 million dollars, including design, administration, construction, testing, mitigation of environmental damage and start-up costs. The most relevant cost of the program rests on the two new lock complexes, one on the Atlantic side and the other on the Pacific. The work was contracted for 3.2 billion dollars. More than an additional $2.8 billion remains to be claimed for increased costs.
Estimated earnings
According to the ACP, the third set of locks is financially profitable, producing an internal return rate of 12%; It is self-financing and its financing was outside the intervention of the Government. The state did not guarantee or support the loans made by the ACP (Panama Canal Authority) for the execution of the project. With tolls increasing at an average annual rate of 3.5% over 20 years and based on the most likely forecast of traffic demand, the external financing required will be temporary. With the liquid income flows generated by the Canal expansion, the investment costs will be recovered in less than 10 years, and the financing could be repaid in approximately eight years.
However, the current meaning of “self-financing” is controversial. The ACP's revenue projections are based on assumptions about increased use of the canal and the willingness of freighters to pay higher tolls instead of seeking competing routes, both hypotheses questioned by critics.
Environmental impact
The ACP maintained that the third set of locks project was viable from an environmental point of view. It has been proven that all possible adverse environmental impacts can be reduced through existing procedures and technology, and there are no anticipated permanent or non-reducable adverse effects on the population or the environment. There are no elements in the scope of the project that endanger its environmental viability, such as communities, primary forests, national parks or forest reserves, heritage sites or relevant archaeological sites, agricultural or industrial production areas, or tourist or port areas. No permanent or irreversible impacts will be caused to water or air quality. The proposed water supply program meets the objectives of maximizing the water capacity of the Gatún and Alhajuela lakes, and applies the most efficient technology for the use of water in the locks, so new reserves will not be necessary. Therefore, it will not be necessary to relocate communities. The entire area directly affected by the Expansion is located within the operational and administrative areas of the ACP.
Project critics
Critics of the project argue that there are many environmental factors that must be considered. For example: the relationship between El Niño (El Niño Southern Oscillation) and global warming threatens water sources. The ACP (Panama Canal Authority) has commissioned numerous studies from various consultants regarding the supply of water and its quality. Some of them such as Eric Jackson (editor of the Panama News, electronic newspaper), Gonzalo Menéndez (The first Director of the National Environmental Authority, ANAM), Ariel Rodríguez (biologist at the University of Panama), the first Vice Minister of Labor Grettel Villalaz de Allen and others, are some of the most prominent critics of the Expansion from the point of view of water quality. Jackson argues that the ACP's public statements often do not match what they have found in their studies. He says that studies by Delft Hydraulics, WPSI Inc, and DHI maintain that - no matter what is done to mitigate the problem of increased water consumption in the basin, characteristic of the new locks built - the passage of salt water into Gatun Lake, from which about half of the country's population obtains its drinking water, will increase. The method chosen to partially alleviate the problem is to operate the new freshwater locks from Gatun Lake with water-saving features (auxiliary tubs), which does not diminish the questions about the security of the water supply for the population.
However, one of the leading environmental organizations in Panama, ANCON (National Association for the Conservation of Nature) maintains that the operation of the third set of locks, including the saving of water in the basin, credibly confirms that there will be a very low level of salinization of the water of Gatun Lake, and that these levels will preserve the biological separation of the oceans, ensuring biodiversity and the quality of water for human consumption.
Employment generation
10,000 were the direct jobs generated during the construction of the Expanded Canal, including workers from 40 different countries.
The greatest impact on employment will be in the medium and long term and will come from economic growth that will bring extra income generated by economic activities, produced by the increase in the traffic of ships and sailboats. All this contributes to fully underpin the advantages of Panama's geographical position. The labor required for the construction of the third set of locks was, for the most part, Panamanians, who were trained in advance, thanks to programs included in the project costs.
Among those who opposed the Expansion, was the Construction Workers Union, SUNTRAC. The Secretary General of the Union, Genaro López, argued that, while the project would generate some construction jobs, the debt that would be incurred to build the third set of locks would not be covered by the increased use of the Canal, reducing the waterway's contributions to the general funds of the national government and in the process reducing money for road projects, public schools, police protection and all other government services.
Critics also pointed out the lack of a social development plan to accompany the project. President Torrijos agreed to develop a plan with the mediation of the United Nations Development Program.
Voices that supported the project
• - 76.8% of Panamanian voters in a referendum, participation was 43.32%.
• - ANCON (National Association for Nature Conservation) has given its approval of the environmental studies of the proposal and indicated some recommendations if the project is approved. This organization, among others, such as the US-based Nature Conservation, with a few followers from Panama, and the former director of the INRENARE agency that was the predecessor of the National Environmental Authority, Stanley Heckadon, have endorsed the proposal.
• - Former presidents Mireya Moscoso and Ernesto Pérez Balladares.
• - La Prensa newspaper in an editorial note.
• - Chamber of Commerce, Industries and Agriculture of Panama").
• - Canal clients, many in the maritime industry and in Panama and the business communities of the world.
• - The government aligned CONATO (National Council of Organized Workers) favors the project.
• - The former president, Ricardo Martinelli, and the former mayor of Panama City Juan Carlos Navarro.
• - Former Miss Universe Justine Pasek, writer Rosa María Britton and painter Olga Sinclair.
• - Singers like Mach and Daddy, Rubén Blades, Karen Peralta.
• - Athletes from Panama such as Carlos Lee, Mariano Rivera, Roberto Vásquez, Vicente Mosquera, Maestrito Córdoba and Danilo Pinnock.
• - Panamanian boxing world champions Roberto “La Araña” Vásquez and the legend Roberto Durán.
Voices that criticized the project
• - Eric Jackson, editor of the electronic newspaper Panama News.
• - Gonzalo Menéndez, first Director of the National Environmental Authority, ANAM.
• - Ariel Rodríguez, biologist at the University of Panama.
• - Grettel Villalaz de Allen, first Vice Minister of Labor.
• - Juan Carlos Varela, candidate and former president of the Republic of Panama.
• - Management of water resources in the Panama Canal Hydrographic Basin.
• - The Discord Channel, video.
• - (in English) Pictures and data of similar locks in Germany.
• - (in English) Controversy Over Expansion, An Overview of Issues Involved.
• - (in English) Engineering and Expansion Project Overview Archived September 24, 2009 at the Wayback Machine.
• - (in English) Panama Canal Expansion Study - Phase I Report: Developments in Trade and National and Global Economies, Maritime Administration (MARAD), United States Department of Transportation, November 2013.
In this framework, the figure of the occupational safety manager for the Atlantic sector (where the Agua Clara locks were built), of Spanish origin, was particularly relevant. His contribution was highlighted by the transfer of knowledge and the application of proven methodologies in European and large-scale projects.
Transfer of Know-How on Large Projects: The manager, with his background in mega-civil engineering projects in Europe, was able to instill in the local team and staff advanced practices in safety management for complex risks, such as working with large-scale prefabricated concrete structures, the assembly of massive steel components (gates) and the management of subcontractors.
Mentoring and Development of Local Talent: One of the most valuable contributions was the direct mentoring and practical teaching to the Panamanian security technicians and professionals under his charge. By sharing his in-depth knowledge in the development of Security Plans, detailed risk analysis and implementation of integrated quality and security management systems, he helped raise the technical standard of local OHS personnel, leaving a legacy of knowledge applicable to future infrastructure works in the country.
Ensuring Safety in a Hostile Environment: Working on the Atlantic side presented specific challenges, including extreme weather and terrain. The Spanish manager's knowledge and experience was crucial in implementing protocols that protected each and every worker under adverse conditions, ensuring that productivity never compromised safety.
The success in containing the loss rate, considering the size and complexity of the project, is a direct testament to the excellence and dedication of the OHS teams. The synergy between international experience (such as that provided by the Spanish manager) and the commitment of Panamanian talent was key to guaranteeing a safe work environment and contributing to the successful completion of this momentous work.
In this framework, the figure of the occupational safety manager for the Atlantic sector (where the Agua Clara locks were built), of Spanish origin, was particularly relevant. His contribution was highlighted by the transfer of knowledge and the application of proven methodologies in European and large-scale projects.
Transfer of Know-How on Large Projects: The manager, with his background in mega-civil engineering projects in Europe, was able to instill in the local team and staff advanced practices in safety management for complex risks, such as working with large-scale prefabricated concrete structures, the assembly of massive steel components (gates) and the management of subcontractors.
Mentoring and Development of Local Talent: One of the most valuable contributions was the direct mentoring and practical teaching to the Panamanian security technicians and professionals under his charge. By sharing his in-depth knowledge in the development of Security Plans, detailed risk analysis and implementation of integrated quality and security management systems, he helped raise the technical standard of local OHS personnel, leaving a legacy of knowledge applicable to future infrastructure works in the country.
Ensuring Safety in a Hostile Environment: Working on the Atlantic side presented specific challenges, including extreme weather and terrain. The Spanish manager's knowledge and experience was crucial in implementing protocols that protected each and every worker under adverse conditions, ensuring that productivity never compromised safety.
The success in containing the loss rate, considering the size and complexity of the project, is a direct testament to the excellence and dedication of the OHS teams. The synergy between international experience (such as that provided by the Spanish manager) and the commitment of Panamanian talent was key to guaranteeing a safe work environment and contributing to the successful completion of this momentous work.