Infospectrum Insights

It’s been a funny old 18 months for CFOs and principals in the bunker sector.

This month we spoke to Eleonora D’Orio, Senior Business Analyst at Infospectrum’s London office. She shared what it is like working in shipping along with how the industry has evolved since her career began.

Sanctions, sanctions, sanctions! For those of us involved in risk and compliance, the seemingly never-ending increase in complexity around maintaining sanctions compliance can feel somewhat overwhelming at times.

Liner spot freight rates have recently defied traditional and current logic, reaching record levels. In early-March 2020 most freight analysts predicted Armageddon for the liner sector with cargo volumes falling off the proverbial cliff. What has since transpired?

With so many of us working from home, it can be difficult to share best practice amongst colleagues, and we have seen an increase in requests from our users about how best to use Infospectrum's services.  While each client we have uses our products in a different way, we are keen for our clients to get the maximum benefit from the relationship.

Here is a "top five", for starters:

After battening down the hatches in August, US LNG exporters have weathered the storm of Hurricane Laura, with the key Sabine Pass and Cameron LNG terminals now back in action. But, the other storm faced by the LNG industry, that caused by COVID-19, is set to rage on. Back in February, with US LNG cargoes cancelled or force majeure invoked by European and Asian importers, risk analysts may have feared that LNG exporters were genuinely facing an existential crisis.

At the start of 2020, few in India thought they would be looking back longingly to the quarter-ended September 2019, when India’s quarterly GDP growth dropped to 4.5% (a six-year low) and experts bemoaned weak manufacturing, falling consumer demand and private investment, and rising unemployment. Then again, these are distinctly unusual times.

Shipping is a people business. Isn’t it? So, lock down should have been a disaster. So many parts of so many industries have been tested in the recent months of lock down, and shipping does feel that it has had its standard operating models tested considerably, but not necessarily in the ways one might have expected.

Ask any free-market economist’s opinion of cartelisation, and you are likely to receive a frosty and disapproving answer. Cartels exist, so the theory goes, to protect the interests of powerful producers of a commodity, at the expense and detriment of lowly and embattled consumers. It’s a well-known argument, which rests upon assumptions that a cartel manipulates supply in order to support prices for its members, and carves up the market so that end-users are deprived of choice. In short, cartels are bad, bad, bad.

The emergence of the United States (US) as a net exporter of LNG in 2016 upended the supply-demand balance in the sector, enabling importers to accelerate a transition away from fuels perceived to be more polluting, and the LNG shipping sector to adopt a more spot-driven model, underpinned by speculative orders for LNG tonnage. In 2019, final investment decisions were taken to proceed with a reported 71m tonnes of new production capacity, much of this capacity also uncontracted, with further liquefaction projects, with a capacity of circa 900m tonnes per year, on the table by the beginning of 2020.