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QTerminals Neville Bissett

QATAR - Transport

Neville Bissett

GCEO, QTerminals Group, Qatar

Bio

Neville Bissett has substantial international experience in port administration and terminal operations. Prior to joining QTerminals, he served as the general manager of Ports Development Company, the master developer and Port Authority of King Abdullah Port (KAP) in Saudi Arabia. With about two decades of experience and outstanding abilities in port management, he formerly served as managing director of an AP Moeller Terminals (APMT)/Bolloré joint venture in West Africa. Bissett has also held other senior management roles in the Middle East, Africa, South America, the Caucasus region, and Europe. He holds a degree from the University of Leeds and is a member of the Chartered Management Institute in the UK.

"Qatar’s business environment remains stable, supported by a stable population of between 2.8 million and 3 million and driven by Qatar’s national vision."
QTerminals is responsible for enabling Qatar’s imports and exports, its maritime trade flows, and stimulating economic growth locally and regionally.
How has the FIFA World Cup and the resolution of the blockade impacted QTerminals and the broader Qatari transport and logistics sectors?

The FIFA World Cup finals and the settlement of the regional blockade had a significant impact on QTerminals and Qatar’s broader transport and logistics sectors. Normalizing relationships and restoring business ties among GCC countries, have facilitated collaborative efforts. Despite initial misgivings about Qatar’s ability to host the World Cup due to the country’s size, the transport system including buses, taxis and metro has performed exceptionally well. Before the World Cup, infrastructure projects contributed to a surge in business activities. However, post-event, demand for transportation services has slightly dropped and led to fewer ongoing projects. Despite these challenges, Qatar’s business environment remains stable, supported by a stable population of between 2.8 million and 3 million and driven by Qatar’s national vision. Our performance forecast is healthy and positive, and we are content with the current situation. The cooperative spirit of the GCC countries plays an important role in creating a favourable environment for sustainable economic activities in the region.

Looking forward, how does the LNG expansion capacity align with your recent acquisitions in Europe, particularly in the Netherlands and Poland, where the proposed QTerminals terminal is in close proximity to an LNG import terminal?

While I cannot speak on behalf of Qatar Energy and its projects, I can provide insights into our own initiatives. The Świnoujście Port in Poland is strategically located near the LNG terminal. In the Netherlands, our acquisition in Rotterdam, a major oil and gas hub, focuses on containers, bulk, break-bulk, and cargo. Although the expansion of the North Field in Ras Laffan will primarily use the industrial port, we anticipate benefiting from associated containerized products. It is noteworthy that Qatar aims to produce approximately 40% of the world’s LNG in the coming years, aligning with its commitment to expansion and Qatar’s 2030 Vision. Despite the dynamic nature of the global energy landscape, our business in Qatar remains robust and healthy, characterized by stability rather than drastic fluctuations. Overall, we are satisfied with the current state of our operations in Qatar.

Considering new drivers for cargo, capacity and activity, which sectors do you believe are best positioned to bring dynamism to Qatar’s export capacity through your terminal?

Qatar’s predominant export is gas, and the manufacturing and industrial sectors play a vital role, highlighted by the export of products such as PVC pipes through the industrial port. While our primary focus is on imports, the local manufacturing and industrial landscape are experiencing growth, ignited by government investments. The impact of the services industry on our operations is relatively limited, except for certain considerations. Presently, our focus is to strengthen our position, adopting green technology, and progressing along an ESG project pathway. We are working hard to submit our science-based targets initiative (SBTI) application by year-end, a commitment fully endorsed by the board. We are happy with the current situation and optimistic about the positive direction our programs are taking.

What can we anticipate from QTerminals in the future, considering its pivotal role in Qatar’s domestic growth and the country’s international presence?

Guided by our board-approved internationalization strategy, QTerminals is seeking strategic expansion, prioritizing product fit, geographical alignment, and steadfast adherence to our organisational philosophy. The recent acquisition of Kramer Group in the Netherlands, now operating as QTerminals Kramer Rotterdam, seamlessly aligns with our values and operational approach. Despite the complexity, the integration process was set to conclude on December 18, synchronizing with Qatar’s National Day. With established facilities in Türkiye and the Netherlands, we envisage the potential for another acquisition in 2024. Should this be pursued, a meticulous assessment, consolidation, and strategic planning will follow suit. Having successfully met our targets, the board is constantly expressing satisfaction; we foresee an exciting future for QTerminals, significantly contributing to Qatar’s continued growth. Additionally, we take pride in our ESG project, which underscores our commitment not only to environmental sustainability but also to social and governance aspects. Socially, our priorities encompass community well-being, staff engagement, and transparent communication. In terms of governance, openness is exemplified through our online shared figures on X and LinkedIn.

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