Industrial mobility automation: docked for success in ports
Automation within ports has long been recognised as key to addressing these challenges. The next leap forward lies in advanced autonomous vehicle technology that moves beyond the constraints of Automated Guided Vehicles (AGVs).
This is where Industrial Mobility Automation (IMA) comes in. A broader category that encompasses autonomous vehicles and intelligent systems for optimising industrial and operational workflows, it enables the automation of the billions of processes that involve driving, with an estimated market of $2trn.
For ports, autonomous vehicles hold the key to supercharging efficiency, enhancing safety, and driving resilience within global commerce. By deploying autonomous solutions tailored for port operations, we can redefine operational paradigms and unlock unprecedented potential for the maritime sector.
Ports represent ideal environments for the successful deployment of autonomous vehicles. For many years, AGVs have played a vital role in streamlining container movement within port terminals.
However, their operational scope and flexibility are inherently limited by their requirement for fixed infrastructure within fenced areas, away from human operations.
Advanced autonomous vehicle technology offers an advantage, enabling terminal tractors to navigate complex, dynamic port environments, including operating safely in mixed traffic scenarios on shared roadways. This capability redefines what's possible in port automation now and well into the future.
The benefits of autonomous vehicles help port operators answer some of the most pressing challenges they are facing today. The enhanced operational flexibility offered by autonomous vehicles represents a significant evolution in port logistics.
Unlike AGVs, autonomous vehicles adapt dynamically to evolving demands across the entire port, not just within the confines of fenced AGV zones. This adaptability allows for a more fluid and responsive operation, enabling resources to be deployed precisely where and when they are needed, ultimately boosting efficiency.
Being able to operate in mixed traffic areas eliminates the bottlenecks often associated with transferring cargo between fenced AGV zones and other port areas. Delays are also reduced through intelligent navigation and real-time decision-making that minimise congestion and streamline the movement of goods across the port. This leads to faster turnaround times and reduces the likelihood of penalties.
Another area where autonomous vehicles can lead to improvements is in safety. Advanced sensor suites and sophisticated AI algorithms enable them to perceive and intelligently react to pedestrians, other vehicles (manned and unmanned), and obstacles.
Lastly, while AGVs often require significant infrastructure investment, autonomous vehicles can operate within existing port layouts, minimising disruption and maximising return on investment.
The use of autonomous vehicles in ports is already a reality. The Port of Rotterdam, handling a staggering 14 million TEU and 436 million tonnes of cargo annually, has long integrated automation into its landside container movement operations. It is now embracing autonomous vehicle technology, with autonomous terminal tractors driven by Oxa's self-driving software already running in the port.
The compatibility of autonomous vehicle technology and port operations is clear. While overhauling existing operations represents a significant capital undertaking for port operators, the benefits of autonomous solutions are compelling from day one. Beyond immediate operational relief, autonomy offers long-term and wide-reaching advantages with the potential to reshape global trade.
Industrial Mobility Automation using autonomous vehicles is not a futuristic concept, but a present-day necessity for ports navigating the complexities of global trade. It is the pathway to building a more efficient, safe, and sustainable future for maritime logistics.
"Industrial mobility automation: docked for success in ports " was originally created and published by Ship Technology, a GlobalData owned brand.
The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
2 days ago
- Yahoo
Slight rise in accountants' Q2 confidence amid fragility: ACCA survey
The ACCA and IMA Global Economic Conditions Survey (GECS) for the second quarter of 2025 (Q2 2025) has reported a marginal rise in confidence among accountants worldwide. However, this increase does not overshadow the prevailing sentiment of fragility in the profession, with confidence levels still trailing behind historical standards. According to the survey, while there has been a slight uptick in the confidence index, reaching a peak not observed since Q3 2024, the overall mood remains cautious. The new orders and capital expenditure indices, key indicators of economic health, have both seen modest declines. These indices are hovering around their historical average and are reflective of the economic landscape following the conflict in Ukraine. The employment index has shown some resilience, edging closer to its average historical benchmark, suggesting a stabilising job market within the sector. On a regional scale, North America has witnessed an increase in confidence, with US accountants reporting a somewhat improved outlook. Despite this, the levels of confidence are still low compared with past data. In Western Europe, there has been a steady increase in confidence, with the UK experiencing a notable recovery from its all-time low in the final quarter of 2024. In stark contrast, the Asia-Pacific region has seen a sharp decline in confidence, negating the positive trends from Q1 2025. This downturn is largely attributed to the impact of significant changes in US trade policy on the global trading environment. For the first time, geopolitical instability has emerged as the primary concern among accountants when considering global risks, overtaking economic, regulatory and compliance issues, which now share the second position in terms of risk priority. Other concerns such as talent shortages and cybersecurity have diminished slightly in urgency. Climate change, fraud and supply chain risks are positioned lower on the list of priorities, indicating a strategic shift towards navigating immediate geopolitical and economic challenges. ACCA chief economist Jonathan Ashworth said: 'Global growth has generally proved quite resilient in the first half of 2025, despite the large increases in US tariffs and massive rise in uncertainty. 'While the key GECS indicators are certainly not pointing to a global economy in rude health, with confidence in particular remaining low, neither are they suggesting that a major downswing is imminent.' This month, the ACCA disclosed the pass rates for the June 2025 examinations. "Slight rise in accountants' Q2 confidence amid fragility: ACCA survey " was originally created and published by The Accountant, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
4 days ago
- Yahoo
The IMA Group Acquires New York's Medical Research Network
IMA Clinical Research continues to grow; acquisition adds CNS research site in NYC and expands access to promising clinical trials to patients in high-need therapeutic areas TARRYTOWN, N.Y., July 21, 2025--(BUSINESS WIRE)--The IMA Group (IMA) today announced the acquisition of Medical Research Network (MRN) LLC, a U.S.-based clinical research site located in New York City, specializing in psychiatry and neurology trials focused on central nervous system (CNS) disorders. Terms of the transaction were not disclosed. Founded in 1997, MRN will continue operating under its current name and leadership, with core investigators and staff remaining in place, led by Founder, CEO, and Principal Investigator Michael R. Liebowitz, MD. Dr. Liebowitz is Board Certified in Psychiatry and has devoted more than 30 years to the research and treatment of anxiety, phobic, and affective disorders. He previously chaired the Diagnostic and Statistical Manual of Mental Disorders, Fourth Edition (DSM-IV) Workgroup on Anxiety Disorders. His contributions to the psychiatric and research fields span social anxiety, obsessive-compulsive disorder, panic disorder, atypical depression, and rapid cycling mood disorders. "The need for high-quality clinical research in mental health continues to grow, particularly as we confront rising demand for care and long-standing gaps in access," said Dr. Liebowitz. "By combining our deep CNS expertise and well-established clinical operations with IMA's growing national platform, we're positioned to reach more diverse and underserved patient populations, accelerate access to promising treatments, and deliver outstanding value to sponsors." Mark Weinberger, PhD, MPH, President and CEO of The IMA Group, emphasized how the acquisition enhances IMA's operational capacity to meet sponsor needs. "By integrating MRN's experienced team and established site into our network, we're strengthening our ability to deliver efficient, high-performing trials in the CNS space," he said. "This addition helps us reduce time to first patient, ensure quality data capture, and provide the scale and consistency that today's sponsors require to execute successful studies." The acquisition adds IMA's second research site in New York City and its first East Coast location dedicated to CNS trials. It builds on IMA's existing CNS-focused presence in Phoenix, Las Vegas, and Albuquerque—expanding the company's national footprint in this key therapeutic area. The move also aligns with the company's broader strategy to grow both organically and through acquisitions—positioning IMA as one of the nation's leading independent providers of outsourced healthcare evaluation and clinical research services. About The IMA Group:For over 30 years, The IMA Group, headquartered in New York, has been focused on enhancing the livelihood and productivity of individuals and organizations through a comprehensive range of Medical and Behavioral Health Services and Clinical Research at more than 150 sites and our large, affiliated provider network. The IMA Group serves the nation's top government and payer organizations through a range of Occupational Health, Workers' Compensation, Auto Insurance, and Employer Solutions. The company's Evaluation Services spans disability and independent medical exams (IME), case management services, fitness for duty/pre-employment evaluations, medical/psychological/ancillary exams, and a variety of occupational health services. IMA Clinical Research offers site-based, hybrid, and fully decentralized clinical trials that support the development of novel medicines, vaccines, and devices. Additionally, The IMA Group is unique in the marketplace in that it can bring together expertise in Evaluation Services and Clinical Research. For more information, visit or View source version on Contacts For more information, contact: Brenna Harrington706-217-7809brenna@
Yahoo
07-07-2025
- Yahoo
8 ways CFOs can successfully onboard new employees
This story was originally published on To receive daily news and insights, subscribe to our free daily newsletter. The CFO's team is invaluable to their organization's success, from performing basic closing, reporting and cash management to enhancing the quality of decision-making via insightful analyses, to outright leading strategic planning, business transformation and other critical initiatives. But to be effective, especially at a smaller company with a small staff, the CFO's team must consist of highly qualified, engaged professionals with limited turnover. According to an IMA survey, though, 26% of accounting and finance professionals in the 18-to-38-year-old age cohort were likely to leave their current employer in the next 12 months. Thus, hiring new team members and successfully onboarding them is a business imperative. When I became CFO at a smaller, private company, we had a seasoned accounting clerk handling accounts payable, accounts receivable and other tasks. She performed her role well, but during COVID, she decided to retire. We immediately initiated a search to backfill her position, but few candidates came forward. Ultimately, we hired a new accounting clerk who (purportedly) had extensive collections experience as well as the other skills needed. Before her first day, the corporate controller and I developed an onboarding plan, including 30, 60 and 90-day goals. But personal tragedy seemed to strike multiple times over the next six months, impacting the new accounting clerk's ability to perform her initially assigned tasks, let alone take on additional responsibilities as expected. Eventually, we scheduled a time with her to essentially restart her onboarding from scratch. Seeing no change in performance, the controller and our HR manager met with her to formally initiate a performance improvement plan. She quit on the spot. When the HR manager followed her to her office to request a written resignation letter, she opened her desk drawer and pulled out an undated resignation letter that had been there all along. Clearly, our onboarding of this new accounting clerk was a total failure and, considering our small team, one that negatively impacted the entire company. There is a silver lining. We upgraded the position to general accountant and ultimately hired an eager, highly qualified young professional who surpassed all expectations as defined in his onboarding plan. Indeed, he now performs all the original accounting clerk's responsibilities with significant capacity to spare, allowing him to support his cross-functional partners in new and meaningful ways. When new employees are onboarded effectively, they can quickly familiarize themselves with the company's culture, policies and procedures, as well as their responsibilities. They are more likely to build solid relationships with their immediate team and cross-functional partners. By feeling welcome and engaged, they will experience a higher degree of job satisfaction. And from the employer's perspective, in addition to having happy new employees, effective onboarding ensures the overall team achieves its full potential despite the inevitable turnover that will occur. Specifically, there will be a stronger team dynamic, enhanced productivity, increased overall team satisfaction and, as a result, reduced attrition. 1. Onboarding checklist. There is nothing worse than your new hire arriving for their first day and finding no one is there to greet them, their workspace isn't ready yet, their computer hasn't been set up or there is no computer at all. To avoid such embarrassment, leverage an onboarding checklist to ensure everything is ready, including preparation of any paperwork or documents that will be needed for the HR team, payroll or otherwise, before the new hire's start date. 2. Welcoming environment. Ensure your new hire feels welcome from the start. Be there early to greet them upon arrival. Share highlights of the company's mission, values and culture. Give them a tour of the office or facility. Provide an organization chart and contact list. Introduce them to their team as well as key business partners and other stakeholders. And give them a welcome package including a few branded tchotchkes and/or let them choose something more substantial from the company catalogue. 3. First day necessities. Unfortunately, every new hire's onboarding will entail some less exciting activities, such as completing payroll, benefits and other paperwork, working with the IT team to finalize computer setup, participating in safety training, and the like. That said, through preparation and automation, make these necessities as painless as possible. 4. Clear expectations. Building on interview discussions, walk through your new employee's job description in detail, clarifying, prioritizing and discussing performance expectations for each responsibility. Then establish clear goals and expectations for the first 30, 60 and 90 days. In addition to goals related to learning specific responsibilities, also consider establishing goals related to building relationships with their team and key cross-functional partners, as well as goals related to learning about your business and industry (i.e., building general business acumen). 5. Onboarding buddy. Joining a new company, especially if relocating from out of town, can be daunting. An onboarding buddy can be a great resource, providing the new employee guidance, support and insider knowledge about the company, helping them navigate their role and even providing tips on their new 'home' such as great restaurants and things to do. 6. Regular feedback sessions. Although regular feedback is important ongoing, it is especially critical over the first few weeks and months. Periodically revisit their 90-day plan to clarify questions and ensure progress, provide constructive feedback and recognize their efforts and achievements. 7. Revised job profile. Once your new employee completes their initial onboarding plan and starts performing most of their responsibilities, collaboratively review their original job description and revise it as deemed appropriate. The 90-day anniversary is also a good time for the employee to begin drafting a personal development plan, identifying relevant training and on-the-job experiences to become more effective in their current role and develop themselves for future roles. 8. Continuous improvement. In the spirit of continuous improvement, review your onboarding plan, identifying what is working well and what is not and revise it accordingly. Recommended Reading Accounting has a Gen Z problem. It's time for new talent strategies