APD reports 14.3 percent increase in net income for 2024 fiscal year

NASSAU, BAHAMAS — Nassau’s main commercial shipping port saw a 14.3 percent increase in net income for its 2024 fiscal year, surpassing forecasts, with vehicle volumes among the key drivers of this positive performance.

Dion Bethell, President and Chief Financial Officer of the BISX-listed Arawak Port Development Company (APD), the   Nassau Container Port operator, commented on its financial performance for its fiscal year ending in June and noted that revenues were up by 5.9 percent, EBITDA increased by 9.1 percent, and net income rose by 14.3 percent.

Bethell attributed the strong revenue performance to increased vehicle volumes, which led to landing fees and security fees exceeding the previous year by $600,000 (4 percent) and $125,000 (4.4 percent), respectively. Additionally, terminal handling income increased 9.4 percent year over year, and other income rose 250 percent, or $173,000, due to a higher valuation of BIF investments.

In year-over-year comparisons, TEU container throughput volumes were 70,735, a 0.3 percent increase from the prior year; vehicle volumes were 19,750, a 26 percent increase from the previous year; and bulk volumes were 340,897, a 9 percent decrease from the prior year.

When discussing the drop in storage fees, Bethell explained: “The previous year’s storage fee income was unusually high and was not expected to recur. Carriers managed their container inventory more effectively this year, leading to a reduction in storage fees. Although storage revenue was positive to budget by $354,000 this year, it can fluctuate from year to year.”

Bethell also highlighted the company’s ongoing focus on cost management. “We’ve embraced technology and streamlined processes to improve efficiency and control project costs. We’ve implemented energy-saving measures to manage electricity costs and fostered a culture of cost consciousness across the company,” he noted.

He reiterated concerns regarding necessary repairs to the harbor’s breakwaters. “It remains a significant and urgent issue due to the ongoing disruptions to port operations caused by the breakwater’s deterioration. There have been no further updates since the October 2023 meeting where the government shared their findings and proposed plans,” said Bethell.

According to Bethell, while the worst of the post-COVID supply chain disruptions seems to have passed, the economy still faces challenges such as climate issues, energy price pressures, and global conflicts.

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In February 2015, the Registrar General Department entered into a contractual agreement with VRC, formerly known as Sunshine Shredder, to digitize its company files as part of a long-overdue transition from paper-based records to a modern, paperless system. The initial cost of the contract was a staggering $89,000 for the first month, followed by an ongoing monthly fee of $85,000. Notably, the agreement lacked a clearly defined project timeline or end date, raising immediate concerns about fiscal oversight and accountability. Tragically, while scanning commenced, the project quickly revealed an alarming absence of quality control and verification protocols. The digitization process, meant to enhance access, accuracy, and operational efficiency, was executed with such poor foresight that the resulting digital records are effectively unusable by the Company Section. The core issue lies in the contract specifications. VRC was commissioned to scan and input data into only three (3) fields, despite the operational requirement being six (6) fields for full functionality within the Department’s systems. This fundamental oversight rendered the digitized records incomplete and incompatible with current needs. Attempts to rectify this monumental error have proven financially unviable. Discussions to incorporate the additional fields revealed that doing so would triple the cost an egregious escalation with no guarantee of improved results. To make matters worse, in 2024, when the Registrar General’s office relocated to a new building, the internal scanning unit comprising trained staff who could have potentially salvaged or improved the process was dismantled. These personnel were reassigned to other departments, effectively dissolving any in-house capacity for quality control or intervention. This sequence of decisions paints a troubling picture of systemic mismanagement, questionable contractual negotiations, and a lack of strategic vision. The public deserves transparency, and those responsible for this financial and operational fiasco must be held to account. A project intended to usher in digital transformation has instead become a cautionary tale of waste and ineptitude at the expense of taxpayers and national record integrity.

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