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Two Konecranes E-ACE 7/8 ECC 90 electric empty container handlers will operate across Transtec World’s container depot at the Port of Santos in Brazil, marking the first deployment of Konecranes electric empty container handlers in the Americas. The order was placed In Q4 2025, with delivery planned during Q2 2026.

Transtec World is one of the largest container depot operators at the Port of Santos, managing eight container yards and handling more than 710,000 containers annually.The two Konecranes E-ACE 7/8 ECC 90 electric empty container handlers will support daily stacking and repositioning operations across the depot.

“Konecranes stood out for the quality of its brand, as well as the strong local support provided through distributor Equiport. We’re proud to be the first customer in the Americas using these fully electric empty container handlers. They will help us to improve efficiency and further reduce our operational CO₂ emissions in line with the expectations of our customers,” says Rogério Oliveira, Operational Director at Transtec World.

Designed for intensive container handling, the high‑voltage electric models deliver strong lifting performance without local tailpipe emissions. Their electric drive system reduces noise, improves energy efficiency and lowers overall operating costs compared with diesel‑powered equipment. The new lift trucks combine high performance with strong safety and ergonomic standards, ensuring a comfortable and efficient operator environment. They are also equipped with TRUCONNECT® Remote Monitoring, providing real‑time insights to support preventive maintenance and maximize equipment uptime.

“Introducing high‑voltage electric empty container handlers into a major depot operation like Transtec World shows how Konecranes electric solutions can meet the performance demands of day‑to‑day container handling. This step reflects a broader shift in the Americas as operators look for ways to boost efficiency, reduce emissions and align with the expectations of global supply chains,” says Andres Ramirez, Regional Sales Development Manager, Konecranes Lift Trucks.

The contract marks another proof point for Ecolifting, Konecranes’ comprehensive step-by-step roadmap to zero tailpipe emissions that supports the decarbonization of port operations. Our solutions range from renewable diesel-powered drives, to hybrid and fully-electrified fleets, and emerging options like hydrogen, all designed to meet the needs of each customer today and for the future.

A strong focus on customers and commitment to business growth and continuous improvement make Konecranes a material handling industry leader. This is underpinned by investments in digitalization and technology, plus our work to make material flows more efficient with solutions that support the decarbonization of the economy and advance circularity and safety.

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Efficient ship loading lies at the heart of global trade, enabling the safe, timely, and cost-effective movement of essential materials around the world. From coal and grain to ore and aggregates, optimizing how these commodities are handled is critical to reducing downtime, minimizing spillage, and improving overall operational performance.

In today’s increasingly complex and space constrained port environments, advanced conveyor technologies are transforming the way ship-loading operations are designed and executed. Solutions such as high-angle conveying systems enable steeper transport paths within smaller footprints while reducing transfer points, limiting material degradation, and lowering dust emissions, all key factors in driving both efficiency and environmental responsibility.

As global demand continues to grow, ports and operators must seek smarter, more innovative ways to increase throughput and control costs. Investing in modern material-handling solutions is not just an operational improvement, it is a strategic move toward long-term competitiveness in a rapidly evolving maritime industry. DSI is proud to offer solutions that support these goals.

SERVICES

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The Liebherr Group ended 2025 with a revenue of €14,772 million. Compared with the previous year, the company recorded a revenue growth of €150 million or 1.0 %. The Group continued investing at the high level of the previous two years with investments totalling €1,059 million.

Bulle (Switzerland), 2 April 2026 – The Liebherr Group saw stable growth overall and ended the 2025 business year with a revenue of €14,772 million. Its broad diversification and decentralised structure allowed Liebherr to offset falling sales in individual product segments.

In the product segments of maritime cranes, aerospace and transportation systems, gear technology and automation systems, refrigerators and freezers, components and hotels, Liebherr achieved a total revenue of €5,427 million. This represents a significant year-on-year increase of 14.7 %. By contrast, a downward trend was seen in the construction machine and mining sector, which includes the product segments of earthmoving, material handling technology, deep foundation machines, mining, mobile and crawler cranes, tower cranes and concrete technology. Although the deep foundation and tower crane product segments saw gains, the revenue for the sector as a whole fell by 5.5 % to €9,345 million.

The Group’s revenue growth varied by region. Declines were registered in Asia and Oceania and in North America. In Europe, it was a tale of two halves: while business in non-EU countries slumped, Liebherr was able to increase its revenue in the European Union, buoyed in particular by positive growth in Germany. Liebherr also registered growth in Central and South America and in the Africa/Near and Middle East sales region, with South Africa and the United Arab Emirates in particular driving growth.

The Group achieved a net income of €272 million in 2025. Although the operating result was down compared with the previous year, the finance result was above the previous year’s figure. In the 2025 business year, the number of employees also grew further: at the end of the year, Liebherr had a total of 55,963 employees worldwide, 1,235 more than in the previous year.

Milestones in autonomy

In the 2025 business year, the Group invested €708 million in its research and development activities. In the field of autonomy, Liebherr reached numerous milestones. At Bauma 2025, the Group unveiled an autonomous wheel loader featuring the award-winning ‘Liebherr Autonomous Operations’ system. Liebherr also presented the S1 Vision – a prototype for an autonomous, battery-electric and single-axle dump truck. Autonomous mining trucks are also getting close to productive operations.

Another focal point of developments has been on alternative drive technologies. In this regard, Liebherr expanded its portfolio with the new, electrified construction machines, such as the first fully electric duty cycle crawler crane, the HS 8100.2 dual power, or the first battery-electric crawler excavator, the R 920 G8-E. Further to this, both the LTM 1150-5.4E all-terrain crane and the MK 120-5.1E mobile construction crane, for example, can be powered by a choice of mains power or integrated battery. All this is complemented by the LPO 600 battery-based energy storage system, which allows for electric machines to be charged or powered on the construction site.

In the reporting year, Liebherr also developed numerous digital solutions. New assistance systems for fast-erecting cranes correct any swaying motions and allow the crane to extend to saved positions on a semi-automatic basis. The Energy Planner from Liebherr provides operators with software to plan for their energy requirement on construction sites. It helps to prevent gaps in supply and efficiently calculates charging phases and energy requirements. Across the entire Group, Liebherr is working on a standardised software basis for digital services and on the ‘Software Defined Machine’ programme that facilitates a future-oriented control architecture for all construction machines. The Group built on its organisation and skills in the field of cyber security and strengthened its in-house AI competence centre to drive forward the responsible use of artificial intelligence.

Paving the way for growth and competitiveness

In the past business year too, Liebherr invested heavily in expanding production sites and in rental fleets, among other areas, highlighting its long-term commitment to innovation and sustainable and organic growth. With investment reaching €1,059 million, it remained at the high level of previous years and was financed using funds generated by the Group. Depreciation amounted to €587 million.

To meet the growing demand for mobile and crawler cranes, Liebherr acquired a plot measuring more than 500,000 m² in Ehingen-Berg (Germany). In Kirchdorf an der Iller, a new dispatch centre was built. Meanwhile, at the Biberach an der Riss site, two high-volume orders for slewing bearings received from the wind industry resulted in further investment in production, infrastructure and testing equipment. Liebherr is also making upgrades to the production facilities for tower cranes and mobile construction cranes in Biberach, due for completion in 2034. Liebherr is also increasing its capacities internationally: in Plovdiv (Bulgaria) and in Guaratinguetá (Brazil), the Liebherr Group is expanding its production capacities. In Tupelo (MS, USA), the Group is establishing a new logistics centre, while a plot has been acquired in Houston (TX, USA) for the creation of a new facility for the repair, sale and servicing of construction machines.

Liebherr enters 2026 with confidence

‘Liebherr is anticipating that the 2026 business year will continue to present a challenging economic environment. Global uncertainties, geopolitical tensions and ever-increasing competitive pressure will continue to shape the economy,’ explains Steffen Günther, managing director and member of the executive board for Liebherr-International AG, Bulle (Switzerland). As such, numerous product segments are expecting customers to remain cautious when it comes to investments. ‘Even though the Group has started 2026 with a promising volume of orders, we are not anticipating a marked period of growth until 2027. Until then, we will use the time to target our investment in our sites, innovations and sustainable solutions,’ says Steffen Günther. Overall, the Liebherr Group benefits from its high level of diversification, its international organisation and its decentralised structure. These factors help to soften the impact of global uncertainties from time to time. Against this backdrop, Liebherr is confident of further growth in 2026.

On Thursday, 2 April 2026, the Liebherr Group publishes its current annual report. In addition to detailed figures, it contains a magazine section that reviews the past business year. In an interview, Jan Liebherr, president of the administrative board of Liebherr-International AG, together with Sophie Albrecht and Patricia Rüf, members of the administrative board of Liebherr-International AG, sum up 2025. In this video, Steffen Günther gives his assessment of business performance in 2025, as well as looking ahead to what can be expected in 2026.

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U.S. Steel cargo shipment ends one of shortest winter closures for Great Lakes shipping

Ports of Indiana-Burns Harbor celebrated the start of the 2026 international shipping season Saturday with the arrival of the Ocean7 Ranger. The ocean vessel completed a 52-day voyage carrying equipment for facility improvements at U.S. Steel Gary Works, the largest integrated steel mill in North America.

The 2026 opening of the St. Lawrence Seaway to ocean vessels marked one of the shortest winter closures in history, totaling just 69 days from Jan. 12 until March 22.

To commemorate the occasion, Burns Harbor Port Director Ryan McCoy presented the Ports of Indiana “Steel Stein” to Captain Ilia Kalachov on board the Ranger. The presentation celebrates the first ocean vessel’s arrival and Northwest Indiana’s role as “The Steel Capital of North America.”

“Our port operates year-round, handling barge, rail, and truck shipments, but the arrival of the year’s first  ocean vessel is a signature moment,” McCoy said. “It represents Burns Harbor’s connection  to the world and new global trade opportunities for local companies. This was also one of the shortest winter closures of the Seaway on record, which underscores the capability and opportunity to expand our shipping season. Adding new icebreakers and practical technologies to extend the shipping window for vessels like the Ocean7 Ranger will allow our Great Lakes economy to better compete in global markets.”

Ocean7 Ranger is a general cargo carrier owned and operated by German ship management company HAMMONIA Reederei. The ship arrived at Indiana’s Lake Michigan port 52 days after departing from Kaohsiung, Taiwan, passing through the Pacific Ocean, Panama Canal, Atlantic Ocean, and Great Lakes-St. Lawrence Seaway.

The Ranger delivered a 63-ton dewatering drum that is being transferred from ship to dock, and then to barge for transport across the lake to U.S. Steel. Stevedore Logistec executes the port’s heavy lift transfers with support by local workers from the International Longshoremen’s Association and International Union of Operating Engineers.

The Ranger, a general cargo vessel built in 2005 by Volharding Shipyards in the Netherlands, is 441 feet long and 72 feet wide and has a dead weight tonnage capacity of 10,508 metric tons.

Ports of Indiana-Burns Harbor handles over 2 million tons of cargo each year, including steel, steel-related materials, limestone, coke, salt, fertilizer, minerals, and iron ore.

The St. Lawrence Seaway opened March 22 for the 68^th international shipping season.  The Seaway routinely closes for up to three months during the winter for icy conditions and maintenance on the system’s 15 locks. However, groups are calling for implementation of new technologies, increased investment and added icebreaking capabilities that would extend the shipping season to promote growth in regional economies, new container shipping lines, and Great Lakes trade.

In 2026, the Indiana General Assembly unanimously  passed House Concurrent Resolution 9, calling for “all relevant agencies and  stakeholders to work collaboratively to explore extending the Great Lakes-St.  Lawrence Seaway navigation season to advance Indiana’s economic prosperity,  grow exports, and support Hoosier jobs.” The resolution, authored by  Representative Dave Abbott, had 26 bipartisan coauthors. (Resolution Link)

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For bulk handling in ports and terminals, production uptime and meeting projected targets are naturally some of management’s primary goals.  In some instances, quarterly or annual bonus structures can be tied to these targets.  Although this bonus structure seems like an incentive program, it can harm long-term profitability and safety.

Fixating on production can lead to a culture of running the “equipment to failure,” which inevitably results in serious safety issues.  Failure on a conveyor belt could mean 1) equipment detachment, causing belt damage and sparking, or, 2) components freezing, leading to belt damage from friction and heat.  Both instances can result in a belt fire spreading quickly throughout the facility, putting every employee in danger as the operation’s future goes up in smoke. [Fig. 1]

Figure 1- Frozen rollers need to be identified immediately to avoid expensive belt damage and friction fires.

A “Production Done Safely” approach results in longer periods of uptime and greater production over the long term.  When devising the conveyor production schedule, managers should allow ample downtime for necessary maintenance with proper lockout/tagout procedures and updated employee certifications for specified procedures, such as confined space entry, hot work, etc.  Scheduled shutdowns facilitate these maintenance activities.

However, a safety-focused production schedule is only the first step.  Belt conveyors are some of the most essential and powerful production systems in a bulk handling operation, so this article will focus on conveyor systems.  It will offer practical advice on approaches and procedures to improve safety and maintain healthy production targets.

Observation and Logging

Whether it is an internal “belt boss” or a contracted service expert, system inspectors walk along the conveyor system, observing its function.  A trained and experienced technician will use sight, sound, and even smell to detect changes and issues in the system.  Martin Engineering’s program is called “Walk the Belt™,” where a trained Martin Service Technician (MST) will perform a routine inspection and servicing of conveyors within an operational facility.[Fig. 2]

Figure 2 – The Walk the Belt program provides a detailed report of conveyor observations and recommendations focused on prevention.

During this process, they inspect its operation, make minor adjustments or perform cleaning activities, and note any significant issues requiring further attention.  It indicates the approximate life of wear parts, informing managers of windows in which to schedule a full or partial shutdown.  This also provides the mean time between failures (MTBF), which is a valuable metric for performance.

The belt inspector should document observed problems, for instance, they might note issues like “The center roller on idler number 127 on Conveyor B is not turning” or “There is significant spillage at the tail of Conveyor 3.”  It is crucial to immediately record these observations and use a digital camera or smartphone to capture photos for evaluation.

Figure 3 – Taking a moment to observe a full rotation of the belt allows inspectors to see several potential issues.

At certain points, particularly at the head pulley and tail pulley, the inspector should hold and carefully observe the belt’s operation for at least one full revolution, preferably empty.  This allows for a thorough examination of the belt’s condition, including its edges, splices, top cover, and tracking. [Fig. 3]

• Edge damage indicates mistracking. Either the belt is not centered on the tail pulley entering the loading zone, there is a significant shifting of cargo after the loading zone, or mistracking during discharge and return. If none of these factors exist, there may be bowing or camber in the belting.
• Splice damage from direct material impacts or edge wear needs to be remedied immediately once it is detected. A broken splice can cause dangerous contraction on a fast-moving and tensioned belt that could kill a worker who happens to be nearby.
• Gouges and dents in the top cover can hide fines that surpass the primary cleaner and spill along the return path of the conveyor, causing dust and spillage. This may require a secondary or tertiary belt cleaner to adequately clean the belt, improve air quality, and avoid the extra labor for cleaning.
• Most systems come with “belt tracking,” but those are usually mere shields that prevent contact with the stringer, resulting in friction damage and the belt folding over upon itself. There are well-tested tracking systems that detect slight variations in the belt and use the belt’s energy to pivot a specialized troughed idler and redirect the belt back to the centered position.

Mean Time Between Failures

MTBF is the average uptime between unscheduled outages.[Fig. 4]  It is a vital performance metric to measure safety and equipment design.  MTBF also shows the relationship between maintenance and uptime.  From an accounting perspective, it aids in determining the new equipment’s return on prevention (ROP) as compared to existing equipment.^[1]

Figure 4 – Mean Time Between Failures (MTBF)

To calculate MTBF, review the history of the system or equipment, compile the times between each failure, add them together, and divide by the number of periods.  For example, six failures have five periods of uptime between, so if the total uptime is 22 days, dividing that by five makes the mean 4.4 days.  To increase the impact of the dataset, add the number of workers and man-hours for each downtime period and calculate the direct cost in labor.

Human Factor Engineering

Engineering decisions for retrofitted system changes are supposed to consider spatial restrictions, production limitations, bulk material traits, workplace safety, etc., and designers should account for those factors.  However, they often inadvertently contribute to maintenance challenges.  Examples include awkward component spacing, inaccessible parts, or non-repairable systems with permanent fasteners.

Managers could point out the creation of a production schedule that includes shutdowns, causing designers to engineer systems around major service events.  Unfortunately, this may cause designers to overlook the routine maintenance tasks like idler lubrication or belt cleaner upkeep, which may require short stints of downtime here and there to avoid dangerous maintenance around a moving belt.

“Human factor engineering” and ergonomics optimize the interaction between people and machinery, enhancing safety and operational efficiency.  Although it might raise installation costs, consider how the long-term benefits of features such as walkways, platforms, and easy access to utilities like water, electricity, and compressed air can significantly enhance maintenance efficiency.

A conveyor system’s optimal performance is tied to the performance of the people who maintain it.  Components designed for easy adjustment or replacement, such as track-mounted idlers, cradles, and belt cleaners that pull away from the system, can promote routine maintenance and lower the cost of operation because they take the pain out of servicing.  This reduces the number of people needed for the task and drastically cuts the maintenance time.[Fig. 5]

Figure 5 – Replacement of the secondary belt cleaner blades from outside the system is faster, safer, and more ergonomic.

Safe Maintenance

Engineering solutions are gradually changing the perception that one can either work safely or work quickly, but not both.  Martin Engineering’s Center for Innovation in Illinois develops methods to enhance the safety, longevity, and efficiency of existing equipment.  Accessibility plays a significant role in this, prompting Martin Engineers to introduce the Trac-mount™ system for conveyor components

“Track mounted” conveyor equipment is a key innovation. The lockout/tagout (LOTO) procedure should always be observed.  Installing a track-mounted component means it slides away from the system into the accessible walkway allowing for easy service.  This prevents workers from having to slide under or precariously reach into the system.

Wear components that should be track-mounted include:

• Belt cleaners – Primary, secondary, and tertiary cleaners dislodge stuck-on material to ensure it does not carry back and spill along the belt path, creating dust and requiring cleanup.
• Idlers – When they seize, friction damage can rapidly erode the unprotected side of the belt and potentially lead to a conveyor fire.
• Cradles – Used at transfer points, they are bumpers that help seal the enclosure. Although designed to minimize drag and friction, they eventually erode and require flipping or replacement.[Fig. 6]

Figure 6 – Placed on a track with handles, the unit can be serviced at shoulder height without full removal.

Rolling components on conveyor systems depend on proper lubrication to ensure longevity and avoid seizure.  Follow manufacturer recommendations and avoid over-lubrication, as it can attract abrasive dust buildup that damages bearing seals, increases friction, and reduces bearing life.  Lubricant spillage onto belts can also degrade their lifespan and create safety hazards on walkways and platforms.

A good way to identify operational issues during the inspection and right after installation is to gradually initiate the conveyor at a reduced speed, closely monitoring the belt while increasing to normal operating speeds.  This gradual “breaking in” process ensures smooth and efficient conveyor operation.

By implementing these comprehensive maintenance and operational practices, conveyor systems can operate reliably and efficiently, minimizing downtime and optimizing productivity.

Storage Strategies for Reduced Downtime

As tempting as it may seem, no facility has the space to accommodate all the components it needs at once.  However, maintaining a stockpile of spare parts is essential for minimizing downtime.  With effective inspection reporting, operators can identify commonly damaged parts and worn components, such as belt-cleaner blades, impact bars, idlers, and emergency belt fasteners, that can be stockpiled for quick access.

Using the same manufacturer for your conveyor components makes creating a “boneyard” for storing decommissioned parts an excellent resource for replacement items.  If kept clean, organized, and sheltered from the elements, these components can potentially carry the operation through to the next scheduled shutdown.

Keep in mind that some wear parts, such as polyurethane blades and rubber skirting, can have a shelf life of as little as two years.  Additionally, some components are prone to rust or expansion and contraction over seasons, so maintaining a simple dating and rotation schedule is recommended.[Fig. 7]

Figure 7 – Field tests have shown that fresh cleaner blades last longer and offer better performance.

Not Everything Can Be Planned

It would be naïve to imply that everything is preventable.  Maintenance managers often struggle to stay ahead of breakdowns in older facilities where improvements are incremental due to budget constraints.  If an employee identifies a risk, such as a tramp iron lodged in the structure, an overheating idler, or a fire hazard like smoldering material buildup, the first action should be to activate the belt stop switch. Safety always takes precedence over downtime.

Fostering a culture where staff have the autonomy to act without hesitation to ensure their own well-being and that of their colleagues is essential for Production Done Safely.  In situations where quick decisions are crucial, employees should not hesitate or weigh their fear of possible termination against the need to engage the emergency shutoff switch.  Their ability to respond based on their experience and sound judgment should be sufficient to earn trust in the authority to shut down a system.[Fig. 8]

Figure 8 – Australia & New Zealand Safety Protocols –AS/NZS 4024.3610:2015. Proper pull wire locations.

If the current staff can’t be trusted to shut down the conveyor system without fearing the loss of their jobs, consider implementing a comprehensive training program that enhances their understanding of conveyor operations and safety.  This will boost knowledge, morale, and trust between the staff and the organization.

Training Staff for Prevention

Comprehensive training is crucial for the system’s longevity and the staff’s well-being.  While having an intimate knowledge of your OEM’s equipment is beneficial, it is important to select a training course that provides a broad understanding of conveyor and bulk handling safety and operations.[Fig. 9]

Figure 9 – Advanced training offered by seasoned professionals happens both inside classrooms and with boots on the site.

Martin Engineering offers one of the world’s most comprehensive onsite and online conveyor training programs with its Foundations™ training textbooks and resources.  Written by industry experts, the books have become standard in several vocational programs.  The Foundations Learning Center has the largest free online archive of training resources in the bulk handling industry, presented by knowledgeable and engaging trainers.  It uses a mix of text, graphics, videos, webinars, online events, and live experts available to answer questions.

Good Morale = Better Operations

One universal truth in bulk handling is that the easier a job or task is to accomplish, the more likely it is to be completed consistently.  The result is higher morale and a clean, efficient operation with only brief hiccups of unscheduled downtime.  Believe it or not, this approach to Production Done Safely represents a cultural shift for many companies.

If equipment is allowed to reach the point of failure, it will fail completely regarding function, efficiency, and safety.  The resulting downtime will take longer to repair, likely necessitate complete replacement, and be far more expensive than adhering to a preventative maintenance schedule.  By understanding the conveyor system and seeking expert consultation from a reputable source, maximum efficiency and optimum safety can be achieved.

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 Experience the World’s #1 equilibrium Crane – Live in Action

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• Liebherr-MCCtec GmbH has been awarded the EcoVadis Platinum Medal for sustainable business practices
• The company has progressed from Gold to Platinum thanks to improvements in the areas of the environment, labour and human rights, ethics and sustainable procurement
• The company is now ranked among the top 1% of more than 150,000 companies assessed worldwide

Liebherr-MCCtec GmbH has been awarded the Platinum medal for the first time by the international sustainability rating agency EcoVadis. This places the company in the top 1% of over 150,000 companies assessed worldwide.

Nenzing (Austria), March 2026 – Compared to the previous year, the overall score showed significant improvement. This enabled the company to progress from a Gold to a Platinum medal, the highest accolade. “Receiving the EcoVadis Platinum medal is a strong endorsement of our ongoing efforts to embed sustainability into all our business processes,” says Tatjana Grissemann-Peter, Corporate Responsibility Manager at Liebherr-MCCtec GmbH. “The fact that we were able to improve from Gold to Platinum within a year shows that our strategic measures are having an impact.”

EcoVadis assesses companies in the areas of the environment, labour and human rights, ethics and sustainable procurement. The Liebherr group of plants has further improved its sustainability performance across all categories.

Last year, the company implemented numerous measures: Liebherr-MCCtec defined new strategic targets for waste and water management to increase resource efficiency. At the same time, the environmental and energy management system is being continuously developed, with the aim of certifying all sites to ISO 50001 and ISO 14001 by 2030.

Progress was also made in the area of labour and human rights: all manufacturing sites received Matrix certification to ISO 45001. In addition, the company strengthened its information security through ISO 27001 certification and expanded training on the Code of Conduct.

Important steps were also taken in sustainable procurement: CSR audits of suppliers were expanded, new sustainability criteria were integrated into a supplier assessment tool, and a tool for analysing weak spots and risks in the supply chain was introduced. Another milestone was the publication of the Liebherr Group’s first integrated business and sustainability report for the 2024 financial year.

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A brand new 700B Series barge mounted E-Crane has come to life at our Port of Iberia facility, showcasing the full capabilities of our Gulf Coast operations.  This machine, for Simplot Grower Solutions, was erected completely on-site and then transported to the end user site fully assembled.

Major components arrived by vessel from Europe and were received, staged, and assembled entirely on-site by our team of specialized technicians.  With the necessary infrastructure, specialized tools, and experienced personnel in place, our Port of Iberia facility enables us to take a crane from individual components to a fully realized machine, ready for operation.  In fact, multiple machines can be staged and assembled at one time, as Simplot was assembled along with another 4000C Series E-Crane.

Once assembly was complete, the crane underwent thorough testing at our facility. Every system was carefully checked to ensure performance, reliability, and readiness for continuous service. This ability to fully build and test equipment before delivery not only streamlines installation at the customer’s site, but also reduces startup time and risk once the crane is put into operation.

From Port of Iberia, the fully assembled crane—mounted on its barge—began the next phase of its journey, traveling by water to the Port of Rosedale. This seamless transition from assembly yard to job site highlights a key advantage of the Iberia location: direct water access that allows us to efficiently deliver large, fully assembled equipment to ports across the region.

For Simplot Company, the E-Crane will serve as the dedicated unloader for inbound fertilizer barges, supporting a consistent and efficient material flow from vessel to shore.  With its balanced design, energy efficiency, and proven reliability, it is built to deliver long-term operational value—both for Simplot and for the demanding environment of daily port operations.

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Hitachi Construction Machinery (Europe) NV (HCME) welcomed members of its European dealer network to a milestone gathering and award ceremony at its Amsterdam headquarters on 11-13 March. The prestigious occasion was an opportunity to celebrate their past achievements and look forward to the brand’s evolution to LANDCROS next year.

Following informative sessions on strategy, collaboration, business growth and shared priorities, the dealers enjoyed hands-on machine demonstrations in the dedicated demonstration area. A tour of the new-look factory, restructured in advance of the launch of LANDCROS FIT, brought the new customisation programme to life.

“It’s important to look back at what we have achieved in our shared journey,” says HCME President Francesco Quaranta, “as well as focus on what comes next. As we prepare for an exciting new chapter in our company’s history, we are building on strong foundations with our loyal dealer network.”

The glittering awards evening highlighted the sales performance of dealers in various machine categories. Winners of the ‘Performance Growth Award’ included Rotator (Finland) for crawler excavators, Nasta (Norway) for wheeled excavators, HJM (Spain) for wheel loaders and CMD (Israel) for mini excavators. Belgium’s dealer Luyckx collected the Sales Funnel Management Excellence Award.

“This year’s awards reflect not only outstanding sales performance, but also the depth of commitment our dealer network brings to every market they serve,” says Hubertus Muenster, Director Sales at HCME. “The strength of our commercial results across Europe is a direct testament to the dedication of our partners. As we approach the transition to LANDCROS, I am confident that these strong relationships will continue to drive growth and open new opportunities .”

Building on strong foundations

Additional accolades were presented to dealers excelling in the provision of parts and rental equipment. Delvator AB (Sweden) picked up the Parts Sales Performance Award. And SCAI collected the Rent2Rent Fleet Growth Award in recognition of its success with the Hitachi Premium Rental programme in Italy.

Further awards were collected by Kiesel (Poland) for marketing, Probst Maveg (Switzerland) for extended warranty, Hitachi Construction Machinery NL for ZAXIS Finance, and Hitachi Construction Machinery UK for dealer intelligence platform adoption.

“Bringing our dealer network together in Amsterdam was a powerful reminder of the shared vision that unites us,” says Laura Hendriks, Director Marketing & Brand Communication at HCME. “The recognition given to Kiesel for marketing excellence is particularly meaningful – it combines innovative thinking with clear strategic objectives and original campaign execution. As we prepare to introduce LANDCROS to the world, events like this are essential in building the alignment and enthusiasm that will make our brand evolution truly resonate across Europe.”

Francesco adds: “We are FIT for the future – with loyal partners, to outstanding customers. We appreciate our Dealers loyalty and expertise in Europe, and the role they play in providing our customers with outstanding Hitachi’s products, solutions, service and support. Congratulations to all who celebrate our achievements and focus on shaping our future brand LANDCROS.”

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