The world’s second “king of offshore self-unloading” has been delivered by CSSC Chengxi.

On November 11, CSSC Chengxi Shipyard Co., Ltd., a subsidiary of China State Shipbuilding Corporation, named and delivered the No. 2 41,800-ton self-unloading vessel built for Rio Tinto’s Simfer company, 49 days ahead of schedule. This vessel also marks the 25th newbuild delivered by CSSC Chengxi in 2026.

Ms. Roz Smith, the ship’s godmother; May Deegan, Project Manager at Rio Tinto; Li Zhiqiang, Deputy General Manager of COSCO SHIPPING Bulk Shipping Co., Ltd.; Rong Yao, Assistant to the General Manager of China National Shipbuilding & Offshore International Co., Ltd.; Zhuang Huaping, Technical Support Manager at DNV; Li Hao, Deputy General Manager of CSSC Chengxi; and Luo Fuxiang, Party Secretary and Chairman, among others, attended the delivery and naming ceremony.

At the ceremony, the ship’s namesake, Ms. Roz Smith, christened the vessel “Ouéléba,” wishing it “a safe and smooth voyage every time.”

The No. 2 vessel delivered this time is the second in a series of five ordered vessels, following the delivery on July 21 this year of the “WONTANARA,” the world’s first 41,800‑tonne bi‑directional self‑unloading ship. The lead vessel set three world records: the largest deadweight shallow‑water transshipment self‑unloader, the fastest unloading speed among specialized self‑unloaders, and the first bi‑directional self‑unloading transshipment ship in its tonnage class. With an unloading capacity of 12,000 tonnes per hour, it raised the industry benchmark by 71%, requiring less than 3.5 hours to unload a single 41,800‑tonne cargo of iron ore. As core equipment for transshipment operations between the shallow‑water terminal and deep‑water anchorage at the Simandou Iron Ore Project, the batch delivery of this series is establishing a stable and efficient maritime transshipment chain for this flagship Belt and Road Initiative project.

The project team reviewed and analyzed the various issues encountered during the construction of the lead vessel, drawing broader lessons to address key systems such as the electric propulsion system, EMS, and medium–high voltage power distribution. They refined design, manufacturing, and commissioning procedures item by item, implemented closed-loop corrective actions for identified problems, and codified best practices from the build process. Through proactive planning, rigorous in-process control, and targeted technical problem-solving, the quality of installation and commissioning across all shipboard systems was further enhanced, while also building a replicable body of practical experience for future vessels of the same type.

With close coordination among all departments and the contracted workforce, the project team closely monitored construction milestones and effectively managed production, quality control, and safety. The key construction period for this vessel was shortened from 276 days for the lead ship to 249 days—a reduction of 27 days, or approximately 9.8%—and the vessel was named and delivered 49 days ahead of schedule. This achievement ensured simultaneous progress in quality, safety, and schedule, resulting in on-time delivery.

The successful delivery of this vessel would not have been possible without the concerted efforts of all personnel involved in its construction, embodying the hard work and expertise of every participating party. Building on these achievements, all stakeholders will continue to diligently carry out subsequent shipbuilding tasks, rigorously uphold quality and safety standards, ensure timely project completion, and strive for further success. Moving forward, the company will leverage the practical experience gained from building this series of vessels to advance future shipbuilding projects to high standards, thereby driving the enterprise’s high-quality development.