The Maldives’ $24,000-a-Day Problem
The Unusual Status Quo
Male Commercial Port’s current operational model stands in stark contrast to international standards. While Male Commercial Port is advertised as a 24-hour port and maintains round-the-clock operations under normal circumstances, adjustments are made during specific periods to accommodate religious practices, public holidays, and urban regulations as they arise. There have been reported instances of MPL suspending all operations during government-declared holidays to please the government and the public. This practice is highly unusual when compared to global port operations, where facilities are expected to function 24 hours a day, 7 days a week, to ensure a smooth flow of goods.
Rather than addressing the need for fundamental reform, Male Commercial Port has attempted to bridge operational gaps through extensive use of staff overtime. The reaction of staff to the announcement of the exclusion of overtime pay (for even a short window) is a clear indicator of how much the company and its employees have been relying on overtime. This dependency on overtime has become, in other words, normalised, creating an unsustainable system that benefits neither the port’s efficiency nor its long-term staff wellbeing.
How the World’s Ports Function
Ports serve as the backbone of economic activity worldwide. Major ports like Singapore, Rotterdam, and Dubai operate without interruption, understanding that even short closures create massive backlogs and financial losses. In these locations, a ship arriving at port expects to be able to unload immediately, regardless of time or holiday. As of 2023, imports of goods and services accounted for approximately 75.65% of the Maldives’ Gross Domestic Product (GDP), according to World Bank data. With this in mind, the Maldives has far less margin for logistical delays than most countries. Despite this vulnerability, ships calling at Male Commercial Port face days of waiting times.
The Case Against the Current Model
The closure of the port during select public holidays and weekends delays critical goods, causing supply chain disruptions. Businesses face additional costs for storage, logistics, and unexpected shortages costs which are ultimately passed on to consumers. In a recent review of the new Thilafushi Port project, the Maldives Business Review cited that ‘On average, the port turnaround time for a vessel is approximately 7 days for full discharge operations, and for each day a ship must stay at the port, there is an operational expense charge of approximately $24,000. Due to the delay of ships at the port, freight costs have increased, leading to higher prices of general goods. It is worth noting that Male’ Port, at times, has taken more than 12 days to discharge and load a 400teu vessel. This means with the current freight market, the vessel owner will bear huge losses. As per the estimates of Maldives State shipping, their costs increased by over MVR 40 million in 2024 alone owing to the delays at Male’ port.
Heavy overtime usage signals deeper issues: poor staffing models, outdated operational structures, and inefficiencies in cargo handling. Rather than modernising, Male Commercial Port has relied on staff working beyond regular hours to keep operations going, giving our nation a competitive disadvantage in a region where the average turnaround time is under 1.5 days. The Maldives risks falling behind if its logistics infrastructure remains sluggish, deterring foreign investment, slowing down business operations, and impacting tourism-related logistics, especially resorts dependent on just-in-time supply chains.
Those who caution against rapid reform raise valid concerns as well. Over-reliance on overtime leads to worker fatigue and burnout, but cutting overtime without reorganising work processes breeds resentment among employees. Additionally, transitioning to a 24/7 operation in a country where observance of religious rites such as the holy month of Ramadan is culturally significant presents legitimate challenges. Such changes should be implemented gradually to respect both cultural norms and economic realities.
Success Story- Port of Colombo
The concerns about transition are valid but not insurmountable. According to a comprehensive study by W.H.V. Premathilaka (World Maritime University, 2018), Colombo Port achieved remarkable improvements after transitioning to round-the-clock operations. Vessel turnaround time (VTT) decreased by 35-45%, dropping from 60+ hours to approximately 36 hours for post-Panamax vessels. Truck turnaround improved by approximately 30% due to night shift gate access, and crane utilisation increased significantly with 24-hour berthing, allowing full scheduling without downtime between shifts. The implementation of shift-based labour optimisation ensured fewer idle berths and improved berth occupancy ratios.
Follow-up studies confirmed additional benefits: idle berth time reduced by 22% (Fernando & Samarasekara, 2020), truck queuing time decreased from 87 minutes to 58 minutes (Jayalath & Amarasinghe, 2021), and container throughput grew by 6.7% annually after 2016, largely due to reduced congestion and faster vessel clearance (Wickramanayake et al., 2022).
This evidence from a regional port with similar characteristics demonstrates that transitioning to full 24/7 operations can deliver substantial improvements in efficiency and competitiveness.
The Ideal Way Forward
A balanced approach to port reform in the Maldives would involve a phased implementation of round-the-clock services, paired with the development of a comprehensive and efficient shift system that respects workers’ rights and cultural values. Equipping staff with the skills needed to thrive in a modernised port environment through specialised training programmes. Transparent transition planning must also be a priority, with a joint management-employee committee guiding implementation and addressing concerns through fair measures such as transitional compensation packages.
Finally, reform efforts should be rooted in public-private partnership by actively engaging key stakeholders—including resort operators, construction companies, and importers—not only in planning but also in financing said modernisation. We could be efficiently and slowly moving away from temporary fixes like ad hoc overtime arrangements toward sustainable, long-term solutions.
