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IN THIS ISSUE
1. Connectivity needs care
2. Port strategy
3. ICG guidance
4. German shipping
5. Football advice
6. Hydrogen challenges
7. IMCA president
8. Uncertain times
9. Seeking priorities
10. Flood insurance
11. Middle East trade support
12. War impact
13. Fleet safety
14. Safety campaign
Notices & Miscellany
Readers’ responses to our articles are very welcome and, where suitable, will be reproduced. Write to: contactus@themaritimeadvocate.com
1. Connectivity needs care
By Michael Grey
It was in the 1950s, during an earlier Middle East crisis, that the wife of a British Prime Minister complained that the Suez Canal was flowing through her sitting room. Today, of course, we have a different watercourse dominating the news and it is difficult to consider anything else. Nevertheless, we must persist. Before the Trumpian Armada got into its stride, there had been a great deal of public agonising about the effect of endless connectivity on young minds, with the Australian government taking the nuclear option to ban social media for under-16 year-olds.
The jury is still out on this bold step, but other concerned interests are considering the same. You do not have to be a dinosaur to be worried about the attention with which the population is glued to its devices, regardless of their generation. When did you last see anyone in a train reading a real book, or a newspaper? Our grandchildren are glued to their phones, not that their parents provide a better example, as we read about first-grade children unable to speak, or baffled by the need to turn pages in their picture books, without their “child-minding” tablets. This is not supposed to be a social commentary, but the subject became “marinized” just recently, when that excellent charity the Sailors’ Society published its latest report into the lives lived at sea by cadets.
Having surveyed some 9000 cadets, the subsequent report considers what it describes as “the first digital seafarer generation”, with one of its elements an interesting focus on the advantages and problems of connectivity. Nobody who lives in the real world will be surprised by the discovery that some 70% of these young people spend more than three hours online each day. There is an expectation among them that despite the handicaps of distance, all should have access to decent levels of connectivity and an ability to stay in regular touch with family and friends. After all, this is what their shore-side peers expect and if the technology is available, why not them? Perfectly reasonable.
What the Society points out, is that while there are numerous advantages in being digitally connected, when compared with the isolation of the pre-internet days, the problems that are now being recognised among younger shore-side populations could well be magnified in the loneliness of a steel box, far from home. It is not difficult to imagine some lonely cadet, who has been finding life at sea difficult, “doomscrolling” for hours in their cabin and getting even more deeply depressed. Half of those approached reported online bullying or negative behaviour. It is high time that the anti-social elements of connectivity are properly recognised as they apply to vulnerable young people at sea.
There is no shortage of discussion ashore about social pressures from the digital life, where its effect upon what is now described as wellness is plainly obvious. The Society comments on the fact that there is a pressure to appear happy online, and notes the importance of human mentors aboard ship, rather than some ephemeral electronic “friend”. This sort of study is clearly very welcome, but this change in seafarer behaviour and the sea life has long been commented upon by observers. Years ago, I remember talking to a perceptive tanker Second Officer, who set herself the task of making her shipboard environment more cheerful and the struggles she had in persuading her shipmates to be a bit more social. They would rather, she noted, sit grimly behind their closed cabin doors, eyes on their devices, rather than come out and socialise.
To me, used to ships with lively bars, a junior officer tasked to make the ship a happier place with competitions, and no shut doors, it seemed such a miserable metamorphosis. But nothing about the “modernisation” of the maritime life has lent itself to make life at sea more enjoyable, which is what it ought to be, even though people tell you that enjoyment is not an option. The ruthless reduction of the numbers, beyond that necessary for some sort of social cohesion, the rise of multi-national, multi-lingual and multi-cultural crewing, the banning of the bar by a lot of po-faced American oil company apparatchiks, the treating of cadets as a tax advantage, rather than as an investment in the future, placing a couple of cadets in a ship with nobody who speaks their language, institutional accommodation, the lack of shore leave, and the sheer intensity of modern shipping, under the lash of the accountants make the prospect of an evening’s doom scrolling, seem quite explicable.
Shadow Fleet safety
CHIRP publishes Shadow Fleet Safety Guide For the benefit of seafarers who might find themselves aboard vessels of the notorious sanction-busting shadow fleet, CHIRP has published a practical guide for all who might be involved; seafarers, their families, crew managers and others.
It describes the warning signs of a dubious ship, points out the doubtful flags they sail under, their characteristics and operational patterns. It clearly sets out the safety, welfare, mental health and legal risks and provides practical steps to support seafarers and their families, offering advice for those looking at an offer of employment, and those who might hve found themselves aboard such a vessel. The Shadow Fleet Safety Guide can be found and downloaded from the CHIRP website.
Michael Grey is former editor of Lloyd’s List.
2. Port strategy
The Industrial Maritime and Ports Strategies highlight the need for both supply and demand-driven measures and conditions as well as coordinated public-private action across the investment journey, from research to deployment. Pooling public and private resources will be critical to ensure the transition to a competitive, resilient and sustainable future. To that end, the European Commission will also facilitate cooperation between stakeholders by creating a European network of green shipping lanes and hubs. This will increase predictability for investment decisions and coordinate sustainability projects on vessels operation, technology deployment, fuel supply and port infrastructure.
Furthermore, the strategies indicate that the waterborne sector’s future depends on identifying and scaling up of new technologies in clean tech, digital and automated systems and providing targeted policy support to enhancing the EU industrial base. Coordinated use of EU funding, national measures and private investments is essential. Whilst Horizon Europe remains key for co-funding research, development and innovation, the EU Innovation Fund is a critical instrument for supporting demonstration of technologies, and the proposed European Competitiveness Fund and Connecting Europe Facility for deployment.
According to the Waterborne Technology Leadership document published in January 2026, stimulating the systematic deployment of economically viable innovations will provide the European waterborne sector with a frontrunners position. At the same time, this presents opportunities to export European solutions and products to global markets. Achieving this requires an ecosystem-approach, resilient supply chains, and a well-connected and innovative trans-European network.
The waterborne sector is a highly interdependent ecosystem, the document states. To maintain its leadership position, Europe must ensure that it has the capability and capacity to design, produce, develop and implement economically viable innovative technologies and solutions across all segments, including their onboard and onshore integration. Solutions must be economically viable across different waterborne transport segments and business models, including liner and bulk/tramp shipping, to ensure uptake and deployment. In addition, the transition requires a balanced focus on both the retrofitting of existing vessels and the development of newbuild solutions.
Jaap Gebraad, Secretary General, Waterborne Technology Platform, said: “Following the publication of the Waterborne Technology Leadership document, we are developing nine dedicated Technology Roadmaps, focusing on research, development, innovation, upscaling and deployment. They outline technology pathways, enablers and deployment, including concrete pathways per roadmap to ensure effective deployment. The roadmaps show a clear commitment from the European waterborne sector to continue actively investing in research, development and innovation, education, training and skills development as well as deployment across the full value and supply chain, including SMEs, start-ups and regional actors. Open consultations on their content will be conducted before summer 2026, ensuring accessibility and timely implementation.”
3. ICG guidance
Korean Register (KR) has completed an impact assessment of the upcoming amendments to the International Code of the Construction and Equipment of Ships Carrying Liquefied Gases in Bulk (IGC Code) and published technical guidance to help the maritime industry prepare for implementation.
The International Maritime Organization (IMO) has been working on a comprehensive revision of the IGC Code since 2022 through its Sub-Committee on Carriage of Cargoes and Containers (CCC), reflecting the growing adoption of environmentally friendly technologies and increasing demands for greenhouse gas reduction. The amendments are scheduled for approval at the 111th session of the Maritime Safety Committee (MSC) in May, followed by formal adoption in December. They are expected to enter into force on July 1, 2028.
According to Clarksons Research, around 2,600 LNG and LPG carriers are in operation worldwide as of February 2026, with a further 650 vessels on order, underlining the significant impact of the upcoming amendments.
The period between adoption and entry into force is limited to 18 months, raising concerns that insufficient preparation could delay ship construction schedules, particularly due to design changes and equipment procurement.
The amendments also depart from conventional IMO practice by using the keel laying date, rather than the building contract date, as the point of applicability. This could result in different regulatory requirements being applied to a series of ships to be built under a single contract and design, depending on their construction sequence.
In response, KR has analyzed the IGC Code amendments, categorizing 97 amendment items and reviewing their applicability and design implications. KR has also published updated technical guidance and held technical seminars for major Korean shipbuilders, including Samsung Heavy Industries, HD Hyundai Heavy Industries, HD Hyundai Samho, and Hanwha Ocean, to support practical compliance.
KR has also prepared four documents for submission to the IMO addressing key issues identified in discussions with the shipbuilding industry, particularly those prone to interpretational ambiguity. Following review by Korea’s Ministry of Oceans and Fisheries and the Panama Maritime Authority, the proposals have been submitted for consideration at MSC 111 in May.
To address concerns regarding design changes and potential delays, KR also worked with the Active Shipbuilding Experts’ Federation (ASEF) and the Panama Maritime Authority to propose revising the applicability criteria from the keel laying date to the building contract date.
Further details and the full technical guidance are available on the KR website (www.krs.co.kr).
4. German shipping
German shipping association VDR is proposing “maritime service” to strengthen national maritime expertise.
Geopolitical tensions are currently increasing risks for merchant shipping across several key maritime trade routes simultaneously—from the Gulf region to the Red Sea and the Black Sea, as well as the Baltic Sea and major trade routes in the Indo-Pacific. The situation in the Gulf region is particularly tense. Since the outbreak of the Iran war at the end of February, more than 2,000 merchant vessels with around 20,000 seafarers on board have been stranded in the Persian Gulf, including at least 50 vessels operated by ten German shipping companies with approximately 1,000 seafarers. The only route out of the Persian Gulf leads through the Strait of Hormuz, which is currently unsafe to transit. Around 20 merchant vessels have already been attacked, resulting in fatalities and injuries among seafarers.
“The war involving Iran highlights just how closely geopolitical conflicts and global supply chains are intertwined,” said Gaby Bornheim, President of the German Shipowners’ Association (VDR), at the association’s annual press conference in Hamburg. “Around two-thirds of Germany’s foreign trade is transported by sea. For an export nation like Germany, safeguarding merchant shipping—and, above all, the seafarers who operate these vessels—is therefore of strategic importance. Our thoughts are with the seafarers who continue to work under extremely challenging conditions.”
“In the current situation, it is understandable that the German government is carefully weighing possible protective measures for shipping. At the same time, a fundamental question arises: how much importance does Germany attach to safeguarding free and secure maritime trade routes, as well as to protecting shipping and its crews? For us, the answer is clear — it is of the highest importance,” said Martin Kröger, Chief Executive Officer of the VDR.
Germany continues to be one of the world’s leading maritime nations. The German merchant fleet currently comprises 1,716 vessels with a gross tonnage of 46.7 million, making it the seventh largest merchant fleet worldwide, behind countries such as Greece and China.
Germany has traditionally been particularly strong in container shipping. With 30.4 million gross tonnage, the German container fleet has moved up from third to second place globally, overtaking China (30.2 million). Only Switzerland remains ahead, with 41.2 million gross tonnage.
“Germany’s merchant fleet is a strategic asset,” emphasized Kröger. “It safeguards the country’s economic and public supply and, when needed, can also support military reinforcement and logistics operations as well as humanitarian missions.”
The strength of German shipping ultimately depends on the people who operate its vessels. In light of growing geopolitical risks, Germany will need a larger national maritime workforce in the long term to ensure the operational capability of its merchant fleet—even in extraordinary crisis situations.
The VDR therefore proposes introducing a maritime service within merchant shipping as part of the new military service framework. The aim is to build a civilian maritime reserve whose members could help maintain seaborne supply chains in an emergency. At the same time, such service would offer young people a pathway into the shipping industry by providing practical onboard experience and training credits that could later be recognized and shorten formal maritime training.
Maritime service would thus represent a civilian option within the military service system while strengthening the maritime expertise that is essential for Germany’s supply chains and sea transport capabilities.
Should compulsory military service be reintroduced in the future, this maritime service could also serve as a civilian alternative within merchant shipping. The association also advocates returning to a proven practice: until conscription was suspended in 2011, active seafarers could be deferred from military service due to their indispensable role in transport and supply.
“We need a significantly larger national maritime workforce in the long term,” said Kröger. “In a real crisis, we must not be caught unprepared. Maritime service is our proposal to policymakers to strengthen maritime expertise. A resilient nation needs not only soldiers, but also seafarers who safeguard its supply.”
At the same time, the development of young talent in the industry is encouraging. Since 2023, the number of new entrants at sea has risen from 418 to 537—an increase of nearly 30 percent and the highest level since 2012. This includes, in particular, nautical and technical officer career paths as well as training as ship mechanics.
“The increase in young talent is a very positive development and excellent news,” said Bornheim. “It shows that more and more young people recognize the opportunities offered by careers in shipping. This is a strong signal for the future of our maritime sector.”
5. Football advice
Writing in HFW’s online newsletter London Calling, Brian Perrott and Colin Chen consider the issue of potential effects of dispute resolution provisions in The Expert Determined…Absent Manifest Error.
Pursuant to a concession agreement dated 12 February 2013, E20 Stadium granted a 99-year concession to WHH to hold football matches at the London Stadium. Clause 20 contained an overage provision to the effect that E20 Stadium could “share in the spoils” of any qualifying share transactions by relevant shareholders.As part of a transaction on 11 November 2021, a share purchase and call option (buy option for further shares) were concluded together as part of one overall commercial arrangement.
The parties agreed that the share purchase would give rise to a c.£2.5m premium amount payable by WHH to E20 Stadium. However, the parties disagreed as to whether an £18m call option premium should be assessed in the same calculation, which would result in an additional £3.6m becoming payable.
The dispute was referred to expert determination pursuant to clause 50. This stated that such determination “shall (in the absence of manifest error) be final and binding”. The expert decided that the additional £3.6m was payable with interest. However, the High Court found that the expert had made two manifest errors. For the full story see the HFW website.
6. Hydrogen challenges
Korean Register (KR) has released a research report analysing the safety challenges associated with hydrogen-fueled ships and outlining key risk factors and mitigation measures to support the safe adoption of hydrogen in the maritime sector.
The publication comes amid growing international efforts to establish regulatory frameworks for hydrogen as a marine fuel. At the 11th session of the International Maritime Organization’s Sub-Committee on Carriage of Cargoes and Containers (IMO CCC), draft interim guidelines for the safety of ships using hydrogen as fuel were developed. The guidelines are expected to receive final approval at the 111th session of the Maritime Safety Committee (MSC), scheduled for May 2026.
Hydrogen, which emits no carbon during combustion, is gaining attention as a promising alternative fuel for maritime decarbonization. It can also serve as a feedstock for producing other alternative fuels such as methanol, suggesting that hydrogen-based fuel supply chains are likely to expand in the future. As international trade and transportation of hydrogen increase, demand for hydrogen carriers and hydrogen-fueled ships is also expected to grow.
However, hydrogen presents several safety challenges due to its unique physical and chemical properties. These include high flammability and explosion risks, hydrogen embrittlement, and the need for extreme storage conditions compared with conventional marine fuels.
For safe onboard storage and use, hydrogen must be handled either as compressed hydrogen or liquefied hydrogen. This requires storage under extremely high pressures—hundreds of times atmospheric pressure—or at cryogenic temperatures of approximately −253°C. As a result, ensuring the safety and reliability of hydrogen fuel containment systems, fuel supply systems, and related onboard infrastructure has become a key technical priority.
To support the commercialization of hydrogen as a marine fuel and enhance industry understanding of its safety implications, KR developed the report as a technical reference for the maritime sector. The publication provides an overview of maritime hydrogen systems, analyses hydrogen-related accident cases, identifies key hazards and mitigation strategies, and reviews relevant international regulations.
KIM Daeheon, Executive Vice President of KR, stated, “We hope this research will serve as a useful reference for industry, academia, and research institutions involved in the development of hydrogen-fueled ships. We will continue to support our customers and the maritime industry by advancing technology development and sharing the latest technical knowledge to help address evolving environmental regulations.”
The report is available to the public on the KR website (www.krs.co.kr).
7. IMCA president
The International Marine Contractors Association (IMCA) has welcomed DEME Offshore Energy Managing Director Hugo Bouvy as its new President.
He succeeded Luca Gentili, Head of Asset, Fabrication, and Project Services at Saipem, at the end of his two-year term at a meeting of IMCA’s Board on 18 March, in line with IMCA’s Articles of Association.
Bruno Pinho, Senior Vice President for Subsea Operations at TechnipFMC, becomes Vice President, and will replace Bouvy as President in two-years’ time.
As the offshore marine industry navigates a period of change driven by technological innovation, geopolitical and demographic trends, and growing expectations around safety and sustainability, Bouvy highlighted three important themes for his Presidency:
• to continue growing IMCA’s influence with political institutions, regulators, clients, and other key stakeholders,
• to support the industry to build the workforce it will need in the coming decades, by growing IMCA’s Next Generation Network – to support the development of junior professionals and open new pathways into offshore careers – and by expanding IMCA Skills to enhance competence across the industry,
• to increase engagement with IMCA Members, across the globe, and particularly among smaller companies, to ensure all Members feel involved in IMCA’s work and to strengthen IMCA’s role as the voice of the marine construction industry.
Bouvy has served as the managing director of the offshore energy segment at DEME and as a member of DEME’s Executive Committee since 2019. Prior to this, he was director of Tideway BV for 12 years and has also held senior roles with Dredging International.
His career spans major offshore construction projects, subsea operations, and the rapid expansion of offshore renewables in Europe.
Bouvy said: “As our industry transforms, through decarbonisation, innovation and the development of new offshore capabilities, IMCA’s role as the voice of the offshore construction industry has never been more important.
“I am honoured to take on the presidency at such a pivotal time, I look forward to working with IMCA’s secretariat and members to deliver IMCA’s mission – to advocate for technical excellence and standardisation, champion a safe, skilled, and diverse workforce, and support sustainability and energy efficiency in members’ operations.
“I am passionate about ensuring IMCA continues to provide the technical leadership and collective voice our industry needs as we deliver offshore energy responsibly and for the long term. People and skills form a crucial part of this – supporting our people, and attracting the next generation of talent to our industry, will define our future.”
Driven by feedback from members, IMCA is introducing a range of new initiatives to ensure its activities keep pace with members’ changing needs.. IMCA is increasing its investment in policy and advocacy with the European Union, national governments, and regulators, building on IMCA’s longstanding engagement with the IMO, where it has been the only organisation dedicated to representing marine contracting interests since 1999.
To support people and skills, IMCA launched the IMCA Next Generation Network recently to support the development of junior professionals working for member companies, and open new pathways into offshore careers. In February, it launched IMCA Skills, the new home of professional learning, development, and competence for the offshore marine industry.
And it is planning a range of improvements to its Membership structure to enhance and make more accessible the benefits of IMCA Membership. These include the launch of a new Membership Committee, a simplified Membership structure and renewals process, and a new Membership category to open up IMCA Membership to small businesses and sole traders.
Iain Grainger, IMCA Chief Executive, added: “Hugo’s expertise across offshore construction and renewables, combined with his deep understanding of our work, makes him exceptionally well placed to lead us over the coming years.
“As our members respond to the challenges of the energy transition, technological advancement and global uncertainty, IMCA’s role in defining technical excellence, championing safe operations worldwide, and supporting sustainable practice will only grow in importance.
“I would like to thank Luca for his dedication and leadership over the past two years. He has expertly guided IMCA through a period of considerable change, and we are grateful for his support.”
8. Uncertain times
Brian Perrott and Stephanie Morton consider uncertain times in London Calling.
The recent events in the Middle East have placed significant stress on sale contracts.A flurry of force majeure (FM) notices has caused people to examine the depth and breadth of those particular clauses, as well as the specificity of the notices themselves.
One question of particular interest is the interrelationship between the physical sale contract and any hedge. If the sale contract is suspended under the FM clause, is it reasonable and prudent mitigation to roll the hedge? Does mitigating the consequences of FM extend to managing another linked (but free-standing) contract?
One can see the argument that it is commercial and prudent to do so, but one can also appreciate the counterarguments.
For those interested, see the law firm’s hedge packet at the website.
9. Seeking priorities
Shipping companies are entering a more complex and capital-intensive phase as decarbonisation regulations begin to translate emissions targets into direct operating costs and long-term investment pressure. This is according to a new global survey of senior maritime executives commissioned by technology group Wärtsilä.
The study, based on responses from 225 maritime leaders, found that more than 90 percent of respondents remain confident in their ability to lead through the energy transition and adapt their businesses to changing conditions. At the same time, uncertainty around technology pathways, fuel availability, talent retention and regulatory developments is making strategic decision making more difficult. Nearly seven in ten respondents said uncertainty is hindering their ability to prioritise investments, while 42 percent identified balancing decarbonisation investment with acceptable returns as a core challenge. Despite these challenges, the report makes clear that delaying action is not a viable strategy. Rather than waiting for full regulatory or technological clarity, maritime leaders need to build flexibility and optionality into their investment plans – ensuring they can adapt as the transition progresses.
With measures, such as the European Union’s Emissions Trading System and FuelEU Maritime, turning emissions performance into a financial variable, the report highlights growing execution risk for vessel owners and operators. Investment timing, fuel choices, and asset utilisation are increasingly being determined under regulatory pressure, fluctuating fuel costs and evolving technology options. Missteps in these areas could affect long-term competitiveness and asset value.
The findings are outlined in Wärtsilä’s new report, At the helm in shipping – how to navigate regulation, risk and ROI, which examines how ship owners and operators are responding to increasing regulatory complexity and the pressure to balance compliance, investment and day-to-day operational demands.
The report highlights how long-term partnerships between operators and original equipment manufacturers can help reduce uncertainty by providing access to operational data, technical expertise and lifecycle insights. Such collaboration enables predictive maintenance and more data-driven asset management, helping to protect vessel performance and long-term asset value.
As environmental frameworks continue to evolve – and as emissions performance becomes more closely tied to commercial outcomes – improving vessel efficiency and operational performance will remain essential to managing both compliance risks and return on investment.
Roger Holm, President of Wärtsilä Marine and Executive Vice President at Wärtsilä Corporation, says: “Maritime leaders remain confident in their ability to adapt to the energy transition, but the decisions they face are becoming more complex. With tighter regulation and evolving fuel choices reshaping investment decisions, ship owners and operators cannot wait. They need to take proactive steps now – prioritising data, collaboration and future proof solutions to protect competitiveness over the long-term. Ultimately, the most resilient operators are those preparing for multiple pathways – creating flexibility today so they can respond quickly as the regulatory and fuel landscape develops.”
The survey is based on a quantitative survey of 225 maritime leaders – including CEOs, VPs, senior operations managers and ship owners – conducted in 2025.
The full report is available here: At the helm in shipping – how to navigate regulation, risk and ROI.
10. Flood insurance
The Lagos State government has contracted a parametric flood-risk insurance policy in the Nigerian insurance market, covering up to 4 million vulnerable people and securing up to USD 7.5 million for flood response and recovery.
The policy’s activation is a major milestone for the Tripartite Agreement Programme – a public-private partnership between the Insurance Development Forum (IDF), the United Nations Development Programme (UNDP), and the German Federal Ministry for Economic Cooperation and Development (BMZ) through the InsuResilience Solutions Fund (ISF) – to build developing countries’ resilience to climate risk.
For the coastal megacity of Lagos, with an estimated population of over 22 million people, climate change is intensifying the frequency and impact of flood events. These impacts are exacerbated by rapid urbanization across Lagos State, where low-income households make up 80 percent of the population and insurance penetration is below 0.5 percent. The Tripartite Agreement Programme’s Nigeria project, led by the Government of Lagos State, was launched in 2022 to unlock financial resources for communities to prepare for and recover from climate-impacts.
The Governor of Lagos State, Babajide Olusola Sanwo-Olu said: “Climate inaction could cost Lagos State just under USD 40 billion by 2050, with severe consequences for our people, infrastructure and economy. Our wetlands and biodiversity are also under threat. These realities demand urgent action. This pioneering parametric flood insurance policy strengthens our ability to protect lives, livelihoods and public finances while embedding climate risk management into Lagos State’s long-term development planning.”
Dr. Katharina Stasch, Director-General for Multilateral Development Policy; Transformation; Climate, German Federal Ministry for Economic Cooperation and Development (BMZ), said: “This product highlights the impact that effective collaboration between governments, insurance and development partners, can deliver. As climate risks continue to rise, BMZ is proud to have supported the Tripartite Agreement Programme’s efforts to scale sovereign risk finance and to witness the new alliances and models for cooperation emerging through the programme.”
The parametric flood-risk product was designed by a team of IDF member insurance organizations in partnership with the Lagos State Government, including AXA Climate, AXA Mansard in Nigeria, Swiss Re, flood modeler JBA Risk Management, satellite company ICEYE and African Risk Capacity Ltd. This work was co-funded by ISF and the IDF insurance industry members and supported by UNDP Nigeria and UNDP’s Insurance and Risk Finance Facility. Partners in Nigeria include the Lagos State Government Office of Sustainable Development Goals (OSDG), the Lagos State Ministry of Finance, Lagos State Ministry of Budget and Economic Planning and the Lagos State Emergency Management Agency (LASEMA).
The policy is now live, enabling the local Government to quickly access funds to support emergency response efforts. This includes disaster relief and direct cash transfers to affected communities in seven local government areas covered by the policy, as has been outlined in the Lagos Flood Contingency Plan which was developed with the support of UNDP and the African Risk Capacity. UNDP is also supporting the Government of Nigeria with the integration of risk finance into Nigeria’s Nationally Determined Contribution (NDC) 3.0.
The Government of Nigeria is considering scaling this pioneering insurance solution to other states. The project also offers a blueprint for technology driven flood-risk insurance that can be applied for resilience building in climate-vulnerable countries and cities around the world.
11. Marine insurers reaffirm their commitment to supporting trade in the Middle East
The global marine insurance market continues to show resilience and is maintaining the availability of cargo, hull, liability and offshore energy cover despite increasing geopolitical tensions in the Middle East, according to a report in Ship Management International.
“Cargo insurers across global markets remain committed to supporting trade flows, including in high-risk areas such as the Persian Gulf and Red Sea.
“Although the evolving situation in the Middle East has prompted adjustments – particularly in war risk pricing and policy structures – significant capacity is still available. Many insurers are continuing to provide cover through established mechanisms, including cancellation and reassessment provisions, allowing for flexibility as conditions change. This approach reflects a measured response to heightened risk, rather than any reduction in market support.
Operational challenges remain significant.
Shipping disruptions, including sharply reduced vessel traffic and rerouting, have increased complexity for clients. However, insurers are responding with tailored solutions and case-by-case underwriting to ensure continued protection for cargo interests.” For the full details see the publication website.
12. War impact
Shipping companies are spending an extra €340 million a day in additional fuel costs as a result of the latest conflict in the Gulf, new T&E analysis shows. As 99% of the global fleet runs on fossil fuels, the industry is directly exposed to fuel price volatility and supply disruptions. Efficiency measures, electrification and e-fuels would reduce the industry’s exposure to price fluctuations, says T&E.
Marine fuel prices are escalating rapidly, with VLSFO reaching €941 per tonne in Singapore, up 223% since the start of 2026. At the same time, LNG prices have risen by 72% since early March. Since February 28, shipping companies have incurred more than €4.6 billion in additional fuel costs.
This is making alternative fuels increasingly more competitive. As fossil fuel prices reach record highs again, the cost gap with e-fuels is narrowing. T&E’s research shows that the cost gap between marine gas oil – one of the more expensive fossil fuels – and e-fuels has shrunk to near parity (+5%) in some ports [1]. While the trend may be temporary, it shows that the volatility of fossil fuel markets offsets much of the structural cost disadvantage of clean fuels.
Eloi Nordé, shipping policy officer at T&E, said: “Chaos in the Strait of Hormuz is putting global maritime trade under the spotlight. But it’s on the oil markets where its impact will be felt the most. The war is costing the industry millions every day. Some governments and parts of the industry have spent the last year bashing green maritime measures as being too expensive, yet those costs pale in comparison to this super-disruption. If anything, this crisis should be the catalyst for more investment in European e-fuels and greater uptake of energy efficiency measures to avoid fossil fuel shocks in the future.”
Unlike fossil fuels which rely on geopolitically exposed routes, e-fuels can be produced locally. Scaling up domestic production will therefore reduce exposure to external shocks and strengthen energy security, says T&E.
“Ships that can be electrified, like short sea cargo vessels and ferries, are the low-hanging fruit that would reduce pressure on the fuel market. At the same time, efficiency measures for ocean-going vessels like slow steaming and wind-assistance can deliver huge fuel savings,” says Eloi Nordé.
T&E’s analysis shows that 20% of EU ferries could already be electrified at a lower cost than their fossil equivalents. In addition, deploying modern wind-assist technologies in the form of modern sails can cut fuel consumption for ocean-going vessels by as much as 18%.
T&E calls on European policymakers to accelerate the transition towards a more resilient and competitive maritime industry by supporting the development of a European e-fuels industry through targeted financial support for green e-fuels and strengthened targets in FuelEU Maritime.
13. Fleet safety
The escalating conflict in the Middle East and the blocking of the Strait of Hormuz is set to become a major operational challenge for ship maintenance and safety, and not just for those ships operating in and around the Gulf.
Condition Monitoring Technologies (CMT), a leading provider of engine performance diagnostics and fuel quality testing solutions, is warning that the sharp rise in fuel costs, combined with severe disruption to global transport corridors, will impact the ability of service providers, original equipment manufacturers (OEMs), and technical suppliers to support vessels worldwide.
“It’s a double-barrelled hit. The Hormuz chokepoint combined with aviation routes restricted or closed across Russia, Ukraine, and much of the Middle East, is significantly increasing the time and costs getting service agents and equipment to global fleets,” said CMT’s joint Managing Director David Fuhlbrügge.
While the immediate impact of the crisis has been felt through rising bunker prices and war-risk premiums, CMT highlights that secondary effects are now emerging across the maritime technical services ecosystem.
“This is no longer just an energy crisis. What we are seeing is a multi-layered disruption affecting ships outside the warzone. Ships in Europe, Asia and the Americas will struggle to maintain and service equipment and get supplies in time.”
With airspace closures and diversions, the movement of engineers, spare parts, and diagnostic equipment is already becoming increasingly difficult. Airlines have begun cancelling flights and increasing fares as jet fuel prices surge, in some cases doubling within days while air freight costs between Asia and Europe have risen sharply.
“If a service team cannot reach a vessel, or equipment cannot be delivered in time the immediate consequence is not catastrophic failure, but it does affect maintenance cycles, machinery efficiency, operational safety, and, potentially, regulatory compliance,” Fuhlbrügge noted.
In major hubs, there is resilience, authorised partners can step in. But in more remote locations, reduced access to specialist tools, monitoring equipment, and expertise has a real impact. Ships can be delayed at port or diverted. It adds to the financial pressure.
“This is a moment where the industry needs to think beyond freight rates and fuel costs,” he said. “The resilience of maintenance ecosystems, the availability of technical support, and the ability to sustain operational.
14. Safety campaign
Kawasaki Kisen Kaisha, Ltd. (“K” LINE) has launched its annual safety campaign 2025-2026, focusing on the prevention of accidents related to injuries, generator troubles, and GPS-related incidents. This campaign is conducted every winter and aims to further promote and enhance safety awareness by sharing information both onboard vessels and onshore. As of today, more than 200 vessels and approximately 4,200 participants have taken part in this campaign, including about 430 onshore staff and managers.
Following last year’s initiative, shore staff actively conducted face-to-face meetings on board as well as online meetings with ships’ crews. In addition, a seminar was held in Manila, where a safety campaign was carried out for chartered vessel crew members. With the cooperation of shipowners and ship management companies, valuable exchanges of views were held with masters and crew members who are continuously engaged in maintaining safe operations and environmental protection at sea. This provided a meaningful opportunity for all parties to reconfirm their respective missions toward the shared goal of ensuring safe operations. This campaign has proceeded smoothly, thanks to the support of its charterers and ship management companies.
Safety in navigation is an immutable mission in the maritime industry, which supports global society. “K” LINE will continue to strengthen its competitiveness and enhance corporate value by ensuring safe navigation and transport quality management, leveraged by the competent human resources and technologies that complement human factors.
Notices and Miscellany
Guidelines on the Application of the ILO Maritime Labour Convention, Fifth Edition
Guidelines on the Application of the ILO Maritime Labour Convention prepares shipowners, operators and managers for the 2025 amendments to the Maritime Labour Convention, translating complex requirements into clear, practical guidance that works on board and ashore. It supports better living and working conditions for the 1.89 million seafarers who keep global trade moving, while helping companies demonstrate compliance during inspections and audits.
The latest edition of the Guidelines on the Application of the ILO Maritime Labour Convention sits alongside other core ICS publications, including the Guidelines on the IMO STCW Convention and the International Medical Guide for Seafarers and Fishers, now referenced within the MLC as recommended onboard medical guidance. The guide is priced at £170.
Advanced Maritime Technology Expo & Conference
This conference is taking place June 16–18, 2026, at the RAI Amsterdam. This year introduces an expanded program designed to address the increasingly interconnected challenges of modern vessel design, propulsion architecture, automation, infrastructure integration, and regulatory compliance.
Please notify the Editor of your appointments, promotions, new office openings and other important happenings: contactus@themaritimeadvocate.com
And finally,
With thanks to Paul Dixon
Ten Life Lessons Not Taught in School
Thoughtful and considerate physician-parents might want to offer up the following 10 lessons to their children, lessons about things they did not and will not learn in school.
Lesson 1: life is not fair –get used to it.
Lesson 2: The world won’t care about your self esteem . it will expect you to accomplish something before you feel good about yourself.
Lesson 3:You will not make $50.000 a year right out of high school.
You wont be a vice president with a car phone until you earn both.
Lesson 4: if you think your teacher is tough, wait until you get a boss.
Lesson 5: Flipping burgers is not beneath your dignity. Your grandparents had a different word for burger flipping they called it opportunity.
Lesson 6: If you mess up, it’s not your parents’ fault so don’t whine about your mistakes, learn from them.
Lesson 7: Before you were born, your parents weren’t as boring as they are now. They got that way from paying your bills, cleaning your clothes and listening to you talk about how cool you are. So before you save the rain forest from the parasites of your parents’ generation, try cleaning your own room.
Lesson 8: Your school may have done away with winners and losers but life has not. Some schools have abolished failing grades and will give you as many times as you want to get the right answer. This doesn’t bear the slightest resemblance to anything in real life.
Lesson 9: life is not divided into semesters. You don’t get summers off and very few employers are interested in helping you find yourself. Do that on your own time.
Lesson 10: Television is not real life. In real life people actually have to leave the coffee shop and go to jobs.
Thanks for Reading the Maritime Advocate online
Maritime Advocate Online is a fortnightly digest of news and views on the maritime industries, with particular reference to legal issues and dispute resolution. It is published to over 20,000 individual subscribers each edition and republished within firms and organisations all over the maritime world. It is the largest publication of its kind. We estimate it goes to around 60,000 readers in over 120 countries.
