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IN THIS ISSUE
1. Ships without compromise
2. Supply chain risk
3. Awareness in navigation
4. Getting to grips with EU ETS
5. Digital twins
6. Green shipping corridor
7. Royal visit
8. Valve failure
9. Diversity backing
10. Spinnaker awards
11. Innovation in safety
12. Awareness challenge
13. Corporate governance call
14. Deep diving
Notices & Miscellany
Readers’ responses to our articles are very welcome and, where suitable, will be reproduced. Write to: contactus@themaritimeadvocate.com
1. Ships without compromise
By Michael Grey
The design of a ship was once a delicate balance in which an endless series of compromises were necessary to end up with a half-decent vessel. You wanted something box-shaped, to carry all the revenue-earning cargo, but had to modify your desires to accommodate something more streamlined under water. You wanted speed, but only with the minimum thirst for fuel and the dimensions had to be fined down to fit into the ports you wished to use.
Then there were the various international regulations with which you would have to comply, which might, for one reason or another, affect the design. And if the changes to custom and practice were too dramatic, you would have to front up to a very senior and serious regulator, who would fiercely interrogate you about your proposals and possibly require changes. In the UK there was the Chief Ship Surveyor, who was not somebody who would brook much argument, if it involved tinkering with the regulations, and whose interpretation of the same was final.
One supposes that much the same procedures apply today, although you have to wonder with some of the extraordinary designs that are to be seen at sea, and in computer-generated imagery produced by clever designers. How do they convince the regulators, under what ever flag they propose to fly, that this amazing ship is fully compliant and the designers’ elastic interpretations of the various rules are safe? You might say that classification societies will have undertaken the lion’s share of the approvals, but class, let’s face it, is probably singing from the same hymn sheet as the owner.
These reactionary thoughts stem from a perusal of a popular shipping monthly, in which are illustrations of some of the latest triumphs of modern maritime design. How do you, for instance, approach the regulator with the design of a bulk carrier in which there is a gigantic cylindrical tank of ammonia on the afterdeck? Never mind the regulator – whst about the port authority where you are hoping to tie up this monster on a regular basis? Nobody ever asks the seafarers about these things, but if this is the view out of their cabin window, and (assuming they have a rough idea of the characteristics and hazards of this fuel), will they be rushing to sign on? An alternative design, for a large containership, placed the huge integral ammonia tanks under the accommodation island, where it did not interfere with the payload. Where else would you put it?
There is an excellent profile picture of a very large methanol-fuelled container ship, where the crew accommodation and navigation bridge appear to have been an afterthought and is perched on the forecastle-head. Brilliant use of every metre of the ship’s length for cargo carrying, but not much compromise here. One cannot avoid asking about details, which the designers would consider thoroughly petty, such as the position of the steaming lights, or the fact that if a lifeboat is needed the crew will have to run aft about a quarter of a mile to embark. Sure, they will have a better view than they have on the average boxboat, where natural light is dimmed by the back end of a container.
And if you consider that a trial by pilots on a very large container ship of conventional design revealed that eight minutes elapsed between the pilot boat arriving alongside and the perspiring pilot arriving on the bridge, these bridge-forward babies will need faster and fitter pilots. Arriving alongside, the pilot will climb the ladder, march smartly up the gangway, then sprint six bays forward to the base of the accommodation, where one hopes an elevator is waiting to speed him skywards to the information exchange with the master.
Is this just nit-picking by some old time-expired seafarer? Or did anyone actually consider these matters, while being furiously focussed on getting the absolute maximum number of boxes within the desired length? And in the urge to save the planet do we really know what we are doing with potentially dangerous fuels? And in the remorseless march towards sustainability, with huge sails and rotors festooning the foredeck of more ships, does anyone ever consider the issue of forward visibility? But of course, we know that the modern, screen-based modern mariner would rather focus on the instruments than scan a far horizon. Why bother with windows?
Light verse for the lifeboat
That indefatigable former Liverpool pilot, solicitor and poet Barrie Youde, has produced a small but perfectly formed collection of his work in aid of the RNLI. “On Parade at Parkgate” it is entitled as a tribute to the little town on the Wirral where he lives, one of the forgotten small ports of this kingdom, from where there was a trade to Ireland in small sailing ships and a busy fishing fleet.
But it is not all history and whimsy; he has included some of his sea verse, including some poignant reminders of life in Blue Funnel, and for those looking for more topical inspiration, there are even verses about the stranding of the Ever Given in the Suez Canal and, demonstrating that he is thoroughly up to date, the Baltimore bridge disaster.
On Parade at Parkgate is 75 pages, illustrated and is available from youdeco@btinternet.com for “at least” £10.00 plus £2.10 postage, with profits all going to the RNLI.
Michael Grey is former editor of Lloyd’s List.
2. Supply chain risk
TT Club, the specialist liability insurance provider to the international freight and logistics industry, claims focus on a much overlooked aspect of supply chain operations can significantly reduce risk. Systemic stockholding, order flow and other inventory management processes need to be effectively controlled.
Utilising analysis of past claims relating to cargo theft within the warehousing and distribution arena in particular, TT has concluded that risks to goods escalate in environments characterised by confusion and disorganisation. Adherence to systematic processes is therefore paramount. Inventory management is so central that it defines the very system by which this effective organisation is maintained.
“A failure to exercise such systematic control can have enormous risk consequences for security, reputation and contractual liabilities,” says TT’s Josh Finch. “Inventory management is an aspect of the supply chain that often runs quietly in the background until something goes wrong. Small issues can quickly turn into large and costly errors if they are not observed and rectified.”
TT acknowledges that data communication and the traceability of goods are key to sound inventory management and the mitigation of errors. The data interfaces between various software systems that are employed to manage the flow of goods including WMS, OMS, TMS and ERP* should ensure that actions taken in one system are recorded in the others. Breakdowns in communication between systems can be difficult to identify but may lead to costly errors.
In minimising such errors, traceability throughout the supply chain is crucial in uncovering the discrepancies promptly. The ultimate goal is to provide full visibility of goods as they move through the supply chain. A well-designed system should systemically mirror all physical movements of goods and be particularly focused on circumstances where visibility and therefore traceability break down. Most commonly this occurs when a user fails to adhere to the correct process, but operations should also consider where gaps in process lead to a breakdown in traceability.
“Stock that is not traceable is at risk,” explains Finch. “It may be stolen or may simply go missing, making it difficult to determine where the failure has occurred. It is crucial therefore that supply chain operators responsible for managing inventory seek to maximise traceability throughout the entire journey of a particular item of stock.” The consequences of inadequate inventory management can be severe, extending beyond the cost of cargo loss to risks of negatively impacting commercial relationships. Inventory management plays a key role in fostering a security culture within the supply chain. It should enforce procedures, maintain traceability and respond to discrepancies effectively, resulting in a secure and efficient supply chain operation.
More detailed insight into effective inventory management can be found Here
*WMS – Warehouse Management System
OMS – Order Management System
TMS – Transport Management System
ERP – Enterprise Resource Planning
3. Awareness in navigation
The Operator-Centred Enhancement of Awareness in Navigation Project, known as OCEAN Project, in collaboration with The Nautical Institute, has announced the release of a series of seven free training videos designed to elevate Maritime Education and Training (MET) standards. These videos address evolving gaps in navigational awareness and maritime safety, providing mariners with the tools they need to navigate today’s dynamic and technologically advanced maritime environment.
The OCEAN Project is an initiative funded by the European Union, focused on augmenting navigators’ capabilities to improve safety, reduce incidents, and mitigate whale strikes.
Part of the initiative is dedicated to advancing maritime education and training by addressing gaps in current maritime navigation practices and providing innovative, high-quality resources to enhance the skills and knowledge of maritime professionals worldwide.
The project consortium comprises 13 members from 7 European countries: Norway, Greece, Spain, Denmark, Portugal, Ireland, and the UK.
Through a collaborative and comprehensive approach, this part of the project aims to shape the future of maritime training in alignment with emerging trends and technological advances.
The OCEAN Project’s free training videos were developed in response to identified knowledge gaps between industry best practice and minimum training standards and represent a significant advance in maritime training, promoting industry best practice. Through extensive academic research, interviews, surveys, and workshops, the project pinpointed areas where existing MET could be enhanced to better prepare seafarers for contemporary challenges.
Seven Key Focus Areas
1. Automatic Identification System (AIS) Reliance in Maritime Navigation: Addressing the complexities of AIS usage and emphasizing the need for better understanding.
2. Protecting Whales from Ship Strikes: Promoting sustainable navigational practices to prevent ship-whale collisions.
3. Visual Perception; Empowering Situational Awareness in Navigation: Improving seafarers’ ability to interpret and understand their visual environment for better situational awareness.
4. Understanding Situational Awareness: Focusing on the understanding of situational awareness to ensure decision making.
5. Effective Communication: Highlighting the importance of clear and effective communication in diverse and dynamic maritime settings.
6. Assertiveness and Leadership: Introducing techniques and strategies for effective leadership and assertiveness in maritime operations.
7. Raising Awareness on Human-Centred Design and Ergonomics: Advocating for better design and ergonomics to enhance safety and efficiency on board.
These free training videos are designed to be both engaging and informative, blending storytelling with real-life scenarios, high-quality visuals, and practical examples. They aim to captivate the maritime audience while delivering essential knowledge and insights effectively.
The training videos are available on the OCEAN Project’s website and on the OCEAN Project’s You Tube channel, ensuring easy access for mariners, companies, MET institutions, Flag States, and industry stakeholders. These platforms allow for quick distribution, automatic updates, and the ability to reach a global audience. The training videos can also be downloaded for offline viewing, ensuring accessibility even without internet access.
By integrating these resources into their training programs, maritime professionals can enhance their preparedness for contemporary challenges, improve safety and efficiency, and foster a culture of continuous improvement and collaboration.
4. Getting to grips with EU ETS
Validation of voyage emissions data and contractual arrangements for allocation of EU ETS costs remain key challenges for Greek shipowners as they face an estimated total €335m bill this year, potentially rising to €1bn once the regulation is fully implemented, according to OceanScore.
Some 2135 vessels owned or operated by around 400 Greek shipping companies are presently racking up liabilities under the EU Emissions Trading System (EU ETS) that will require them to surrender EU Allowances (EUAs) next year for GHG emissions incurred during 2024.
Maritime data analytics firm OceanScore has calculated that Greek owners will be required to surrender 11.96m EUAs, based on 2022 voyage data for Greek-owned ships sailing both within and to/from the EU/EEA.
Given a current EUA price of around €70, this would result in total EUA costs of €335m for Greek shipping this year with 40% liability under the three-year phase-in of the EU ETS, increasing to €586m in 2025 with 70% exposure and €837m with full implementation in 2026 – though a moderate hop in the volatile EUA price could easily take this figure north of €1bn.
This would equate to an average emissions cost of nearly €400,000 per vessel once the EU ETS is fully implemented, though ships with green technology to curb emissions would clearly have much lower EUA exposure.“Nonetheless, this will amount to significant additional liabilities related to emissions for many Greek shipping players that are active across most segments, predominantly the tanker and bulk trades, and will necessitate measures to mitigate their financial risk and limit exposure to the EU ETS,” says OceanScore’s co-Managing Director Ralf Garrn.
More than 500 of the overall tally of Greek-owned vessels impacted by the EU ETS are in the hands of the 10 largest players, including Eastern Mediterranean, Minerva Marine, TMS Group and Thenamaris Ships Management.
An analysis carried out by OceanScore of the impact of the EU ETS on one typical Greek shipowner with 50 vessels shows that it would incur emissions liabilities of €18.5m from the requirement to purchase around 265,000 EUAs at full implementation based on the current EUA price.
OceanScore is seeing variable states of EU ETS readiness at Greek shipping companies, with a prevalent “wait-and-see” attitude, in common with much of the industry as it is still getting to grips with the complexities of the regulation, the impact on charter parties and the requirements for compliance, according to Garrn.
The company is now supporting the EU ETS compliance efforts of over 70 global clients, representing more than 1000 vessels, which have taken onboard its web-based digital tool ETS Manager that automates the various processes to provide a streamlined end-to-end solution for simplified management of EUA allocation and collection among stakeholders, with integrated EUA trading.
“It is therefore essential for Greek shipowners to finalise charter parties that incorporate EU ETS clauses to properly assign accountability for voyage EUA costs between themselves and the charterer so they can accurately determine their financial risk,” Garrn says.
“Commercial contracts need to be in place because, otherwise, the shipowner as the Document of Compliance holder can be left with having to bear the burden of EUA liabilities and possibly resorting to litigation against the charterer to recover emissions costs that are owed. But costs liability may be difficult to prove in a legal case long after the voyage has been completed.”
This makes it important for shipping companies to have accurate real-time emissions data communicated from ship to shore for verification to support correct allocation of EUA costs among voyage stakeholders, also taking into account off-hires, Garrn says.
“It is good to see that a number of Greek shipowners are making strong progress in upgrading the quality of vessel data that needs to be fed via an API [application programming interface] to the verification body,” he says.
Data validation with an accredited verifier is incorporated in ETS Manager, which provides efficient and transparent processes between owners, managers and charterers to manage EUAs and maintain control of EU ETS costs and related risks.
“Having an effective administrative system in place to track and allocate EUAs based on reliable operational data is essential to determine accountability with the EU ETS and thereby minimise financial risk,” Garrn says.
Proper data management will also be a vital prerequisite to tackle the upcoming FuelEU Maritime to be implemented from 2025, he adds, with OceanScore preparing to launch later this year its new digital solution FuelEU Planner to facilitate compliance with this complex regulation
5. Digital twins
Japanese maritime leaders have announced the successful completion of the early phases of a cross-industry project aimed at creating a secure data-sharing framework between shipyards and shipowners to advance the use of digital twins throughout a ship’s lifecycle. The project, which aims to enable the use of a vessel’s unique design data to optimize efficiency and safety at sea as well as the sharing of operational data to inform new designs, brings together shipowners NYK Group company MTI Co. (MTI), Mitsui O.S.K. Lines, (MOL) and Marubeni Corporation, shipbuilders Imabari Shipbuilding, Japan Marine United Corporation, and Usuki Shipyard, software and data services provider NAPA, and classification society ClassNK.
Initial results have confirmed the feasibility of increased data sharing between shipyards, shipowners, ship managers and charterers, among other stakeholders, by overcoming obstacles related to the sharing of sensitive design and operational data.
The first two phases of the project identified over 30 potential use cases where the data and 3D models used to design the ship can be shared securely and used to create a vessel-specific digital twin that helps improve operational efficiency and safety throughout its lifecycle. Further analysis confirmed the potential and value of digital twins in supporting loading calculations, ship condition monitoring and energy-saving device evaluation.
Building on the success of the feasibility study, the next phase will develop a new platform that will enable 3D models created during the design stage to be shared in a secure and access-controlled digital environment, together with new business models to implement this innovative approach in practice in commercial agreements. This could create a new revenue stream for shipyards and solution providers, as well as mechanisms to share benefits between stakeholders. This phase of the project is led by ClassNK as an impartial entity to ensure that the platform is neutral and fair.
The project aims to start operation in 2025, signaling a potential breakthrough in the sharing of design and operational data to overcome traditional barriers to the adoption of digital twins in the maritime sector.
The partnership also explored ways in which operational data can be fed back to shipyards to provide valuable insights on how their concepts perform in real life, thereby enabling naval architects and engineers to improve future ship designs.
Naoki Mizutani, Executive Vice President for NAPA Studios, said: “Collaboration continues to be the underpinning foundation enabling the industry to develop new solutions and optimize existing operations for the energy transition. Our Digital Twin project captures this enterprising spirit to reach a new milestone: bridging design and operational data for safer, more efficient and greener shipping. This project also demonstrates that it is possible to build new types of partnerships with stakeholders across the value chain to make the most of industry expertise and maximize the potential of technologies at our fingertips.”
Yoshimichi Sasaki, General Manager, Digital Transformation Center at ClassNK, said: “Digital twins are a key asset for shipping, particularly in the context of the energy transition. They offer unparalleled insight into a ship’s unique design profile and characteristics and unlock new opportunities to use this data to optimize operations and maintenance, while also expanding possibilities to deploy innovative technologies on board. This project demonstrates how we can break data silos to foster closer dialogue between shipyards and ship owners at a time of increasing design and operational complexity.”
6. Green shipping corridor
In a ground-breaking new collaboration that could provide a blueprint to drastically cut global shipping emissions, NatPower Marine and Peel Ports Group, recently announced plans to establish the first “green shipping corridors” between Ireland and the UK.
The proposed project would see NatPower Marine develop the UK’s first commercial electric ship (e-ship) charging network to support electric propulsion and cold ironing (the process of accessing clean power while docked to avoid significant engine pollution while at the port), as part of a global network.
The network – which would require an estimated £100m investment from NatPower Marine – would see this dedicated e-ship charging infrastructure delivered across all eight UK and Irish ports operated by Peel Ports Group. The master plan would also include electric car, van and HGV chargers installed for commercial electric vehicles passing through the ports.
Over 3,000 vessels cross the Irish Sea every year, emitting 230,000 tonnes of CO2, 20,000 tonnes of nitrous oxide (NOx), and 18,000 of sulphur oxide (SOx). Connecting these to onshore electric charging when in port could dramatically reduce these emissions, supporting climate goals and improving local air quality.
The first Irish Sea routes identified in the proposals include Belfast-Heysham and Dublin-Birkenhead. This would support Peel Port Group’s ambitions for Heysham Port in Lancashire to become the UK’s first ‘net zero port’. The port has already slashed the emissions of its landside plant, equipment and vehicles by up to 90%. The plans mark the first step in a new £3 billion global charging network, planned by NatPower Marine for 120 port locations worldwide by 2030. NatPower Marine will develop the sites, in partnership with port operators, and act as the long-term operator of the global charging network.
Stefano Sommadossi, CEO at NatPower Marine, said: “NatPower Marine is investing to deploy the largest global network of charging points to help solve the ‘chicken and egg conundrum’ facing this industry: shipping lines cannot electrify their vessels if port charging infrastructure is not available, and ports are unable to raise capital for charging infrastructure without certainty of demand from shipping lines.
“With marine trade set to triple by 2050, we urgently need to build the global network of clean energy charging infrastructure the industry desperately needs. Our partnership with Peel Ports Group is the first step in this strategic approach to accelerate the adoption of clean energy in shipping and help cargo owners to reach net-zero.”
Claudio Veritiero, CEO at Peel Ports Group, said: “The proposals presented as part of this partnership are potentially game-changing, and fully support our ambitions to become a net-zero port operator by 2040.
“We look forward to working closely with NatPower Marine to explore the possibilities for establishing the first green shipping corridor between the UK and Ireland, and further enabling support for our customers, shipping lines and hauliers as they transition to a greener future.”
With 95% of its trade transiting via ports, the UK is the natural starting point to decarbonise the marine industry, creating an opportunity for significant economic development in the process.
However, the sector also poses significant environmental challenges, accounting for more than 3% of global carbon dioxide emissions (CO2) – more than Germany’s annual emissions. It also emits 15% of NOx and 13% of SOx globally.
One sixth of these emissions are produced whilst ships are berthed at port as they run auxiliary engines for power, which can have a significant impact on the environment and local communities around ports.
As regulation seeks to curtail these emissions and shipping lines increasingly electrify both at-port operations and at-sea propulsion, demand for clean energy is set to skyrocket. To decarbonise the industry 4 petawatt-hours (PWh) of clean energy per year is needed – equal to the annual electricity consumption of the USA.
NatPower Marine is taking a radically different approach to address this challenge, removing the biggest barrier to change – upfront investment. It will leverage its significant financial backing to build clean energy infrastructure at ports, that will enable electric propulsion and for ships to run on electricity while at berth or at anchor (“cold ironing”).
With infrastructure in place at ports and terminals across global shipping routes, shipping lines can have the confidence to transition their fleets, purchasing clean charging services directly from NatPower Marine at each port they service.
NatPower is also developing over 15GW of clean energy GigaParks projects in the UK, with 60GWh of battery storage capacity, crucial for balancing intermitted demand like electric ship requirements for propulsion and cold ironing. These GigaParks will provide stable clean electricity to NatPower Marine’s UK port network via direct Power Purchasing Agreements, or private wires.
7. Royal visit
The Princess Royal, Princess Anne visited the Norwegian Shipowners’ Mutual War Risks Insurance Association (DNK) in Oslo recently.
The Princess Royal visited DNK on May 22nd in her capacity as the Patron of the Anglo-Norwegian Resistance Commemoration Project. The programme started in the newly established Norwegian Shipping Security and Resilience Centre (operated in close co-operation by the Norwegian Shipowners’ Association, DNK and Norma Cyber).
This was followed by a briefing in the DNK Intelligence & Operations Centre where HRH was given a brief on how threats against civilian shipping are monitored and how the crisis response is organized. The DNK Intelligence & Operations Centre is where the operational response to all incidents resulting from war, terror or piracy affecting Norwegian ships is coordinated.
The Princess Royal unveiled a painting by artist Serena Vivian-Neal depicting wartime “Coast-Watchers” secretly monitoring the movements of the German battleship Tirpitz in Norway during WWII. The painting was purchased by the DNK with the proceeds going to the Anglo-Norwegian Resistance Commemoration Project.
DNK’s CEO, Svein Ringbakken said: “We are honoured that HRH The Princess Royal, Princess Anne, Patron of the Anglo-Norwegian Resistance Commemoration Project, has unveiled the “Coast-Watchers” painting. Like during WWII, the modern Norwegian maritime industry maintains its contribution to our own security and to that of our allies.”
The Norwegian Shipowners’ Mutual War Risks Insurance Association, DNK, was established in 1935. DNK insures all Norwegian ships against the risks of war, terror and piracy and is the world’s largest mutual war risks insurer. It has relied on re-insurance support and close cooperation from Lloyd’s of London and the London market since inception.
Collaboration between the United Kingdom and Norway in the maritime field had an immense importance for the allied war effort during World War II. More than 50% of the carrying capacity of the more than 1000 Norwegian merchant ships during WWII was at any given time available to the UK Ministry of Transport through the Nortraship-organization. The only larger merchant fleet in the world at that time was that of the United Kingdom. After the war the UK MoT stated that 40% of the aviation spirits and oils required for the Battle of Britain was carried on Norwegian tankers.
The UK Ministry of Transport provided re-insurance to the DNK, and thereby all Norwegian shipping, from 1952 until after the end of the Cold War in 1990.
8. Valve failure
Survival technology solutions provider Survitec has launched a pioneering new energy containment safety device designed to reduce the risks associated with catastrophic value actuator failures.
Severe injury or death can be caused by the explosive forces released if a high-pressure spring-loaded actuator device fails, along with significant damage to equipment and facilities. However, there is often a lack of regular inspection and maintenance, and the risks have attracted little attention in terms of technology or regulation.
Compatible with all valve actuator types, the Survitec Gauntlet is a protective sleeve constructed from lightweight “bullet-proof” para-aramid armouring, ten times as strong as steel, and designed to contain the unpredictable forces of failure.
Technically qualified by the classification society Lloyd’s Register, the Survitec Gauntlet provides immediate containment protection, enhancing safety measures and minimising potential hazards. It is of minimal weight, placing no additional stress on the actuator, and protects the workings of the actuator from further corrosion and component degradation.
Survitec has supplied its Gauntlets to a majority of operators, including super-majors in the North Sea, and has recently received an order from a Spanish oil and gas operator.
David Montgomery, Head of Sales at Survitec, asserts: “The introduction of the Gauntlet is a testament to our proactive stance on safety enhancement. The absence of detailed regulatory control pertaining to valve actuator failures or maintenance of this critical component is a pressing issue that demands immediate attention. We urge regulators to initiate further discussions and ask operators to act promptly to safeguard their personnel and critical plants in the event of an uncontained failure of an actuator.”
Valve actuator failures offshore are often due to corrosion and the age of the units, with hundreds of actuators in service on each offshore installation.
Paul Gwynne, Sales & Contracts Manager at Survitec, said: “The valve return spring sits in a pre-loaded or loaded condition and is powerful enough to close down the valve even during full operation. However, far too many of these actuators have been left to degrade. We are now seeing hundreds in an unsafe or unknown condition – which may be intensified by pneumatic and/or hydraulic control pressures and, therefore, a huge issue and possible danger to equipment and personnel.
“What is known is that many actuators have suffered significant corrosion of the unit’s internal workings, not only the exterior weather shield, which is visible. The problem can be compounded when these actuators are tagged as non-operational or decommissioned, no longer serviced but in place, but still containing a pre-load force in the spring, which can be equivalent to several tonnes depending on the size of the actuator.
“There have been a lot of occasions where the spring has eroded to the point of failure, then failed catastrophically, or the retaining bolt and end cap have failed and been ejected. So much so that the UK Health and Safety Executive has advised all operators to enforce action in this area. The force and impact of an actuator failure can be violent and often potentially fatal, impacting people, critical plants and even pipelines.”
The concept of the safety device was developed due to issues identified in the North Sea oil and gas sector, oil rigs, platforms, and floating installations, such as FPSOs and FSRUs. The Survitec Gauntlet can be applied to any facility that operates actuator valves and where risks need to be mitigated.
9. Diversity backing
Maritime charities the International Seafarers’ Welfare and Assistance Network (ISWAN), the Mission to Seafarers, and Sailors’ Society have endorsed Diversity Study Group’s (DSG) benchmarking initiative that tracks crew demographics and year-on-year trends in seafarer psychological and physical safety and wellbeing. DSG will collaborate with maritime charities and participating ship operators — Anglo-Eastern Ship Management, Ardmore Shipping and Dorian LPG — to identify key impact points and utilise their expertise to recommend sustainable solutions that will facilitate improved workplace culture and seafarer welfare.
Heidi Heseltine, Founder of Diversity Study Group, said, “Our Seafarer Diversity, Equity, Inclusion and Belonging (DEIB) Data-Gathering and Benchmarking initiative maps a key step forward for the maritime industry. Although crew health and welfare are often declared the purview of maritime charities, most ship operators and ship managers understand that psychological and physical safety are vital for safe operations onboard and competitive recruitment and retention strategies in the market. The data gathered by this initiative will allow participating ship operators to ensure onboard DEIB programmes are effective, and feedback from maritime charities can ensure that key challenges impacting crew physical and mental wellbeing — such as isolation, bullying, harassment, and more — are actively mitigated to create optimal workplace conditions.”
Maritime charities are intimately familiar with challenges faced by crew and the unique constraints of offering support while at sea. While DSG’s benchmarking initiative offers participating ship operators a means by which to nurture an effective working culture at sea — where everyone feels encouraged, has the opportunity to thrive, and the freedom to voice their concerns — it also allows for maritime charities to benefit from granular data on which DEIB programmes are proving the most effective.
Georgia Allen, Projects and Relationships Manager at ISWAN said, “Our industry is evolving rapidly, bringing challenges and opportunities in equal measure. The last few years have seen seafarers impacted by COVID-19, economic recession, and rising geopolitical turmoil. These events, along with the everyday challenges of working at sea, have taken a toll on seafarers’ health and wellbeing, and ISWAN has supported many seafarers who have contacted our helplines when they are struggling to cope. However, we have also witnessed significant improvements in connectivity, the prioritisation of crew physical health and wellbeing, and recognition of the value of soft skills onboard in recent times. Understanding how crew members from a variety of backgrounds, experiences and identities respond to the challenges they face, and the unique support different demographics need, will help drive the development of DEI-informed crew welfare.”
DSG’s new Seafarer DEIB Data-gathering and Benchmarking initiative will take place alongside their shore-side data-gathering and benchmarking initiative, which has been running successfully for 5 years. These dual benchmarking initiatives offer nuanced insights that understand the distinct ecosystems of ship-board and shore-side operations and the interplay between them.
Ben Bailey, Director of Programme at the Mission to Seafarers, said, “Change can be disconcerting for many, and it is vital that we focus on creating inclusive, resilient and respectful systems of communication across maritime’s wide range of stakeholders. There is already growing recognition of this across our industry, as updates to regulations like the MLC and the STCW address concerns like harassment and bullying, new training is being introduced to focus on leadership and soft skills at sea, and there is greater uptake of wellbeing and/or DEIB initiatives onboard. The success of these efforts rests on us working collaboratively to identify continued gaps in workplace culture, address its impacts, and create viable solutions that are nuanced and effective — now and in the future.”
Acting as an independent third party, DSG has designed and shared an anonymised online survey with seafarers from participating organisations. The information collected will be analysed in order to share relevant insights with participating members through a secure online business intelligence dashboard. This will allow organisations to measure the anonymised data specific to their onboard personnel against the aggregated industry responses available.
Sara Baade, CEO of Sailors’ Society, said, “Seafarers understand the value of good leadership, often because they are in the position of leading and advocating for themselves and other members of their crew. They are well aware of the benefits of positive workplace culture at sea and how this can offer a strong foundation from which to tackle key issues impacting themselves and their colleagues onboard. Ensuring that they are centred and recognised as a key stakeholder in any process seeking to improve their workplace conditions is vital to successful outcomes on any crew welfare initiative.”
Further information on the Diversity Study Group’s Seafarer Data-Gathering and Benchmarking Initiative is available at https://diversitystudygroup.com/benchmarking/
10. Spinnaker awards
Bernhard Schulte Shipmanagement has won the inaugural ‘Best HR Initiative’ award at Spinnaker Global’s Maritime People and Culture Conference for its comprehensive Diversity, Equity, and Inclusion (DEI) programmes.
BSM has set ambitious diversity targets and delivered training programmes on inclusive behaviours to 30% of shore staff. Its mental health training programme has been delivered to more than 3,500 seafarers and shore staff.
In 2023, BSM achieved significant milestones: two females were assigned as management board members, and 31% of shore managers were female, reflecting a 5% increase compared to 2022. BSM is a proud signatory to the All Aboard Alliance, a collaborative effort led by senior maritime industry leaders to accelerate DEI efforts at sea and ashore.
In particular, the newly-developed BSM Female Mentorship programme is designed to give female cadets more confidence in navigating the challenges of life onboard ship, including social isolation, performance pressure and gender bias in a traditionally male-dominated workplace.
“The introduction of our Diversity, Equity, and Inclusion Programmes have been very well-received throughout the organisation and has had positive impacts on our employees” said Irena Kyprianidou, Group HR ESG Officer, BSM.
“BSM deserve our congratulations for these initiatives which capture the spirit of how supporting and investing in people pays dividends that go beyond financial returns,” said Spinnaker Global Chairman Phil Parry. “These programmes are an example of the kind of vision we need in maritime to drive and encourage diversity, inclusion and safety.”
“Providing support for personal and professional development, particularly for seafarers, is an essential element in encouraging more women into shipping,” said Julian Bray, Editor of Tradewinds who helped judge the award. “What BSM has achieved looks like a straightforward process but the commitment required to put it into practice is to be commended.”
Also highly commended in the awards, which were sponsored by training provider Mintra, were Navigator Gas for its ‘Coffee Roulette’ Networking Initiative, Pacific Basin for its enhancement to maternity leave arrangements and Teekay for its ‘50 Years, 50 Stories’ programme.
11. Innovation in safety
The presentation of the TT Innovation in Safety Award earlier in the year gave industry professionals from across the full spectrum of the cargo handling sector an opportunity to add their voices to the call for continuous safety improvements, and to sharing experiences of innovative advancements in the cause.
Not only were the successful innovators of the award’s short-listed entries on hand to present but representatives from several of the twenty-eight companies that entered were present. A lively discussion forum accompanied the presentation ceremony.
As one of the speakers Maurizio Pilu, Managing Director of the Safetytech Accelerator pointed out, the chief aim of those seeking to advance safety must be to bring the technical solution providers together with maritime and supply chain interests. This forum and accompanying seminar provided a perfect occasion for a mutual understanding by these two groups of the challenges faced.
CEO of ICHCA, and organiser of the Award, Richard Steele set the scene, “The advantages of improved safety are self-evident from the standpoint of the workforce but it’s important to remember that a well-run safety-conscious organisation is an efficient and sustainable organisation. Running an organisation successfully and doing safety well require the same visible leadership skills. They are part of the same whole,” he said. “The coming together of a wider audience of like-minded professionals, the sharing of experiences, regarding both risks and successful problem solving, is crucial. At forums such as this you may discover your next leap forward in safety. ”
Jose Andres Gimenez, the Secretary General of the Terminal Industry Committee 4.0 dedicated to the fourth industrial revolution, that of advanced digitalisation, reiterated the theme of collaboration and the sharing of experience as a key to successful safety performance. However, he also pointed out that the belief that innovation only delivers ROI in the long-term is a myth. The pace of technological advancement is, he observed, now so rapid as to deliver practical operational improvement in the short term.
Gimenez also agreed with Pilu that although mechanical innovations make up a significant element of these improvements (as evidenced by several entries into the Award), increasingly, it is the application of data sharing and analysis through the use of AI and other tools, that safety techniques are advancing in leaps and bounds. The entries into the Award make it clear that there is space and appetite for diverse approaches to safety innovation in cargo handling and coordination. The continuing aim of the Award is to spotlight safety learning and opportunity across the industry.
Also taking part in the forum, and speaking on behalf of the Award sponsor, TT Club, Neil Dalus commented, “The cargo handling industry, for a long time was seen as rather pedestrian in responding to innovative technology, is now undergoing a culture shift and is at a significant stage of embracing and adoption of many aspects of automation. This of course benefits efficiency, is in step with environmental considerations and also has tremendous advantages from the safety perspective.”
The full proceedings of the Award presentation and accompanying inter-active seminar can be seen HERE
12. Awareness challenge
Groke Technologies is calling on marine insurers, P&I Clubs and regulators to encourage the widespread adoption of ship situational awareness systems as way of mitigating the rising number of claims relating to collision and other accidents attributable to human error.
The clarion call comes amid growing concern amongst insurers that a myriad of external factors, including the shortage of seafarers, and a general increase in ship traffic, could result in more ship collisions and related incidents at sea.
“While ship losses continue to fall, the number of navigational incidents, collisions and near-misses is deeply concerning,” says Groke Technologies’ Chief Commercial Officer Jonas Bergring.
Citing a ship safety report published in late 2023 by Allianz Global Corporate & Specialty, Bergring says 17% of all marine insurance claims between January 2017 and December 2021 were attributed to collision, foundering or sinking.
“Of the 27,477 incidents reported in the period 3098 were attributed to collision, making it the second top cause of shipping incidents globally,” he says. “Collision also accounted for about 1 in 10 of the 3032 incidents reported in 2022, up on the preceding year’s figure. Overall, there is about a 5% increase on the number of incidents reported in 2019.”
Casualty investigations carried out by the European Maritime Safety Agency (EMSA) also found that collision is second only to power loss as the main cause of ship incidents. The organisation found that the most very serious collision-related accidents happened at night (50%), twilight (12%) or bad weather in daytime (9%).
Bergring says contributing factors include bad weather, poor visibility, watchkeeper fatigue and information overload, and congestion, especially in waters around the British Isles, South China Sea, and Singapore Strait – all risk factors that can be substantially reduced using situational awareness systems.
“By partnering with the marine insurance community to encourage wider adoption of situational awareness technology we can reduce the number of human error related incidents to ensure vessels navigate more safely in congested and challenging waters. There would be a rapid and significant reduction in ship collisions and the associated financial and environmental risks. The reduction in insurance claims could benefit P&I Club members hugely,” says Bergring.
With increasing use of digital shipping technology, combined with a global shortage of experienced officers and crew, Bergring anticipates that integrated ship situational awareness technology will be a mandatory IMO requirement by 2028.
“Before that will come class notations and voluntary IMO guidance, probably by 2026, so it is quite timely that the insurance community is becoming more interested in the technology,” he says.
Groke Technologies CEO Juha Rokka, adds: “Watchkeepers find it difficult to correlate the objects they are seeing with their eyes with the view on the instruments on the bridge. The Groke Pro system helps by associating the objects between the camera view and the chart view. There is a delay for bridge systems to update, which naturally adds to the complexity of the thought processes required of a watchkeeper. The challenges increase when visibility is low or when there are large numbers of small vessels and objects around. This racks up the cognitive stress and can result in mistakes being made.”
Groke Technologies’ Ship Situational Awareness System is based on sensor fusion technology that fuses data from the ship’s navigational systems namely Radar with Groke Pro’s AIS, GNSS, and thermal and visual cameras, to provide bridge crews with a clearer picture of the vessels surroundings, day and night.
Alerting watchkeepers of potential collision risks, objects and hazards, the Groke Pro system is unlike typical digital watchkeeper solutions in that it provides real-time risk analysis capability, presenting crews with crucial as-it-happens information on which to base navigational decisions and plan routes more efficiently.
The recently launched Groke Fleet expands situational awareness from the bridge to the onshore offices. It gives fleet managers an overview of their fleet’s safety and efficiency. It can also help with claim handling, says Bergring: “Groke Fleet automatically records every significant event during the voyage, including close-call situations. If a collision occurs, there is concrete evidence of how things unfolded from Groke Pro’s onboard 4K cameras.”
Shipping companies that have already installed the technology include Mitsubishi Corporation, Uyeno Transtech, Tsurumi Sunmarine, Asahi Tanker, Tokyo Kisen, K-Line and U-Ming Marine. It is also being used to full effect on the MC Shipping-owned, Cargill-operated Pyxis Ocean, the wind-assisted bulk carrier.
13. Corporate governance call
Captain Pappu Sastry, CEO of Adhira Shipping and Logistics (ASL) is calling for a radical restructuring of corporate governance in shipping to relieve pressure on crew and ship managers and provide professional oversight of shipping companies and owners.
Shipping is failing to ensure the necessary oversight of operations, finance and liability due to fragmented corporate governance structures that leave gaps between owners, investors, managers and crew, according to Sastry.
The stress points according to Capt. Sastry are that managers are often under commercial pressure to carefully manage costs, in order to retain contracts from owners by maximising profitability, while managing the safe operations of the ships in their fleet.
“The managers are particularly exposed following an incident, as many operators give little or no thought to the maintenance of the ships they charter and have a very narrow commercial approach and distance themselves from the responsibility of effectively running the vessel and directing its employment and trading patterns,” said Capt. Sastry.
In such a scenario and especially when there is an incident that affects the environment or safety of life at sea, the onus of the standards of management is always limited to the managers.
To resolve this disconnect Capt. Sastry suggests that every shipping company should be made responsible for the decisions they take and the reasons for their instructions. The structure of a board of directors and board of advisors is the starting position.
The ship owning companies (which are a collection of SPVs) should have a working body responsible for the operations of the company and a governing body with the directors being responsible for the strategic decisions that dictate the standard of management.
The non-asset-based ship operating company could use the corporate structure as an entry barrier for anyone with a computer to start and work a ship operating company. This will standardise the shipping company’s responsibilities and ensure a professional approach.
14. Deep diving
Brian Perrott and Patrick Knox of HFW give their take on the recent Supreme Court judgment in London Calling. See the HFW website for more details.
London Calling: Deep Diving?
MUR Shipping BV v RTI Ltd [2024] UKSC 18
How deep do you need to dive?
The Supreme Court settled the long-running litigation which raised the question of whether a party declaring force majeure was obliged to accept an offer (by the other party) to perform in a non-contractual way. Absent express wording to this effect, the Supreme Court held that the answer was no. If the contract requires payment in US dollars, and a party is prevented from receiving such payments due to sanctions or other restrictions, it is no answer to offer to pay in euros or Swiss francs (even if the offer includes paying the conversion costs). Why? Because the contract is THE contract (the one affected by force majeure) and just imagine the uncertainty if non-contractual performance was an alternative. So, no deep diving!
Notices and Miscellany
Online training
The UK Chamber of Shipping will be hosting an online-only training course on the Maritime Labour Convention, 2006 (MLC); how it has come to be the fourth pillar of international regulation for shipping, alongside SOLAS, MARPOL and STCW. The course will be presented by Tim Springett and Hannah Gilbert of the Chamber on June 10, 2024.
For more information contact the Chamber.
Lack of ships
In response to comments by Michael Grey, Christopher Balls makes the following comment.
“I seem to recall a while ago Michael Grey was bemoaning the lack of ships sometimes available to assist in natural disasters, so thought you may be interested in the following press release from 26th April 2024; https://www.gov.ky/news/press-release-details/hmci-to-participate-in-disaster-response-exercise.
It also demonstrates a link between flag and country of registry as well as the operation of a private NGO for disaster relief and training of mariners. This vessel and organization is all about assisting after natural disasters and not the political refugee ones that often get the headlines, sometimes for the wrong reasons.
Consultants’ approach
Further to our list in the last MA of Top Ten Things You’ll Never Hear from a Management Consultant, Manjit Handa, Master Mariner and Marine Surveyor/ Consultant has suggested some additions.
11. We cannot be brutally honest with you.
12. I make more money providing consultancy from the outside than feedback from the inside (when I used to be your employee.)
13. We worked very hard to find out what you’d like to hear from us.
14. We figured out in the first week what your basic problem was.
15. The consultancy project costing has blown out because our Director had to make a trip to the Caribbean.
15. To be brutally honest, you need to sack your CEO. His wife influences every decision.
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
“Signs Found In Kitchens”
Clean enough to be healthy but dirty enough to be happy.
So this isn’t Home Sweet Home.
Ring Bell for Maid Service. If no answer do it yourself!
I clean house every other day. Today is the other day!
I would cook dinner but I can’t find the can opener!
A clean kitchen is the sign of a wasted life.
I came, I saw, I decided to order take out
A messy kitchen is a happy kitchen, and this kitchen is delirious.
A balanced diet is dark chocolate in one hand and white chocolate in the other.
Remember only dull women have immaculate houses.
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.
