ISSUE 59 MARCH 2017
To reach our Seafarers
In this issue Company News Review and Self-evaluation of SEEMP Windlasses Multinational Crews Safety First Press Gangs City and Port of Chittagong Historic Vessels
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Editorial Dear readers, In this issue of Wavelength, the concept of efficiency with its three elements of technology, the human factor and the humantechnology interface has come to the fore. Taking a lead is the Technical Department’s first part of an article on the review and self-evaluation of SEEMP that primarily focuses on the technological and the human-technology interface aspects of efficiency. What is immediately evident from this article is that while technology provides a means of increasing efficiency, the extent to which that efficiency can be realised is ultimately down to the human-technology interface. More specifically, the article demonstrates how a structured approach in the utilisation of technology to achieve the desired increases in a ship’s operational efficiency is of paramount importance if it is to be successful. Likewise, the article on Flettner rotors indicates the need for extensive research into the available technology before it can be adopted to improve efficiency in an economically viable way. Furthermore, the Marine Operations article on Windlasses stresses the need for the crew to ensure that operational errors or technical deficiencies do not impact negatively on the efficient operation of machinery. At the other end of the spectrum, the Manning & Training article exposes the factors that must be taken into account during crew selection. Two major factors are those of care and respect for fellow seafarers. This point is reinforced in Quality & Safety’s account of a crew member looking out for an engineer’s safety. This account introduces another fundamental point regarding efficiency in the industry. This point concerns safety and how it can never be compromised even when an individual might feel better able to perform a task without the use of PPE. Another aspect brought out in the Q&S section relates to leadership, a factor that has always been crucial with regard to efficiency. This is also borne out in the Historic Vessels article. The stories of the Cutty Sark and Vasa clearly reveal how leadership decisions that are considered acceptable at a particular time can have an impact on a ship’s performance. It is quite evident that the three elements of technology, the human factor and the human-technology interface must fall into place before efficiency can be maximised. This is far from easy and introduces challenges that can only be addressed through the effective application of such skills and attributes as leadership and dedication. However, since the industry has committed, talented individuals who possess the requisite knowledge and abilities working towards increasing efficiency, it can be safely said that shipping is firmly on the right course to become more and more efficient. I sincerely hope you enjoy this issue of Wavelength. If you have any comments, suggestions or questions about the content, please do not hesitate to contact me at comment@wavelength.gr. Best wishes, Nick Seaman
Company News Internal Appointment On 9th January 2017, Michalis Kapsorrachis took up his new post of Marine Operations Manager. This appointment followed a period of over 16 years as Technical Manager during which time he was responsible for Technical Department Operations for Fleet 2 and for overseeing the completion of five single-hull to double-hull tanker conversion projects. Prior to his assuming the position of Technical Manager in 2000, Michalis Kapsorrachis spent 9 years as a superintendent with the Company. This marked the beginning of his professional career for which he prepared by gaining a degree in marine engineering and naval architecture from Newcastle University, obtaining a postgraduate degree in marine engineering and completing a two-year apprenticeship in workshops and on board. Michalis Kapsorrachis has also been granted membership of professional bodies within the industry. He is a member of the Class NK Technical Committee and MARTEKMCA. We wish him every success in his new post. Disclaimer: The contents provided herewith are for general information purposes only and are not intended to replace or otherwise contradict the detailed instructions and procedures issued by the owners, managers, flag etc. The articles presented and the views expressed in the bulletin do not necessarily reflect those of the publishers. Editor: Nicholas Seaman Email: contact@wavelength.gr Design-Production: Remcom ltd
Company News Report on 2016 CENMAR Officers’ Forum, November 2016 Capt. Panagiotis Bartzis chaired the Forum, which was attended by 56 officers and a number of employees from the CENMAR Manila office. The venue, the Sofitel Philippine Plaza Hotel was regarded as satisfactory, while the planning, preparation and time management were considered to be very good. The usual format was followed, with the officers being grouped during most of the second day in their respective disciplines (deck/engine). The following is a brief summary of the speakers and their presentations: - Mr. Anthony Lambros (Q&S Manager): Mr. Lambros efficiently delivered the opening “Message from the Management”. In his presentation, he used a few short videos to illustrate clearly the concept of leadership. He also stressed the importance of Teamwork and Motivation that are a prerequisite for successful Leaders. At the end of the Forum he presented a very touching video of our late Capt. Stellatos from his early seafaring life. - Dr. Glennda Canlas (HALCYON Clinic): Her presentation topic on health and dietary issues, which included Company specific statistics, grabbed the attention of the audience. It was well received by our Seafarers who always show interest in medical topics. - Mr. Rick Lagat (Navigator Training Centre): He proved to be an accomplished speaker who gave a good presentation on the Oil Record book. He explained how to fill in the ORB and identify some common problems relating to inspections. He also covered the latest rules and regulations on the topic. - Mr. Rizalito Perez (Class NK): His wealth of experience as Manager of Class NK in the Philippines allowed him to deliver a very useful and informative presentation on the inspection and proper maintenance of safety equipment. With the assistance of audiovisual aids, he pinpointed the equipment that frequently leads to detention and how this equipment should be properly inspected. - Capt. Yannis Papageorgiou (Marine Operations): Investigations into case studies of incidents led to useful conclusions. Additionally, his presentation identified lessons learnt and the best practices for various operations. He also analysed key points and engaged in an extensive discussion with the participants. -Mr. Antonio Leosala (Class DNV): His presentation included a considerable discussion about Class surveys and sound engineering practices. The speaker shared technical information and observations derived from his personal experience. -Mr. Kishimoto (YANMAR, Japan): Mr. Kishimoto gave a well-structured presentation of the technical aspects of Yanmar generators. He provided very useful information and key points that only a technician appointed by the manufacturer could. -Mr. Dimitris Sarantis (Technical Department): He discussed SEEMP, a regulation that all officers must be familiar with. He gave participants an exercise to complete and he concluded his presentation by making an introduction to the “Regulatory Update”.
-Capt. Rommel Reyes (CENMAR Onboard Trainer): As an experienced Master, with over 20 years’ service to the Company, he delivered a presentation on a very “hot” issue in the industry nowadays viz. the implementation of ECDIS. Emphasis was placed on the critical need for all Masters and Deck Officers to be distinctly familiar with ECDIS and to be confident enough to navigate with it as the primary means of navigation. At the end of the Forum, Capt. Rommel presented a series of photos from his life-long service on Company vessels and shared some of these important moments with the audience. - Ms. Elli Moretti (Q&S Coordinator): Having a full picture of the statistics of the Near misses/Incidents/Accidents that took place since the beginning of 2015, she was able to stress the importance of Personal Safety and Accident Prevention. She pointed out how alarming it was that medical treatment cases concerning foreign objects in the eye had significantly increased over the previous year. She led a detailed discussion with our Seafarers in order to try to identify the exact root causes of these incidents. The Forum concluded in a small ceremony to reward the longest serving officers and CENMAR staff. Mr. Bartzis presented a commemorative plaque of appreciation and a symbolic gift to: Training Officer Capt. REYES Rommel Officers Capt. MACARAEG Carlito Capt. AHMED Mostaque Capt. ROCHE Delson Alexis C/E KADIR Mohammed Abdul C/E ANGUDONG Jesus CENMAR India Director Century Maritime Agen Mr. NAIR Rajesh CENMAR staff Ms JOSE Sharon - Accounting Ms JAVIER Kathy – Operations This symbolic gesture has become part and parcel of the annual Forum and is now a must for future recognition of service both on board and ashore.
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(SEEMP) Review and Self-evaluation of Ship Energy Efficiency Management Plan The purpose of the "Ship Energy Efficiency Management Plan" (SEEMP), which has been mandatory since January 2013, is to establish a mechanism for the Company to improve a ship’s operational efficiency. Our Company's policy concerning SEEMP is not to focus on compliance only, but to achieve real improvements in the efficiency of vessels. The SEEMP seeks to improve a ship's energy efficiency through four steps: -Planning -Implementation
-Monitoring -Self-evaluation and improvement The purpose of self-evaluation and improvement, which is the final phase of the management cycle, is to evaluate the effectiveness of the planned measures and of their implementation and to identify which measures can/cannot function effectively. As a ‘living’ document, the SEEMP should be frequently monitored, updated and improved upon throughout the life of the vessel. The following are the most important points of the review and self-evaluation of SEEMP for 2014, 2015 and 2016:
1. Energy Efficiency Operational Index (EEOI) The EEOI developed by IMO could be considered as the primary monitoring tool to obtain a quantitative indicator of the energy efficiency of a ship and/or fleet in operation. The EEOI is calculated from the following formula:
Where: Fuelconsumed is the amount of fuel consumed during the voyage Ccarbon is the carbon factor for the fuel Cargotransported is the mass of cargo transported Distancesailed is the distance travelled on the loaded voyage Taking into account Intertanko's recommendation to calculate a Rolling Average Index of the EEOI values in order to monitor energy efficiency over time, the Company decided to measure the EEOI for all vessels on a quarterly basis from 1st January 2014. The average values of each vessel type are calculated and then the EEOI of each vessel is compared with the average value. Any increase in the EEOI value is investigated to find the possible cause i.e. long ballast voyage or frequent ballast voyages, hull/ propeller fouling, increased consumption etc. Annual EEOI for various types of vessels Furthermore, the EEOI values of our vessels are compared with the values of EEOI for different ship types and sizes taken from a study which was prepared on behalf of the IMO Secretariat by
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University College London (UCL). The study of “The existing shipping fleet’s CO2 efficiency” is included in the MEPC 68/INF.24/Rev.1 (dated 30.3.2015) document. By comparing the EEOI values of our vessels following concluding remarks can be made: a. EEOI can be seen to vary significantly within each ship type’s range of sizes. b. In both tankers and bulk carriers, the trend is for EEOI reducing with ship size. It should be noted that the same remarks can be found in the UCL study. 2. Voyage Optimization 2a. Speed Optimization First of all, it should be clarified that "optimum speed" means the speed at which the fuel used per tonne mile is at a minimum level for that voyage. It does not mean minimum speed. Sailing slower than the design speed on those legs of the voyage where the schedule allows is the only way to realize fuel savings. The most successful slow steaming strategies look at all parts of the ship and cargo logistics chain, including port operations and customer demands, in order to identify the slowest possible sea speeds. Depending on the Charterer's / voyage requirements the majority of the Company's vessels operate on "slow steaming" or "super slow steaming" (down to 10% - 15% M/E load) modes without any problem. "Super slow steaming" operation was adopted by vessels provided with slide type fuel valves and electronically controlled "Alpha"
cylinder lubricators. About two-thirds of all Company vessels are equipped with slide type fuel valves and/or “Alpha” cylinder lubricators. The following modifications related with the low load operation of Main Engine / slow steaming were carried out: a. Retrofit of slide type fuel valves on Main Engine of an afromax tanker The benefits of Main Engine slide type fuel valves are as follows: • Improved low load performance • Better combustion process • Reduced fouling of gas ways and exhaust gas boiler • Reduced fouling of piston top land • No drips-no sac volume • Less visible smoke formation • Lower HC, NOx and particulate matter emission levels b.The Main Engine "Alpha" cylinder lubricators system was upgraded on about 80% of the vessels fitted with the system. The benefits of upgrading the Main Engine “Alpha” cylinder lubricators system (slow steaming kit) are as follows: • Cylinder lubrication oil savings of 20-50% at low load • More accurate feed rate control at all engine loads • Minimizing over-lubrication at low load, reducing deposits and hence improving the cylinder condition 2b. Improved Voyage Planning Improved voyage planning can be achieved by the use of an Electronic Chart Display Information System (ECDIS). However, it should be noted that voyage planning is different on an ECDIS from that on a paper chart. Bridge watch keepers must be aware of the limitations of the ECDIS and the danger if there are any malfunctions of the equipment. Instructions about voyage planning by the use of ECDIS can be found in “Navigational Operations Manual” NOM), Section 9, Rev. No. 1-00. 3. Propulsion Optimization 3a. Propulsion Hydrodynamic Improvements The Company decided to proceed with a retrofit of various energy saving devices / propulsion improving devices such as Mewis Ducts and SAVER Fins. MEWIS Ducts (Maker: Becker) were fitted on several Suezmax tankers during the repair / drydocking periods in 2014 and 2015. The Mewis Duct consists of a duct positioned ahead of the propeller together with an integrated fin system within. The duct straightens and accelerates the hull wake into the propeller and also produces a net ahead thrust. The fin system provides a pre-swirl to the ship’s wake which reduces losses in propeller slipstream, resulting in an increase in propeller thrust at a given propulsion power. Samsung’s SAVER (Samsung Vibration and Energy Reduction) Fins were fitted on several Suezmax tankers during the repair/ drydocking periods in 2015 and 2016. The SAVER Fins induce uniform flow at aft body, concentrate water flow separation at the propeller and reduce the propeller fluctuation force and propeller cavity volume. Apart from the aforementioned retrofits, the following Company vessels were provided with other energy saving devices installed at the newbuilding stage. These devices icluded Pre-Swirl Stators, Rudder Bulb Fins, Propeller Boss Cap Fins (PBCF), Low Viscous Resistance Fins and Bilge Fins & Aft End Fins. The next issue will focus on the hull, machinery and main engine.
Rudder Bulb Fin
Pre-Swirl Stator & Rudder Bulb Fin
Mewis Duct
SAVER Fins
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Marine Operations
Windlass – prevention of anchor chain loss
Further to our previous article entitled "Windlasses – maintenance and operation“, we would like to point out some operational errors and technical deficiencies that may lead to the loss of an anchor & chain that results in the following potentially serious damage: -possible severe injury to crew members attending the anchoring operation -internal damage to the hydraulic motor or explosion of the casing -structural damage to the chain locker bitter end -structural damage to the chain locker spurling pipe, chain stopper and forecastle deck plating
Operational errors that may lead to anchor loss: 1. Anchoring at excessive water depths Water depth is a crucial factor for safe anchoring. Windlasses are typically designed to lift a maximum weight of an anchor plus 3 free-hanging shackles (shots) of cable. Therefore, a safe anchoring depth is equal to or less than 82.5 m (3 x 27.5 m). So, always endeavour to anchor at safe depths of up to 82.5 m. 2. Anchoring by letting go of the anchor Unless an emergency situation arises, the preferred method of anchoring is by walking out the anchor by means of the windlass motor. The ship's speed over ground must be less than the anchor chain
walking out speed, which is typically 9 m /min, which is equivalent to 0.3 knots. 3. Anchoring operations in bad weather Leave the anchorage in time when heavy weather is approaching. Trying to heave the anchor in bad weather will cause extreme strain to the anchor chain and may result in hydraulic motor damage and anchor chain loss. Equipment deficiencies that may lead to anchor chain loss include the following: 1. wrongly adjusted windlass brake 2. worn faces of manual claw clutch 3. inadequate securing of clutch lever 4. anchor D-Shackle pin inadequate securing
1.Windlass Brake Adjustment -The brake screw of the windlass brake should be adjusted before reaching the end of its effective distance. Brake arms MUST NOT touch each other . -The brake setting should be be adjusted with the regulating screw to ensure that full braking force will be applied to the chain lifting wheel in case of emergency.
Wrong setting of brake screw with the brake arms touching each other
CORRECT SETTING OF BRAKE ARMS & BRAKE SCREW
Regulating screw for adjusting brake screw ...Continued on page 11
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Manning and Training Working with Crews of Mixed Nationality
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eafarers were among the first who felt the impact of globalisation. One of the consequences of the change brought about by this historic development was the increase in frequency of multinational crews. This was welcomed by the maritime industry as it afforded several benefits. However, having multi-ethnic, multilingual and multicultural crews who share the same workplace and “home” away from their countries for long periods of time also brought with it several challenges. One question that had to be addressed related to how a shipping company could best cater for seamen from different origins on board the same ship. Fortunately, shipping companies discovered that while cultural differences introduced some difficulties, these could be outweighed by some unexpected positive developments, particularly in relation to teamwork. In some respects, therefore, crews of different nationalities can be a blessing in disguise.
Creating an environment where our Seafarers are given the freedom to exercise their religious beliefs or celebrate their customs and provided with news entertainment like films in their mother tongue is given top priority. Likewise, the selection of a crew with knowledge of the eating habits and cooking methods of different cultures is a standard practice adopted by the Company to ensure that multinational crews have a successful vessel assignment. In addition, invitations are extended to Company Officers of many different nationalities to the annual Officers’ Forum, where there is an opportunity to discuss the results of diversity in crew composition, listen to other Officers’ comments and for the Company to provide solutions to any problems that surface whenever necessary.
Cultural differences may often hinder communication since not all seafarers are aware of how people from other cultures behave or how to address such differences. These differences arise from variations in the way individuals communicate according to their ethnic background, education, personality, age and other factors that affect a person’s demeanour. Therefore, it comes as no surprise that members of different cultures who live and work together may not always be in agreement and may become confused in problem-solving activities due to the fact that they may have different ways of overcoming obstacles. Under these circumstances, it is imperative that seafarers should put aside differences and focus solely on performing their duties, accomplishing their tasks and keeping the ship and their lives safe. With all the potential pitfalls of having multi-ethnic crews working together, many expected them to fail. However, contrary to these expectations, multinational crews have been able to work together effectively when they are given the right conditions and company support.
As a result of adopting various policies, the Department has successfully managed to combine Indian with Bangladeshi Seamen and Russian with Ukrainian Seamen, and each of them with Filipino Seamen, who cooperate well, share their knowledge freely and work efficiently to attain positive results. Furthermore, the evaluation system in effect in the Company, where the evaluated Seaman becomes aware of his appraisal and acknowledges the comments made about him, has raised our Seamen’s maturity and taken them one step closer to existing harmoniously with other members of a multi-national crew. Of course, there have been few instances when cultural differences have proven insurmountable. In such cases, the Department resorted to the best solution for each party by maintaining equal respect for every nationality involved. Since the overwhelming majority of multinational crew experiences in the Company fleet have been positive, the Department would like to thank all our Seamen for working on board with maturity and respect toward crew members of differing nationalities and for contributing to a safer life at sea.
The Company strives for both uniformity and solidarity within all crews because this leads to the best possible results in terms of performance, safety and environmental protection. However, this strategy may be disrupted by an unforeseen situation such as that in which an officer or crew member has to be replaced immediately due to a serious problem by another of different nationality. When this situation arises, the most appropriate candidate must be chosen and when the candidate is an officer, guidance is obtained through compliance with the Officers’ Matrix as requested by vetting companies. This procedure can result in the selection of an officer of a different nationality although the Company endeavours to maintain homogeneity whenever possible.
Diversity in race, language, culture should be seen as beneficial and constructive, not destructive. If cultural diversity is ignored, and people do not see unity in diversity, crews will perform below expectations. As Catherine Logie, author of IMO model course 3.17 in Maritime English, points out in one of her articles in the Telegraph, “misunderstandings are a normal part of communication and can be dealt with positively by keeping a sense of humour”. She continues, “we can’t know every culture’s norms but we can keep an open mind and cultivate a positive attitude; showing interest is often all that is needed to compensate for lack of knowledge about another’s culture”. This point of view is one that contributes greatly to racial harmony and a productive outcome when a multicultural crew comes together.
Some industry bodies suggest that a maximum of three different nationalities should be represented on board any vessel. This policy is adopted by the Company as well, and the Department has observed that this strategy has yielded positive results so far. What is more, during the crew composition planning phase, the Department takes into consideration combinations of multinational crews that have been successful in the past and ensures that these officers and/or crew meet up again on their next vessel assignment. In this way, harmonious cooperation can be achieved.
Nowadays, it is of the utmost importance to raise the seafarers’ cultural awareness, especially that of the cadets who are now taking their first steps in their maritime career so as to achieve the best possible outcome when they are integrated into other crews. Apart from being culturally aware, Seafarers have to be both flexible and adaptable in order to overcome the inevitable challenges that come with bringing together individuals from different cultures. Finally, it must become common sense to all seamen that people should always show respect and understanding for each other, regardless of ethnic or cultural differences.
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SAFETY FIRST! Engine failure and/or loss of propulsion upon leaving the berth Source: Rio Tinto Incident Notice A recent spate of engine stoppages / slowdowns / failures has occurred on vessels departing a berth with a pilot on board at the Cape Lambert and Dampier port. These incidents have been very serious and have had the potential to result in major negative consequences. Rio Tinto considers the safety of crew, vessel and its terminals to be of paramount importance. Therefore, we are sharing these incidents to make all stakeholders aware. Brief details of the incidents are as follows: Incident 1, Date - 29/11/2016: Immediately after the vessel was brought off the berth under pilotage and with tugs in attendance, the main engine failed to respond to the pilot’s command of half-ahead. The vessel was able to re-berth, resolve what was believed to be an air start issue and sail on the next tide. Incident 2, Date – 08/12/2016: Again, while approaching the main departure channel, the main engine was shut down by the crew due to exhaust gases escaping into the engine room through the starting valve on a cylinder. The vessel was stopped using the escort tug and returned to berth, where the issue was resolved, before sailing out again, under tug escort. Incident 3, Date – 12/12/2016: Due to excessive exhaust gas leakage on departure, the main engines were shut down by the crew. The vessel was escorted by two tugs to safe anchorage, where the defect was rectified. Incident 4, Date – 13/12/2016: On sailing from berth, the vessel was part way out of the first section of the channel when the main engine revolutions could not be increased due to high exhaust gas temperatures (>400 deg C). Two additional tugs were called to assist until the vessel was safely anchored at the outer anchorage, where the defect was rectified.
PREVENTIVE MEASURES - Confirm that the main engine start - stop / pressure on air bottles / pneumatic systems / air compressors/ fuel pumps/ exhaust valves/ turbo chargers, and other engine components have been checked and are in working order. - Similarly, check all associated machinery and propulsion plants to ensure they are in good working order. - Confirm that a review of bridge resource management has been completed; command and communication procedures are well understood – with special emphasis on the requirements during critical periods of berthing / unberthing.
TRUST
• Ten Really Useful Safety Tips
During work activities could the following hazards exist? 1) hazards that might cause people to slip/fall on the level; 2) hazards that might cause people to fall from a height; 3) falling tools, materials etc. from a height; 4) inadequate headroom; 5) inadequate ventilation; 6) hazards from plant and machinery associated with assembly, commissioning, operation, maintenance, modification, repair
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and dismantling; 7) hazards to plant and machinery, which may result in their destruction or the loss of availability of essential equipment; 8) hazards from manual handling; 9) hazards from long term physiological effects e.g. exposure to substances; 10) hazards arising from weather conditions
Safety Bulletin 2017-01
Source of the design: Seahealth.dk
Refresher topic: DISTINGUISH BETWEEN UNSAFE ACTS/CONDITIONS & NEAR MISSES
STOP UNSAFE ACTS!
Incidents might not occur with a warning! However, each and every one of them can be avoided. Operational Leadership promotes active safety by keeping us all focused on all of our responsibilities all of the time. These responsibilities include our safety commitments. One of the safety commitments is to ensure that the appropriate PPE is worn at all times. Also, we should take an active role to ensure that others comply. Recently while carrying out a heavy maintenance job in the engine room, the duty engineer removed his helmet and left it off while doing the job. A crew member in the vicinity observed this and requested the duty engineer to put on his helmet. He highlighted the hazards associated with not wearing a helmet, when the nature of job also involved the usage of an overhead crane. The crew member also shared his past experience (in another company), where a bolt falling from higher platform led to a severe head injury to a person working below without a helmet. The duty engineer thanked the crew member for looking out for his safety.
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Press Gangs From the seventeenth century until the early nineteenth century, the Crown had the permanent right to force men with seafaring experience to serve in the Royal Navy. The number of men seized depended on the size of the Navy and whether Britain was at war or not. Since the Royal Navy grew from 270 ships in 1700 to around 500 in 1793 and then to almost 950 ships in 1805, the intensity of impressment, the act of coercing an individual into serving the government, was at its greatest in the eighteenth century and the early nineteenth century. Within this period impressment peaked between 1739 and 1748, when there were around 40,000 personnel in the Royal Navy, and during the Napoleonic Wars (1803-1815), when the Navy had about 150,000 men in service. The process of impressment was carried out by the Impress Service, an organisation that operated in ports. Their prime targets were men aged 1855 who had been to sea, but they would also pick up labourers if necessary. The Impress Service was present at every British port and took the form of a Regulatory Officer, either a Captain or a Lieutenant depending on the size of the port, together with a group of up to a dozen local men who were chosen for their toughness. These hard men, known as ‘gangers’, formed the press gang which often had to resort to violence to ‘recruit’ an unwilling individual for the Royal Navy. This violence was not always limited to the ‘recruit’ as there were many instances of it becoming an all-out brawl when locals would try and free the person caught by the press gang. Despite the danger, the gangers went about their duties with great enthusiasm. Indeed, according to a report that appeared in The English Post in April 1701, too many men had been pressed at the beginning of the eighteenth century and, as a result, many had to be discharged and sent home. Due to the nature of their job, members of the press gangs were far from popular. However, their position brought with it two distinct advantages. Firstly, being a ganger meant there was very little chance of being pressed and exposed to the perils of life in the Royal Navy, especially during times of war. Secondly, they were paid up to 10 shillings bounty for every man they pressed and given a travel allowance whenever they went on a search for potential recruits. This monetary reward was probably the prime motivator for the majority of gangers and, therefore, gave rise to corrupt practices. A bribe of 10 pounds (about 850 pounds in today’s money), which was twenty times the maximum bounty, for example, would allow a seized recruit to escape from the press gang’s grasp without so much as a scratch. The ease with which wealthier men could escape impressment made gangers even more resented by the poorer members of society. The existence of press gangs also provided an opportunity for the less scrupulous to make money. A case in point was reported in Mist’s Weekly Journal published on 26th March 1726. The incident in question concerned a labourer on his way to work in Blackheath. He was approached by four men who announced that he would be pressed. The labourer begged them not to press him and offered them ½ guinea and three shillings to leave him alone. They accepted. About fifteen minutes later, the labourer ran into a press gang headed by a Lieutenant. The labourer complained about his bad luck and on hearing his story, the Lieutenant realised that the men who had extorted the money from him were impostors. The labourer went with the press gang to identify the sham gangers who were soon found spending their ill-gotten gains in a pub. The Lieutenant got the labourer’s money back, set him free and pressed the four individuals who had ‘robbed’ the labourer. No mention is made of any local resistance to the four men being pressed, probably because nobody was sympathetic to their plight after what they had done. The same cannot be said of widespread local reaction to press gang activities at the end of the eighteenth century and the beginning of the following century, when revulsion of gangers was at its highest. At that time, press gangs were under pressure to increase the number of men they recruited, so they went to great lengths to acquire recruits. They were even known to grab men on their wedding day, something that occurred in Hull, where locals were willing to come to the aid of people being pressed despite the risk. In this coastal town a press gang under the command of Lieutenant Lotent was attacked and assaulted by the populace in July 1798. They were saved by the local militia on that and several other occasions. Locals also targeted the press gangs’ headquarters known as the rendezvous. In 1803, such an establishment, the “Ship Glory” pub, was partially destroyed by an angry mob. To get an idea of the sheer scale of recruiting men for the Navy between 1793 and
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Rotor Sails It is always in the best interest of business to cut costs so as to ensure survival in a competitive environment. In the shipping industry this has to be done more carefully than in most other sectors as cost-cutting strategies must be executed without compromising factors like safety and compliance with regulations. One such strategy that has become of prime importance is that of reducing fuel consumption. As highlighted in the Technical Department’s article on the review and evaluation of SEEMP, retrofits and newbuild features that function primarily below the waterline are the most widely adopted proven fuel saving technologies. Now, however, there has been renewed interest in another technology that could further reduce fuel costs by making use of wind energy through the installation of rotor sails on deck. The technology in question is that of the Flettner rotor sail. Named after Anton Flettner, a German engineer, these sails are not a recent invention. On the contrary, Flettner began experimenting with large rotating pillars in 1920 to utilise a principle known as the Magnus Effect. This physical phenomenon was named after the German physicist, Gustav Magnus, who discovered it in 1852 while he was attempting to find out why artillery shells that were spinning would often veer off course. Flettner’s
Caricature of Press Gang, 1780 By Unspecified - scanned from Vaisseau de Ligne, Time Life, 1979, Public Domain, https:// commons.wikimedia.org/w/index.php?curid=3433979
1805, when the fleet almost doubled in size, it is necessary to take into account the population of Britain at that time. Given that there were around 9 million Britons in this period, well over 1% of the population were in the Royal Navy! The Government led by William Pitt recognised the enormity of the task the press gangs had been given, so they passed two quota acts that ordered each county to provide a quota of men according to its population and number of seaports. Bounties were offered for men to sign up, but few took up the offer. So, many counties focused on recruiting petty criminals who faced long, hard sentences or even death under the harsh Georgian code for what are now regarded as trivial offences. Given their choice, prisoners found seafaring and a pension an attractive option. The downside, however, was that these former prisoners often brought with them diseases like gaol fever or typhus. Fortunately, the backbone of the Royal Navy was made up of volunteers, each one of whom was considered and proven to be worth at least three pressed men. This was because volunteers were in the Navy of their own volition, which made them more motivated. In addition, by joining up, they pledged loyalty to their employer. These two factors are as relevant today as they were back then as modern seafarers who take pride in their work and form a mutual bond of trust with their employers are those who accomplish most and reap the greatest rewards for their efforts. Sources: www.parliament.uk/about/living-heritage/transformingsociety/private-lives/yourcountry/ overview/press-gangs www.nelsonsnavy.co.uk/broadside7.html www.welcometoportmouth.co.uk/press%20gangs.html www.oldhull.co.uk/press-gangs/stories
E-ship I with four Flettner rotors. By Lpele - Own work, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=51722914
experimentation culminated in two fifty-foot tall rotating pillars powered by 50HP engines being fitted to the Buckau, which crossed the Atlantic in 1926. During the crossing it was found that each rotor sail produced far more propulsive power than a conventional sail of equal surface area. This was due to the power output gained through the Magnus Effect, which provides a force perpendicular to the wind flow. This force develops when the air meets the rotor sail and separates. The air on the side of the rotor sail moves in the same direction as the spinning rotor, while the air on the other side moves in the opposite direction. The air that moves in the same direction moves faster than the air moving in the opposite direction. The result is a pressure differential between the two sides of the rotor that creates a force which acts 90o to the direction of the air flow. Today, the Magnus effect has been put to use on several vessels. One of these is E-ship I, which was built by Enercon and entered into service in 2010 with four Flettner rotors. Since then research has demonstrated that the size of the Flettner rotor is a crucial in determining whether fitting them is economically viable. On smaller vessels, it has been found that
smaller rotors are not efficient enough to deliver acceptable fuel savings. Conversely, larger vessels such as tankers, bulk carriers and large Ropax that can accommodate the largest Fletter rotors at 30m in height and 5m in diameter are able to benefit as these can achieve a maximum main-engine equivalent power output of around 4MW. Investigating the potential of using Flettner rotors to reduce fuel costs, which can represent as much as 70% of a ship’s total expenditure, seems logical as there is ample scope for future research. Currently, independent data have shown that fuel saving of between 15% and 25% are possible when a vessel encounters favourable wind flows, the rotor sails are of sufficient size and there is an appropriate service speed. These figures seem promising, so utilising the wind as an auxiliary power source may become another viable cost-cutting alternative in future, especially as the payback period for the installation of rotor sails can be as short as two years. Sources: www.worldmaritimenews.com, www.interestingengineering.com www.dnvgl.com, www.homepages.ed.ac.uk
Continued from page 6, "Windlass – prevention of anchor chain loss"
2. Manual Claw Clutch -Care is required to ensure that the clutch is fully engaged. -The clutch lever is to be secured by the securing pin & additional lashing. -The clutch faces are to be horizontal. Otherwise, in the case of worn out faces, there is a tendency for the clutch to disengage abruptly during operation causing anchor chain loss.
Worn out claw face causing the clutch to slip out during operation
Normal claw faces (parallel to each other)
3. Manual Claw Clutch Lever -Always insert the securing pin after engaging the clutch. -Ensure the lever is always straight and fully coated. -Apply additional lashing on the lever for extra safety.
Clutch lever slightly bent. Securing pin not effective.
4. Anchor D-Shackle pin inadequately secured -The pin is to be visually inspected to verify the proper attachment to the D-Shackle -Loose or protruding pins must be rectified urgently
Loose D-shackle pin
Proper D-Shackle pin attachment
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Culture Corner – Poetry Although shipping and poetry are not the most likely of bedfellows, John Masefield, a well-known twentieth-century poet, published a successful collection of sea poems entitled Salt Water Ballads. Born in Ledbury, England in 1878, Masefield went to sea at the age of 15 and his experiences aboard ship inspired him to write poetry that revealed the connection between shipping and the nature of society. One of the poems in his collection that highlights this relationship is Cargoes, which reflects the culture, government, lifestyle and technologies of civilisation in three distinct eras. Cargoes Quinquireme of Nineveh from distant Ophir, Rowing home to haven in sunny Palestine, With a cargo of ivory, And apes and peacocks, Sandalwood, cedarwood and sweet white wine. Stately Spanish galleon coming from the Isthmus, Dipping through the Tropics by the palm-green shores, With a cargo of diamonds, Emeralds, amethysts, Topazes, and cinnamon, and gold moidores. Dirty British coaster with a salt-caked smoke stack, Butting through the Channel in the mad March days, With a cargo of Tyne coal, Road-rails, pig-lead, Firewood, iron-ware, and cheap tin trays. In this poem, John Masefield, who was Poet Laureate from 1930 to 1967, examines the role played by shipping in reflecting the prevailing cultural values in the Middle-East of two millennia ago, in 17th century Spain and in Britain during the early twentieth century. The first stanza portrays the carriage of goods on a quinquireme, a ship propelled by oarsmen, solely for the pleasure of rulers like King Solomon over two thousand years ago. The second stanza describes a galleon, a three or four-masted sailing vessel from the 15th to 17th centuries, carrying gems, spices and gold from Panama to Spain with the purpose of enriching the lives of the royal family and nobility. In contrast, the third stanza reflects the change in shipping following the Industrial Revolution. It depicts a coaster, a coastal trading vessel of the early 20th century, with fuel for heating homes and firing furnaces to manufacture tools along with crude metal and finished products for common households. The poem, therefore, shows how shipping has gone from serving a tiny minority with exotic cargoes to making life easier for society as a whole. It is a trend that has continued and perhaps, if the poem were written today might have a fourth stanza about a large container vessel carrying a wide range of cargoes that benefits everyone. As regards the technical aspect of the poem, it is regarded as one of the finest to recite. The alliteration, a repetition of letters or syllables, such as the ‘w’ in sweet white wine enhances the sound to the listener. Together with the subtle rhyme, this literary device intensifies the contrast between the first two stanzas and the third one, whose hard alliterated consonants reflect the lack of magnificence in the vessel being described. In this way, John Masefield reveals the human trait of regarding bygone eras ‘golden’. Despite this contrast, which makes the coaster look rather mundane, it does not detract from its importance in providing a window into how shipping reflects prevailing cultures across the globe. As such, the inclusion of the coaster in the poem clearly indicates the appreciation of what common working people contribute to society on a daily basis, something that was non-existent in the two eras mentioned in the first two stanzas. Sources: www.poemhunter.com/poem/cargoes, www.cummingsstudyguides.net/Guide5/cargoes.html, www.carleton.edu, http://persweb.wabash.edu, https://commons.wikimedia. org/w/index.php?curid=177179, https://isleofdogslife.wordpress.com
Humankind’s Marvels and Nature’s Wonders
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Ice Hotel The Ice Hotel concept was born from guests asking to spend the night in its predecessor, ARTic Hall, a 250m2 art gallery situated in an igloo. Their positive reaction to the experience prompted the founding of Ice Hotel in 1989. Since then the structure is reborn every year in the Swedish village of Jukkasjärvi, which lies 200km north of the Arctic Circle.The construction of Ice Hotel requires a great deal of work which begins by keeping the ice field clear of snow to improve the conditions for ice growth. When the ice is at its thickest, it is harvested from the Torne River as snice, a mixture of snow and ice. Around 35,000m3 of the mixture is needed for the building which is cast by spraying the snice onto moulds and removed when the ice has consolidated. Ice Hotel takes around six weeks to complete and while it functions as a hotel, the original vision has not been abandoned as about forty artists from around the world participate in its creation. Each room in the 300-bed hotel is built according to the designs submitted by the By Lars Thulin artists, giving visitors a unique stay in a building that has an average temperature of -5oC. Private archive, CC BY-SA 4.0, https://commons.wikimedia.org/w/index. Other features that bear testament to the hard work creating the hotel are the ice sculptures php?curid=35894711 and the chandeliers in the Main Hall that are made from 1,000 handcut ice crystals. Apart from being a magnificent place to stay, the original Ice Hotel is an events venue like all the hotels in the brand. The Main Hall is used to promote premium furniture, cars, fashion, and house ware as well as for entertainment in the form of theatre and opera. It is also well-known as a wedding venue for those wishing to tie the knot in sub-zero conditions. Despite all the hard work associated with the construction of Ice Hotel, it only lasts for a few months. However, when the ice begins to melt and is returned to its source, everyone involved in the project agrees that the effort has been worthwhile. Sources: www.icehotel.com/about-icehotel
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Issue 58-Dec 2016
Icebergs
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Although it is common knowledge that icebergs are pieces of ice that float in open water after having broken off from glaciers or shelf ice, the fact that not all pieces of ice floating freely can be classed as icebergs may come as a surprise to some. In order to be an iceberg, the floating ice must reach a height of at least 16ft above sea level and have an area of at least 5,382ft2. Smaller chunks are either bergy bits or growlers depending on size. Icebergs can also be classified by shape, the largest of which is the tabular iceberg that has a flat top plateau. Once the iceberg has broken off, it is at the mercy of wind and water erosion that can mould it into incredible shapes. Icebergs can also vary in colour. Apart from white, the predominant colour, icebergs can be blue or green due to light being scattered by air bubbles in the ice. The green hue can occur as a result of algae growth as well. Most icebergs are relatively small, but when they are large enough to get into the record books, their dimensions can be jaw-dropping. The largest one ever recorded, B15, which broke off the Ross Ice Shelf, was larger than Jamaica! The tallest one, sighted in March 1957, stood 550ft above the Iceberg sculpted by wind and water waterline. Since only about 10% of an iceberg is visible, this one must have descended to around Source: http://science.howstuffworks.com 5,000ft or 1,500m under the sea. Another more recent noteworthy example, A38, which broke away from the Filchner-Ronne Ice Shelf, had a surface area of 4,488 square miles, making it slightly smaller than Connecticut. This iceberg split into two in 2004. Despite their serene beauty, icebergs can obviously pose a threat to shipping. However, thanks to satellite technology, radar sightings, ice patrol aircraft, computer prediction models and vigilance, especially that of the USCG in Iceberg Alley off the coast of Newfoundland, risk has been greatly minimised. Sources: www.oceanservice.noaa.gov/facts/iceberg.html, www.theactivetimes.com/content/largest-icebergs-history www.beyondpenguins.ehe.osu.edu/issue/icebergs-and-glaciers/all-about-icebergs
Fighting ‘Super Bugs’ with a Sponge The fact that there has been a discernible increase in antibiotic resistance has led to the concept of nightmare bacteria. These bugs, or ‘super bugs’, as they are often known to pose a real risk as they can spread antibiotic resistance faster than scientists can discover new medicines to combat them. One ‘super bug’ which becoming a cause for concern is methicillin-resistant Staphylococcus aureus (MRSA) as it is resistant to all beta-lachtan antibiotics like methicillin and penicillin, making it potentially fatal. In the search for new antibiotics, scientists have turned to the sea. More specifically, they have pinned some of their hopes on a humble deepwater marine sponge found near Spongosorites genus sponge the Bahamas. The antibiotic compound extracted from the sponge of the Spongosorites genus has Credit: Florida Atlantic University's Harbor been named ‘dragmacidin G’ and has shown potential since it has a broad spectrum of biological Branch Oceanographic Institute activity, including the inhibition MRSA. The biologically active type of compound in this sponge is a bis-indole alkaloid, which is nothing new in the fight against bugs. However, in this case, the alkaloid is ten times more potent than its previously discovered chemical cousins and is therefore much more effective as an antibacterial agent. This discovery may prove invaluable in the fight against ‘super bugs’, but there is no guarantee that it will until further research has been carried out. What is certain, though, is that marine environments must be protected not only for such well-documented reasons as wildlife conservation, but also for the simple reason that marine creatures may turn out to be the saving grace in out relentless battle against the evolving bacteria that threaten our very existence. Sources: www.ncbi.nlm.nih.gov, www.sciencedaily.com, www.scientificamerican.com
Special Vessel Cristobal Colon – Dredger The super dredger, Cristobal Colon, was built by Construcciones Navales del Norte S.L. at the Laval Shipyard in Sestao, Spain in 2009. She was constructed specifically to tackle huge projects that other dredgers could not handle. Her owner is the European Dredging Co SA and she is managed by the Belgian conglomerate, Jan de Nul. At 78,386 DWT with a length of 223m and maximum breadth of 41m, the Cristobal Colon is the largest dredger in the world. Her size allows her to have a hopper capacity of 46,000 sq m, which is around 40% more than her closest competitor. In addition to being the largest dredger, she is the most technologically advanced. Her two suction pipes have a diameter of 1.3 metres each and are electrically driven by two 6,500 kW underwater pumps. As regards discharge, this is catered for by two 8000 kW pumps that deliver material at around 11 mph. Finally, her propulsion power of 2 x Source: http://www.boothobby.nl/ 19,200 kW gives her a speed of 18 knots. Those impressive specifications allow her to be deployed confidently on jobs that would otherwise by daunting to say the least. This was exemplified on her first mission during which she had to dredge and deliver around three million cubic metres of sand from the sea bed to a construction site in the North Sea that was to become a new port near Cuxhaven. The Cristobal Colon’s ability to undertake such massive tasks has cemented her position at the top of the list of hopper dredgers. However, she is not alone as she has a twin, the Leiv Eriksson. This vessel is also part of the Jan de Nul fleet, which is firm evidence that the Conglomerate is at the forefront of major dredging and land reclamation projects worldwide. Source: www.dredgepoint.org, www.dmmlux.com, www.marinetraffic.com
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Cities and Ports The City The natural harbour of Chittagong put the city on the map
for Arab countries and those in the Mediterranean region as far back as the 10th century. The Portuguese called it Porto Grande and they recognised it as being the centre of wealth in the Kingdom of Bengal. Due to its status, the city that was originally known as Bengola was frequently attacked by powers wishing to assume control over it. These attacks were sometimes successful, which led to the city changing hands several times. In the 14th century it was conquered by Muslims. A century later, the Arakenese who hailed from southern Myanmar assumed control with the aid of Portuguese mercenaries. The invading force eventually prompted Shista Khan, the Mugal governor, to launch an assault on the city to depose the Arakenese who had kept control of the region for around 200 years. In 1666, Shista Khan’s forces took over the region. The next change occurred when Chittagong was ceded to the British East India Company in 1760. Chittagong became a municipality in 1864. This sparked growth, especially along transportation routes, but the port remained pivotal to the success of the city. After Pakistan was founded in 1947, the port developed further due to the increase in trade with Kolkata. Indeed, the improvements made to the jetties and moorings led the city of Chittagong to become the gateway to foreign trade for Bangladesh.
Zia Memorial Museum
Source: www.britannica.com
Chittagong’s modern development has come about following the drawing up and execution of several grand plans. In terms of industrial activity, Chittagong is associated with the milling of jute and cotton, the manufacture of matches, chemical production and tea processing. An iron and steel mill and a large oil refinery also add to industrial output. Among the city’s major exports are naphtha, tea and jute products, most of which originate from the manufacturing establishments located to the north and north – east of the city. Industrial development has been accompanied by population growth. At the time when the first master plan was drawn up in 1961, the population
The Port The management of the Port of Chittagong is the
responsibility of the Chittagong Port Authority (CPA), an autonomous government organisation under the control of the Ministry of Shipping. The CPA is administered by a Board consisting of four members and a chairman, all of whom are government appointed. Situated about nine nautical miles from the coastline of the Bay of Bengal, the Port of Chittagong is classed as a medium size port. It boasts twelve general cargo berths, six container berths, an oil jetty, a grain silo, a cement clinker jetty and an ammonia jetty. There are also two dry docks that can cater for vessels up to 16,500 DWT and a number of private repair yards. Berthing for inland vessels are located within the port are as well. As regards equipment, the CPA has fleet of tugs, a hopper dredger with a 2500 m3 capacity, cranes up to over 100 tons and modern fire-fighting equipment which reflects the CPA’s concern over the threat posed by fire. As a result of this concern, two vessels with fire-fighting equipment for marine fire serve the port and sprinklers, hydrants, fire-extinguishers of different types and fire buckets have been installed or strategically placed in the sheds, warehouses and yards. Like the city, the port has grown significantly in recent years. In response, the CPA has taken several measures to cope with change. These include projects, one of which has resulted in the expansion of container handling facilities. Another, the Port Efficiency Improvement Project (PEIP), has been implemented to increase efficiency and quality of work. In addition, there is ongoing work to introduce a personnel management system and
Chittagong of Chittagong was just 365,000. In 1991, the population in the metropolitan area had risen to 2.4 million and two decades later this figure had swelled to just over 4 million. Such growth has required carefully coordinated development. This has been provided by the Chittagong City Corporation which oversees the planning and execution of all the projects approved within the 155km2 city area divided into 41 wards. The Corporation’s task has been challenging as it has had to take numerous factors into consideration before proceeding with any project, including weather and climate, which is warm and moist with rainfall reaching over 100 inches in the monsoon season, groundwater, geology Foy’s Lake: a beautiful open space in Chittagong topography and social factors. By Ctg4Rahat - Own work, CC0, https://commons. wikimedia.org/w/index.php?curid=25845367 Outside the residential and industrial areas, rice is grown in cultivated valleys while tea is grown on the hills. Other agricultural produce includes chillies and vegetables. On the higher elevations of the hills cane and bamboo have been established as viable forest products. Chittagong is a major communications centre in the region. There are road rail links to the capital, Dhaka, Comilla and Feni. The airport offers flights to Dhaka and several international destinations, including Kolkata, Muscat and Dubai. Within the city there are roads and avenues along which run various bus systems, private vehicles, taxis, CNG taxis (tricycle motor vehicles) and rickshaws. Despite the improvements made in this area, Chittagong still faces the challenge of overcoming heavy traffic congestion. Within the city the offices and branches of several international firms and foreign banks can be found. There are also hospitals and a number of higher education institutions, the most prestigious of which are the University of Chittagong and Chittagong University of Engineering and Technology. Moreover, Chittagong has its own cadet college and merchant marine academy. As regards museums, there is an ethnological museum and the Zia Memorial Museum located where Bangladeshi leader Zia ur-Rahman was assassinated in 1981. Unfortunately, there is a lack of recreational and open spaces. Apart from Patenga Beach and Foy’s Lake, there are no significant ones. This is something that the Chittagong City Corporation intends to address as it has recently become aware of the importance of such areas in an urban environment. extensive dredging work. As for future projects, the CPA has programmed the building of a hospital, a truck terminal and a new container terminal. Apart from the internallydriven growth, there has been international cooperation with India to further development. This has come about because Container Terminal at the Port of Chittagong the transit between North- By Motiur Rahman Oni - Own work, CC BY-SA 4.0, https:// East India and the rest of commons.wikimedia.org/w/index.php?curid=39611568 country via Bangladesh will result in saving both time and money. The importance of the Port of Chittagong to the Bangladeshi economy cannot be overestimated. As well as handling approximately 92% of the country’s import/export trade, the CPA employs over 8500 sanctioned workers. What is more, the CPA’s activities are not exclusive to the port itself. Instead, they extend to providing free educational, medical, cultural and sports services for the employees and others in the region, which clearly indicates how seriously the CPA takes its social responsibility. Sources: www.britannica.com/place/Chittagong,www.ccc.org.bd, www.seaport.homestead. com/files/chittagong.html, www.searates.com/port/chittagong/-bd.htm
Test your Brain 1. When written, what is the largest number that does not contain any letter twice? 2. A man and his wife share the same birthday, which is today. The sum of the digits in each one’s age is the same. Sixteen years ago, the woman’s age was fourfifths of the man’s age. How old is the man today? 3. When a clock shows half-past six, how many degrees is the angle between the two hands? 4. Which Asian country’s name shares no letters with those in its capital? 5. Which two-digit number is six times the sum of its digits? 6. There are 22 teams participating in a knock-out tournament. How many matches are required to determine the winner? 7. There are 27 small cubes, one of which is slightly heavier than the rest. What is the minimum number of weighings that are required on a two-pan balance to ensure that the cube which is not the same weight as the others can be identified? 8. Move one digit in the following equation to make it correct: 101-102=1?
Quiz 1. W is the chemical symbol of an element used to make alloys with steel. What is the name of this element? A. Titanium B. Tungsten C. Tantalum D. Thallium 2. What was the port of destination for the MS Herald of Free Enterprise when she sank in March 1987? A. Zeebrugge B. Calais C. Dover D. Folkestone 3. Approximately how many merchant vessels are there currently in operation? A. 28,000 B. 32,000 C. 40,000 D. 55,000 4. Which is the easternmost port in South Africa? A. Durban B. Cape Town C. Port Elizabeth D. Richard’s Bay 5. Which of the following countries has the largest number of ports per kilometre of coastline? A. Norway B. Australia C. Russia D. Indonesia 6. About how many containers are there at sea at the moment? A. 10 million B. 15 million C. 20 million D . 25 million 7. What was the name of Vasco da Gama’s flagship? A. Sao Gabriel B. Trinidad C. Pinta D. Resolution 8. What is the name of the island off which the QE2 is believed to have grounded due to the squat effect? A. Pasque B. Gosnold C. Naushon D. Cuttyhunk 9. The dong is the currency of which Asian country? A. Indonesia B. Vietnam C. Thailand D. Malaysia 10. In which state is the place that is the furthest from the ocean in America? A. South Dakota B. Colorado C. Oklahoma D. Missouri
Answers at the foot of the page
Answers at the foot of the page
Crossword
SOLUTIONS ACROSS: 2.Buckau 3.Cinnamon 6.Sponge 7.Growlers 10.Woodget 12.CulturalAwareness 16.Ross 19.Myanmar 20.Protective DOWN: 1.Spain 4.MewisDuct 5.Tea 6.Shanghai 8.JohnMasefield 9.Management 11. Electronic 13.TorneRiver 14.Stockholm 15.Yanmar 17.Anton 18.Gustav TEST YOUR BRAIN answers: (1) Five Thousand, (2) 61, (3) Fifteen, (4) Japan, (5) 54, (6) 21, (7) Three, (8) 101-102=1
Issue 58-Dec 2016
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Quiz answers: 1.B 2.B 3.D 4.D 5.B 6.C 7.A 8.D 9.B 10.A
Historic Vessels Vasa - 17th Century Warship
Cutty Sark – Clipper
n 16th January 1625, King Gustav II Adolph of Sweden gave orders O to Admiral Fleming for the signing of a contract with the Stockholm shipbuilders Henrik and Arend Hybertsson. The contract obligated the shipbuilders to design and supervise the construction of four ships. The Hybertssons subcontracted the work to shipbuilder Johan Isbrandsson, who was charged with constructing the four vessels over a period of four years. Two ships would have a keel length of around 108ft and the other two would be about 135ft in length. Following some changes ordered by the King in the summer of 1625, Henrik Hybertsson made a request for enough oak timber to be harvested from the King’s forest for the construction of two 108ft ships and one 135ft vessel. Then on 20th September 1625, the Swedish Navy lost ten ships in an extremely violent storm. This resulted in the King giving orders for the building to be speeded up, so the construction of Vasa started in early 1626. Originally, she was to be a small ship, but after undergoing numerous specification changes, she By Javier Kohen - Own work, CC BY-SA 3.0, was completed as a large https://commons.wikimedia.org/w/index. ship in August 1628. php?curid=8037128 The first of these changes ordered by King Gustav was that the two smaller ships should be increased to 120ft in length so that they could carry more weapons. More specifically, thirty-two 24lb guns were to be mounted in an enclosed deck configuration. At this point, following an inventory, Henrik Hybertsson found out that there was only enough wood to build one 111ft ship, which would approximate to 120ft, and one 135ft ship. When Vasa’s 111ft keel had been laid, King Gustav was informed that the Danes were constructing a large ship with two gun decks. This news led to an order being given for Vasa to be made larger (135ft) and to have two gun decks. Admiral Fleming passed on the order to the shipbuilders who thought that scaling Vasa up from 111ft to 135ft would be preferable to beginning from scratch. To accomplish this, the 135ft version would have to be wrapped around the 111ft original. The way this was done meant that the keel was both thin and shallow relative to the length. As a result, there was not enough space for the ballast required to stabilize a 135-foot ship. To make matters worse, there were a number of changes concerning armaments and adornments. Thus, the vessel ended up with sixty-four 24lb guns weighing around 100tons and several smaller guns. Though these provided greater fire power, the upper deck carried 24lb guns cramped into spaces designed for 12lb guns. As for carvings, these included depictions of knights, warriors, demons and mermaids attached to the bow. Their purpose was to intimidate enemies and symbolize power, cruelty and courage. These changes significantly raised the centre of gravity and compromised stability. Indeed, the stability test conducted prior to the launch clearly showed that Vasa was not seaworthy. Nevertheless, the King’s orders took priority and Vasa was launched on 10th August 1628. On that day, she was only around one kilometre into her maiden voyage when a gust of wind caused her to keel over. Water gushed in and she quickly sank. Fifty-three people were lost. The Captain survived and was thrown into prison for a very short while. He was released after incompetence was ruled out during the initial hearing. Vasa lay in the waters of Stockholm harbour for over 330 years before being salvaged in 1961. She was well preserved because the sheltered harbour protected her from storms and the salinity level of the water in the Baltic Sea did not allow her to be devoured by the kind of worm that thrives on eating wood. Today, she stands in a museum purposely built for her. She has become both a national treasure and a national monument. She has also become a reminder of what can go wrong when there is excessive schedule pressure, a lack of technical specifications and documented project plans, too much innovation, poor communication, inadequate coordination and last but not least, when orders place constraints on those charged with carrying them out.
The Cutty Sark, a three-masted clipper, was 211.87ft long, 35.97ft wide and had a gross tonnage of 963 tons. She was built on the Clyde, launched at Dumbarton in 1869 and began her maiden voyage from London to Shanghai in February the following year under Captain George Moodie. This Javier Kohen - Own work, CC BY-SA 3.0, voyage was the first of eight she By https://commons.wikimedia.org/w/index.php?curid=8037128 made to China. She set sail with wine, spirits and beer, a cargo that was replaced with 1.3 million pounds of tea for the return journey. Although the Cutty Sark was designed to transport tea as fast as possible, she never held the title of the fastest vessel on the tea trade. That honour went to her great rival, Thermopylae, whom she came closest to defeating in a head-to-head race in 1872. The ships departed from Woosung in June of that year. They were neck and neck through the China Sea and into the Indian Ocean. Then the Cutty Sark forged ahead by making better use of a good tail wind. By 7th August she had managed to open up a gap of around 400miles. She was clearly in pole position, but on 15th August disaster struck. Her rudder failed. It had to be reconstructed twice in heavy seas. The work led to a long delay and allowed the Thermopylae to reach London seven days earlier than her. This loss affected Captain Moodie so much that he retired due to stress. During the next phase of her life, she exchanged the tea trade for the wool trade. In July 1883, the Cutty Sark left Gravesend bound for Newcastle, New South Wales. On the return voyage she carried 4289 bales of wool and 12 casks of tallow, arriving in London only 83 days after departing the Australian port. This time made her considerably faster than the vast majority of her rivals. Considering her age, this was a remarkable feat, but more was to come under Captain Richard Woodget, who replaced Captain Moore following his retirement in 1885. Captain Woodget was a no nonsense leader who knew how to make full use of the weather, the vessel and his crew. As a fearless navigator, he was inclined to take chances that allowed the Cutty Sark to reign supreme as the fastest vessel in the wool trade. His intentions were made clear from the very first voyage when she took just 77 days to travel from England to Sydney and only 73 days to return. Four years later, she was involved in a memorable incident. On the night of 25th July, she overtook the P&O steam ship. Britannia while doing about 17 knots. The Captain and the Second Officer witnessed the event and entered the sentence “Sailing ship overhauled and passed us!” in the log. This accomplishment, though, was unable to prevent the Cutty Sark and other sailing vessels from being replaced by steam ships on the wool trade. No longer profitable in this trade, she was sold to J.Ferreira&Co and renamed Ferreira. In 1916, she suffered severe damage and had to be towed into the South African port of Table Bay. Repairing her was deemed to be so difficult that she underwent conversion into a barquentine. Six years later she was forced into Falmouth for repairs while sailing through a storm in the English Channel. There, she was spotted by Wilfred Dowman, who made an attempt to buy her. However, he was unsuccessful and she returned to Lisbon with another new owner under the name of Maria do Amparo. Dowman did not give up on her, though, and his persistence paid off. She was returned to Falmouth, where her nationality and name were restored in 1923. Following her return, the Cutty Sark went on to be used a cadet training ship before being fully restored and installed in a concrete dry berth near the Thames at Greenwich in 1957. Today, following extensive renovations in 2006 and repairs after a fire in 2007, she is housed in the Royal Greenwich Museum, where visitors can walk under her and touch her hull planks. The story of the Cutty Sark clearly indicates how the captain plays a pivotal role in the performance of a vessel. Furthermore, it highlights the principle that just because a ship is not new, it does not mean she cannot perform well. This was evidenced by the former Company vessel, the M/T CE Merapi. Last but certainly not least, it shows that maritime history is a fundamental part of cultural heritage and contributes significantly to national identity.
Sources: www.abc.se/~m10354/publ/Vasa.html, Faculty.up.edu/failure/Vasacasestudy.pdf
Sources: www.britannica.com/topic/Cutty-Sark, www.rmg.co.uk/cutty-sark