Organizing Committee 2022

11th Reunion 2022 Organizing Committee

Sanjiv Mishra President Balaji Krishnamurthy Vice President Sanjay Verma Secretary Deependra Singh Asst Secretary Upendra Dubey Treasurer Kaushik Roy Asst Treasurer Kapil Berry Executive Member Bal Govind Singh Executive Member Alok Pandey Executive Member Shirish Sharma Executive Member Ranjan Tripathi Executive Member Amit Sharma Executive Member

11th Reunion 2022 Event Highlights

Event hosted by famous Emcee KP Sandhu

Dances by celebrities Kumar Sharma and Pallavi Tolye Stand-up comedy by Deepak Chandran

Salsa & Bollywood dance performances

Dance to desi Dhol beats

Lucky Dips

From the Organizing Desk

DMET-MERI Alumni, Singapore brings up a line-up of events as we bid adieu to Covid (hopefully!) after two & a half years of hard life.

A very enjoyable bowling event “Strike-ing Friday Bowling Party” was organized around end-July at Kallang Bowl, with an impressive turn-out of members.

And we, now, bring you DMET-MERI Alumni, Singapore “Annual Reunion” on 10th of Sep, and looking forward to active participation from members and their spouses/ partners. There are several performances and activities planned for the evening at One Farrer Hotel. We have record participation & interest from maritime partners who are supporting this event and we take this opportunity to thank them all. This event will provide a great networking opportunity for all participants. After the Annual Reunion, watch the space for ”Movie Night”.

It is our endeavour to bring DMET-MERI Alumni members together. Each event provides opportunity to form greater bonds between each other. Please take this opportunity to meet people you know, but more importantly the people you don’t know…and have fun!

Cheers! Organizing committee ▄

DMET- MERI (Singapore) Alumni President’s Message

Sanjiv Mishra (Roll Number 3806, Class of 1991)

Greetings! Welcome to the 11th reunion of DMET-MERI (Singapore) Alumni. Today as we celebrate its signature event, I write with great pleasure that we have come a long way, standing together from strength to strength.

On March 11, 2020, the World Health Organisation declared COVID-19 a global pandemic. The world now stares down year three of a crisis that has affected so many lives causing economic and social disruption. While progress in protecting lives was swift, new variants and other factors meant that the virus seemed to be one step ahead of every countermeasure. However, Singapore’s effective communication strategies and community support meant that preventative measures were broadly and robustly implemented from the very start. Today, as the country is in a much better position since the emergence of the pandemic, it’s safe to say that we are back with a bang to once again celebrate the annual reunion at full scale!

Looking back into the past when our first ever alumni gettogether was held in the year 2004, the event was attended by a mere 25 alumni. We have come a long way since then with a whopping more than 200 alumni who attend the annual event. This colossal growth in the network shows how well connected the alumni in Singapore are. We truly never miss any opportunities of reuniting and socialising! With this being our second physical event of the year, let’s not forget that the Bowling Social Event held on 29th July 2022 was also attended by a large number. We welcome all overseas alumni also to attend the events organised by our association in Singapore.

The organising committee has been putting in a lot of effort in bringing to you events that are filled with festivities and the utmost grandeur in order to connect with you all and make memories worth cherishing. Looking forward, we have started plans to organise a Diwali movie day combined with a hearty brunch on 30th October 2022 (Sunday). Further details will be soon conveyed.

We urge all the alumni from Singapore to use the GlueUp app/website to formally register as members and pay the applicable annual membership fee. Each alumnus has a unique user ID (their emails) which is already registered with us. If you have recently moved to Singapore, please write to membership@dmetalumnisg.com (kindly include your batch, roll number, cell phone and email) so that we can register your particulars in the system.

In order for the committee to connect with a larger group, different channels of communication have been utilised. Apart from the GlueUp app/website, messages are also broadcasted via WhatsApp, the official website www.dmetalumnisg.com, Facebook and emails. Kindly save the following number, +65 84332312 on your phones so that you do not miss out on any of these messages. Members are further welcome to share their views by writing an email to dmet@dmetalumnisg.com.

Lastly, I would like to take this opportunity to sincerely thank each and every member of the committee, the entire alumni and everyone who has been contributing to the association in one way or the other in spite of their hectic schedules. Looking forward to the continuing support.

I wish you all a very happy and healthy year ahead.

IMU Vice Chancellor

Dr. Malini V. Shankar (IAS Retd.)

I am delighted to note that the 11th reunion of the DMET-MERI alumni in Singapore will be held on 10th September 2022.

I am amazed by the spectrum of activities that the DMET-MERI alumni in Singapore have been involved in, ranging from techno commercial panel discussions to philanthropy.

The reputation of alumni plays an important role in the academic standing of an educational institute. IMU is fortunate to have alumni known for their professional skills, competence, and work ethics and who continue to dominate the top echelons of the companies in the maritime sector. I have worked with many of the DMET-MERI alumni during my stint as Director General of Shipping, Mumbai, and also in my current role as Vice Chancellor, IMU. I can vouch for their competence and capabilities.

The Indian Maritime University was created by merging the seven legacy institutes on 14th November 2008. IMU was given the mandate to undertake research and training in the disciplines of marine engineering, nautical science, oceanography, maritime history, maritime laws, maritime security, search and rescue, transportation of dangerous cargo, and environmental studies. That change in IMU’s mandate necessitated a change in the name of IMU campuses.

The Maritime India Vision 2030 [of the Ministry of Ports, Shipping, and Waterways] has an ambitious target of increasing India’s share of global seafarers from the current level of 12% to 20% by 2030. This calls for world class training institutes that can undertake cutting-edge research and offer programmes for the continued professional development of industry professionals. IMU is poised to play a pivot role in that aspect. IMU had recently revised the curriculum of M.Tech (Marine Technology) with the guidance of industry professionals. I hope many of our alumni would be interested in the programme. IMU also plans to launch a bouquet of Micro Credit Courses for Marine Engineering professionals. I am sure there would be again many takers for this.

I must place on record the contribution of the proud alumni of DMET-MERI to IMU’s growth in their role as faculty, School Board members, and Ph.D. guides.

The legacy of DMET-MERI has been a pillar of strength to the University in IMU’s evolution from a premier pre-sea training institute into a research-oriented university. I seek the continued support of DMET-MERI Alumni in this journey.

I am happy to share that a reunion for alumni of MERI Mumbai and TS Chanakya is planned for November 2022 in Mumbai. I invite the MERI Mumbai alumni residing in Singapore to participate in large numbers. It would be a wonderful occasion for the alumni to visit their alma mater, engage in some nostalgia, and connect with their batch-mates based in different countries.

In 2023, we plan to hold a reunion for DMET-MERI Kolkata alumni in Kolkata. I would be happy to hear from you in this regard.

I am sure the 11th reunion of DMET-MERI alumni in Singapore will be as fun, grand, and thought-provoking, as ever.

Director (I/C) IMU, Kolkata Campus

Arun Kishore Eswara (Roll Number 5020, Class of 2001)

DMET-MERI or Indian Maritime University- Kolkata, as it is known now, is revered in the global maritime community. It is a name that invokes the deepest emotion. What is in a name, one may ask. Possibly nothing, except that this is the place which we came to with uncertain ambitions and got transformed into disciplined professionals who are highly sought after across the maritime industry. This is the institution to which we are indebted for all our wealth and success. That said, it is the alumni that have always been the guiding light for the younger lot that has joined this prestigious institution. This camaraderie cannot be explained, but only felt. In the bonding, we share, in the annual celebrations and other manifestations that are best known to only those who have spent 4 years of their life on this campus.

We are all together in the love we share for DMET. However, as her caretaker, and having been entrusted with the responsibility of running this institution, I hope I am able to convey the need of the hour.

We need dedicated teachers who can improve academic teaching and training and resourcefully build training infrastructure and bring laurels to this place as great innovators, researchers, and academicians. This has been a challenge ever since DMET was established, and some initiatives like MMERT were started to address this concern. However, nothing can be achieved unless the brightest join with good intentions and behave with utmost responsibility. The compensation that IMU Kolkata offers may be less when compared to other avenues. Even if we wanted to raise it, we must remember that the institution runs on a minimum budget with only intermittent government aid. It will continue to run this way, to be able to provide a gateway to riches to the younger generations to come, just like the access she gave to all of us with humble beginnings. I appeal to you all to consider serving this institution as a public service, or as serving one’s parents as responsible children and not deserting her when she needs us most.

The strength of this institution comes from the success of its pass-outs. The most successful have been doing great service either through contributions or helping cadets find jobs or facilitating campus placements. This is an undeniable magnanimity and as the acting head, my deepest appreciation to each one of them.

How can we position her among the best institutions in the world? Maybe we can take a cue out from OCIMF or SIGGTO which works with contributed employees from association members. It’s a fervent wish.

I request the readers to continue to think about our institution. I acknowledge all of your good wishes for our institution. But, if some are motivated to come down to care for it, you can be a lot richer with the emotions that you accumulate.

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President Institute of Marine Engineers (India)

V. K. Jain (Roll Number 3038, Class of 1985)

I am delighted to note that the Singapore DMET-MERI Alumni will be getting together on 10 September 2022, in a physical manner after a 3 year lay-off due to the pandemic.

The DMET - MERI Alumni of Singapore have always been known for being extremely active, especially in terms of Meets / Reunions of various types, be it dinners, movies etc. And these meets are slowly but surely gaining the stature of global meets. I have no doubt that in the near future, Alumni across the world will adjust their calendar as per your Meets.

The almost 75 year old DMET-MERI fraternity across the globe is extremely cohesive and its Alumni have taken on various CXO roles in the Shipping Industry, as well as outside the Shipping industry. The high level of bonding between the Alumni results in Win-Win relationships like mentoring and provision of opportunities for business and employment, which in the context of development of the Alma Mater is very significant. The upcoming get-together shall undoubtedly provide opportunities for Alumni across the world to come to Singapore and connect with each other, further strengthening the famed DMET-MERI bond.

With over 300 alumni in Singapore alone, the opportunity to make a positive impact in the global Maritime Industry is immense. The involvement of Singapore DMET-MERI Alumni in the local Maritime Authority and the IMO can assist in steering global shipping to areas which will be beneficial to all stakeholders. Fast paced development in technology and the changes being wrought thereof, in all aspects of our lives are more evident than before. The growing realisation of the need to protect our planet from environmental changes is overpowering. The need to conserve our resources has never before been felt more strongly and all nations are working to achieve targets to reduce greenhouse gas emissions and the use of fossil fuels.

The Institute of Marine Engineers (India) in keeping with the above challenges has set up 3 International Chapters last week in Hong Kong, UK and Singapore. I hope that our Members through these International Chapters will work for the growth of our fraternity and green shipping. I call upon DMET-MERI Alumni of Singapore to contribute to the activities of the Singapore Chapter of the IME(I), and make it a force to reckon with.

As the Institute now welcomes foreign nationals into our fold, in a significant deviation from the past, I also request you to engage with suitable prospective IME(I) members of foreign origin and persuade them to become a part of the Singapore Chapter. This will over the next few years help our professional Institute to encompass various schools of thought from across the world and take it onto a different growth trajectory.

On this occasion of the DMET-MERI reunion I take the opportunity to wish you and your families the very best in your endeavours.

VED CHHABRA

Roll Number 168, Class of 1956 Honorary Doctorate

Ved Sharan Chhabra has earned his name in the Indian shipbuilding and repair industry as an individual whose entrepreneurship skills made him establish his business with its recognition in more than one continent panning India and Middle East.

After sailing as marine engineer on sea-going vessels and rising up to the highest level of Chief Engineer, his inbuilt aggressiveness towards astute professional development and risk taking ability made him plunge into the entrepreneurship by starting his own business in the field he had been trained for. Thus, his career as an entrepreneur in the shipbuilding & repair industry started in India way back in 1967.

It is an incredible true story of Ved Chhabra who started his business with no capital to support him in his business venture: repairing ships of different nationalities arriving in the port of Bombay, India. With the conviction of strong human will, very soon his company earned a good name - one special recognition came to him when he repaired the most famous passenger ship - QE2. Indeed, it was a benchmark for the young entrepreneur.

Ved Chhabra went on to become the ‘first’ private entrepreneur to build and export the ‘first’ sea going vessel from India in the year 1976. For his achievements, he was recognised by Government of India and was conferred the Chairmanship of Engineering Export Promotion Council, Ship Building Division in 1976. His desire to expand in his core business led him to go beyond the shores of India and Dubai (UAE).

building and repairs industry having its presence in Mumbai-India (M/s Bombay Marine Engineering Works Pvt. Ltd.); Dubai-UAE (Inter Ocean Ship Repairs LLC.); Fujairah-UAE (International Ship Repairs FZE) and RasAl-Khaimah-UAE (EPC Emirates RAK LLC.). The group of companies offers large captive highly professional and skilled manpower resources along with sizeable equipment and facilities to undertake repairs in our own well-equipped facilities in dry dock or afloat at anchorage and for all type of ships. The specialty includes engine repairs, ships equipment, hull, deck machineries and fittings, safety equipments, electrical and electronics, dry docking including large steel renewal and surface coatings. In addition, the International Ship Repairs at Fujairah and EPC Emirates RAK LLC are involved primarily in the oil and gas sectors repairs and refurbishment of drilling rigs and supply vessels.

The constant desire to excel in all adversities and the will to succeed has made Ved Chhabra – an outstanding business leader in the maritime industry. He gives credit to his family and his team for making him achieve his goals with no privileged past, or, any financial inheritance.

Ved Chhabra sums up the purpose of his life. He says, “I had to prove to myself and the coming generation that even a person facing many challenges – can succeed in realizing his dreams. It all depends on how he wants to live his life. Elements of desire, will, passion and perseverance are important for success.” ▄

VED CHHABRA FOR HIS PROFESSIONAL AND ENTREPRENEURIAL EXCELLENCE HAS BEEN CONFERRED BY MANY HONORABLE AWARDS AND RECOGNITION.

2022 Conferred Honorary Doctorate for Excellence in the Maritime Industry, AIMRI & Ecoe Superieure Robert De Sorbon

2018 Top Indian Business Leaders in Arab World, Forbes Middle East

2017 Top Indian Business Leaders in Arab World, Forbes Middle East

2016 Life Time Achievement Award, DMET-MERI Alumni-UAE Chapter 2016 Life Time Achievement Award for Maritime Services from Indywood Maritime Excellence Award

2016 Top Indian Business Leaders in Arab World, Forbes Middle East

2015 Business leadership in the Arab World in the category of ship building and ship repairs, Forbes Middle East 2015 APEA (Asia Pacific Entrepreneurship Award) for outstanding category 2014 Asian Leadership Award 2014 Top Indian Business Leaders in Arab World, Forbes Middle East

2010 UAE Business leader award, DMET Alumni UAE Chapter 2007 The Life time Achievement Award for contribution to the Maritime industry

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Decarbonisation and Digital Transformation

Why you should integrate plausibility checks into data reports

By Kaushik Seal | Roll Number 3040 | Class of 1985

Even before the current COVID -19 crisis, a common perception has been that working in the maritime sector means the full fleet needs to go digital and that a company needs to have all of its data streams connected to be successful, or to even keep its business running smoothly.

This idea of a trend towards digitalisation is especially compelling while the shipping industry reels from the effects of the pandemic. The reality is that many in the industry are not there yet. Installing new sensors takes up significant resources that most shipping companies simply do not have.

The majority of shipping data is transmitted onshore via traditional formats like email, texts and basic excel sheets. A good portion of that data is inputted manually. How, then, does a shipping company work within this reality yet stay competitive in an increasingly challenging and data-vulnerable industry?

Event data versus snapshot data

When collecting data for managing fleet performance, there are typically two types of data collected: event data, which includes data over a specific period of time, such as speed or distance averages or FOC; and snapshot data, which as the name implies is data recorded at a specific point in time, such as measurements showing engine load, RPM, pressure, or power.

Event data must be entered manually, while snapshot data can be directly measured through sensors on a ship, though the latter requires auto logging systems to gather data from each sensor. Each data source comes with its own advantages and disadvantages.

Event data is able to connect to existing ship-to-shore processes in a shipping company. It typically comes from aggregated crew knowledge and doesn’t require installation of costly sensors. Key voyage parameters like BOSP, arrival, bunkering, departure, cargo, and EOSP are usually always manual data.

As this data is manually recorded, human error will eventually find its way into this manual data set. Over time, data quality issues become inevitable.

Snapshot data is measured daily or more often, which is important for a number of KPIs such as engine power and hull and propeller performance. The data-driven analysis needs to go back to every vessel, which is great for high-investment vessels.

However, it can be difficult to understand the context of a snapshot data point without comparing it to similar data points over a longer period. The quality of the data is also dependent on the quality of the sensors. Working with faulty sensors can be tricky without other data points to compare it to.

Fleet diversity can produce multiple data streams

Fleets of various shipping companies are typically quite diverse and heterogeneous. Vessels are chartered for different lengths of time, which means a cost-benefit decision process may equip a part of a fleet with different data-reporting technology.

A portion of a fleet can contain vessels in short-term operation mode, such as a spot charter vessel, which would be in operation for just a few months. Equipping those vessels with high-investment sensors and technology would be costly and likely not generate the return to make the cost worthwhile. It can be expected that most short-term vessels will depend on low-investment manual reporting.

However, time-chartered vessels may be in operation from anywhere between six months to three years or longer. It may make a lot more sense to invest in voyage reporting software and other basic equipment like ship sensors for these vessels, though in a time where every cent counts, the vessels may still prefer to utilise a manual reporting system.

Then consider vessels owned by a shipping company directly which can be on very long charters, some for as long as ten years or more. These ships would benefit greatly from investing in sophisticated equipment which can auto log data at a reasonably high frequency.

No two shipping companies are the same, with factors like fleet size, age, and segments in operation affecting the distribution of different types of vessels. Not all vessels will be equipped with sensors and auto logging systems. It is very likely, however, that most vessels in a fleet will have a manual reporting system. Both sets of data could be enriched greatly by the addition of third-party sources. So how would a fleet collect multiple data streams into a common format?

Combining the data

To merge the data, there are generally two main options. Option A is to gather all auto logged data, then project the event data onto it. This makes more sense for fleets where every vessel uses auto logged systems, so that the remaining data comes from other sources as needed.

However, as we know, most fleets are not homogenous, and most operators do not choose to equip their entire fleet with sensors necessary for auto logged data. A better solution then, is to build a base not on auto logged data, but on event data instead.

Option B is to aggregate reports by gathering all the manual data – such as noon reports in port, departure events, beginning of sea passage, noon at sea, end of sea passage, arrivals, at anchor and more – then overlay all other data into the existing sequence of the manual reports. This solution is much more viable for the majority of companies who own heterogeneous fleets.

By compiling the two sources, a fleet operator is able to check the plausibility of the data. Merging data can also improve overall insights. If, for example, a fleet operator is missing specific fuel oil consumption (SFOC) information, they can use both manual and auto logged sources to calculate the SFOC, instead of calculating it on board. This is especially useful for vessels which do not have a way to transfer onboard-recorded SFOC measurements onshore.

After merging the sources, additional plausibility checks can be implemented, but only with the right software. Manual reporting software not designed for shipping— such as Excel—is typically sent by email straight from ship to shore. By using event reporting software instead, quality checks would intercept data between the time a noon report is sent and received. A fleet performance center (FPC) would then further validate the data to ensure a company is equipped with better quality insights.

How data is being used to help shipping in the current crisis

While COVID-19 has placed additional stress on businesses worldwide, the maritime industry has been facing these challenges since the very beginning of the crisis. Shipping companies need to make a lot of decisions remotely to ensure their businesses can continue to operate in a cost-effective way. It has been vital that the data used is of a high quality so that it can support shipping companies as they act smartly.

For example, Hull & Propeller degradation could adversely influence the performance of a vessel and increase fuel consumption at a time when it can be difficult to get into port. With accurate data and analytical tools, a shipping

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company can easily make key decisions in a challenging environment. For example, pinpoint accurate data is essential when scheduling a hull and propeller cleaning event, as a lot of vessels are not moving the way they were pre-COVID-19. The data not only can support the shipping company to make the best decision in the current adverse situation, but it also helps the company place higher focus on business continuity. It should also be said that good communication between onboard and onshore have become even more significant in recent months. Even though some shore staff may not be able to supply critical spares or stores due to movement restrictions, shipping companies still need to ensure that their businesses operate seamlessly. In this situation, onboard data becomes an invaluable asset. With good data reporting and analytical tools, office staff can easily access vital ship data and inventory records even while working remotely from home. The tools also are able to transfer critical alerts triggered from vessel systems, allowing businesses to maintain key functions. Traditionally, vessels have been required to purchase physical copies of the charts and publications they need for their voyages. The availability of these publications largely depends on the suppliers’ ability to physically deliver the documents onboard the vessel – not easily achieved when global port restrictions are rife.

Digital publications can easily solve this challenge. An online purchase made from the vessel, then downloaded directly onto the ship’s systems, can save time and ensure vital documents are available regardless of outlying variables such as COVID-19.

Smart data means smart choices

Turbocharger/Governor Alpha Lubrication System The importance of working with good data cannot be over-emphasised, particularly at a time of significant challenge. Everything done ashore is based on the quality of Flex, DF Dual engine the data received. If the data received is of questionable quality, a lot of resources would have to be spent to resolve the discrepancies to get the data back to a reasonable standard. The current world environment does not leave a lot of room for excess resource allocation, which leads to a higher likelihood that faulty data will lead to costly errors in decision making. Quality checks integrated into the solution can reduce the risk of this scenario. To ensure that they are ready for whatever the future brings up—be it another unpredictable global crisis such as COVID-19, trade restrictions, or unexpected weather events—it is essential that shipping companies make decisions based on the best possible data. Whatever the size or composition of a fleet, investing in a software solution which enables data plausibility checks can go a long way in ensuring a company stays around through turbulent times and beyond.▄

BLU Maritime Consultancy’s core services are: Technology driven solutions offered by BLU make it easier for it’s clients to optimize budgets, plan ahead, and make efficient decisions with the click of a button. Clear, interactive and user-friendly dashboards provide valuable insights to clients on their consumption patterns. The team at BLU Provision Management Online Live Customer Portal Hygiene & Food Safety Menu Guidance GPS (Global procurement Services)- Technology driven solutions offered by BLU make it easier for it’s clients to optimize budgets, plan ahead, and make efficient decisions with the click of a button. Clear, interactive and user-friendly dashboards provide valuable insights to clients on their consumption patterns. The team at BLU seems to have completely revolutionized a traditional industry with the most innovative and competitive solutions in maritime BLU Maritime Consultancy’s core services are: Provision Management Online Live Customer Portal Hygiene & Food Safety Menu Guidance GPS (Global procurement Services)- Technical Stores, provisions, additional services Live Procurement overview Food Safety Audits (Rewards & Certificates) BMC World Port Price Index (updated monthly) Newsletters (BLU Waves & BLU Minds) Crew health & wellness (mental wellness) seems to have completely revolutionized a traditional industry with the most innovative and competitive solutions in maritime Technical Stores, provisions, additional services Live Procurement overview Food Safety Audits (Rewards & Certificates) BMC World Port Price Index (updated monthly) Newsletters (BLU Waves & BLU Minds) Crew health & wellness (mental wellness) A physically and mentally healthy crew is not only healthier but is also happier and more productive. Technology driven solutions offered by BLU make it easier for it’s clients to optimize budgets, plan ahead, and make efficient decisions with the click of a button. Clear, interactive and user-friendly dashboards provide valuable insights to clients on their consumption patterns. The team at BLU seems to have completely revolutionized a traditional industry with the most innovative and competitive solutions in maritime BLU Maritime Consultancy’s core services are: Provision Management Online Live Customer Portal Hygiene & Food Safety Menu Guidance GPS (Global procurement Services)- Technical Stores, provisions, additional services Live Procurement overview Food Safety Audits (Rewards & Certificates) BMC World Port Price Index (updated monthly) Newsletters (BLU Waves & BLU Minds) Crew health & wellness (mental wellness) A physically and mentally healthy crew is not only healthier but is also happier and more productive. Technology driven solutions offered by BLU make it easier for it’s clients to optimize budgets, plan ahead, and make efficient decisions with the click of a button. Clear, interactive and user-friendly dashboards provide valuable insights to clients on their consumption patterns. The team at BLU seems to have completely revolutionized a traditional industry with the most innovative and competitive solutions in maritime BLU Maritime Consultancy’s core services are: Provision Management Online Live Customer Portal Hygiene & Food Safety Menu Guidance GPS (Global procurement Services)- Technical Stores, provisions, additional services Live Procurement overview Food Safety Audits (Rewards & Certificates) BMC World Port Price Index (updated monthly) Newsletters (BLU Waves & BLU Minds) Crew health & wellness (mental wellness) A physically and mentally healthy crew is not only healthier but is also happier and more productive. Technology driven solutions offered by BLU make it easier for it’s clients to optimize budgets, plan ahead, and make efficient decisions with the click of a button. Clear, interactive and user-friendly dashboards provide valuable insights to clients on their consumption patterns. The team at BLU seems to have completely revolutionized a traditional industry with the most innovative and competitive solutions in maritime BLU Maritime Consultancy’s core services are: Provision Management Online Live Customer Portal Hygiene & Food Safety Menu Guidance GPS (Global procurement Services)- Technical Stores, provisions, additional services Live Procurement overview Food Safety Audits (Rewards & Certificates) BMC World Port Price Index (updated monthly) Newsletters (BLU Waves & BLU Minds) Crew health & wellness (mental wellness)

A physically and mentally healthy crew is not only healthier but is also happier and more productive. A physically and mentally healthy crew is not only healthier but is also happier and more productive.

Capt. Harminder Singh Managing Director Capt. Harminder Singh Managing Director Capt. Harminder Singh Managing Director

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Hydrogen and Ammonia as Maritime Fuel

By Varun Kumar Gupta | Roll Number 6065 | Class of 2009

Climate change is the biggest challenge that the world if currently facing. One of the largest contributors to this subject is the shipping sector. Having said this, it is a must for the industry to find solutions that will approach such challenge. Zero carbon shipping is possible, but it will require a rethinking of the value chain through disruptive business models.

Focus should be set on producing zero carbon fuels, such as hydrogen or ammonia. Therefore, aligning with the supply chain to address this challenge. Ships are responsible for 5% of the global emissions, and alternative fuels would allow the reduction down to zero through hydrogen carries, as direct use of electric power for carbon neutral ships. Hybrid ships are feasible for short distances through electric propulsion and can go fully electric in the case of utility vessels, as tug or work boats. There is no doubt that every sector needs to be decarbonised in order to reach net zero targets. However, there are still some of them that are harder to decarbonise than others, such as the ships and maritime transport. In this piece of writing I will analyse both sources for marine applications.

To begin with, Hydrogen allows for more autonomy than battery or electric when it comes to medium distance vessels. Also, fuel cells are already available and Megawatt systems are already being tested, driven by automotive. Another fact is that combustion engines are under development and expected to be fully commercial in this decade, with the only counterpart being that liquid hydrogen is limited in range due to space constraints and investments in tanks.

FUTURE MARINE FUELS

PATHWAYS TO DECARBONISATION

IMO has developed the ambitious target of a minimum 50% reduction in greehouse gas (GHG) emissions by 2050.

Shipowners have alternative fuel options to help them meet IMO’s ambitions, each with its own advantages and challenges.

Advantages

Challenges

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Ammonia Implementation Timeline

Now

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CO2

NOx

SOx

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Emission Reduction

80% 100%

0% (Apply SCR) 80%

0% (Apply SCR) 100%

80% 100%

Time Future

100%

100%

100%

100%

Turning on to ammonia, it is currently the only viable option for deep sea carbon free fuels and from a supply chain perspective, ammonia also has the potential to provide a faster route to decarbonisation than hydrogen. Up to date, no ammonia pilots are found, but designs are available and under development.

Such testing will help demonstrating the safe handling of fuels, understand their advantages and disadvantages, and signal markets to allow the cost reduction curve to begin. It is important to highlight that most of the emissions from shipping sector are a result of international trading, being this the principal application to address clean fuels.

Ammonia can be stored and transported as a liquid under several conditions such as fully pressurised at 10 bars at 20 Celsius, fully refrigerated at -33 Celsius and 1 bar and even semi pressurised or semi refrigerated. These conditions for storage are like the ones from the LPG, thus it is fully capable of transporting ammonia instead of LPG. On the other hand, when it comes to considering the conditions for hydrogen storage these are more extreme, less diverse and with special requirements.

Hydrogen and ammonia are ideal for the propulsion of large freight ships. Recent studies reveal that 90% of the shipping emissions are a result of the international trade, being a great opportunity for long distance application of zero carbon fuels, hence decarbonizing almost all the emissions of the sector. These carriers can be produced either by renewable power and the electrolysis of water or through steam methane reforming coupled with carbon capture. Considering the previously mentioned technologies, ammonia would be the most promising also being one with mature supply chain and available now. Turning to hydrogen would require liquefaction which is still immature and not cost effective. Fuel cell application would allow higher efficiencies and costs are expected to decline over time.

New business models need to be implemented, such as new storage solutions or containerised batteries. One of the pros of these kind of technologies is that they are low maintenance engines, based on fuel cells and batteries, resulting in reduced costs.

In conclusion, the transition to zero emission fuels is a challenging target, where new business models, and value chains are going to need financial and political support. These technologies have uncertainties when it comes to cost and infrastructure development, but it is a must for companies to invest in these kinds of improvements in order to make carbon footprint reduction economically viable. Therefore, in the short-term ammonia might be the most attractive option both as a hydrogen carrier but also as a zero-carbon fuel. Additionally, zero emission shipping must be addressed as a political goal. A financial support by regulators should promote incentives and stimulus plans to move away from fossil fuels. Carbon tax might be effective and efficient, but it still does not solve the emission sources of the sector.▄

Decarbonisation Buzz in Shipping

The world is facing a catastrophic crisis, and climate change is getting severe across countries.

By Anshuman Ghosh | Roll Number 4350 | Class of 1996

International Maritime Organisation (IMO) has announced new air emissions-related regulations from 2023. But it is not just about the IMO anymore; we’re seeing regional regulations from the European Union (EU), end-users and more societal drives pushing for Shipping decarbonisation.

Shipping policies entering into force over the short and medium term will likely impact what technologies are developed and deployed. Two new measurements are coming from IMO, the Energy Efficiency Design Index or the EEXI for Existing Ships and a mandatory Carbon Intensity Indicator or CII for new and existing ships. Both measurements will enter into force by January 2023.

The EEXI is a retroactive application of the design index to all existing ships above 400 gross tonnages, regardless of the ship’s year of build. The EEXI is intended to be a one-off

certification for existing ships and will ensure that the existing ships are at least as efficient as the ships built today through technical or operational amendments as needed.

Contrary to the EEXI being a one-off certification, the CII is a yearly rating system for ships above 5,000 gross tonnages. Ships will be given a rating of A to E every year based on their energy performance, with E being the lowest rating.

The CII will be measured in grams of CO2 emitted per cargo-carrying capacity or deadweight and nautical mile – this will indicate how energy efficient a ship is. As we progress towards 2030, achieving targets and ratings will be increasingly difficult since the goal post is likely to be stricter every year.

The IMO is also considering market-based measures such as carbon tax to push shipping to cut its greenhouse gas footprint.

On 14 July 2021, the European Commission adopted the ‘Fit for 55’ package consisting of 13 proposals – four of them aim to accelerate efforts to decarbonise shipping. Out of the four proposals, two will directly impact ships. They will likely be phased in shortly by including shipping in the EU emissions trading system (ETS). This will lead to buying and surrendering emission allowances for voyages between EU and non-EU ports. Further introduction of FuelEU Maritime will limit the yearly average well-to-wake greenhouse gas intensity of energy used on board, so the type of fuel being used will be in question and scrutinised.

Since COP 26, there has been a shift in the dial to align with the Paris agreements. And that’s very much apparent in the “Declaration on Zero Carbon Shipping by 2050, in which 14 States signed up. We also saw the Clydebank Declaration looking at green corridors, which was really to kick-start the process by establishing zero-emission maritime routes. The signatories plan to develop six green corridors by 2025 and then scale up further. Then we have the “First mover’s coalition” investing in innovative green technologies.

Further, the coZEV agreement is a coalition of cargo owners for zero-emission vessels. This is a group of end-users like Amazon, IKEA, Patagonia, and Unilever. coZEV was created because no single cargo owner can drive this transition alone.

The list won’t be complete if we do not mention other notable organisations collectively driving shipping decarbonisation, such as the SeaCargo Charter, Poseidon principles by ship Financiers, and similar principles by the Marine Insurers and, of course, the Global Maritime Forum. All of them are working towards influencing positive change and enabling Shipping Decarbonisation.

So, where are you on this journey? ▄

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Redefining Maritime Digitalisation Pragmatically

By Kenny Koh, CEO, iO3 Pte Ltd

Ifirst entered the maritime satellite connectivity industry 19 years ago. It was the year 2003, and to say that internet speeds were sluggish then would be an understatement. What’s interesting, is even more perplexing than the slow speeds, were the associated high costs. At that time, connectivity was centred around voice services and users had to pay top dollars for data connections from their mere 64kb connections.

Thankfully, the advancement of this industry was rapid – and I had a front row seat to witness the advancement from satellite connectivity to broadband and eventually highspeed data at an affordable and fixed fee, first hand. Just as a major transformation happened when we left behind the analogue for the digital 4G with the arrival of cellular innovation, I envision a similar transformation in the maritime space. Maritime digitalisation will witness a “sea change” in the way ships are connected, we will see the fostering of a collaborative mindset, and a stronger focus on safety and sustainability.

The Current State of Maritime Digitalisation

Today, we are witnessing the unique problem of excess with respect to maritime technology solutions. Shipowners are now spoilt for choice when it comes to digital solutions providers. To illustrate, when Kongsberg issued its first annual overview of the maritime software landscape, there were only 170 solution providers. Today, this has increased to over 550.

From artificial intelligence to using industrial robots and from accepting sensory technology to staying updated with Big Data and IoT technology, the maritime industry, once very closed and traditional, is now witnessing a steady influx of technology solutions and in some cases, blindly adopting them. The latter is key because not every solution is for everyone, and not every solution works, especially when it comes to maritime. This industry requires a deep understanding not only of the subject matter, but also, of its limitations. For example, the limitations of sat-coms in terms of latency, bandwidth and cost play a huge role in how technology works on vessels. Add to that, resource limitations such as infrastructure, manpower and real estate – and all this, working in a siloed environment. This does not lead to efficiency, but rather, takes away from it. The need of the hour is a unifying platform, where technologies can talk to each other and work together seamlessly within a robust infrastructure, tailor-made to the needs of the industry.

The Need for Sustainable Technology

I must state here that the readiness to accept change isn’t only about increasing operational efficiency – environmental concerns are driving shipowners to also focus on sustainable development. And since worries about carbon emissions have now taken centre stage, with the IMO setting ambitious and stringent goals for the sector, stakeholders are trying to leverage data to find a sweet spot where operational efficiency, safety and sustainable development go hand in hand. That desire has motivated the industry to not just focus on the present but also invest in the future. For instance, maritime industries are shifting from Heavy Fuel Oil (HFO) to renewable energy sources to promote maritime decarbonisation. At the same time, with IoT integration, the shipping industry is now looking to simplify the acquisition of data and enable tracking of shipboard parameters to promote transparency, thus, removing bottlenecks and preventing downtimes. Weather information is another important facet in the sustainability discourse as it ties into route optimization and ship analytics. Solutions that are built around the precipice of practicality and with key consideration of operational efficiency, safety and regulations to make them not just sustainable, with crucial data points, but also, easy to integrate, use and sustain are exactly what the industry needs to achieve its ambitious sustainability goals.

Accelerating Maritime Digitalisation

Companies committed to accelerating maritime digitalisation should adopt a data-driven ecosystem to improve ship

connectivity and reduce carbon footprints in all sectors. Data will provide industry leaders with a bird’s eye view of their business — allowing them to engage in responsible business practices. With access to data, shipping can reduce waste, optimise supply chains and lower greenhouse-gas emissions. However, without the under-riding notion of practicality, it is easy to be swept away by the bells and whistles of the latest technologies - not understanding the value they can bring. Thus, it is imperative to note that solution providers should be driven by deeper and more important value propositions when designing solutions – one such proposition, central to ocean trade, is most definitely, pragmatism. A resolute attention to suitability, practicality and non-siloed mechanisms for ease of management and deployment are strongly rooted in the concept of pragmatism. And, anyone trying to further accelerate maritime digitalisation must be mindful of this very notion when designing solutions for the industry.

An eye on the future

Today, as sustainable development is at the forefront of all industries – especially maritime, digitalisation and decarbonization are key to increasing transparency and achieving growth within an environmentally conscious ecosystem. But, with such growth, comes vulnerabilities – making performance monitoring all the more important.

As for the next stage of digitalisation within the maritime industry, unmanned vessels are on the horizon. While innovative, they are still at a nascent stage, with domains limited to oil platform surveys and coastal applications. Optimal data transfer solutions are necessary to make those automated ships more practical. Being a Softwareas-a-Service provider, it is imperative that we have our fingers on the pulse and offer pragmatic solutions for easy transition and adoption, something we are razor-focused on.

In conclusion, I am optimistic about the future of maritime digitalisation and the pace at which we will see both collaboration and adoption. Being in Singapore gives us the unique advantage of being at the forefront of digital adoption, with a great overview and insights on all the trends and evolving technologies. I am equally excited about the advancements in maritime safety, sustainability, and practicality that iO3 is working towards -- we believe that pushing technological boundaries is key to unlocking the future and achieving our goals. As embracing transformative technological solutions becomes a norm for the maritime industry, operational efficiency, sustainability and safety is within reach and our aim is to make these solutions accessible and easy to adopt. This will pave the way for better and more sustainable growth, while lowering operational costs, increasing efficiency and maintaining practicality. ▄