32 – The future of crew management: Building an inclusive and resilient workforce
CREW WELFARE
34 – The critical role of sleep for seafarers
MARITIME SAFETY
36 – Data key to addressing seafarer safety concerns
38 – SEA-CARE initiative launched to enhance data-sharing
39 – Saving of the Sounion
40 – ClassNK addresses growing fire risks of car carriers and Electric Vehicles
41 – Lloyd’s Register study warns of ‘alarm fatigue’ on bridge
43 – Risk, requirements and regulation: Preparing for growing cyber threats
44 – DNV issues safety guidance on autonomous shipping and alternative fuels
45 – Persistent tracking can transform safety at sea
ALTERNATIVE VIEWPOINT
34 – U.S. shipbuilding & security designs
Barry Parker
REGIONAL FOCUS
Singapore Report
50 – Maintaining strong growth momentum
54 – SSA celebrates 40 years
55 – SMF New Year Conversations 2025
57 – MariApps celebrates 10 years of innovation
58 – Advantages of Singapore as a maritime hub
TRAINING
75 – Blue MBA Association off to a flying start with strong BIMCO link
ALTERNATIVE FUELS
75 – KR involved in joint project to ensure safe ship-to-ship ammonia bunkering
76 – ‘Practicality’ driving growth of LNG as alternative fuel
Isle of Man Report 61 – Exploiting the opportunities of a changing market
AD HOC ANALYSIS
66 – Our regular diary section
68 – Crude tanker market in state of flux
CLEAN OCEANS TECHNICAL
70 – Addressing boxship cargo safety
80 – Selektope developer I-Tech highlights sustainability of antifouling biocides
OBJECTS OF DESIRE
82 – Our pick of the most coveted creations
REVIEW
84 – Bringing you the best in arts & culture
LIFESTYLE
86 – Kia boxes clever with latest flagship EV9
STRAIGHT TALK
Slippery
start to Year of the Snake
Amid the slew of 2025 predictions for shipping issued around the turn of the year, surely none was more prescient than that of the “K” Line President and CEO. Referencing the Chinese lunar calendar, Myochin-san predicted that the coming Year of the Snake would be characterised by ‘twists and turns’ that shipping would need to be ‘steadfast’ to navigate.
As if geopolitical issues were not complex enough in 2024 with the Red Sea crisis and ongoing Russia-Ukraine hostilities, the very same day a new ‘twist emerged. This came in the form of the US blacklisting the world’s largest shipowner Cosco, operator of some 6% of global tonnage, ostensibly for its alleged complicity with the Chinese armed forces. The move followed hard on the heels of the severest clampdown yet by the US OFAC (Office of Foreign Assets Control) on the ‘dark fleet’ carrying Russian oil sanctioned by Western countries.
Next incoming US President Donald Trump threatened to ‘take back’ control of the Panama Canal, as well as impose
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widespread import tariffs on overseas trade. A Presidential order was also signed to ‘rename’ the Mexican Gulf as the American Gulf, and expansionist sentiments voiced towards neighbours Canada and Greenland.
Leading maritime economist and commentator Dr Martin Stopford provides SMI with his interpretation of the implications for shipping of these ‘America First’ moves in this issue’s Cover Story.
Meanwhile, the Gaza ceasefire suddenly occurred, and with it the lifting of the Houthi’s military threat against all but Israeli-owned or -flagged vessels (as long as terms of the peace deal were observed), as well as overdue release of the Galaxy Leader crew after 14 months’ detention. At a stroke, the Red Sea route began to look viable once more… although to date most ship operators are still exercising caution.
In short, Year of the Snake could hardly have got off to a more sinuous start! l
Publisher: Sean Moloney
Editor: Bob Jaques
Sales Manager: Julian Berry
Vijayatha Poojary
Melissa Skinner
Finance: Lorraine Kimble
Design and Layout: Diptesh Chohan
Regular Contributors: Michael Grey
Felicity Landon
Ian Cochran
Margie Collins
Ema Murphy
Motoring Journalist: Rob Auchterlonie
Technical Editor: David Tinsley
Editorial contributors: The best and most informed writers serving the global shipmanagement and shipowning industry.
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Notebook
Magna Carta of Filipino Seafarers agreed
The Department of Migrant Workers (DMW) and the Maritime Industry Authority (MARINA) of the Philippines, working alongside other maritime stakeholders and government agencies, concluded the legal review of the Implementing Rules and Regulations (IRR) for Republic Act No. 12021 - aka ‘the Magna Carta of Filipino Seafarers ‘ - in December. The move finalised the IRR as one of the landmark laws for the maritime sector.
The Act and its IRR seek to protect the rights and welfare of Filipino seafarers, ensuring fair treatment, better working conditions, and mechanisms for resolving grievances. The week-long review also covered critical provisions, with stakeholders and agencies providing input to address employment concerns, welfare benefits, and professional development opportunities.
Central to the provisions in the IRR is the pivotal role of MARINA in enhancing maritime education and training for both overseas and domestic seafarers, and in taking over the accreditation, regulation, and monitoring of institutions offering maritime degree programs and technical courses while establishing a shipboard training framework. The Act and its IRR also mandates MARINA to consult with industry stakeholders in crafting training guidelines, underscoring the importance of collaboration in building a responsive and effective maritime workforce.
Ahed of the review, marine insurer Gard had commented: “The Magna Carta aims to align domestic legislation with international conventions such as the Maritime Labour Convention (MLC) and the International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW), to ensure that Filipino seafarers have protections and opportunities in line with global standards.
“The law was developed partly in response to the complex and often unjust nature of Filipino crew claims and the challenges posed by the existing legal framework. In particular, the application of garnishment (withholding of earnings in payment of debt) has been problematic, and the difficulties in resolving these claims had negatively impacted the Philippines’ status as a leading supplier of maritime labour. Filipino seafarers comprise a significant portion of the global maritime workforce.”
DMW Assistant Secretary for Sea-Based OFW Concerns Jerome Pampolina, who chairs the Legal Review Committee for the drafting of the IRR, underscored the importance of the finalisation of the IRR. “Let this be our legacy and gift to our Filipino seafarers and their families,” Pampolina said, reaffirming the Administration’s commitment to uplifting the maritime workforce.
For her part, MARINA Administrator Sonia B. Malaluan expressed her gratitude to the whole maritime community in putting their timeless efforts in helping craft, review, and refine the IRR. “With the active participation of relevant government agencies, manning and maritime associations, seafarers’ union and other stakeholders, we have successfully reviewed the entire draft IRR,” Administrator Malaluan stated. “Substantive recommendations were made and thoughtfully considered, and many of which have already been adopted.”
After the legal review, the IRR will now undergo further review by the DMW, MARINA and other government agencies before being finalised for signing, publication and implementation. Once enforced, it is expected to provide clear guidelines for carrying out the Magna Carta’s provisions.
The DMW and MARINA emphasise that these collaborative efforts in finalising the Magna Carta’s IRR reaffirm their commitment to protecting Filipino seafarers’ rights and advancing the maritime sector. l
InterManager elects new President
InterManager, the international association for the ship management sector, has elected Sebastian von Hardenberg as President.
Sebastian is CEO of Bernhard Schulte Shipmanagement (BSM) and was elected by members of InterManager’s Executive Committee during the association’s Annual General Meeting in London this week.
An experienced negotiator, he has lobbied on behalf of InterManager members and the ship management sector during his term as Vice President and was instrumental in discussions with the European Union regarding the potential impact of EU-ETS and FuelEU on ship managers.
“I am honoured to have been elected as President of InterManager and pledge to work proactively with our members and industry stakeholders to strengthen global partnerships and foster forward-thinking solutions to the challenges we face,” he said. “InterManager is shaping the future of the ship management sector, and we firmly believe that we are stronger and better together.”
Sebastian von Hardenberg, a law graduate, joined the Schulte Group in 2005 and served as CFO of BSM from 2015 before being appointed CEO earlier this year.
He succeeds Mark O’Neil, CEO of Columbia Group, who served as President for the past four years and pioneered InterManager’s General Principles of Conduct and Action. Thanking Mark for his service, Sebastian vowed to continue InterManager’s campaign to raise standards across the ship management sector.
During the same meeting Raal Harris, Chief Creative Officer of Ocean Technologies Group and One Ocean, was elected as Vice President. Raal is a long-standing member of InterManager and has been an active member of the InterManager Executive Committee for the past 10 years.
The Executive Committee also thanked Ajay Tripathi of MMS Singapore who has stood down from the role of Treasurer after 17 years. l
Huge scale of Chinese orderbook revealed
To coincide with the start of Chinese New Year, Veson Nautical unit VesselsValue looked back at the at the huge amounts of tonnage ordered at Chinese yards in 2024, totalling an eye-watering $123bn, as well as at which Chinese shipowners ordered most.
Newbuilding prices are at the highest levels since 2009 due to high steel prices, lack of yard availability and demand, noted the analyst, adding that the supply and demand imbalance caused by the Red Sea crisis boosted sentiment and expectations for high earnings. This triggered owners to place orders across the Container, Tanker and LNG sectors.
Tankers were the most popular vessel type ordered at Chinese yards in 2024 with 526 new vessels ordered, valued at USD 27.4 bn. Throughout 2024, Tanker newbuilding prices were at the highest levels since 2009 due to high steel prices, lack of yard availability, and demand. The supply and demand imbalance caused by the Red Sea crisis boosted sentiment and expectations for high earnings. This triggered owners to place orders across the key sectors i.e. Tankers, Bulkers, and Containers.
In second place was the Bulker sector with 430 new vessels ordered, worth USD 17.7 bn. Ranking third in terms of the number of vessels is the Container sector, with 298 new orders placed. However, the value of these orders far exceeds any other sector, worth USD 46 bn; this comes as values for this sector saw significant gains over the past year, across all sub sectors and size ranges. However, Container newbuildings rose the least, making them appealing investments despite the time lag. For example, values for Post Panamax newbuildings of 7,000 TEU rose by c.14.45% from USD 101.99 mil to USD 116.73 mil. In contrast 20-year-old Post Panamaxes rose by as much as c.114.99% year-on-year from 20.62 mil to USD 44.33 mil.
Of the top Chinese companies ordering vessels last year, China Merchants Shipping ranks first, with contracts agreed for 28 new vessels—worth an impressive USD 4.4 bn. This investment is mainly in the Tanker and LNG sectors, which each accounted for a share of c.33%, but also included new orders for Bulkers and Vehicle Carriers.
In second place with a spend of USD 3.06 bn was COSCO Shipping Lines with 18 New Panamax Container vessel orders ranging from 13,400- 14,000 TEU.
Ranking third was COSCO Shipping Development, who ordered 20 Bulkers last year, ranging from the Ultramax to the Kamsarmax sub sectors and valued at USD 929 mil.
COSCO Shipping Bulk ranked fourth, spending USD 822 mil on 10 new vessels including 8x Newcastlemax and 2x ore carriers, scheduled to be delivered between 2026-2028.
In fifth place was China Shipbuilding Trading which placed 22 new orders last year, valued at USD 778 mil with their en bloc order of 22 Panamax newbuildings of 80,000 DWT, scheduled to be built at Chengxi Shipbuilding and delivered between 2027-2028.
Seacon Shipping Group also deserved an honourable mention, ranking second in terms of vessels numbers with 26 new orders placed, which mainly consisted of Tanker newbuilding projects, valued at USD 738 mil. l
Maersk and Hapag-Lloyd launch Gemini Cooperation
On February 1, Maersk and Hapag-Lloyd launched their new operational collaboration Gemini Cooperation. The teaming was announced last year after MSC signalled its intention to end its 2M alliance with Maersk and operate its own standalone East/West Network, also as of February 2025.
Maersk and Hapag-Lloyd say their ambition with Gemini Cooperation is to deliver a flexible and interconnected ocean network with industry-leading schedule reliability above 90 percent once fully phased in.
Around 340 vessels will be phased in and be a part of the two lines’ shared ocean network with the first sailings taking place on February 1, followed by more vessels gradually sailing on the new schedules.
“We are now ready to commence the phase-in of the new network. Over the last year, we have carefully planned this to ensure that all our customers experience a smooth transition into the new network. With its innovative design, we believe our customers will benefit from increased reliability, flexibility and more competitive products,” says Johan Sigsgaard, Chief Product Officer of Ocean at Maersk.
“Launching the new network is a great opportunity for all of us,” says Rolf Habben Jansen, CEO of Hapag-Lloyd.
“With our targeted schedule reliability, we will satisfy one of our customers’ most important needs even better and set a new quality standard in the industry. Together with our operating partner Maersk, we are focused on delivering on our 90% schedule reliability promise.”
The Gemini network will also set new industry standards in terms of sustainability and advance the companies’ ongoing decarbonisation efforts. “Thanks to our effective hub & spoke operating system, we can deploy larger vessels and thus simultaneously optimise speed, reduce idling times, and thereby cutting down on carbon emissions. All of this saves our customers a lot of time and resources,” Jansen adds.
The transition period is expected to last until late May, with vessels phasing into the new network, and out of the expiring agreements that Maersk and Hapag-Lloyd have with other carriers. June will be the first full month in which the network is fully phased in with all vessels sailing on Gemini schedules.
Maersk and Hapag-Lloyd’s shared network covers East/West trades and will consist of 29 efficient ocean mainliner services supported by an extensive network of 28 agile, intraregional shuttle services.
The new Gemini network will comprise 57 services deploying around 340 vessels of 3.7m TEU capacity, including 29 mainliners and 28 inter-regional shuttles (Europe: 13; Asia: 10; Middle East: 4; Americas: 1).
As announced in October 2024, the Gemini network will re-route via the Cape of Good Hope and only return to the Red Sea once it is safe to do so. Following Hapag-Lloyd’s departure, THE Alliance has been renamed the Premier Alliance (ONE, HMM, Yang Ming), while largest grouping the Ocean Alliance (CMA CGM, COSCO, OOCL, Evergreen) remains unchanged. l
Regulatory waves: How to stay afloat in a sea of rules
In January 2025, ITIC hosted the AGM of Intermanager, featuring informative panel discussions from leading shipping executives. The first discussion focused on the upcoming challenges to the ship management industry. ITIC’s takeaway was that the regulatory landscape is extremely complex, yet it can create a competitive edge for ship managers with the right risk management. We are well aware of the many regulations introduced over recent years. However, it is not only the vast number of these regulations to keep track of and assist your owners in integrating their ships to be compliant, but also the varying nature of their application. One panellist noted, for example, that air regulations in Oregon are very different from those in California. ITIC has seen claims to back this up.
In July 2011, a CARB inspector boarded a ship managed by an ITIC member at the Los Angeles Terminal and questioned the Chief Engineer about compliance with the 2009 CARB regulations, effective from 1 July 2009, which required switching main engines, auxiliary engines, and boilers to low-sulphur fuel in Californian waters. The Chief Engineer was only aware of the 2007 regulations, effective 1 January 2007, requiring auxiliary engines to switch fuel.
When the Master checked the Safety Management System (SMS), the 2009 requirement was not mentioned. After the CARB inspector reviewed the ship’s records it confirmed that the ship had called at Californian ports 17 times between 2009 and 2011 without switching fuel for the main engine and boilers. CARB imposed a $283,500 penalty on the ship’s owners. The owners claimed against the managers for negligence, arguing they had failed to update the SMS. The managers, however, pointed
By Robert Hodge, General Manager at ITIC
out that they had issued a fleet circular in 2009 and considered it a case of crew negligence, which was excluded under the BIMCO management agreement. The owners disagreed, maintaining that proper regulatory updates should have been incorporated into the SMS.
In another case, also in California, a ship trading to US ports violated California’s 2017 ballast water regulations. Per previous rules, the crew conducted deballasting 50 nautical miles offshore, unaware that the revised regulation required deballasting at least 200 nautical miles from the California coast. While authorities had issued circulars and the ship’s P&I Club had published updates, the managers had not incorporated the change into the vessel’s ballast water plan.
When questioned, the Master admitted the crew was unaware of the new regulation. The authorities fined the owners $280,000, later reduced to $215,000. The owners then sought to recover the amount from the ship managers, arguing they should have ensured compliance by updating the ship’s ballast water management plan.
The discussion also touched on the future of ship emissions regulations in the USA. There is uncertainty about whether the USA will adopt a system similar to the EU ETS and FuelEU regime or create a different system. Different states, such as California and Texas, may have varying approaches.
The view of the panel was that global uncertainty can give managers the competitive edge, as owners turn to them for their professional expertise. However, this is only possible if managers can keep on top of regulatory changes and disseminate them to the fleet. l
Navigating the emissions risk with LR OneOcean solution
The maritime industry faces increasing pressure to reduce greenhouse gas emissions and some of the most advanced emissions regulations for shipping are from the European Union (EU).
With evolving regulatory frameworks like the European Union’s Emissions Trading System (EU ETS) and FuelEU maritime regulations, ship managers must navigate these complex compliance requirements.
FuelEU Maritime introduces several key aspects. Annual GHG intensity limits mandate that ships must progressively reduce their carbon intensity, with increasing stringency over time. Compliance pooling and banking allow vessels to trade compliance surpluses or deficits, adding a market-based complexity. Monitoring, reporting, and verification (MRV) require a granular tracking system for fuel consumption and emissions data.
Relying on manual processes or disparate systems to manage these obligations is impractical. Ship managers must continuously monitor fuel blends, emissions outputs, and efficiency improvements across fleets, while
also staying ahead of changing regulatory thresholds. Without automation and centralised data management, the risk of errors, misreporting, and non-compliance significantly increases.
The consequences of non-compliance are severe. Ships failing to meet FuelEU requirements will face substantial penalties per tonne of excess emissions, and repeated breaches may result in bans from EU ports. Given that the regulation applies to all vessels entering EU waters, no international operator can afford to ignore it.
For ship managers, managing compliance without a dedicated software solution is virtually untenable due to the sheer complexity of the regulation.
To help meet these requirements Lloyd’s Register OneOcean (LR OneOcean) has launched Risk Manager FuelEU, an innovative module designed to enable ship managers, owners, operators, and charterers to seamlessly manage their FuelEU compliance and strategy within a single platform.
It is part of Risk Manager, an all-in-one solution for simplifying compliance and managing emissions risks
Risk Manager FuelEU
across entire fleets. Risk Manager ensures efficient management of a company’s compliance balance and penalties, by offering a single platform that delivers a full lifecycle approach to emissions management, offering pre-voyage insights, real-time monitoring, and post-voyage analysis.
Risk Manager FuelEU, alongside Risk Manager’s existing EU ETS module, allows users to simulate, plan, and monitor their compliance with the EU’s FuelEU Maritime Regulation and EU ETS requirements. By integrating these capabilities, Risk Manager offers a comprehensive solution to emissions management, saving users’ time, reducing costs, and helping them avoid financial penalties for non-compliance.
“With its unique approach, wide breadth of functionality, and engaging user experience, Risk Manager FuelEU provides the industry with a complete toolset to actively manage the impacts of FuelEU regulations from start to finish,” says Barry Hooper, Vice President of Product and Technology, LR OneOcean. “This, combined with Risk Manager’s EU ETS module, provides the industry with the complete solution for emissions management under the European Unions ‘Fit for 55’ legislation.”
The new module actively manages and optimises the GHG intensity and compliance balance of vessels by simulating and monitoring fuel types and consumption. Users can make informed decisions about fuel choices, enabling them to holistically manage their FuelEU strategy while optimising the commercial outcome of voyages. Automatic import of Noon Reports to provide real-time emissions data and exposure profiles is also available through the Risk Manager software.
“Risk Manager FuelEU is designed to be very easy for ship managers and operators to implement and use. The system operates on a user-driven subscription model allowing companies to add and remove vessels as needed,” explains Hooper.
The module is designed for a quick setup, allowing users to get up and running shortly after signing the contract. “For data ingestion, we have built pipelines for industry standards like Smart Maritime Network, Energy Leap, and IMOS. If custom data formats are needed, our team can quickly develop solutions,” Hooper adds.
“The system is plug-and-play; after signing the contract, you get access to the platform. You can set up users, assign permissions, add vessels, create fleets, and we’ll start ingesting data immediately if using our preset formats, or shortly after setting up custom ingestion pipelines based on your internal data format.”
Early feedback from prospective clients who have engaged with the system has been positive. “Overall, the feedback suggests that the platform is considered to be a comprehensive, user-friendly and valuable tool for managing FuelEU and ETS compliance, with a unique approach that sets it apart from other solutions in the market,” says Hooper. l
For more information about Risk Manager FuelEU, please visit LR OneOcean: https://www.oneocean.com/
InterManager Outlook InterManager kickstarts 2025 with enthusiasm
Capt Kuba Szymanski, Secretary General of InterManager, outlines how InterManager is working at the highest level to ensure its members’ voices are heard
InterManager has had a busy start to 2025. We held our Annual General Meeting in London in January where we elected and reelected members to our Executive Committee. We now have 15 active members forming this committee, elected from our ship and crew manager members and from within our associate membership.
The Executive Committee then met and elected Sebastian von Hardenberg, CEO of Bernhard Schulte Shipmanagement (BSM), as our new President to serve for the next two years, with Raal Harris, Chief Creative Officer of Ocean Technologies Group and One Ocean, elected to take over Sebastian’s previous role as Vice President. We also said goodbye and thank you to longstanding ExCom member AJ Tripathi who has stepped down from his role as Treasurer.
Sebastian has outlined that his Presidency will involve collaboration, both within our membership and with
external stakeholders, to build a better ship management sector across the world. Raal has pledged to ensure that our Associate members have a strong voice within our association and play a more active role in furthering the organisation’s aims.
Getting straight down to business, the InterManager leadership team has addressed our members concerns with proposed regulatory changes. This year is a pivotal one for global shipping as it endeavours to put together its net zero framework to meet the IMO’s ambitious decarbonisation goals.
Acting on behalf of the global shipmanagement sector, InterManager, has submitted a proposal to the next meeting of the IMO’s Marine Environment Protection Committee (MEPC83) to suggest important changes to the wording of its proposed legislation in order to better define the “responsible party”, highlighting that currently the proposal does not properly achieve the ‘polluter pays’ principle and potentially exposes future national implementing acts to litigation by ship managers.
This is important to our members and to our owner clients too. For example, at present we risk one defaulting ship adversely impacting all the vessels within a manager’s portfolio, regardless of who owns them. Unnecessarily routing these rulesets
through the ship managers adds avoidable fees and security requests.
We are also vocal about the fact that penalising the ship manager as the relevant polluter opens up avoidable litigation. The ship manager is the facility manager, not the factory owner – we do not have a say in any relevant decisions which materially affect the environmental impact of a vessel, such as the selection of the engine, which fuels are procured, trading area, and speeds. This is all decided between the owner and the charterer, and ship managers are not even consulted.
We are very active currently liaising with stakeholders and regulators to ensure they understand the various roles within the ship owning, managing, chartering and bareboat spheres, and to get their support for a clearer and more workable proposal. Recently our President met with Singapore’s IMO representation, and further discussions with other nations are in the pipeline.
InterManager members are encouraged to be actively involved in our association, and we are pleased to see this commitment continuing in 2025. It is through these collaborative actions that we ensure our members are able to speak knowledgeably and with one voice. To find out more about what InterManager membership could do for your company, please contact me. l
How I Work
SMI talks to industry leaders and asks the question How do you keep up with the rigours of the shipping industry?
“When I am not presiding over meetings of Europe’s top shipowners, or running my tanker and dry bulk shipping company, or indeed promoting the importance of diversity in the global maritime industry as the recipient of the 2025 IMO Gender Equality Award, I can be found under water (diving), dancing along to my favourite group ABBA, hiking in amazing countries like Ireland, and catching a good theatre production or getting lost in a really good book.
“I have been to the ABBA Voyage show three times and it is amazing; it is just such a feel good show.”
Ms. Orsel began working in the industry aged 18 and co-founded the MF Shipping Group aged 23. The ship management company has since grown from managing just six ships, to an impressive fleet with over 1,000 seafaring crew members and 80 office staff. MF Shipping Group manages a diverse fleet of very wide-ranging vessels. Its fleet comprises flexible product and chemical tankers with capacities varying from 3,000 to 18,000 DWT, flexible multipurpose ships, efficient self-unloaders, specialised cement carriers as well as a RoRo. In the
Karin Orsel
Co-Founder and CEO of the MF Shipping Group, President of the European Community Shipowners’ Associations (ECSA), and Chair of ISWAN
tanker segment, the company is recognised as one of the premium players in Europe, where its tankers are trading for the top 10 oil and energy companies.
As a CEO for more than 30 years, she has strived to achieve an inclusive culture at her company, recruiting diverse talent, offering mentorship opportunities and actively supporting programmes and initiatives that promote diversity in the maritime industry. She previously served as President of the Women’s International Shipping & Trading Association (WISTA International) and WISTA The Netherlands, in addition to being a member of the board of key maritime bodies, including the International Chamber of Shipping (ICS), the International Association of Independent Tanker Owners (INTERTANKO) and the Royal Association of Netherlands Shipowners (KVNR). She currently serves as President of the European Community Shipowners’ Association (ECSA) and Chair of the International Seafarers’ Welfare and Assistance Network (ISWAN), leveraging her positions to advocate for gender equality, seafarer welfare and sustainability measures in the industry.
The whole issue of diversity is important to Karin, equally when it also refers to disability, colour and creed as well as gender. Indeed, when the IMO presented her with the Gender Equality Award, members of the assessment panel emphasised her “longstanding commitment to positive change, with true authenticity and courageously standing up for what she believed was right in the face of adversity.”
But as she acknowledges, while there is still a lot that needs to be done in driving in gender equity into shipping, there are other areas of discrimination that also need to be tackled.
Currently, having a disability may limit opportunities to work as a seafarer due to safety and medical standards. However, as the industry evolves and faces a shortage of seafarers, it’s crucial to embrace both technical and non-technical skills. With digitalisation and AI opening new possibilities, people on the autism spectrum, for example, and without intending to stigmatise, may excel in areas like attention to detail and problem-solving, making them exceptionally well-suited for certain roles on board. The industry must become more open-minded, looking beyond traditional competencies and focusing instead on the potential and opportunities ahead when recruiting for new roles,” she said.
The MF Shipping Group puts its money where its mouth is by employing up to 18 nationalities onboard its vessels and 12 nationalities in its offices. “We all work together, each bringing different values and perspectives. As an employer and as an industry at large, we have to appreciate that people come with different skill sets and it must be about offering the right opportunities to attract the right people. For example: we have a colleague at our office with hearing impairments. This person excels in their role, but adjustments are necessary to help to perform at their best. This requires also adaptability from both themselves and colleagues. This colleague is now an integral part of our workplace culture, ensuring everyone can thrive and contribute their full ‘potential’.
Touching first on her role as President of ECSA, what’s uppermost on her agenda and what are the issues that are dominating discussion in the industry?
“The main challenge of course is alternative fuels and the regulations surrounding the environment such as the Green Deal and Fuel EU. But while the industry may just be looking at energy transition, the workforce remains
the key component here because they are the ones who will need to work with the new fuels. New fuels, including biofuels, hydrogen, synthetic fuels, and ammonia, offer environmental benefits but also present safety challenges. How can we ensure their safety? That is key.
“And how do we make sure we’re not overburdening the seafarers either. For us here at MF Shipping, being in the tanker industry, we often have to deploy type specific training for our seafarers. It must be carefully designed to avoid adding unnecessary stress.
“And while we are happy to work with the International Chamber of Shipping and the IMO, as well as other associated partners like the unions, we see that Europe is regulatorily ahead of the IMO. But, at the same time, I know there’s good communication between representatives at IMO and the European Commission to say, hey, how can we avoid a situation of double regulation or double taxation.
“So when it comes to the topics that are at the top of our list of priorities, then you are talking about competitiveness of Europe, maritime skills, digitalisation and sustainability dominating activity at the IMO in London, but the European regulators are ahead in their work on these issues compared to other continents and that is where the biggest challenge for us lies.”
Eschewing criticisms that the IMO is still dragging its feet on the big decisions that need to be made, she praised the work of the new Secretary General Arsenio Dominguez.
“I think there’s a new wind blowing. We all have the same dot on the horizon, but it’s just a matter of how we get there within the time schedules we have in mind. This is the biggest challenge,” she added.
“When it comes to the Green Deal, there is an expectation towards the ship owners. But we also need to look at the infrastructure and how the whole Green Deal and the fuel transition is being financed. We need to do this in cooperation with governments and all parties involved, she stressed.
So, rather than concentrating on a variety of alternative fuels, Karin believes the industry must prioritise the current opportunities across for example three key streams. “The real focus should be on scaling up these solutions, not merely investing in innovation and new technologies,” she said. “By committing to selected alternative fuels – with biofuels as one of the frontrunners – we can achieve far greater environmental impact. A clear, targeted focus on
Hiking “in amazing countries like Ireland” are among Karin’s favourite pastimes
these fuels will send a strong, unified message to suppliers and governments, making it clear that infrastructure and strategic support are essential to enable a successful and sustainable transition.”
Moving onto the human element, the MF Shipping Group has taken its responsibilities very seriously and launched its ‘Dare to Care’ programme, designed to highlight the importance of both social and physical safety and caring for each other. Karin Orsel explains: “Being involved and active in the seafarer charity ISWAN, seafarer mental health and well-being always has always been high on my list of priorities, but seafarers are seafarers. It is important to recognise that there are generational and cultural differences, but this does not mean that one generation is better than another. It is about being aware of these differences to work better together and support each other.”
She emphasises the importance of aligning office and vessel teams. Based on a safety survey conducted both ashore and offshore, the ‘Dare to Care’ programme was created. It will be launched at the Company Days in the Philippines this March, focusing on safety, mental and physical well-being, and cultivating a culture of respect and support. Key topics will include becoming Supportive, Accountable, Fair, and Empathetic (SAFE), as well as
fostering a culture where crew members feel comfortable, also to speaking up.
Touching on the big industry issues of fatigue at sea and criminalisation, Karin stressed that while everyone in the industry needed to contribute to resolving these issues, this effort needed to be intensified if shipping was to attract the skilled future colleagues it needed. Drawing an analogy with the aviation sector, Karin explained: “When pilots reach their flying hour limits and need rest, flights are delayed. Passengers may be frustrated, but they understand the reasons. Similarly, if a flight is delayed, pilots often try to make up lost time by flying faster, which increases emissions.
“Similar to the aviation industry, a ship can also be delayed due to rest time abuses. Although this will have a negative impact on CO2 emissions, safety and crew wellbeing will always be top priority within our organisation. Regulations are strict, and when a seafarer exceeds their working hours, it must be officially logged. This isn’t just about compliance—it’s about protecting both the crew’s safety and the environment. Logging is crucial as it ensures transparency, accountability, and provides managers with data to support and address safety issues effectively.” l
Dispatches When geopolitics and trade collide
After 50 years of ‘free trade’ backed by US hegemony, President Trump is moving the global economy towards a new era in which trade is balanced by tariffs, with no free lunches. What will this mean for sea trade and shipping? In an SMI exclusive, our regular columnist and maritime economist Dr Martin Stopford provides this historical and personal perspective.
Let’s start with the priorities. In economic terms the USA is very wealthy, and its massive $820 billion defence spending in 2023 makes its policies important, as they currently are in Ukraine. But N America’s sea trade is only 9% of global imports and exports. East Asia is 46%. So we must view President Trump’s deal-making activities in perspective, and not overlook the global economy which is heading into an era that will transform the sea transport business and the companies in it.
This has happened before. In the 1950s and 1960s shipping companies in UK, Europe, Greece, Scandinavia, and Hong Kong went through a similar transformation, with big winners and even bigger losers. This paper sets out the case for the approaching ‘new era’ and what it might mean.
The problem is that the shipping industry is being slammed by a succession of tsunamis. Climate change is holding back investment because there are no convincing solutions; and it threatens the 40% of fossil fuels in sea trade. Digitalisation, which cannot be discounted, is discouragingly difficult and AI might produce winning solutions, but that’s not there yet either. Regionally the European Union, a big player in the Atlantic, has lost momentum and China’s economy, which has dominated shipping since the 1990s, is maturing. Both point to slower trade growth in future. Finally, growing prosperity and falling birth rates across the world suggest that
shipping companies will need a new style of personnel, as traditional crew sources dry up.
SHIPPING’S DIET OF CHANGE
Will all this disruption change the maritime industry? The quick answer is that shipping lives on a diet of constant change - shipping cycles; global crises; and the occasional ‘new era’ are just part of the business . So to get a sense of how this sort of change work, let’s take a quick look at the three most recent examples, by reviewing the three eras shown graphically in Figure 1. Era 1 was European imperial trade 1860-1940. Era 2 was USA’s global free trade 1945-1990; and more recently Era 3 started with China’s industrial growth 1990 to 2025. Note there is a bit of overlap!
Source (Figures 1 to 3): Martin Stopford
ERA 1: EUROPEAN
IMPERIAL TRADE
This era was built on technology. In March 1866 Alfred Holt set up the first liner service between the Atlantic and the S. China Sea. His three ground breaking steam ships were so efficient, they could carry a full cargo to Mauritius, Penang, Singapore, Hong Kong and Foo Chow, loading a return cargo of tea. Other European shipping companies were close behind, serving the various European empires. Global communications got started in the same year. In 1866 the first sub-sea telegraph cable opened real time communications between the UK and North America and cable traffic reached 33 million messages in 1876. The Baltic Exchange soon became the global market place. Then in 1869 the Suez Canal cut the voyage from Europe to Singapore by 30 percent. In less than a decade the building blocks of this amazing global transport system were in place, and year by year until 1945 shipping companies refined and improved their cargo liners, transporting cargo and passengers more efficiently. Then in the 1950’s and 1960s the whole system sank without trace, along with most of the companies, who ran it.
ERA 2: GLOBAL FREE TRADE 1950-1980
The next era kicked off at the Bretton Woods conference in 1944. It was convened by the United States and attended by 44 allied nations. By this time the USA was the ‘big dog’ and the allies, exhausted by war, gratefully grasped the new era of global trade, free of imperial interests. They set up the International Monetary Fund (IMF); the World Bank (previously IBRD); and GATT was established in 1947. Exchange rates were linked to the US dollar; and the restrictive European empires were dismantled, mostly in the 1950s.
As these changes took shape, multinationals mechanised sea transport systems. Now obsolete liners and tramps were replaced with much bigger ships, operating between specialised terminals. In rapid succession, supertankers, gas tankers, bulk carriers, chemical tankers and containerships hit the market. By the 1990s ‘real’ freight rates had fallen by 90% - great result! In this era of cheap commodities and even cheaper freight rates, sea trade grew at 4.2% per annum, reaching 3.9 billion tonnes in 1973 (see Figure 2). Trade
prospered and shipping entrepreneurs fine-tuned the new global transport system. Then in the 1970s trade was shaken up by the two oil crises, which triggered inflation, high interest rates, and a deep global recession in seaborne trade between 1975 and 1990 (see Figure 2). Sea import growth slowed in the 1970s and stagnated in the 1980s.
ERA 3: CHINA’S ‘BELT AND ROAD’ 1990-2020
The next era started as the Asian economies gathered momentum in the 1990s, notably China (see Figure 2). They ‘kick started’ economic growth by exporting lowcost manufactures, and importing cheap raw materials to develop domestic infrastructure. Their growth model was devastatingly effective. They produced quality products to customer designs, using cheap labour, in state of the art factories. Product was delivered by container, at rock bottom prices, direct to customers like Walmart. The impact on manufacturing in the Atlantic markets was devastating. These maturing economies were supposed to switch into services, but the many small manufacturing units that provided jobs for young men and women who wanted a regular wage,were difficult to replace.
The speed of this realignment between Asia and the Atlantic is clear from the statistics in Figure 3, which tells the
Figure 2: World seaborne imports by region 1950-2020
story better than words. At the time of Bretton Woods, the Atlantic accounted for about 88% of seaborne trade, and the Pacific was less than 12%. The Atlantic share fell below 70% in 1990 and 30 years later was below 40% (Figure 3). In a whole host of trades, not least shipbuilding, Asia became the dominant global force – a point Mr Trump has noted, but many other politicians have not.
But Beijing, is well aware of this problem and has been working hard to diversify its export markets. In 2013 President Xi announced that China planned to build a “twenty-first century Maritime Silk Road” to enhance cooperation in Southeast Asia and beyond. This is broadening China’s export markets. For example, much has been made of import duties on cars, but in 2024 North America was only 14% of China’s exports, and this is expected to fall to 9% by 2030. Meanwhile, according to The Economist, China is increasing exports of conventional and electric vehicles to other countries (Figure 4). The Economist also reported in February 2025 that Chinese firms are expected to manufacture 2.5m cars abroad by 2030, about half in Europe and the rest in the developing world. For the economies of the Atlantic rebuilding manufacturing capacity with AI would be a better way to create jobs than tariffs.
A network of new ports is supporting their strategy. For example COSCO’s new mega port in Peru, due for completion in a couple of years, will open direct trade between the S. China Sea and W. C. South America. Agricultural commodities, particularly soybeans, are another sensitive area. In 2024 soya exports from the USA to China were running at over 25 million tonnes, but the draconian fall in 2018 showed China can play hard ball too. Looking ahead, future global grain supplies are another issue, bearing in mind the key role of Russia and Ukraine in this trade. So the era 3 role of Asia, which has contributed so much to the maritime industry’s prosperity in recent years, left a trail of geopolitical tensions in its wake.
CONCLUSIONS
Of course, we must start with President Trump. He has the knack of homing in on his opponent’s ‘Achilles heel’, but many of the problems we face today cannot be solved by good transactions. The USA remains the dominant military force and Ukraine war is a test case which, at the time of going to press, had not been resolved. As far as tariffs are concerned, the task of rebuilding rust belt industry might be better suited to Mr Musk, a man with an astonishing track record in manufacturing and a big investment in AI.
But whatever happens in Ukraine, for shipping the next era will be about finding a resolution to the tensions and problems which have accumulated in the past couple of decades. Here are a few possibilities:
• Sea trade will slow as the 40% trade share of fossil fuels gradually reduces and demographic trends take their toll, but new trades will emerge, not just in green fuels!
• Western Asia, which includes India and the Middle East, looks like the next point on the Westline (see Figure 1 and Figure 1.1 in my ‘Maritime Economics 3rd Edition’). After standing in the wings for decades, they are now potential stars. It would be great to see this ancient maritime area recover its former glory.
• Geographic relocation of manufacturing Industry will continue, as China and other Asian economies mature and technology opens new doors. Some will head back into the Atlantic.
• Technology will make Atlantic economies more competitive in manufacturing. Politicians have been trying to do this for decades, but digital control systems, AI and improved transport services, especially short sea, to outlying areas will all help.
• The deep sea arterial trades will merge into short sea distribution systems, providing direct delivery to local ports, an ideal testing ground for for electric ships and event driven digital logistics systems.
• The trend to super-ships will probably slow, or may even reverse, but bigger small ships continue to add value. l
Figure 3: Sea trade share 1950-2020
Figure 4: Passenger car exports from China
Crew Management
Seafarer wage trends revealed In Spinnaker’s 2024 Pay Survey
Maritime people expert Spinnaker has published its annual Seafarer Wage Cost Survey, offering exclusive insights into the pay trends and benefits for seafarers across all major vessel types. Analysing data for a staggering 250,000 seafarers, provided directly by shipowners and managers, this 2024 survey represents a definitive benchmark for the global maritime sector.
The findings, derived from Spinnaker’s Seafarer Employers’ Association, a membership group comprising 50 shipowners and ship managers, highlight both emerging
trends and long-standing issues in seafarer remuneration. Here’s what the 2024 report uncovered:
A notable shift this year is the increasing importance of annual pay reviews for seafarers. All respondents confirmed they conduct yearly pay reviews, a 10% rise compared to 2023, signalling a stronger commitment to fair remuneration amidst global talent shortages. “This may not sound like news,” says Reward Manager Sandra Brown, “but over the last few years, we have seen a shift from a more laissezfaire approach – annual reviews for seafarer pay are now universal.”
However, reviews don’t always translate to pay rises. Despite overall upward pay trends, pay freezes persist in some companies, albeit marginally less than the 21% of companies that in 2023 forecasted a pay freeze in 2024 for all Officers. In reality, Spinnaker’s report showed that 16% of companies froze the pay of their Senior Officers and 21% of companies froze the pay of their Junior Officers. More widespread pay freezes are predicted for 2025.
Whilst 74% of companies awarded a raise of over 1.1% to Junior Officers, this wage growth has not kept pace with inflation. For Senior Officers, 73% of
All [employer] respondents confirmed they conduct yearly pay reviews
companies awarded a rise of over 1.1% and they were more likely to receive a rise of over 3% than Junior Officers or Ratings.
Looking ahead to 2025, a third of companies are forecasting a 2.1%–3% wage increase for Senior Officers, Junior Officers and Ratings in 2025.
Spinnaker says the number of companies looking to pay more than a 3% wage increase in 2025 is less it
saw in 2024. Just 5% of companies are forecasting a rise of any more than 3% for Junior Officers and Ratings.
Nationality-based pay structures declining
In a significant departure from tradition, fewer companies now differentiate wages based on nationality. Cruise operators,
in particular, are leading this charge, maintaining consistent pay strategies regardless of nationality. Only 45% of participants reported using nationality-based pay scales, compared to 54% in 2023.
Even 50% of non-cruise employers say they are not differentiating pay based upon nationality. Spinnaker queries whether this means levelling up or levelling down for particular nationalities and whether it means that some nationalities previously seen as ‘too expensive’ might now benefit or if that means they will simply have to accept lower wages to obtain employment.
Of course, pay differentiation has not gone away, the Survey’s findings reveal. Filipino Senior Officers on crude tankers, for instance, experienced relatively large year-onyear wage increases of anything up to 6%, but still earn less than their Polish, Latvian, and British counterparts.
Performance bonuses remain common for Officers, with 67% of companies paying them. Ratings continue to lag behind, with only 22% of employers extending bonuses to this group. On a positive note, the vast majority of respondents now provide essential benefits like medical coverage, disability benefit, and deathin-service payouts, regardless of rank.
Spinnaker says its survey underscores the changing dynamics of crew wages, shedding light on both progress and persistent challenges. With formal wage reviews now an annual exercise for all companies amid a growing focus on fairness and a highly competitive landscape, seafarer pay is expected to evolve rapidly in the next few years. l
The future of crew management: Building an inclusive and resilient workforce
By Julia Anastasiou, Chief Crew Management Officer of OSM Thome
Crew management is the cornerstone of a sustainable maritime industry. Over the past three decades, I have witnessed its transformation from rigid, operational-driven structures to a more strategic, people-centric model. The industry’s ability to attract, develop, and retain talent is directly linked to how well we adapt to evolving workforce expectations, embed Diversity, Equity, and Inclusion (DEI) into our practices, and embrace policies that support seafarers’ well-being. Crew management today is no longer just about assigning personnel to vessels—it is about creating an environment where every seafarer, regardless of background or circumstance, can build a meaningful career at sea.
TRENDS SHAPING THE FUTURE OF CREW MANAGEMENT
1. Changing Workforce Expectations
2. Integrating DEI as a Core Component of Crew Management
A diverse workforce is an asset, yet in many maritime organizations, inclusion remains an ongoing challenge. Throughout my career, I have championed DEI initiatives to bridge these gaps and create an industry where talent, rather than gender or nationality, defines opportunities for advancement.
The aspirations of today’s seafarers are different from those of previous generations. Job security remains essential, but many now prioritize career development, well-being, and work-life balance. I recall speaking with a young female cadet who was ambitious about rising through the ranks but uncertain due to a lack of visible role models. This highlighted the need for structured career pathways and mentorship programs that cater to all seafarers, ensuring opportunities are not just available but actively encouraged. Additionally, companies must recognize that younger generations seek purpose-driven careers. Crew management strategies should incorporate engagement initiatives that make seafarers feel connected to the broader mission of the organization, reinforcing their sense of belonging and professional growth.
To ensure real progress, companies must move beyond policies and focus on practical implementation:
• Diversity: Targeted recruitment of women and underrepresented groups, coupled with career development programs tailored to their needs.
• Equity: Transparent promotion structures and training access that ensure merit-based career progression.
• Inclusion: Safe, respectful working environments onboard and ashore, supported by clear accountability measures.
I have seen firsthand the impact of these efforts. One of the most rewarding moments in my career was mentoring a female officer who later became a captain—proof that with the right support and opportunities, the glass ceiling in shipping can be shattered.
3. Supporting Crew Through Flexible and FamilyFriendly
Policies
The traditional long-contract system, which often isolates seafarers from their families for months, is becoming less viable in today’s talent-driven labor market. A captain once shared with me how he had missed his child’s first steps due to an extended deployment—a sentiment echoed by many seafarers over the years.
To build a resilient workforce, we need:
• Flexible contracts that offer rotational schedules aligned with personal and family commitments.
• Parental leave policies that support both male and female seafarers in balancing career and family life.
• Mental health initiatives that provide counseling and peer support networks to help seafarers navigate the emotional toll of being away from loved ones.
Shipping companies that adopt these practices will see improved retention rates, stronger morale, and enhanced operational efficiency.
4. The Role of Digital Solutions in Crew Management
Technology has undoubtedly streamlined crew management operations, from recruitment to career tracking. The move from paper-based processes to digital platforms has allowed for more seamless communication, efficient planning, and better access
to training. However, while digital tools enhance efficiency, they should never replace the human connection at the heart of crew management.
A balanced approach, where technology supports rather than dictates decision-making, is crucial to maintaining trust and engagement within the workforce. The goal should always be to leverage digital solutions in a way that complements, rather than overrides, the human element of crew management.
A CALL FOR INDUSTRY-WIDE COMMITMENT
Crew management is no longer just an administrative function—it is a strategic priority that determines the long-term success of the maritime industry. By adapting to workforce expectations, championing DEI, embracing flexible policies, and leveraging technology in a way that enhances human interactions, we can create a resilient, inclusive, and future-ready workforce.
The maritime industry is built on the dedication of its people. As leaders, we must ensure that every seafarer feels valued, respected, and empowered to grow within the industry. The future of crew management depends on our ability to create an environment where talent flourishes, diversity thrives, and innovation drives progress. l
The critical role of sleep for seafarers
The maritime industry operates under unique and challenging conditions where sleep and fatigue management are essential to ensuring safety, efficiency, and the well-being of crew members.
Shift schedules, staffing numbers, and external factors such as poor weather or port calls, can all contribute to cumulative fatigue levels. Even one night of insufficient sleep can lead to declines in cognitive performance, resulting in lapses in attention and slower reactions.
Recent research by Bikram Bhatia at the World Maritime University reveals that 64.3% of seafarers admitted to adjusting their work/rest records, often under pressure from shore-based management. Over half of the respondents reported being questioned about their records, with many explicitly instructed to modify them. On large vessels such as cruise ships, accurately monitoring the work and rest hours of thousands of crew members remains a logistical challenge, further exacerbating the problem.
Despite regulations designed to protect seafarers’ rest, achieving adequate sleep remains an ongoing challenge. The consequences of fatigue extend beyond personal health, affecting workplace safety, operational effectiveness, and the industry’s overall reputation.
Fatigue has long been recognised as a contributing factor in maritime accidents. Indeed, in a study published in 2024 from the World Maritime University, funded by the International Transport Workers’ Federation ( ITF) Seafarers’ Trust, 93% of respondents agreed that fatigue is the most common safety-related challenge onboard.
Ronald Spithout, Managing Director of OneHealth by VIKAND
Data from the U.S. National Transportation Safety Board (NTSB) shows that 12% of the 394 accidents analysed between 2001 and 2012 identified fatigue as a causative factor. Marine accidents showed a 7% prevalence of fatigue-related incidents, with nearly half of these occurring during late-night and early morning hours when the body’s circadian rhythms naturally drive a need for sleep.
A report by The Royal Institute of Navigation in 2021 which looked into the effect of circadian rhythms on shipping accidents, highlighted that collisions and accidents frequently occur during these adverse circadian phases, when human physiology struggles to sustain alertness and performance. These accidents, driven by fatigue, are not only more frequent but often more severe, emphasising the urgent need for better management of sleep and alertness at sea.
“Fatigue is one of the biggest risks to safety at sea,” said Stephen Hunter, Fleet Manager at Britannia P&I Club. “When Crew members are tired, their ability to process information, make decisions, and react quickly in emergencies is severely impaired. This applies across all ranks, from junior crew to senior officers.”
Inadequate sleep doesn’t just affect individual performance – it compromises the safety of the entire vessel. When one person is fatigued, the ripple effects can disrupt operations, increase the risk of errors, and place additional pressure on other crew members.
Stephen Hunter, Fleet Manager at Britannia P&I Club
The impacts of sleep deprivation extend beyond slower reaction times and impaired decision-making. Chronic lack of sleep can lead to increased risk of accidents, strained teamwork and health problems.
This was echoed by Ronald Spithout, Managing Director of OneHealth by VIKAND, which provides health management solutions to the maritime industry. He observed: “Fatigue is not just an operational risk; it is a human health crisis within the maritime industry. Chronic sleep deprivation doesn’t just lead to accidents - it impacts the long-term physical and mental health of crew members, and this has a direct impact on their performance and well-being.”
Sleep deprivation undermines cognitive functions such as decision-making, memory, and alertness, while also affecting physical performance. Over time, chronic circadian misalignment and sleep deprivation are linked to significant health risks, including cardiovascular disease, diabetes, obesity, and mental health disorders. For seafarers, who work long hours under demanding conditions, these risks are compounded by insufficient opportunities for meaningful rest.
Adults typically need 7-8 hours of uninterrupted sleep within a 24-hour period; however seafarers face unique challenges due to shift work, time zone changes, and the demands of life onboard. When sleep is compromised, fatigue builds over time, leading to cumulative deficits that can have serious consequences.
Regulations under the Maritime Labour Convention (MLC) 2006 aim to address these challenges by establishing clear limits on work and rest hours. The MLC requires a maximum of 14 work hours in any 24-hour period and 72 hours in a seven-day period, or a minimum of 10 hours of rest per day and 77 hours per week. Despite these guidelines, compliance remains a persistent issue.
“The MLC sets minimum rest hour requirements for a reason,” explained Mr Hunter. “It’s not just about compliance; it’s about ensuring that every crew member has the mental and physical capacity to perform their duties safely.”
Mr Spithout emphasised the systemic pressures contributing to these challenges: “The maritime industry’s culture needs to evolve. We must move away from expecting crew members to compromise their rest due to operational demands. Technology and better systems can help, but we also need a shift in mindset to prioritise health and safety.”
VIKAND points out that solving the issue of fatigue requires more than regulatory oversight and innovative solutions, such as circadian-targeted lighting systems developed by Circadian Positioning Systems (CPS), offer a promising way forward. These systems use biophilic smart lighting, wearable sensors, and data-driven algorithms to optimise lighting conditions, aligning seafarers’ circadian rhythms with their work schedules. Trials on cruise ships demonstrated the effectiveness of this approach, with crew
members gaining an average of 35 additional minutes of sleep per day and achieving better alignment of their internal body clocks. These outcomes not only reduce fatigue-related risks but also enhance overall well-being and performance.
Addressing fatigue in the maritime industry requires a comprehensive strategy that integrates technology, regulatory compliance, and a cultural shift towards prioritising seafarers’ well-being. Strengthening enforcement mechanisms, investing in innovative tools, and ensuring adequate staffing levels are critical. “Equally important is fostering an environment where seafarers feel empowered to adhere to rest requirements without fear of coercion or reprisal,” added Mr Spithout.
While regulatory frameworks such as MLC 2006 provide a foundation for managing this challenge, bridging the gap between policy and practice is crucial. By embracing innovative solutions and cultivating a culture of care, the industry can mitigate the risks of fatigue, safeguard its workforce, and chart a safer, healthier future for all seafarers.
To address the challenges of maintaining adequate rest at sea, Britannia P&I Club offers practical guidance using the ‘REST’ concept:
R
– Respect: Respect your colleagues’ rest periods. Unless it’s a genuine emergency or safety concern, avoid disturbing crew members during their designated sleep hours. When disruptions occur, such as during emergency drills, ensure compensatory rest is provided.
E – Excess: Avoid activities that disrupt sleep, such as consuming caffeine or heavy meals before bedtime. Screen time can also interfere with the body’s ability to wind down, so minimise device use in the hours leading up to sleep.
S – Share: Communicate openly with colleagues about fatigue. “If you’re feeling extremely tired, speak up,” says Stephen. “Your team can adjust workloads or offer support to help manage the risk.”
T – Timetable and Teamwork: Collaborate to create schedules that balance operational demands with adequate rest periods.
Optimising the sleeping environment is another critical factor for seafarers. To improve sleep quality:
• Use high-quality mattresses and pillows.
• Ensure cabins are dark and quiet, particularly during daytime rest.
• Maintain a comfortable temperature, ideally around 20°C, but adjust as needed.
“Small changes can make a big difference,” Mr Hunter advises. “When crew members feel rested, they’re better equipped to handle the demands of life at sea.”
“Being overly tired compromises not only your safety but also the safety of your colleagues and the vessel. A simple lapse in judgment or a delayed reaction can have catastrophic consequences. That’s why sleep is not a luxury - it’s a necessity.” l
Data key to addressing seafarer safety concerns
Addressing a seminar held before the January AGM of InterManager, the international association for ship and crew managers, the body’s Secretary General Capt. Kuba Szymanski issued an impassioned plea for better collection and use of date to quantify some of the important safety issues facing seafarers, the lifeblood of the shipping industry. Only that way can major problems be identified and the effectiveness of corrective action be assessed.
Data doesn’t lie, was his message. “I can tell you that I am slim,” he quipped, “but if you look at my BMI (body mass index) calculation you’ll know that isn’t case!” And with InterManager’s members responsible for looking after as many as 90% of the world’s crew members, it’s only appropriate that the association should ask: “Are we doing a good job with our safety on ships?”, he added.
Some answers can be gleaned from the safety statistics that InterManager has for years been collecting from its members and the wider shipping industry and publishing
monthly on its website, freely accessible to all. These cover three main areas of industry concern: enclosed space entry, lifeboat accidents, and slips & falls.
Overall, the results are far from reassuring.
ENCLOSED SPACE ENTRY
On enclosed spaces, definitely “something is not right,” opined Capt. Szymanski. “Sixty eight percent of all deaths are of senior officers, the people we promote.” How would any other, land-based industry react to such a high accident rate among its executive cadre, he pondered.
Along with other shipping industry stakeholders, InterManager took part in a webinar held in December, organised by The Nautical Institute, that aimed to find solutions to prevent enclosed space accidents. Although best practice guidelines are in place, accidents in enclosed spaces caused by lack of oxygen or the presence of poisonous gasses continue to occur far too frequently, with devastating consequences for seafarers and their families, listeners heard.
Capt. Kuba Szymanski at InterManager AGM
In response, the maritime industry has united to take action, forming a joint industry initiative aimed at education, with the ultimate goal of reducing and, ideally, eliminating these accidents. InterManager is proud to have played a leading role in galvanising action on the issue.
How hard would it be to take concrete action to prevent such incidents - for example by having meters giving readouts of atmospheric conditions inside such potentially deadly spaces installed outside, to prevent any unwitting entry – some observers queried.
LIFEBOAT ACCIDENTS, SLIPS & FALLS
Ongoing lifeboat safety incidents are similarly alarming, continued the InterManager Secretary General. “In December there were 52 reported by Panama alone,” he said.
‘Ergonomic’ factors in launches and drills are the most common immediate cause of lifeboat incidents, according to InterManager statistics. These include cases of a seafarers being hit by a handle, crushed between boat and hull, having their hand stuck between blocks and wire, falling overboard while handling… and more.
How ironic that equipment intended to protect seafarers actually is causing them harm, Capt. Szymanski mused – a situation comparable to that of enclosed spaces where confusion over the IMO regulation introduced in 2011 requiring breathing apparatus to be used seems to have actually contributed to increased fatalities since then.
Regarding slips and falls, again there is no statistical evidence of declining frequency, although InterManager number-crunching has at least been able to identify in which parts of the ship these happen most often, allowing those companies and Captains mindful enough to warn crew of potential ‘black spots’ and take whatever preventative measures possible.
CRIMINALISATION AND DETENTION
Criminalisation and unlawful detention of seafarers is another aspect of maritime safety that increasingly requires attention, the InterManager Secretary General continued, referring to cases such as the Galaxy Leader. It is for this reason that the association has begun collating data on that category of incident as well, urging members of the shipping industry to report instances of their seafarers being unjustly treated.
Announcing the new initiative in January this year, Capt. Szymanski explained: “There is a concern within the shipping industry that seafarers are being unfairly detained when authorities find something wrong with their ship, often when drugs are found onboard but also in other circumstances. Most frequently senior officers are detained, although the whole crew can be, and held without charge for long periods of time and often without any proper legal representation or assistance.
“There is growing recognition across the shipping industry that this situation needs to be addressed, including at the IMO. InterManager, as part of the Human Element Industry Group and as an IMO NGO, has stepped up to collect meaningful and useful data that can be used to inform discussions on this issue.
“Let’s see what the scale of the problem is,” he continued. “We’re calling on all shipping professionals and maritime colleagues to share their knowledge with us to ensure the information we compile is as comprehensive as it can be,”
Early statistics dating back to 1989 collected by InterManager suggest that that the number of cases has increased, peaking in 2023 at 23 cases, with a further 17 in 2024. In 63% of cases the ship’s Master was the one imprisoned. Tanker crew represent the most frequent vessel type on which arrests occurred (29%), followed by Bulk Carriers (19%), and General Cargo vessels (14%). Cases are most frequent in Asia, with a significant number occurring in both Europe and the Americas.
InterManager relates on its website one notable case where Polish Captain Andrzej Lasota who spent two years in
jail without trial in Mexico. He was charged with “negligence in failing to be aware that the ship he commanded may have been carrying prohibitive substances” after 240kgs of cocaine was found buried in his ship’s coal cargo during discharge. The drugs were discovered by an alert ship’s officer and reported by the Master to the authorities after he had immediately stopped cargo work. The whole crew was arrested by armed military forces and held for three months, while Capt. Lasota was incarcerated for longer, facing a possible 20 years for drug trafficking. His family campaigned hard for his release, supported by the Cypriot and Polish Governments and maritime organisations such as InterManager. He was eventually released from a harrowing jail term of 592 days without charge, in poor health, and having lost four stones in weight.
Such a situation is unacceptable, the InterManager Secretary General fumed. After all, “everyone makes mistakes, but when that happens [aboard ship], colleagues at sea are blamed, not the people at the top of the organisation. We fine them, jail them… turn our backs on them!”
Hardly a good advertisement for a career at sea, to put it mildly. l
SEA-CARE initiative launched to enhance data-sharing
Inmarsat Maritime, supported by association Maritime London, has established SEA-CARE as a new panindustry working group to study how pooling information can improve maritime safety.
Co-chairing the initiative are Inmarsat Maritime’s VP of Safety & Regulatory, Peter Broadhurst, and Jos Standerwick, Chief Executive of Maritime London.
One inspiration of the initiative has been Inmarsat Maritime’s annual ‘The Future of Maritime Safety’ report, which analyses Global Maritime Distress and Safety System (GMDSS) call records and is now in its sixth year of accumulating data. This data is seen as a vital record of real incidents involving perceived danger, analysis of which can provide insights into best safety practice.
“While distress call data provides valuable information, the reasons the calls are made are not always clear from the data,” says Peter Broadhurst. “The volume of calls year on year is persistently high, and a high proportion also turn out to have been unnecessary. If we enriched GMDSS data with this information, for example, our industry could implement preventive measures to reduce the call volume.”
A first meeting of the group brought together experts representing the London & International Insurance
Peter Broadhurst
Brokers’ Association, the International Maritime Rescue Federation, the IMO, and the International Transport Workers’ Federation. Together, the attendees evaluated how other datasets could be integrated to provide a more holistic view of maritime safety, including information from flag states, the IMO, insurance brokers, and shipping companies.
At its next meeting, SEA-CARE has set itself the twin tasks of nominating a Top Five list of safety issues facing the industry, and deciding which organisations to approach about sharing data in order to gain better insight into safety risks. l
Saving of the Sounion
One of the most complex and dangerous salvage operations occurred in the second half of last year after the laden oil tanker MT Sounion had been disabled by Houthi missile strike in the southern Red Sea on August 22.
The crew were evacuated by a French naval frigate the following day following a distress call the vessel’s Capyain to EUNAVFOR, and then
Houthi fighters boarded the vessel and laid explosive charges, causing her to catch fire.
UK-based risk specialist Ambrey was appointed by the vessel’s insurers to lead the commercial salvage in order to avoid a potential oil spill ’four times the size of the Exxon Valdez disaster’ according to a US State Department statement. This entailed towing the still-burning vessel –
something never attempted on a laden tanker of this scale before - out of range of possible further missile attack to a safe haven where the 19 separate fires could be extinguished, a process that took three weeks. After inspection that she was safe, patching of the cargo tanks and their pressurisation with inert gas, the vessel was then towed north to Suez where the oil was safely removed and transferred. l
Sounion after the explosions
Under tow still alight
Operation successfully completed
ClassNK addresses growing fire risks of car carriers and Electric Vehicles
ClassNK last December released guidance to assist in the safe evacuation of crew members from vehicle carriers in the event of a cargo hold fire.
Additionally, it established the world’s first notation, ‘AMEVC(EV)1,’ to indicate vessels equipped with additional measures to facilitate safe evacuation.
Vehicle carriers often have accommodation areas and lifesaving equipment, such as lifeboats and liferafts, positioned above cargo holds, with ventilation ducts for the holds located close to the accommodation spaces. As a result, flames and smoke from a cargo hold fire can affect these critical areas and evacuation routes, posing evacuation challenges and potentially compromising crew safety.
In collaboration with shipping companies and shipyards, ClassNK has compiled the risks and countermeasures for
evacuation from vehicle carriers during fires in the ‘Risk Assessment related to the Safe Escape from a Car Carrier.’ It covers various risks, including thermal effects, and suggests countermeasures such as spraying water on the decks, installing thermal insulation under lifeboats, and adding evacuation equipment to the forward mooring decks.
ClassNK has also set out requirements for granting notations to vessels equipped with additional evacuation measures tailored to each vessel’s layout, and issued the ‘Guidelines for the Safe Transportation of Electric Vehicles (Edition 2.0).’ The first edition focused on the characteristics of EV fires and fire response measures such as detection and prevention of fire spread, along with notation requirements for vessels implementing these measures. In the latest edition, new insights on evacuation have been added, making the guidelines more comprehensive.
ClassNK says it is committed to contributing to the safe maritime transport of EVs through the establishment of appropriate standards and certification. l
Lloyd’s Register study warns of ‘alarm fatigue’ on bridge
Duncan Duffy
The number of bridge alarms whilst vessels are in open seas has increased by 197% in less than two decades as an unintentional byproduct of digitalisation. This can create ‘critical alarm flooding’ on the ship’s bridge which in turn leads to poor decision-making, revealed a Lloyd’s Register (LR) research report issued late last year.
The number of alarms onboard ships should therefore be rationalised to ensure they support officers’ and watchkeepers’ operational decision-making capabilities and are not a distraction or irritation, the research conducted by LR concluded.
The investigation also revealed that there are 70% and 6% more alarms in coastal waters and confined waters respectively compared to 20 years ago.
The research was carried out as part of LR’s ‘Alarm Management in the Maritime Industry’ report drawing on realworld data gathered from 65 watchkeeping officers from 15 ships operated by 10 independent companies. Data collected as part of the investigation was compared with the crew’s own perceptions of the impact of alarms on their work.
On the ships bridge, peak rates were found to be 74 alarms per hour in a situation requiring high levels of concentration of the navigating officers. For engine room alarms, certain ship segments were experiencing an average of 2,500 machinery alarms per day, with peak daily rates seen at 22,500.
Digitalisation of maritime operations has led to increasing numbers of technologies and sensors being fitted to ships, often with alarm functions. The excessive number of alarms now onboard often leads to ‘alarm fatigue’ and can adversely affect officers’ operational awareness and performance onboard, says
the research. There are currently no regulatory instruments mandating justification of the safety credit claimed by alarms.
The study also demonstrates the advantages of alarm systems, and how they can support crews both during normal operations and in demanding situations. It also asserts that alarm frequency should be better monitored and controlled to ensure maximum utility is gained from the software.
Duncan Duffy (pictured), LR’s Global Head of Technology, Electrotechnical Systems and Digitalisation, said: “This investigation reveals the unintended consequences of many uncoordinated alarm requirements being assembled together in a ship system. There is an obvious need for some alarms but confusion regarding necessary actions or uncertainty regarding root causes can lead or contribute to serious incidents. This comprehensive study represents a key step in addressing these challenges.”
Following the results of this investigation, LR and a selection of partners have created an industry task force to research adjacent industry approaches and assess their suitability for managing alarm systems in the maritime context funded by the Danish Maritime Fund.
The research is part of LR’s Digital Transformation Research programme, specifically designed to provide in-depth analysis of key opportunities and challenges for maritime digitalisation. l
Motivating. Inspiring. This
Risk, requirements and regulation: Preparing for growing cyber threats
The need for cybersecurity in shipping is growing and owners must make informed choices, writes
Angeliki Zisimatou, Director, Cybersecurity, ABS
Cyber incidents in maritime are increasing in number and sophistication, with new forms of connectivity and new digital technologies creating additional risk for an industry that for a long time felt insulated from direct, targeted cyber attacks.
To address these risks, the industry has seen the implementation of various regulations driven by industry-led initiatives, but a global unified standard has yet to be developed. Shipowners must address recent regulations while keeping an eye on the horizon for the development of a more substantial regulatory framework.
Among the challenge for operators is that effective cybersecurity generally requires a risk-based approach, whereas most maritime regulations attempt to be prescriptive in nature to better guide operators and assist them with implementation efforts. The lack of common data formats and the assumption that implementation of minimum security control levels is good enough can lead to compliance, but not necessarily security.
Some vessel operators continue to believe that being “air-gapped”
from the internet or using only minimal connectivity reduces their risk to an acceptably low level. This assumption discounts the reality that 83% of organizations reported at least one attack attributed to insiders, normally employees, whether intentional or otherwise.
All operators, regardless of size, should start from the same baseline, but there are no restrictions on going further. All should, at the very least, have completed a risk management plan to understand their assets, associated vulnerabilities, and mitigating actions.
A major factor in building that plan is understanding the human factor and the risks that accrue from the lack of training and awareness. Crew training in particular is critical, as many crewmembers have not had cybersecurity training and are not aware of the risks.
The most important step is not to rely solely on the controls provided by regulations to feel cyber-secure. Using them as a starting point, vessel operators must acknowledge the necessity for additional measures, which will inevitably require increased investment and resources.
This commitment to enhanced cybersecurity should be an ongoing effort.
The industry also needs to carefully consider the cybersecurity of new technologies in shipping and the ever-present risk stemming from the long supply chain that connects third party equipment and system suppliers to operators.
The potential of machine learning, IIoT, blockchain technologies, and digital twins is clear, but some of these applications pose technology risks that have not been tested enough to provide historic vulnerability data. The prospect of AI in shipping is exciting to some, but do users understand how it can be exploited for malign intent?
At a time of so much information available to shipowners, the role of class as a source of impartial advice has never been more important. The first to issue guidance in 2016, ABS is updating its cyber notations for new and existing vessels and introducing new flexible notations to enable compliance with multiple standards depending on the needs of the vessel operator. l
DNV issues safety guidance on autonomous shipping and alternative fuels
DNV has launched a new family of class notations, Autonomous and Remotely Operated Ships (AROS), which it says provide a framework for how auto/remote vessels can achieve equivalent or higher safety compared to conventional vessels.
Autonomous shipping, ranging from remote control operation to fully unmanned vessels, is seen as having promising applications in the maritime industry. Benefits could include improved safety, optimised logistics chains, greater cargo capacity due to reductions in crew, increased fuel efficiency, reduced emissions, and reduced operational and maintenance costs, according to DNV.
While these advancements hold great promise, regulatory frameworks are still being developed. The IMO is developing a code for Maritime Autonomous Surface Ships (MASS), expected to be voluntary from 2025. However, this will not be mandatory until 2032, driving the need for a developmental framework for related technologies.
DNV believes its AROS notations provide the industry with the necessary structure for the future development
of autonomous shipping technologies, in close cooperation with the flag and coastal states which hold ultimate approval responsibility.
“Autonomous shipping, in all its formats, is a key part of the future development of shipping,” says Geir Dugstad, Technical Director (pictured above), Classification at DNV Maritime. “With the AROS notations, we will see novel autonomous and remotely controlled pilot projects achieving at least the same safety levels as conventional vessels. When the technology from these pilots becomes available for seafarers, features such as collision and grounding avoidance, vessel lookup support, and remote machinery support can help improve safety and reliability.”
The AROS family of class notations covers four specific functions for autonomous ships – navigation, engineering, operational, and safety – and will also be distinguished by category (remote control, decision support, supervised autonomy, full autonomy) and location of ship control (onboard, off-ship, or hybrid). These definitions are in line with the current plans for IMO’s upcoming MASS code.
Separately, DNV has issued guidance on safe use of methanol and ammonia fuel in the form of a competence standard (ST) for methanol and a recommended practice (RP) for ammonia.
Kirsten Birgitte Strømsnes, Business Development Leader in DNV Maritime Advisory, says: “DNV’s Methanol ST and Ammonia RP can provide the shipowner with an overview of competence needs for the shipboard crew, and assist in defining training needs, crew planning and input to manuals. The purpose of these documents is to be used by shipowners for onboard familiarisation and competence management, by maritime academies and training institutions to develop curricula and courses and by third parties, as a reference document, for certification or verification of learning programs and competence assessments in examinations.”
DNV collaborated with OSM Thome and Northern Marine when developing the ST and Amon Maritime, Azane Fuel solutions, Yara Clean Ammonia, Wärtsilä, Kongsberg Maritime and Bernhard Schulte Shipmanagement/ Ula Ship Management when developing the ammonia RP. l
Persistent tracking can transform safety at sea
Capt. Steve Bomgardner, VP of Shipping & Offshore at Pole Star Global, discusses how reliance on AIS alone is not enough and persistent tracking has a crucial role to play in protecting vessels and crew.
The shipping sector is facing increasing operational complexities and resultant dangers at sea. With unpredictable weather patterns, an emergent shadow fleet and escalating dark ship activity, the presence of uninsured vessels, Red Sea targeting, and AIS technology vulnerabilities, the continued reliance on AIS as a single source of vessel location data is undermining the safety of fleets.
For some years, outside of Flags and shipping companies (that have always deployed persistent tracking solutions), the wider maritime sector has relied upon Automatic Identification System (AIS) to track and monitor fleets around the world.
AIS alone, however, is today no longer
enough to navigate this complexity. AIS can be easily spoofed, jammed or turned off by bad actors, to cover illicit activity such as drugs, people, and contraband trafficking, along with the illegal ship-to-ship (STS) transfer of sanctioned oil and LNG.
Additionally, the rise in attacks on shipping in the Red Sea and Gulf of Aden is prompting ship masters to switch off AIS tracking to avoid becoming a target. Yet without robust and reliable tracking, ships risk potentially devastating collisions that can lead to loss of life.
Over the last decade, the shipping sector has become increasingly reliant upon data. From voyage planning, weather analysis & routing, voyage optimisation, emissions reporting, to advanced notice of arrivals, crews spend more time looking down at computer screens than up and outside the bridge. This technology reliance is of course great when it works; but if the data isn’t trustworthy, the vessel, its crew, and profitability will be at risk. The impact of delayed, spoofed, or non-existent AIS ship positions is significant in impacting safety, security, environmental, and sanctions compliance.
AIS is too vulnerable to safeguard shipping. A single source of tracking data does not deliver the rigour required. What is needed is a robust
solution that overlays multiple tracking data sources, including AIS and secure point-to-point satellite tracking systems such as Inmarsat-C and Iridium. The addition of voyage plans when available and affordable EarthObservation (EO) data when relevant, as well as realtime analytics, transforms the accuracy and reliability of vessel location data.
This multi-layered persistent tracking solution overcomes AIS vulnerabilities to deliver a far more reliable tracking system. For crew, confidence in the ship’s position is key, eradicating guesswork. For onshore personnel, any deviation in position from the planned route can be immediately flagged and investigated.
Accurate vessel position data worldwide allows ship owners to be significantly more proactive in mitigating the impact of immediate events on the crew. This is particularly key with the escalation of unpredictable weather events due to climate change. For example, the recent drought in the Panama Canal has forced ships to wait weeks for passage, prompting ship owners to either make substantial payments for expedited access or arrange overland transport for their goods. Such decisions not only impact delivery contracts and costs but also extend the time crews spend at sea, potentially disrupting planned leave and overall crew management.
Moreover, incidents like the tornado or waterspout believed to have caused the rapid sinking of the yacht Bayesian underscore the critical need for reliable tracking in the face of climate change. Plus, increasing geopolitical threats and alerts about dark fleet activity further emphasise this importance of dependable tracking solutions.
Incorporating predictive analytics, artificial intelligence, and machine learning to accurately track vessels greatly enhances a ship owner’s ability to provide early warnings and alerts for potential dangers. This advanced approach also offers a deeper understanding of how events, such as the hazards in the Red Sea and issues in the Panama Canal, affect crew well-being.
Vessel crews are now 100% reliant upon data and, as the shipping industry moves towards an autonomous future, the accuracy of that data is paramount. With multiple, diverse vessel detection technologies feeding into live dashboards, both on-board crew and onshore support staff can be confident in their ability to avoid risk, mitigate danger and take the right decisions to safeguard vessels and crew at all times. l
Alternative Viewpoint
U.S. shipbuilding & security designs
By New York-based maritime analyst and journalist Barry Parker
In an early January, 2025 the Washington D.C.-based law firm Holland & Knight’s (H & K), posting on the firm’s Transportation blog, opined that: “Shipyards and shipbuilding lie at the intersection of two of President-Elect Donald Trump’s campaign promises: increasing national security and rebuilding America’s industrial base.”
At Marine Money’s New Orleans conference in November 2024, held a week after Donald Trump’s decisive win in the Presidential election, the focus was all about the Jones Act and maritime companies serving the States. On one panel, lawyer John Imhof, a shareholder at Vedder Price, said: “There seems to a big tailwind in the U.S. flag”, and then mentioned the ‘Ships for America Act’ which was formally introduced into the U.S. Congress a fortnight later. The aim of the Act, according to backers, is to “address critical gaps in shipbuilding, maritime workforce development, and the modernization of our commercial fleet”.
Indeed, following Trump’s late January inauguration, Rep. Mike Waltz (Republican – Fla.), co-sponsor of the Act, was confirmed as national Security Advisor. The bloggers at H & K noted: “Waltz is a strong proponent of rebuilding America’s shipping industry in acknowledgement of China’s economic and security power in this space.”
The Act itself did not gain traction in Congress, but will be re-introduced in the 119th Congress, the new legislative session, and is said to enjoy support from both sides of the House as well as solid backing in U.S. military circles. Fast forward to February and the Hellenic American and Norwegian Chambers of Commerce conference (‘HACC NACC’) in New York. Senator Mark Kelly - a U.S. Merchant Marine Academy graduate who spent many years in the U.S. Navy - talked about shifts in emphasis when looking at the U.S. security landscape, saying: “Now we are focused on another near-peer adversary with a significant maritime footprint…
and that means that the United States needs to seriously and urgently re-orient and rebuild our maritime industry.”
Another lawyer speaking at HACC NACC was more explicit. “After years of the U.S. government sitting idly by, and letting the maritime industry in the United States disintegrate, fear has finally set in, because our friends at the Pentagon look at the overwhelming military and commercial power of China, and worry terribly, about whether the United States, in a direct conflict in the Pacific… could sustain a military engagement for any length of time.”
Then there’s that Trump Administration focus on the Panama Canal. Maritime historians claim that the Canal’s original purpose back in those pre-World War I days was as a conduit for U.S. military vessels, its 32-metre maximum width clearance (pre the 2016 expansion) tied to the beam of the largest U.S. battleships at the time. While the Canal Authority’s ability to artfully play the supply/demand game with its auction pricing has come up - drawing Trump’s ire or maybe jealousy, the President being steeped in extracting maximum rents in his properties business- will have been an issue but so too the increasingly close relationship of Panama with China
Trump’s latest salvo seems to have had the desired effect. As a result of US pressure Panama has ceased its involvement in China’s ‘Belt and Road Initiative’, which it joined in 2017, and Hong Kong-based Hutchinson’s Panama Port Company terminals at either end of the Canal will now be subject to audit by the Panamanian authorities – although one U.S. Republican politician fumed “we want action, not audits!” And there are U.S. claims, still unconfirmed by the Panamanian authorities at the time of writing, that charges levied on U.S. naval vessels transiting the Canal will be dropped. In any event, the Trump administration will doubtless view whatever concessions emerge as not only a financial ‘win’ but as a big assist to national security, one of America’s key intentions when first building the Canal. l
Regional Focus
SINGAPORE REPORT
Singapore’s annual vessel arrival tonnage, total tonnage of ships under its flag, container throughput, total bunker sales, and sales of alternative bunker fuels all reached record highs in 2024, while total cargo volumes handled at the Port of Singapore were also up year-on-year.
This was the positive message conveyed by the Minister of State for Law and Transport, Mr Murali Pillai, speaking at the annual Singapore Maritime Foundation (SMF) New Year Conversations event in mid-January. He said that despite strained global supply chains, Maritime Singapore had maintained strong growth momentum in 2024, and he looked forward to continued steady growth in 2025.
Indeed, for the 11th year in a row Singapore ranked as the world’s leading International Maritime Centre (IMC) in the Xinhua-Baltic International Shipping Centre Development Index, the Minister said, and is now home to close to 200 international shipping groups. Port of Singapore also holds the distinction of being the world’s busiest transhipment port, as well as the largest bunkering port supplying over a sixth of the total fuel used by global shipping.
In recent years there have been concerns that rising property prices and service costs might be dimming the city’s appeal as an IMC. However, the Law and Transport Minister revealed that more than 30 maritime companies - spanning the shipping, legal, insurance, shipbroking, and marine tech sectors - established or expanded their operations in Singapore during 2024.
Notably RINA announced the set-up of its Open Innovation Hub in Singapore last year, and in January 2025 fellow classification society DNV announced it was basing the newly creating position of Chief Operations Officer in the Lion Republic. Likewise, ABS is investing in expanding its services to customers across the South East Asia region out of Singapore, having recently established an Electrification Centre in the city-state, adding to its existing Sustainability and Global Simulation Centres there.
Innovation is another of Singapore’s strengths, with the number of start-ups under its Port Innovation Ecosystem Reimagined @BLOCK71 (PIER71TM) scheme having grown from 17 in 2018 when PIER71TM was launched, to over 140 today. These start-ups have since raised over S$80 million in investments, with 10 start-ups raising close to S$17 million in 2024.
The Singapore Registry of Ships also enjoyed a record-breaking year in 2024.
The total tonnage of ships under the Singapore flag exceeded 100 million GT for the first time and reached a new record high of 108 million GT, an increase of 8.5% from 99.6 million GT in 2023. The Singapore Registry of Ships (SRS) remains one of the world’s top five ship registries.
Meanwhile, PSA pushes ahead with its groundbreaking automated Tuas Port development, intended to be able to handle 65m TEU upon completion of its four phases of development and to act as centre of an entire new marine and logistics ecosystem for the country. Eleven berths at the new port are now operational, with seven more berths to be operational by 2027, and reclamation works in Phase 2 of Tuas Port are about 75% completed.
Separately, PSA Singapore inked a Joint Venture partnership with Evergreen Marine Corporation (EMC) in November 2024, designed to improve synergies between the two and offer long-term terminal capacity assurance to EMC’s expanding containership fleet in Singapore.
Overall, Port of Singapore – including PSA terminals and Jurong Port - handled more than 40m TEU for the first time in 2024, finishing with 41.12m TEU compared to 39.0m TEU in 2023, year-on-year growth of 5.4%. Transhipment accounted for some 90% of that total.
But perhaps Singapore’s most impressive role as an IMC and port is the one it is playing as champion and proving ground for alternative fuels, in line with its unwavering commitment to global decarbonisation goals. Sales of alternative bunker fuels in the port exceeded one million tonnes for the first time in 2024 to reach 1.34 million tonnes, a year-on-year doubling.
Specifically, the sale of biofuel blends grew from 0.52 million tonnes in 2023 to 0.88 million tonnes. Biofuel blends of up to B50 are available commercially with trials of up to B100 on-going.
LNG increased from 0.11 million tonnes in 2023 to 0.46 million tonnes last year. An Expression of Interest was launched in December 2024 to explore scalable solutions for sea-based LNG reloading to complement the existing onshore LNG bunkering storage and jetty capacities and support the supply of e-/bio methane as marine fuel in Singapore. Methanol was available on a commercial scale and registered 1,626 tonnes, while 9.74 tonnes of ammonia was bunkered for the first time globally in trials in the port.
In April 2024, MPA established the Maritime Energy Training Facility (METF) to train the global maritime workforce in handling and operating vessels using clean marine fuels. The network of industrysupported training establishments is expected to be fully developed by 2026 and will train around 10,000 seafarers and other maritime personnel by the 2030s. There are currently 52 METF training partners comprising global marine engine manufacturers, international organisations, classification societies, trade associations, unions, and institutes of higher learning. Over 400 seafarers and maritime professionals have undergone training under the METF.
SSA celebrates 40 years
The year 2025 marks the 40th anniversary of the Singapore Shipping Association (SSA), a journey which the SSA says has been defined by resilience, determination, and progress. The anniversary year’s theme, “Beyond Resilience, Seize the Future” highlights how far the industry has come, and continue to thrive in the years to come.
Caroline Yang, President of SSA, says: “SSA has come a long way since our beginnings 40 years ago, first through the merger of five shipping related associations into the Singapore National Shipping Association (SNSA) and evolving into the Singapore Shipping Association (SSA) as we know today. We grew from strength to strength, into a diverse and vibrant shipping ecosystem and elevated our international standing through our work at regional and international maritime groupings.
“Our success today is built on the hard work of past presidents who led with courage, members, including committee chairs, who contributed whole-heartedly and supportive partners. We all collaborated with one goal in mind – to safeguard Singapore’s position as an International Maritime Centre.
“Today, the maritime industry stands at a pivotal point, where decarbonisation and digitalisation are no longer aspirations but imperatives. As we look to the future, we see boundless opportunities to redefine our businesses and how our industry contributes to a more sustainable world.
“Together, we will drive progress, embrace change, and inspire the next generation to lead this industry into a thriving future.” l
In addition, MPA signed two new Green and Digital Shipping Corridor (GDSC) MoUs with Australia and Shandong, China in 2024. These add to the four GDSCs established earlier with the Port of Rotterdam in Netherlands, the Ports of Los Angeles and Long Beach in the US, Tianjin in China, and Japan.
SHIPOWNERS
Singapore-based ship owners and managers are also in the vanguard when it comes to adopting cleaner fuels and other environmental initiatives.
Pacific International Lines (PIL) announced in November that it was accelerating the renewal of its fleet with an order for another five 9,000 TEU liquefied natural gas (LNG) dual-fuel container vessels. The vessels will be built by Hudong-Zhonghua in China, with delivery expected in 2027 and 2028. In addition to being LNG powered, the vessels have the capability to transition to bio-methane, one of the lowest emission fuels available to the shipping industry today.
Meanwhile, PIL announced in late October 2024 that it had successfully completed the inaugural LNG bunkering of its first LNG-powered dual fuel vessel, the 14,000 TEU containership Kota Eagle, in Shanghai.
Ocean Network Express (ONE), headquartered in Singapore, is one of the world’s leading liner shipping companies. This consortium of Japan’s ‘Big 3’ liner shipping groups operates a fleet of over 240 vessels with a capacity exceeding 1.9 million TEU, providing connection to over 120 countries. For the past 10 years it has been using its containerised Alternative Maritime Power (AMP) solution at ports on the US West Coast to minimise emissions while at berth, and will now be working with Ningbo Zhoushan Port Group to explore doing the same in China.
Also, in November last year, ONE and Canadian containership lessor Seaspan Corporation announced the establishment of 50:50 venture OneSea Solutions Pte. Ltd. (ONESEA), a solutions provider focused on technical ship management and maritime talent development, aiming to leverage the deep experience and best-in-class expertise of both companies. Headquartered in Singapore, ONESEA will offer technical ship management services for container vessels owned and chartered by ONE, including 20 large ammonia/methanol ready boxships delivering 2025/6, ONE’s first owned newbuilds.
BW Group, chaired by Singapore shipping luminary Andreas Sohmen-Pao, is a leading global maritime
SMF New Year Conversations 2025
More than 300 leaders from across the maritime ecosystem gathered this evening at the Singapore Maritime Foundation (SMF) New Year Conversations. Mr. Murali Pillai, Minister of State for Law and Transport, was the Guest-of-Honour and delivered a keynote speech.
In his welcome remarks, Mr. Hor Weng Yew (pictured), Chairman, SMF, emphasised the importance of building the cohesiveness of Maritime Singapore as a community in times of uncertainties, and to continue to invest in a skilled workforce as a means of staying competitive amidst change.
“The Singapore Maritime Foundation New Yew Conversations is the first event for the industry each year,” he said. “This is a useful opportunity for leaders from across the diverse ecosystem to gather, foster networks, and strengthen the cohesiveness of Maritime Singapore. This cohesiveness is a key ingredient that underpins Singapore’s attractiveness as a maritime hub.”
A highlight of the event was a panel discussion discussing strategic issues facing businesses and the outlook for the year ahead. Mr. Jeremy Nixon, CEO of Ocean Network Express (ONE), moderated a panel discussion highlighting strategic issues facing businesses and the outlook for the year ahead. The panellists comprised industry leaders Mr. Andreas Sohmen-Pao, Chairman, BW Group; Mr. Christopher
Wiernicki, Chairman and CEO, ABS; Mr. Kit Kernon, CEO, Vitol International Shipping; Mr. Patrick Lee, CEO of Singapore and ASEAN, Standard Chartered Bank; and Mr. Tan Chong Meng, Board Director, Temasek Holdings.
Established in 2004, the SMF is a conduit between the public and private sectors to accomplish the twin mission of developing and promoting Singapore as an International Maritime Centre (IMC); and to attract, engage and grow a talent pipeline to position Maritime Singapore for continued growth.
One of its first contributions was to co-found and -organise with Seatrade, now part of Informa Markets, the biennial Sea Asia exhibition and conference – originally intended as a Singapore equivalent to Greece’s Posidonia as a thought leadership event for the shipping’s professional business services sector. Sea Asia holds its 20-year anniversary edition at Marina Bay Sands on March 25-27, coinciding with Singapore Maritime Week. l
company involved in shipping, floating infrastructure, deepwater oil & gas production, and new sustainable technologies. Founded in 1955 by Sir YK Pao, it controls a fleet of over 450 vessels transporting oil, gas and dry commodities, with its 200 LNG and LPG ships constituting the largest gas fleet in the world. In the renewables space, the group has investments in solar, wind, batteries, biofuels and water treatment.
At the end of last year its unit BW LPG completed acquisition of 12 Very Large Gas Carriers from Avance Gas for a total USD 1.05 billion, bringing its VLGC fleet to a total of 53 owned and operated vessels. The move solidified its position as the world’s largest owner and operator of this type of vessel, as well as of dual-fuel VLGCs.
Singapore-based tanker owner AET, part of the Malaysian MISC Group, last year signed shipbuilding contracts with Dalian Shipbuilding Industry Co (DSIC) to build what it
described as the world’s first two ammonia dual-fuel Aframaxes, to be chartered by PETCO Trading Labuan Company Ltd (PTLCL), part of the PETRONAS Group. Zahid Osman, President & CEO of AET, described the contracts as “concrete actions to deliver on our commitment as industry leaders to progress the decarbonisation of the shipping sector”.
SHIP MANAGERS
Singapore-based ship managers are also expanding in size and scope, always with an eye on decarbonisation goals.
Executive Ship Management (ESM) made its mark in the history books last year being the first ship manager to win the United Nations Global Compact Network Singapore’s (UN GCNS) Apex Corporate Sustainability Award 2024 in the Sustainable Business Category.
Earlier in the year, ESM had also published its inaugural Sustainability Report detailing all Environment, Social, and Governance (ESG) initiatives undertaken since the inception of the company in 1998 as well as tracking its progress towards UN Sustainable Development Goals (SDGs).
In recognition of ESM’s consistent journey towards environment protection, the MPA conferred the MaritimeSG LowCarbon50 Award 2024 for the second consecutive year.
Besides its Samundera Institute of Maritime Studies (SIMS) in Mumbai achieving A1 (Outstanding) ranking for the fifth consecutive year in an audit by the Indian authorities, last year also saw ESM expand operations further overseas with new offices in the Philippines and United Arab Emirates.
Singapore-based Synergy Marine Group is one of the world’s largest shipmanagers with some 700-plus ships under technical management and employing around 28,000 crew. It manages some of the largest and most complex vessels including LNG carriers, VLCCs and 20,000 TEU-class containerships.
The company was rocked by the allision of its managed boxship DALI with the Francis Scott Key Bridge in Baltimore, US causing the structure to collapse, in March 2024. But it received plaudits for its crew having alerted the bridge authorities prior to impact and for its subsequent proactive response in providing emergency evacuation and welfare support for the vessel’s crew and for its cooperation with US authorities in clearing the channel.
In late October Synergy and affiliated shipowner Grace Ocean said they were pleased to announce having reached an agreement with the US regarding payment of those costs, which were fully insured, without any punitive damages having been imposed. The company expressly rejects any liability for the incident that led to the bridge’s collapse.
Earlier last year, Synergy had formed a technical management joint venture with bulk carrier owner Wisdom Marine called Wisdom Synergy Ship Management. It has since continued along the same expansion track, teaming with Cyprus-based EDT Offshore to form a dedicated management company for offshore vessels, EDT Synergy Ship Management.
And on the seafarer welfare front, Synergy has joined other leading industry names in becoming one of the first adopters of Agwa’s autonomous onboard vegetablegrowing technology that delivers fresh produce at sea, allowing crew to enjoy freshly picked vegetables in the middle of the ocean, also reducing food waste and therefore aiding sustainability.
Capt. Rajesh Unni, Synergy’s founder and Chairman. says: “As a fellow seafarer, this initiative is close to my heart. High-speed internet access and shorter tours of duty are vital for seafarer contentment, but I’ve also seen first-hand how important fresh, nutritious food is to morale and wellbeing on board. Among today’s increasingly health-conscious mariners, we’re observing a noticeable shift toward healthier, plant-forward eating habits.”
Meanwhile, the Singapore office of fellow shipmanager Anglo-Eastern, recently relocated to Labrador Tower, has welcomed the first LNG-fuelled bulker in the Group’s 700+ vessel fleet under full technical management.
The Capesize+ LNG dual-fuel bulk carrier MV Ubuntu Empathy, along with its twin MV Ubuntu Humanity, were christened in a special double naming ceremony held last year at Shanghai Waigaoqiao Shipbuilding. AngloEastern Technical Services (AETS) proudly supervised both newbuilds, of around 190,000 dwt each and will be used to transport more for less, with an expanded carrying capacity exceeding 200K m3 and a 35% reduced carbon footprint.
Commissioned to support Anglo American’s iron mining operations in Brazil and South Africa, the two ships are the newest additions to its elite ‘Ubuntu’ fleet – the Zulu word for “I am, because you are” to emphasise the importance of community.
Separately, Anglo-Eastern is one of 22 partners collaborating with the MPA on the aforementioned Maritime Energy Training Facility (METF) designed to provide vital training on alternative fuel management, ensuring the global maritime workforce is prepared for the future.
Wallem Group is another leading ship manager headquartered in Hong Kong but with a major presence in Singapore. In September last year it added nine pure car and truck carriers (PCTCs) to its Singapore-managed fleet, bringing it to a total of 22 vessels.
“The signing of the ship management contract is an important occasion for Wallem and by delivering reliable
services from Hong Kong, Singapore and Hamburg, we can continue to attract reputable shipowners,” Wallem MD Ray McNamara said at the time.
Wallem Ship Agency also has an office in Singapore, the company enjoying notable success in its handling of the growing number of cruiseship calls across Asia.
Considered one of the largest ship managers with a fleet of some 1,000 managed vessel, OSM Thome is today headquartered in Norway after OSM’s merger two years ago with Thome – established in Singapore as far back as 1963 – but Chief Operating Officer Olav Nortun remains based in Singapore, home of the largest shipmanagement unit. J.P. Morgan Asset Management recently stepped in as main corporate investor, replacing Oaktree.
In January this year, the company announced that it was launching EVIGO, described as a green services division that aims to redefine sustainability in shipping. “With EVIGO, we’re not just responding to the demands of decarbonisation – we’re shaping the future of maritime sustainability,” said Finn Amund Norbye, CEO of OSM Thome. “This new division reflects our dedication to innovation and our determination to empower customers with transformative solutions that will define the next era of shipping.”
Singapore-based Wilhelmsen Ship Management (WSM), part of Norway’s Wilhelmsen Group, underwent a leadership transition athe beginning of the year with the replacement of Carl Schou as CEO & President by Haakon Lenz.
2025 also marks a banner year for WSM, which will be celebrating its 50th anniversary as one of some 25 different events taking place during this year’s Singapore Maritime Week in the last week of March.
Major expansion took place during 2024 when the company completed its takeover of Zeaborn Ship Management, giving it a leading position in the German vessel market and bringing its fleet size to over 450 vessels with an expanded crew pool of nearly 13,000 seafarers.
Separately, sister unit Wilhelmsen Ships Service (WSS) has signed an agreement Yinson GreenTech to build a charging infrastructure for Hydromover, Singapore’s first fully electric cargo vessel, at its Pandan Loop facility in Singapore.
This project aligns with ongoing efforts by the MPA and the Singapore Maritime Institute (SMI) aiming to promote the electrification of harbour craft as part of broader industry shifts towards lower-emission solutions. l
MariApps celebrates 10 years of innovation
Singapore-headquartered MariApps Marine Solutions, the technology arm of BSM and a leading provider of ship and crew management software, celebrated its 10th anniversary in February. The company marked the milestone with a grand gala at the Grand Hyatt Bolgatty in Kochi, India, attended by over 1000 guests and shareholders - including Schulte Group CEO Ian Beveridge (pictured, far right).
“As we commemorate a decade of operations, we’re filled with immense gratitude for the trust and support you’ve extended to MariApps.” said Sankar Ragavan, CEO, MariApps. From humble beginnings with a team of 100 and a handful of clients, MariApps has grown into a global force of over 1,300 dedicated professionals, spanning over nine strategic locations. “As we reflect on a decade of growth, I’m grateful for the incredible journey we’ve shared, and 2025 promises to be another year of exciting growth and innovation for MariApps,” added Sankar Ragavan. “We are committed to continuing to develop cutting-edge solutions that address the evolving needs of the maritime industry and empower our clients to navigate the future with confidence.” l
Advantages of Singapore as a maritime hub
Here M.T.M. Ship Management summarises the key maritime strengths of its home city-state, the Republic of Singapore.
Singapore is a strategic port in Asia at the crossroads of a bustling trade lane between China and Indian subcontinent and UAE. Singapore is along the Straits of Malacca which is one of the busiest shipping lanes in the world, alone handling more than 100,000 vessels annually.
The port of Singapore is at the heart of tremendous maritime activity which includes Ship owning, Chartering, Ship Broking, Ship Finance, New ship building, Oil and Gas projects with Oil majors, Ship Repair etc.
The city prides itself as the pioneer in some of the ground-breaking technological innovation especially, in the new fuels space like methanol bunkering, Biofuels and LNG sales. According to MPA statistics in the year 2024, 55 million tons of bunkers were sold with conventional fuels being the majority of the fuels sold , combined with a solid uptick in LNG bunkering almost trebling as compared with 2023 volumes. Bunkering as a major activity in Singapore comes with a big challenge of oil spills and MPA has strict procedures for bunkering with robust contingency plans for handling any untoward accidents etc.
On the Technology front, there are various projects through MPA-led start-up accelerator PIER71 , which is a strategic collaboration with the National University of Singapore and Global centre for Maritime Decarbonization. More than 110 startups have gained validation in the maritime market locally and worldwide by partnering with 70 maritime companies. Singapore provides the ease of access to budding entrepreneurs
who require a testbed for their innovative ideas followed by immediate adoption by the maritime companies in Singapore and worldwide also.
Singapore has been continuously adopting new advancements with respect to Port Automation , Smart container terminals and other digital solutions to increase maritime safety by running its ‘Smart Port Challenge’ through Pier71 platform , in which various companies compete and showcase their product or service in front of the maritime community of Singapore.
The business-friendly environment in Singapore is most cordial for various companies to set up their presence in the country with a well-trained talent pool across all levels of maritime business including Technical, Chartering, Maritime Law, Agency, Logistics and Bunkering.
Singapore Govt ensures that the currency is very stable against USD which imparts business confidence for stables revenues and profits to all stakeholders through the medium of contracts in maritime activity. It’s a well acknowledged fact that the Ease of Doing Business ranking for Singapore is in the Top Percentile amongst the world nations with respect to Business Entry, Regulatory Framework, Financial Services and Dispute resolution.
In conclusion, Singapore is a very well-positioned maritime hub which is as at the forefront of maritime activity combined with various regulatory oversight and initiatives by Singapore Government to maintain the vibrance and security of the vital shipping lane in South China Sea. l
ISLE OF MAN: Exploiting opportunitiesthe of a changing market
When it comes to holding international events, the Isle of Man Maritime can be considered to be one of the best. After all, how often do you get the chance to socialise and network with some of the best in global shipping onboard a full-size reconstruction of Sir Francis Drake’s flagship the Golden Hinde?
That was exactly what they did during London International Shipping Week (LISW) in 2023, under the excellent organisational skills of their General Manager Lee Clarke, and from what we hear on the grapevine, their event at this year’s LISW, may even knock the Golden Hinde reception into a cocked hat, and many more besides.
“The priorities are all about elevating the Isle of Man cluster as a maritime centre of excellence,” said Mr Clarke. “But what does that mean? Well, it is about how we market ourselves off the island.”
Isle of Man Maritime Limited is a not-for-profit organisation, which was formed to develop, support and promote the Isle of Man’s growing maritime sector.
The key objectives of Isle of Man Maritime are to provide a forum to discuss ideas, opportunities and issues related to the Isle of Man Maritime sector; provide unified industry perspective and feedback to the Isle of Man Government on proposed legislative changes and government initiatives affecting the Isle of Man maritime sector; protect and promote globally, the interests of the Isle of Man maritime sector; and maintain a continuing dialogue and work closely with the Isle of Man Ship Registry.
The day-to-day operation of Isle of Man Maritime is controlled by an Executive Committee consisting of the organisation’s three Directors; three representatives from the relevant government departments, namely the Department for Enterprise, Department of Infrastructure and the Department of Environment, Food and Agriculture; and three representative persons from member entities as elected by the membership.
“Yes there are challenges, but membership is 50 strong and we are looking at ways to diversify, how do we grow as a centre of excellence and it amazes me
know many companies on the Isle of Man have their toes in maritime,” said Mr Clarke.
In line with all of this, the association has been working very closely very closely with Maritime UK, as well as Mersey Maritime and Belfast Maritime because, as Lee Clarke says, “we are smack bang in the middle between both of them.
“The biggest challenge facing us all is skills, and that is a challenge everywhere. “We have responded well to that with our Expo, which is not just about careers at sea, but is about what are the offerings within the maritime sphere here on the Isle of Man. Whether we are talking vessel operators or the insurance sector, we are looking at the long-term through our cadets and apprenticeship programmes. And we have had huge successes with these to date in the last 10 years, he added.”
Since the programme started, the island has trained 48, soon to be 51, cadets – “we have three graduating in June and we are very excited about seeing them joining companies on the Isle of Man. Certainly, some of our cadets are up to officer level now at BSM and with the Isle of Man Steam Packet Company, so we are starting to see that filtering through but it is more of a long -term approach. And how the seafarer training framework works is that with the approval of the Executive Committee, we can look at a variety of different courses as well. So, we have partnered with Liverpool John Moores University, Fleetwood Nautical College and Warsash Maritime Academy. We have proven training providers that are responsible and who can look after our Manx youth. It is amazing to see how people can develop: ‘what do you mean I can be an accountant in maritime; what do you mean I can be in marketing?
“Even though we live on an island, we still have that sea blindness that we want to talk about. So, we are really ramping that up,” Mr Clarke stressed.
When asked how he would describe the Isle of Man’s maritime identity, Lee Clarke was quick to say it’s all about services, and the wider piece in terms of the super yacht sector, insurance, finance. “We are trying to delve into the digital, and we recognise that we are going to be working much more closely with the agencies of the Isle of Man, and we work with the Isle of Man Ship Registry (IOMSR) to promote the flag. It is how we work and collaborate,” he said.
According to its website, the Isle of Man Ship Registry ‘is a British register providing the very best in service to its valued clients; it is the flag of choice for owners looking for quality and partnership from a Flag Administration’.
Based in offices in Douglas, Isle of Man, it is run by a team of professionals dedicated to providing the very best in service. Backed by sophisticated electronic systems, the register can register ships quickly and efficiently to suit all time zones and has on-line systems to smooth the processes for clients. With 24/7 response and a growing network of surveyors in key locations the Ship Registry provides a swift response to allow owners and managers to keep their ships operating in a competitive global industry. Backed by a Government which strongly supports the maritime sector, the Registry is operated on a cost-neutral platform, allowing its fee structure to be extremely competitive.
“We’re a fairly small unit of 28 people in the Isle of Man and then we have our business development managers at key maritime hubs around the world which support our marketing efforts,” said Cameron Mitchell, Director of the IOMSR. “And we also have external surveyors and key maritime pops around the world to support our clients and the technical aspects of survey inspections of ship. So, the big part that we do really, really well is customer service. My predecessor used to talk about the three pillars of the Isle of Man Ship Registry and it was all the same thing. Customer service, customer service and customer service that was it.
“I talked about this in the past, but the ship registry was set up as an international registry in 1984 with the sole purpose of a diversification of the Isle of Man economy as it was,” he said.
“We act as a nucleus for a maritime centre of excellence which has grown around us and that is, as Lee says, very diverse. So whether it’s IT, or Professional services, or digital companies that are purely in a digital space. We still have crewing offices from the Isle of Man. There are still HR offices in the Isle of Man, but the ship management side, yes, has gone, and to be fair, I don’t think that is going to return. The expertise both, technical for example superintendents, etcetera, none of that workforce now remains in the Isle of Man. It’s economies, it’s labour costs, it’s all of those things. So,
we have lost that side of it, but to replace that there are quite a few yacht management companies on the Isle of Man which we never really had when ship management was a big thing.
“From a flag perspective what we try and do through promoting ourselves internationally, is promote the members of the Isle of Man cluster. So, when I’m delivering a presentation to shipping companies in Singapore, I’ll make sure to mention, and indeed our documentation includes, all the members of Isle of Man maritime cluster. So, if you need something from the IoM, all of those services are available and can easily be found,” he said.
“We have a diverse portfolio of ships and yachts and all of the things you would expect from an international flag and we continue to try and expand on the services we can provide our clients.
“In this day and age, you know we talk about flags of convenience and we talk about the quality of registers and shipping registers around the world. But when you look at the top registries right now around the world, and the quality of the services they provide, everybody’s improving. 20 years ago, or even 10 years ago, what we provided was very different than what we provide now and that had to change. Shipping is all about change as our flags have to reflect, be that through new services that we offer or the benchmarks that we set ourselves. What must continue for us, and the one thing we do pride ourselves on, is being on the Paris and Tokyo MOU white list as well as Qualship 21.
But how does he see shipping changing, and is the IoM cluster, agile enough to respond to the change?
“As a register yes. As a regulator yes. I think the difficulties we now all see as regulators, is that innovation is leaping ahead of regulation and always has been. That is the nature of the beast, and we are now talking about fuels. It is challenging for flags to come up with solutions which aren’t yet regulated for,” he said.
“SOLAS allows for that, it allows for equivalences or alternative designs and arrangements and that’s the process. But if it is a fuel that hasn’t been designated as a fuel for marine use, then we go down an alternative design and arrangement process which means you must come up with an equivalency which meets, or is of a higher safety standard. But the nature of it is that you may develop an alternative design or arrangement, that you can prove is of a higher or equal standard, but that doesn’t mean it is the best standard because by the nature of innovation, in a month’s time, someone may come out with a better solution that is safer. And that that is the problem with not having something that is read that you know that isn’t fully regulated,” he stressed.
Captain Sivashankar Sreenivasan is Group Head of Shipping at Seaboard Overseas and Trading Group. He is based on the Isle of Man where his company has up to 300 vessels on charter moving 13 million tonnes of grain. His company has been a member of the Isle of Man Maritime for five years.
“We are purely commercial, so our core business is trading grain and shipping it from origins in Europe, North America or Canada to locations in South and West Africa as well as Korea and South East Asia,” he said.
“We have a team of commodity traders here in the Isle of Man and I have a team in all the destinations. But when it comes to attracting the right people on the island, we tend to
groom youngsters out of the colleges and schools and train them onboard.
“Our Seaboard culture is unique in the sense that unlike a pure vessel owner who deals as an owner and then charters the vessel out, we are owners, charterers and also the shippers of cargo. So, the team here focuses on the entire supply chain of the grain business. They have full exposure and that, I would say, is the distinct advantage of our company or any other company in comparison. We work as an integrated business, providing cif sales to the customers and the company also owns mills across all these destinations that I mentioned earlier, so until the wheat is ground and sold in the market, we have full visibility of this process. And that is a distinct advantage. And the team members here, yes, we train them and normally they tend to stick with us because of the work culture. We don’t have huge turnaround of people because of the training that they receive and also, the opportunity for similar type of work on the island is not there. I’m not aware of any other company who does this.
“OK, how do we attract talent here? There is a lack of talent if I need to find or improve the team. There’s a limitation. Unless you find somebody within the area, it’s a challenge,” he said. Like other companies Seaboard has had instances where it employs someone straight out of school, train them for two to three years and then they go to London or Australia somewhere because they are young and want to explore the world. So, when you lose them, the challenge is to have a replacement and it’s not a commercial for shipping.
“The other challenge is the connectivity, because if you need to fly off if there is an issue on the vessel, that’s one of the biggest challenge I would say,” he concluded. l
New Secretary General for International Chamber of Shipping
In late December the board of the International Chamber of Shipping (ICS) unanimously appointed Thomas A. Kazakos as its next Secretary General, to replace Guy Platten who will be stepping down in June 2025.
Kazakos has been the Secretary General of the Cyprus Shipping Chamber, the representative National-Member Association of Cyprus at ICS, since 1995. He will be succeeded in that post at the CSC by current Deputy Director General Alexandros Josephides.
ICS Chairman Emanuele Grimaldi paid tribute to Giy Platten’s leadership, through which “ICS has been at the forefront of developments in our industry, be that decarbonisation, energy transition, safety or seafarer welfare. I am grateful to him for his professionalism both in leading ICS and for the continuity plan that he has put in place to ensure that ICS continues to lead our industry in the decades to come.”
Thomas Kazakos said: “I am excited to be given this opportunity to lead the amazing team at ICS and to work with our members as we address the many challenges that our industry encounters.” l
Renamed HMS Wellington to enjoy fresh lease of life
A UK National Lottery Heritage Fund grant of £225,000 has been secured to enure the future of HMS Wellington, the last surviving dedicated Battle of the Atlantic convoy escort in the UK, moored at Temple Stairs, Victoria Embankment on the River Thames in London.
HMS Wellington was bought by the Honourable Company of Master Mariners in 1947, after which she was moved to her current berth where she is used for numerous commercial and naval shipping events and functions.
The vessel’s prefix was changed from HQS Wellington back to the original HMS on the occasion of the 85th anniversary of the start of the Battle of the Atlantic, in recognition of the vessel’s original use and continued historical significance today. l
Indian Register of Shipping marks 50th anniversary
Indian Register of Shipping (IRS) celebrated its Golden Jubilee with a grand celebration in Mumbai, reflecting on its remarkable journey of 50 years of service and leadership in the global maritime sector.
Shri Sarbananda Sonowal, Honourable Union Cabinet Minister for Ports Shipping & Waterways graced the occasion as a Chief Guest along with Guest of Honour Shri Shyam Jagannathan, Director General of Shipping; Capt. B K Tyagi CMD, The Shipping Corporation of India; Shri Unmesh Wagh, Chairman, JN Port Authority, and a galaxy of industry stalwarts and maritime professionals.
Executive Chairman Shri Arun Sharma delivered a powerful welcome address that shed light on the organisation’s history, contributions to the maritime sector, commitment to innovation, and its vision for the future. l
Union of Greek Shipowners re-elects
Melina Travlos as President
Ms. Melina N. Travlos has been re-elected as President of the Union of Greek Shipowners (UGS) for another three-year term.
The UGS Board of Directors during her tenure will comprise Vice Presidents: Chandris D. Michael; Lemos N. Andonis T ; Secretaries: Veniamis Th. Nikolaos, Fafalios J. Dimitrios; Deputy Secretaries: Youroukos D. Georgios, Procopiou G. Johanna; Treasurer: Xylas A. John; and Deputy Treasurer: Caroussis I. Constandinos.
Ms. Travlos said: “I am deeply moved as I assume, with a sincere sense of responsibility and for the second consecutive term of office, the position of President of the Union of Greek Shipowners. I would like to thank each and every one of my colleagues for honouring me with their unanimous trust.
“United, we will continue to promote the interests of Greek shipping, as a global symbol of leadership and pride of our country.” l
CMA Shipping event turns 40
Todd Clough, President and CEO of Fairfield Chemical Carriers, is to don the prestigious Commodore’s hat at the Gala Dinner concluding this year’s 40th edition of the Connecticut Maritime Association (CMA) Shipping event, to be held at Hilton Stamford, Connecticut on April 1-3.
Mr. Clough’s background was originally in finance, but his work with international shipowners drew him into the tanker business in the mid 1990’s when Fairfield Chemical Tankers was formed with a handful of small vessels.
Fast forward three decades and the company - acquired by MOL Chemical Tankers in early 2024 - is now operating a modern fleet of 40 + chemical carriers, ranging from 19,000 dwt to 26,000 dwt with stainless tanks enabling transport of a wide range of cargoes. Recently, it took delivery of the first of four LNG-dual fuel 26,000 dwt sister vessels from a Japanese yard. l
Mercy Ships gains industry support for vital medical work
Mercy Ships operates two of the largest non-governmental hospital ships in the world, carrying out vital medical work free of charge for the world’s poor.
A third state-of-the-art newbuild was ordered earlier this year in China with the generous support of MSC Group.
Africa Mercy has been serving in Madagascar recently following a major refurbishment to extend its lifetime that entailed remodelling of the hospital area to enhance medical facilities, renovation of the dining room and galley, an IT upgrade, and maintenance work on the hull and rudder. The Global Mercy, meanwhile, has been mainly stationed at Freetown, Sierra Leone.
Mercy Ships has been chosen as charity partner of the year’s Nor-Shipping event. In addition, Pole Star Global is donating free access to its Podium Platform for services such as security, ship tracking, performance optimisation and emissions reporting, giving Mercy Ships free rein to focus on its vital medical work. l
Analysis
Crude tanker market in state of flux
By Ian Cochran
After a general softening during 2024, the crude tanker market was in a state of flux at the time of writing at en-January, following US President Trump’s inauguration and subsequent torrent of announcements, some of which related to the oil markets.
These included sanctions, tariffs, pressure on OPEC to adjust production and prices, refilling of the US strategic petroleum reserve (SPR) and removal of drilling barriers in the US – style ‘Drill, baby, drill!’ as per the 2008 Republican campaign slogan.
In a snapshot of tanker activity in the last week of January [following President Trump’s inauguration on 20 January], courtesy of Intermodal Shipbrokers, crude oil prices fell during that period.
For example, Brent crude futures declined by around 2.8% week-on-week settling at $78.50 per barrel, while WTI futures experienced a sharper decline of 3.5% w-o-w, to $74.66 per barrel.
The charter market also retreated, with the Baltic Tanker index falling by 7.3% weekly, closing at 845 on Friday 24 January.
In the VLCC sector, negative sentiment prevailed with declining Middle East Gulf cargo volumes. Unfixed ships were competing for a smaller number of cargoes, which put pressure on rates.
The Chinese celebrations around the beginning of the Lunar New Year (on January 29) also dampened activity in the East.
VLCC timecharter equivalent (TCE) earnings dropped by 36% w-o-w, to $36,265 per day towards the end of January. TD2 (MEG/Singapore) route
recorded a sharp decline of 32% w-o-w, settling at WS52.9.
Suezmax rates also suffered. In the Arabian Gulf and West Africa, some charters failed, as owners resisted the lower rates on offer, anticipating a recovery.
There was an ample supply of vessels in the Atlantic basin. TD20 (WAF/UKC) decreased by about 10% to WS76.94, while TD23 (MEG/Med) recorded a smaller decline of 3.95%, to stand at WS95.89.
On average, Suezmax TCEs dropped by 9.35% w-o-w, to $27,578 per day, a loss of $2,844 per day, compared to the previous week.
Aframax market activity was also limited, especially in the East. Here, the TCEs fell by 3.73% weekly, down to $24,133 per day.
In the North Sea, there was limited activity followed by a slight firming. TD7 (NSea/UKC) fell marginally by 0.75% w-o-w, to WS110.83.
However, in the Mediterranean, activity remained relatively stable, with the TD19 (Cross/Med) route virtually unchanged at WS124.53, compared to WS124.44 earlier.
The Aframax market also weakened in the US Gulf, illustrated by TD9 (Carib/ USG) decreasing by 14.25% w-o-w, to WS112.81.
Graphs: Banchero Costa
Graphs: Banchero Costa
DARK FLEET
One of the latest round of US sanctions against Russia has targeted the so called ‘shadow’, or ‘dark’ fleet.
The US Treasury’s Office of Foreign Assets Control (OFAC) recently issued sanctions against over 180 vessels, the majority of which were tankers, which effectively removed them from the market.
The blacklisting of more vessels could lead to a shortage of legitimate tankers, pushing up freight rates and creating new complexities for operators worldwide, according to data produced by analytical company Windward.
Taking a look at the tanker sale and purchase market, Veson Nautical’s research arm, VesselsValue, said that the bull market, which was seen for most of 2024, showed signs of slowing towards the end of the year.
Despite 2024 tanker values hovering around the highest levels seen since 2009, the fourth quarter of last year witnessed sales dipping sharply.
In the fourth quarter of 2024 to the middle of January, only 43 large tankers were reported sold. These included six VLCCs, 28 Suezmaxes and nine Aframaxes.
In contrast, in the first quarter of 2024, 120 crude oil vessels were reported sold, VesselsValue said.
ORDERBOOK
Turning to newbuildings, BIMCO’s Chief Shipping Analyst, Niels Rasmussen, said: “In 2024, new crude oil tanker
deliveries dropped to a 36-year low, as only 17 new tankers, with a capacity of 2.5 mill deadweight tonnes, joined the fleet. Compared to 2023, the capacity delivered dropped by 74%.”
However, Veson Nautical-owned VesselsValue points out that a record number of new tankers were ordered in 2024 with 435 orders across the year, an increase of around 31% year-on-year, the lion’s share placed by Greek owners. “The tanker newbuild sector was very active in 2024, especially in the first half of the year, as owners looked to future proof their fleets with the latest technology and fuels,” says Thomas Zwick, Senior Maritime Analyst at Veson Nautical.
Interestingly, only 3.6% of crude tankers can currently use alternative fuels, while a further 2.7% can be retrofitted at a later date. According to the orderbook, 18% of ships still to be delivered will be able to use alternative fuels, while 29%
will be able to be easily retrofitted, Rasmussen said.
Meanwhile, crude tanker recycling activity increased to 1.7 mill dwt last. As a result, the fleet was only 0.2% larger at the end of 2024 than at the end of 2023, the slowest growth pattern seen in 23 years. The Aframax and Suezmax segments saw capacity growth of 0.5% and 1.1% respectively, while VLCC capacity fell by 0.2% as two ships were recycled, and no new ships were delivered.
Combined with low levels of recycling during the past couple of years, minimal additions drove the average age of crude oil tankers up to 12.8 years, the highest in 26 years. Consequently, 19% of crude tankers are now 20 years old or older, equalling 18% of crude tanker capacity, making them prime candidates for recycling in the coming years.
Overall, BIMCO forecasts a slight strengthening of the crude tanker supply/demand balance for 2025, with rates and prices expected to be close to 2024 levels. But it warned that weakening could start from 2026 onwards as new tonnage delivers, especially if ships have returned to normal routings via Suez not the Cape of Good Hope by then, the prospect of which hinges on just how the Middle East political situation and intentions of the Houthis unfold. l
Technical Addressing boxship cargo safety
By David Tinsley
Winter storms have resulted in further cases of container stack collapse and losses of boxes overside, with numbers influenced by diversions of shipping around the Cape of Good Hope.
Notwithstanding the fact that the number of containers lost at sea fluctuates from year to year, typically influenced by the severity of weather and sea conditions, the challenge is persistent.
An average of 1,566 containers were lost yearly during the 2008-2022 period, as a result both of ship sinkings and overside losses of deck-stowed units. The actual figures for 2020 and 2021 were exceptionally high. But the number dropped to 661 boxes in 2022, and industry bodies were keen to point out that this amounted to a minuscule proportion of the 250 million containers transported that year.
The further reduction in losses for 2023, recorded at 221 by the World Shipping Council, seemed to suggest an over-preoccupation in some quarters with the issue— until especially inclement, southern hemisphere winter conditions started to take their toll in 2024. In the space of just two months, losses of containers from vessels routed
via the Cape of Good Hope were almost on a par with the global figure for the whole of the preceding year.
The area off South Africa is well known by mariners for stormy, confused seas, large swells and rogue waves. This year’s particularly harsh winter weather, coupled with the re-routing of deep-sea container ships (and other vessels) around the Cape—to avoid the current dangers posed in transiting the Red Sea—has brought new risks to ships and crews.
Over the course of only eight weeks, the South African Maritime Safety Authority (SAMSA) received reports of some 200 boxes going overboard from several vessels. The largest single loss entailed 99 containers from the 13,000 TEU CMA CGM Belem when 10nm off Richards Bay on August 15. One of the French company’s largest vessels, the 18,000 TEU CMA CGM Benjamin Franklin, had lost about 40 boxes just one month earlier in the same region. A further incident took place in rough seas off East London Box
towards the end of August when the 7,000 TEU MSC Antonia shed some 46 boxes and suffered damage to a further 305 units onboard. Additional cases of cargo stowage failure and container losses ensued over the following weeks.
SAMSA had the task of coordinating the recovery of containers and clean-up of flotsam, associated pollutants, and products washed ashore(including pharmaceuticals) along the south eastern coastline of South Africa between the Wild Coast and Mossel Bay.
With ever-more traffic that would normally pass through the Suez Canal now diverted via the Cape route, an added consideration is the relative lack of ports and infrastructure in the southern regions of the African continent able to accommodate the largest containerships should an emergency situation arise.
Violent in nature, with its large accelerations and leading to extreme angles of heel, the phenomenon known as parametric roll is of particular concern for the safety of container ships, cargo and crew. Its onset is the product of a combination of factors, including the ship’s orientation (with a small heading angle to seas from either ahead or astern), large wave height, wave length that is comparable to ship length, and insufficient or ineffective roll damping characteristics of the vessel.
International freight insurer TT Club affirmed that understanding the circumstances that lead to stack collapse and overside cascades of boxes is vital in mitigating the risk. Its analysis has identified potential commonalities across a number of incidents. While wave height is a clear factor, wave length and period is responsible for resonant phenomena, such as parametric roll and synchronous rolling. Acknowledging the complexity of the issue, the mutual has thrown its weight behind the TopTier joint industry project instigated by Dutch research institute MARIN.
Launched in May 2021 as a three-year endeavour to concentrate minds among industry players, maritime administrations and academia as to all factors bearing on shipboard container security, TopTier has been informed by the Lashing@Sea collaborative study finalised in 2009. The rationale for the new initiative was that, over the intervening period, the largest cellular vessels had grown from 10,000 TEU to 24,000 TEU, and that a number of serious accidents and the increased incidence of cargo loss overside suggested that developments were pushing container operations beyond safe boundaries.
Ascription to TopTier reached some 40 stakeholders. A key element of the project approach has been to ensure an accurate technical understanding and representation of ship motions and cargo securing mechanics as applied in design, plan approval and operational securing calculations. Modelling has taken into account the typically large variations in load conditions, ship metacentric height (GM), weather routing and
Container stack collapse represents a grave threat to crew and ship safety. Understanding causation is a key to preventing incidents (credit: Gard)
the structural flexibility of modern cellular vessels and their high stacks of deck containers.
As well as increasing awareness of, and the ability to deal with or avoid ‘off-design’(actual) conditions such as parametric roll, loss of stability and resonant roll, an important objective has been to provide crews with practical insights. The aim is to help those onboard to assess whether prevailing wave direction, height and length for a particular ship under way might, for instance, presage parametric rolling and, if so, indicate what actions (helm and speed) should be taken.
The project also addresses options and infrastructure requirements to improve tracking of container and corner casting condition, state of maintenance of the securing arrangements, and precise and reliable data as to the weight, content and stuffing of the containers.
Onboard measurements conducted by MARIN have shown that, on occasion, the first signs of parametric rolling are detectable hours before the ship experiences extreme roll angles. It is accordingly vital to recognise the early signs and preconditions of the phenomenon. To better understand the seafarers’ experiences and responses, and to investigate the potential added value of operational guidance, a similar study was carried out using the institute’s new Large Motion Simulator (LMS). It goes without saying that parametric roll risk instruments must be robust and reliable. Such tools require three key elements: the ship-specific roll risk, the natural roll period, and the wave encounter period.
As marine insurer Gard points out, procedures and measures need to be rigorously applied to counter the
extra risks posed by heavy or adverse weather. Besides preparatory steps, on-passage surveillance by crew should include checks on lashings that may have slackened during the voyage. In the event of a stow failure, it may be unsafe to despatch crew members out on deck and into cargo stacks, such that attempts to re-secure may have to wait until safer conditions allow.
Furthermore, the ship’s complement has to be mindful of more than the cargo when sailing into heavy weather or areas prone to extreme events. For instance, exceptional vessel motions can lead to engine failure or blackout. A case in point is where particularly large movements or angles of heel disturb or interrupt lubricating oil supply, and/or where level changes in the tanks trigger alarms that shut down the engines. If a ‘dead’ ship then broaches, extreme rolling from beam-on seas can exert forces which may exceed design strengths leading to lashing failures.
Reducing the likelihood of the occurrence of parametric roll may be considered a more effective approach than mitigating the consequences. Container ships have proved particularly susceptible to parametric roll due to the typical difference in the shape of frames forward and aft, which leads to variations in the righting moment as wave crests and troughs move along the vessel. Modifications to the hull form of containerships would be aimed at reducing the effect of large bow flare and flat stern lines, so as to render a better volume distribution along the vessel’s length, ensuring the maintenance of satisfactory stability during the passage of each wave.
Passive or active anti-roll tanks, fin stabilisers and large bilge keels can contribute to improving a vessel’s roll damping characteristics, but selection of such solutions has to be made in mind of possible impacts on ship performance in terms of speed, stability and cargo capacity.
As parametric roll is an extreme condition for container securing, since it combines the effect of exceptional roll and pitch amplitudes, design parameters for cargo systems need to be reviewed. Once again, though, there is a trade-off between increased security and associated cost, although extreme roll angles also have potential implications for ships’ machinery, such as loss of cooling water suction, exposure of lube oil sumps, and forces acting on resilient mountings.
Through its Innovation in Safety Award scheme, TT Club has been investigating the development of effective technological solutions, and has highlighted the work of Houston-based Trendsetter Vulcan Offshore(TVO). The latter’s Janus system monitors dynamics across a vessel to predict and detect the ship’s response to parametric roll, and issues a warning so that evasive manoeuvres can be implemented. Additional sensors can be installed to allow the system to monitor container stack dynamics for incident mitigation.
Boxes lost overboard endanger other vessels and have an environmental impact (credit: SAMSA)
TVO’s engineering solution known as Next Generation Lashing fundamentally overhauls the current deck lashing regime. It involves tethering the top of the outermost stacks, creating a wing wall that stabilises the containers in the bay, providing additional restraint at the top and eliminating the dynamic twistlock tensions that have the potential to initiate stack failure.
The loss of containers at sea was on the agenda at the IMO’s Sub-Committee on Carriage of Cargoes and Containers in September 2024. From January 2026 onwards, mandatory reporting of boxes lost at sea is expected to come into effect. Under an amendment to the SOLAS Convention, masters will have to report incidents of loss to the nearest coastal state and to the vessel’s flag state administration. This is generally viewed as a positive development, both in yielding more accurate numbers of boxes lost overside and in ensuring a more comprehensive alert as to prospective dangers to navigation and for instigating recovery steps.
A current initiative, adopted by IMO’s Maritime Safety Committee in 2023, is the planned introduction of the mandatory requirement for electronic inclinometers on boxships(and bulk carriers). Under the SOLAS amendment, vessels constructed on or after 1 January 2026 will have to be fitted with an electronic inclinometer, or other means to determine, display and record the ship’s roll motion. Such equipment must provide data(heel angle, roll amplitude and roll period) of sufficient accuracy to enable the proper assessment of the ship’s dynamic situation. l
Training Blue MBA Association off to a flying start with strong BIMCO link
A new ‘blue’ initiative – blue standing in this instance for an ocean of opportunity for canny managers in shipping and associated sectors – undertaken jointly by Copenhagen Business School and BIMCO has made a successful debut with a high level of industry involvement.
The Blue MBA Association, which was formally registered in December 2024 as an independent entity, is now drawing up plans for further outreach.
The association, which had its genesis in an alliance for alumni of the renowned Blue MBA – as the Copenhagen Business School Executive MBA for Shipping and Logistics is known – has opened its membership and course participation right across the marine managerial practice.
Its first full venture was a five-day intensive course in the Danish capital (pictured) in close collaboration with BIMCO, the world’s largest direct-membership organisation for shipowners, charterers, shipbrokers and agents.
“Through the Association we are investing in lifelong learning courses for the industry. There is a momentum. There are now those who are approaching the Association to run this sort of course,” said Irene Rosberg, who has been appointed chief executive of the new body, which has a governing board in place.
Ms Rosberg is the director of the Blue MBA. From the inception of that programme, she has been responsible for its design, development and coordination. On behalf of CBS, she has a fundamental role in building global relationships and networks in the maritime industry. She draws on expertise from wide maritime connections, in terms
of academic, industry and research input. Since 2013 she has been an evaluator for the Association of MBAs (AMBA), which is described as representing “the highest standard of achievement in postgraduate business education.”
Of the collaboration with BIMCO, Ms Rosberg said: “This is an unparalleled opportunity for professionals seeking to navigate the intricate waters of contemporary ship management. The combined maritime academic expertise of the CBS Blue MBA Association and BIMCO’s commercial and practical experience provides a unique learning proposition.”
The course introduction says that “participants embark on a journey encompassing ship management fundamentals, regulatory frameworks, environmental sustainability, and emerging industry trends. The programme’s emphasis on practical sessions, case studies, and diverse topics ensures a holistic understanding of the complexities inherent in ship management.”
Peter Grube, head of training at BIMCO (pictured left), said of the inaugural Ship Management Diploma programme in Copenhagen in September 2024: “The unique partnership between BIMCO and the Association delivered an innovative and positive learning experience, not least due to the active engagement of the 30 participants who attended. From the very first day, the synergy between our expert trainers and the participants sparked fascinating discussions that left everyone with valuable new insights to explore further. For me, it highlighted the strong demand for training programmes tailored to the specific needs of the ship management industry.
“With this in mind, we are already considering developing new training topics for 2025.”
For those taking part in such courses, it will amount to a strategic investment in personal and professional development in the ship management sector. Further, they will be connected to an expert community of specialist professionals and business leaders.
Participants who registered for the September event were from China, Denmark, Spain, Portugal, Norway, US, Germany, Cyprus, Netherlands, Indonesia, Israel and Nigeria.
Sessions started with a briefing on the fundamental principles in ship management, continuing by way of how to assess outsourcing versus in-house management, the competitive landscape, global outlook for the maritime industry, geopolitical and societal trends, world fleet and outlook, cost control, data, BIMCO clauses, facilitating decarbonisation, fuel types and energy efficiency, the challenges of creating and negotiating clauses to support the industry’s reduction of emissions, alternative propulsion, and bunker management, and many other topics, to encouraging innovative thinking within organisations beyond sheer regulatory compliance.
Case studies included attracting and retaining a ship manager’s customer, outsourcing of services, and real-life examples of disputes in relation to BIMCO charterparties.
In other words – it all amounted to the need for a new ‘holistic’ business model for the 21st century, providing efficient and inclusive shipping, as the strong expert tutorial faculty urged. l
Irene Rosberg
Peter Gruber
Alternative Fuels
KR involved in joint project to ensure safe ship-to-ship ammonia bunkering
Apartnership to develop the safety guidelines for ship-to-ship ammonia bunkering has been established through a Memorandum of Understanding (MOU) between KR (Korean Register), HD Korea Shipbuilding & Offshore Engineering (HD KSOE), HD Hyundai Heavy Industries (HD HHI), KSS Line, and the Liberian Registry.
As the demand for ammonia-fuelled vessels rises, this partnership aims to establish robust safety standards for STS ammonia bunkering, an efficient method for supplying fuel to ammonia-fuelled vessels. The safe bunkering of alternative fuels, like ammonia, requires rigorous risk assessment and the establishment of controlled zones and while standards for LNG and methanol bunkering have already been defined, says KR, ammonia currently lacks relevant guidelines.
To address this industry need, the five organisations involved will work together to develop standardised safety procedures that will set international benchmarks for shipto-ship ammonia bunkering.
As part of the initiative, HD KSOE will perform risk assessments aligned with international industry standards,
while HD HHI and KSS Line will utilise their expertise and experience in alternative-fuel vessels and ammonia carriers to evaluate controlled zones and safety procedures for ammonia STS bunkering. KR will verify the compliance of these safety procedures and issue an Approval in Principle (AIP) certificate. The Liberian Registry, overseeing the world’s largest registered fleet, will further review the validity of these safety procedures.
KIM Yeontae, Executive Vice President of KR’s technical division, commented: “With the expected rise in ammonia bunkering demand driven by the construction of more ammonia-fuelled vessels, this collaborative effort to establish safety standards is highly significant. Through this partnership, KR is committed to advancing ammonia fuel technology and supporting the industry’s decarbonisation efforts.”
KIM Jungsik, Managing Director of the Korea Office at the Liberian Registry, stated: “Just as we observed with the initial adoption of LNG STS bunkering, it is critical to establish regulations and procedures for ammonia as well. Our Innovation and Energy Transition team will thoroughly review the safety protocols and support the development of international standards.” l
‘Practicality’ driving growth of LNG as alternative fuel
Industry coalition SEA-LNG has published its annual ‘View from the Bridge’ report, highlighting 2024 as another year of growth for the LNG pathway.
Analysing data from SEA-LNG members, the report found that global market adoption and growth reached record heights in 2024. SEALNG reports annual vessel growth of over 33% to 638 LNG-fuelled vessels in operation worldwide today. Looking forward, over 1200 vessels are expected to be operating by the end of 2028. In 2024, LNG dualfuelled vessels accounted for 70% of alternative fuelled tonnage ordered, excluding LNG Carriers, up from 43% in 2023.
This record expansion follows the growing availability of LNG bunker fuel beyond the traditional bunkering hubs. Currently, LNG bunkers are accessible in approximately 198 ports worldwide, and plans are underway for bunkering facilities in an additional 78 ports. This comes as over 60 LNG bunkering vessels are operating today, marking a 22% increase from 2023.
The report also highlights how the LNG pathway took a significant step in 2024, with liquified biomethane delivering on decarbonisation and regular renewable e-methane supplies expected in 2026. SEA-LNG members are prepared to offer biomethane bunkers in some 70 ports globally, with multiple bunkering operations already taking place.
A highlight was the successful biomethane bunkering pilot as part of the Methane Track within the Rotterdam-Singapore Green and
Digital Shipping Corridor (GDSC). This was the first practical delivery of any international Green Corridor since they were announced as part of the Clydebank Declaration at COP 26 in Glasgow.
Peter Keller, chairman of SEALNG, said: “Our latest ‘View from the Bridge’ reaffirms the importance of the LNG pathway as a practical and realistic route to shipping’s decarbonisation now. We continue to believe that the shipping industry is heading towards a successful multifuel future where LNG will always play a critical role.
“To deliver net zero by 2050 across the global shipping fleet, a basket of fuels is required and the LNG pathway will continue to lead the way. This is not a case of ‘my fuel versus your fuel’ but rather which fuel best allows the industry to reach its stated goals. The LNG pathway provides the path to net zero.”
SEA-LNG’s latest report also highlights that 2024 has seen considerable progress in addressing methane slip. “Advances in eliminating
methane slip, in combination with biomethane and e-methane, provide a clear, effective, and viable long-term pathway towards net zero emissions,” Keller continued. “Shipowners and operators can be confident that the vessels ordered today are futureproofed for their lifespan. With a proven track record of technical improvements to reduce methane slip and upstream emissions, coupled with tighter regulations from global and regional authorities, we continue to believe methane slip will be a nonissue by the end of this decade.”
As the shipping industry heads into 2025, FuelEU Maritime will be a key regulation in advancing decarbonisation. According to analysis from SEA-LNG, FuelEU Maritime creates a favourable environment for the LNG pathway. With the ability to achieve GHG emissions reductions of up to 23%, LNG-fuelled vessels are compliant until 2039. The use of liquefied biomethane and e-methane can extend compliance through to 2050 and beyond.
Credit: SEA-LNG
Clean Oceans
Selektope developer I-Tech highlights sustainability of antifouling biocides
Swedish company I-Tech, developer of the barnacle repelling technology Selektope, believes that education around the important role of antifouling biocides in supporting sustainability in the maritime industry is vital.
As the negative consequences of marine biofouling on fuel use and emissions continue to intensify in parallel with tightening rules around GHG emissions from cargo and passenger ships, the need for antifouling biocides to actively protect underwater surfaces from biofouling is greater than ever before.
Although marine biocides reside in the majority of antifouling coatings used on the global shipping fleet, their crucial role in providing the only possible method for continuous active protection against biofouling species that is applicable for the entire maritime fleet is often underestimated. Concerns regarding the effects of biocides on the marine environment and their safe usage are frequently heightened by marketing campaigns promoting new alternative biofouling management technologies. Effective education and knowledge around the extensive regulatory regimes that uphold the safety of biocide use in the marine environment can be relatively absent.
I-Tech, as a marine biocide supplier, recently coauthored the whitepaper entitled ‘Antifouling biocides: a key contributor to sustainable shipping’ with eight other global biocide suppliers, with the aim of highlighting the important role of biocides in antifouling coatings; the history of their use, how the safety of their use is regulated, and why the maritime industry needs them in the quest for meeting global sustainability and decarbonisation targets.
Currently, more than 95% of the global shipping fleet are using biocidal antifouling coatings to prevent fouling, at the same time the biofouling management technology sector is rife with innovation. This including the continuous advancing of biocidal coating technologies, the development of low-biocide or biocidefree coatings, hull grooming services and technology, and alternative hull surface protection methods.
Lowering the quantity of total biocides in antifouling paints, while still preserving their effectiveness, is a trend that is emerging, particularly in certain areas of the world where regional regulation supports optimising and lowering the total biocide content in coatings.
I-Tech, as a supplier of the marine biocide, Selektope, is positive to this trend. Selektope, as a barnacle repelling active agent, can be used at extremely low concentrations in an antifouling coating system due to its selective mode of action on barnacle species. With a recommended use at 0.1% per wet weight of paint, it delivers successful and continuous hard fouling prevention performance for the lifetime of the paint system, even when vessels remain stationary for long periods of time.
This ability to enhance low biocide coating systems has made Selektope popular with paint manufacturers
over the past decade. Since the first antifouling coating containing Selektope was introduced to the industry in 2015, thirty-six antifouling coating products containing the biotechnology have been commercialised by several different global coatings manufacturers. By April 2024, sales of Selektope reached twenty tons, representing enough Selektope for over 15 million litres of paint.
Selektope is an organic, non-metal biocide that prevents hard fouling. It repels barnacle larvae from a coated surface with non-lethal effect using a novel, biotechnological approach achieved by the active agent medetomidine. Through natural receptor stimulation, the swimming legs of barnacle larva kick at a higher frequency so that they cannot attach to the coated surface.
The inclusion of Selektope in global and regional antifouling coatings ranges from 60-month systems for oceangoing vessels, to outfitting coatings for the protection of newbuild vessels in shipyards, to domestic leisure boat coatings for regional markets.
Makus Jönsson, CEO of I-Tech, says: “As a supplier of a substance that is classified and approved as a marine biocide, although with a temporary and non-fatal effect on the target organism, we believe that increased knowledge around the need for biocides and how they are regulated is key. This is why we contributed to authoring the ‘Antifouling biocides: a key contributor to sustainable shipping’ white paper and are strong advocates of getting the message out that marine biocides are essential for a transformation to net-zero emission shipping.”
“This whitepaper provides the perfect vehicle for the industry to gain better understanding of marine biocides and their role in the shipping industry, in addition to providing vital context around the aspects impacting their current and future use,” concludes Jönsson.
Contact I-Tech to receive a free copy of the ‘Antifouling biocides: a key contributor to sustainable shipping’ whitepaper. l
Objects of Desire
» Flying style
Step out in style with SAINT LAURENT’s jacket which draws inspiration from traditional flight styles. It’s cut for a slightly loose fit from cozy shearling and has buckles at the collar and hem. Brown shearling. Zip fastening through front, 100% shearling. Specialist clean only. Unisex.
Shearling jacket
£6,800 net-a-porter.com
» Aerodynamic timepiece
Sticking to the aviation theme, this watch is inspired by the profiles of automotive and aviation mid-century design. In the late 1940s and 50s, aerodynamic principles were just beginning to take root in product design. This masterpiece, reminiscent of a jet engine, in a complex case encloses an equally complex in-house movement, is a geometrically complex combination of milled sapphire crystal, 18K gold and grade 5 titanium. Twin balance wheels beat on each flank, while the body reveals the gearbox of the HM9 engine: MB&F founder Maximilian Büsser could well be a genius.
Horological Machine N°9
Price on application mbandf.com/machines
» Weekend designs
Elevate your weekend retreat with the Formula 1005 suitcase by your side. Crafted from signature Marbeuf canvas, this elegant companion features 360° wheels, two handles, a double zip closure, as well as a luggage tag, padlock, and key holder. Material: cow leather. Lining: fabric. Made in Italy. Dark Brown plus Maduro. Designed with a masculine style, suitable of course for anyone.
Berluti Formula 1005 Marbeuf canvas suitcase
£5,900 mytheresa.com
» K-9 luxury
Ensuring the perfect fit from the very first wear, The Dórro Collar benefits from the adjustable buckles and allows you to take the collar off or put it on with just a twist of the turnlock. Et voilà, you are both up and off in a stylish, yet durable leather luxury for your dog. It can be used alone or as part of the luxury leads collection combining high-quality materials with exquisite craftsmanship and representing the pinnacle of luxury in pet accessories.
The Dórro £307 pagerie.com
» Super-quad
Dubbed the ‘world’s first superquad’, the Engler Desat is crafted by Slovakian company Engler Automotive. Like nothing made before, it’s a carbon fibre body powered by a 5.2-litre V10 engine sourced from an Audi R8, enabling it to accelerate from 0 to 62 mph in just 2.5 seconds, reaching a top speed of 217 mph. Combining hypercar performance with the thrill of a superbike, what an awesome piece of kit!
Engler Desat
£850,000 super-quad.com
» Exquisite reading
Making a wonderful gift, this simple personalised bookmark is hand engraved with up to four initials in a cryptic monogram style. Measuring 7cm x 2cm, it comes complete with a coloured suede thong and it’s hallmarked at The London Assay Office. Complete in a gift box and made in the UK. Delivery available worldwide.
Monogram Book Mark £1,415.00 GBP chris-parry-handmade.co.uk
Review
Andrea Chénier
Royal Opera House, London
From May - June 2025
Currently being performed at London’s Royal Opera House, Andrea Chénier is a standout. This historical drama by Umberto Giordano features the worldrenowned tenor Jonas Kaufmann in the lead. Conducted by Sir Antonio Pappano in his farewell season, this passionate and powerful production explores love and revolution with rich, dramatic music. Performances run from May 30 to June 11, offering a rare opportunity to witness operatic brilliance in a world-class setting. Book at: www.operabase.com
Source Code
By Bill Gates
Random House
The Ravenna Festival’s 35th edition
11 May – 5 July 2025 ravennafestival.org
Named after the Creation days in Genesis, the festival in northern Italy reflects on climate change, sustainability, and creativity’s role in multicultural communities. Opening one year after the flooding in Romagna, with Riccardo Muti and the Vienna Philharmonic, it will feature over one hundred performances, major artists, and free concerts. Guests of the programmes include Simon Rattle, Kirill Petrenko and Accademia Bizantina, along with 1000’s of other artists, thanks to the support of the Ministry of Culture and sponsors.
He’s the twenty-year-old who dropped out of Harvard to start a software company that became an industry giant and changed the way the world works and lives. Source Code is not about Microsoft or the Gates Foundation or the future of tech. It’s the human, personal story of how he became who he is today, his childhood, his early passions and pursuits, his grandmother and ambitious parents, his early friendships and the sudden death of his best friend and his struggles to fit in. Bill Gates tells his own story, for the first time in a wise, warm and revealing way.
Plates
320 Old St, London, EC1V 9DR
plates-london.com/
Born from a lifelong fascination with food, a deep appreciation of nature, flavour and a passion for sustainable craft, siblings Kirk and Keeley Haworth have combined to create something very new, showing how versatile food can be, both on and off the plate. The first vegan restaurant to receive a Michelin star, Plants, in East London, has made history. Offering innovative dishes such as slow-cooked leeks with frozen verjus and barbecued mushrooms, Head Chef Kirk is challenging traditional perceptions of fine dining.
Finding Hope in Afghanistan
Shoalhaven Regional Gallery
The Shoalhaven Regional Gallery in Australia is hosting ‘Finding Hope in Afghanistan,’ an exhibition by internationally renowned photographer and Afghan refugee Muzafar Ali. He secretly returned to his homeland in 2024 to capture images of women and girls who have suffered extreme repression since Taliban insurgents seized power in Kabul. The artwork features compelling images of women attending underground schools. A concept hard to comprehend in the 21st Century, despite being very much a reality for so many. shoalhavenregionalgallery.com.au
Lifestyle
Kia boxes clever with latest flagship EV9
By Rob Auchterlonie
In the market for a big seven seat electric car? Well, they don’t come much bigger than this.
Bigger than your average parking space (though having said that, what car isn’t these days?) Kia’s gargantuan EV9 evokes memories of the box-on-wheels Land Rover Discovery and makes a compelling case for itself with its impressive list of standard kit and high-end electric vehicle technology.
The five-metre long EV9 is the second vehicle in Kia’s range to be built on its Electric Global Modular Platform. All variants offer a 99.8kWh battery pack with Kia’s fourthgeneration battery technology. The rear-wheel drive EV9 Air can rack up 349 miles, while all-wheel drive GTLine and GT-Line S can travel up to 313 miles on a single charge.
And as one of only a few vehicles on sale with 800-volt charging capability, EV9 can harness high
DC power to recharge the battery from 10 to 80 per cent state of charge in only 24 minutes. Just long enough for the kids to take a comfort break and grab a ‘healthy’ snack on a trip.
It’s Kia’s biggest vehicle so far, and to be fair it’s probably their most impressive. No longer do large seven seater SUVs need to be petrol or diesel powered.
There’s a two-wheel drive set up with 200bhp and 350Nm, or the dual motor four wheel drive layout with its 378bhp, 700 Nm and a 0-62mph time of just 5.3 seconds. Impressive for something weighing over 2600 kgs.
If it’s the four-wheel drive version that floats your boat then it’s the GTLine for you. It costs just over £73,000 in the UK and features 21 inch alloys, two tone upholstery, LED headlights, twin 12.3 inch displays, six USB-C sockets (two per row), front and
rear park sensors, powered tailgate, second row window blinds, eight speaker audio system and power adjustable front seats.
The interior is exceptionally well trimmed and the cabin is dominated by switches and connections for the various devices you might need on a journey. There’s even a three pin socket in the boot!
The two sets in the rear can fold flat if you need a bigger load area, and the second row is well catered for with vents in the roof and separate heating controls, as well as the aforementioned gadget sockets. Headroom is acceptable in all three rows.
There’s also a six-seat option, which gives you second-row seats that can swivel 180 degrees when you’ve stopped so you can have a natter to those in the back seats. It’s
a bit cramped if you do, but it’s a cool idea.
Comfort is where the Kia EV9 excels because it has a relaxing ride and there’s plenty room for all. It is a big and heavy vehicle, though, and you’ll notice that in town or on tight country roads where the body leans over quite a bit. Performance though is excellent, and the regenerative braking system works well too.
Anyone looking for the space a large SUV offers but who wants
the low tax benefits on an electric vehicle should take a look.
Bigger is always better when it comes to bank balances and the size of your windscreen TV - EV9 makes the case for the same being true when it comes to seven-seater family cars.
Maybe it doesn’t quite feel as posh as some German alternatives at this price but it’s close enough to be a compelling option if you want something that bucks the norm. l
