13 – Guidance from ISWAN puts seafarers at the centre of decarbonisation
CREWMAN: Refitted for the future, anchored in certainty
16 – Anglo-Eastern unveils ‘Mission 30’ initiative to empower young maritime leaders at sea 14 – ITIC
INTERMANAGER OUTLOOK
18 – The unknown depths of a second-hand ship Capt. Kuba Szymanski
FIRST PERSON
20 – Sebastian von Hardenberg, BSM CEO & InterManager President
HOW I WORK
22 – Josephine Le, Founder, The Hood Platform
DISPATCHES
24 – Germany regains momentum
CREW MANAGEMENT
29 – Bridging shipping’s talent gap with AI and automation
COMMUNICATIONS
32 – Advanced connectivity transforms ‘Vessel as a Floating Office’ from concept to reality
ALTERNATIVE VIEWPOINT
34 – The shadow fleet: lessons from history
Dr Martin Stopford
MARITIME TRAINING
36 – Creating leadership playbooks for effective company cultures
SMI WEBINARS
38 – THE SHADOW FLEET: A driver for false flags and unregulated shipping or a new development we will all have to live with?
REGIONAL FOCUS
Dubai & Middle East Report
46 – Gulf box ports benefit at Red Sea’s expense
48 – From small beginnings… Jafza celebrates 40 years
India Report
56 – Bright future beckons
61 – GESCO deploys Smart Ship Hub digital platform fleetwide
MARITIME SECURITY
52 – Global maritime cybersecurity compliance & the critical role of independent verification
AD HOC TECHNICAL
54 – Our regular diary section
ANALYSIS
62 – Aframaxes under the spotlight in ‘shadow fleet’
SHIP REPAIR
65 – Energy-saving retrofits gaining in attraction
68 – High-efficiency propellers
69 – Besiktas introduces new mega floating dock
69 – Global Green Shipyard Alliance formed
72 – Reimagining maritime technical services fit for a new era
73 – Move to shore power begins to gather pace
76 – Designing for the future of alternative fuels
78 – AVS Global Supply celebrates 40 years of achievement
OBJECTS OF DESIRE
82 – Our pick of the most coveted creations
REVIEW
84 – Bringing you the best in arts & culture
LIFESTYLE
86 – Road test: Audi Q6 S line e-tron quattro
The July/August issue of Ship Management International (SMI 116) will be distributed at the International Shipowning and Shipmanagement Summit (ISSS) to be held at London International Shipping Week 2025 in early September, as well as at Maritime Cyprus the following month.
Special country reports will include London & the UK and Cyprus & Greece. There will also be featured sections will include Ship Finance, Insurance and P&I, and Navigation
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The
shipping business magazine for today’s global ship owners and ship managers
STRAIGHT TALK
When ‘shadow’ ships break maritime laws
Today’s ‘shadow’ or ‘dark’ ships represent a growing problem. Older tankers transport cargoes of sanctioned oil from Russia, Iran and Venezuela, and to escape recognition their owners register them under ‘compliant’, lesser-known - and even in some cases fraudulent - flags and often without insurance or certification by respectable International Group P&I Clubs or IACS-member classification societies.
As the sanctions lists grow, fear of ‘a rogue’ fleet of substandard tonnage is accumulating. This concern was raised at a recent webinar by the Maritime Authority of Jamaica replayed in this issue (see pp.38-45). Caribbean nations, dependent on tourism, worry that a catastrophic oil spill will be caused by substandard tankers and/or unregulated cargo transfers at sea.
But we need to get the focus in the right place. Sanctions breakers use old ships because they are cheap,
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disposable assets that illicit traders can walk away from. So the focus should be on ensuring that ships meet regulatory standards - when carrying sanctioned cargo and when they return to commercial trade.
Port State Control, Class Societies and cargo insurers are in the hot seat here. Many port states are already doing this and establishing punitive penalties for transgressors might be appropriate.
However, this issue’s Alternative Viewpoint (pp.345) points out that freedom of navigation on the high seas remains a right under UNCLOS. Ships carrying ‘sanctioned’ cargo between countries not observing those sanctions are entitled to trade, but only if they comply with IMO regulations.
The real issue is therefore not the ‘shadow ship’, it is finding a viable way to enforce ‘shadow compliance’. l
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Editor: Bob Jaques
Sales Manager: Julian Berry
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Melissa Skinner
Finance: Lorraine Kimble
Design and Layout: Diptesh Chohan
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Ian Cochran
Margie Collins
Ema Murphy
Motoring Journalist: Rob Auchterlonie
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Editorial contributors: The best and most informed writers serving the global shipmanagement and shipowning industry.
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IMO, ILO, ICS, ITF unite in call to protect seafarers against criminalisation
Seafarers detained in connection with their professional duties must be treated fairly and with dignity, with full respect for their human rights, high level participants from the IMO, International Labour Organization (ILO), International Chamber of Shipping (ICS), and International Transport Workers’ Federation (ITF) jointly agreed following an event held at IMO Headquarters in mid-June
Participants urged commitment to due process and the fair treatment of seafarers to allow them to be swiftly repatriated to their families in accordance with the IMO/ILO Guidelines, acknowledging that unfair criminalisation of seafarers continues to be of significant concern to seafarers and the wider industry, and reduces industry confidence.
“Global trade depends on the people - the seafarers – who are onboard ships day in, day out,” said IMO Secretary-General Arsenio Dominguez. “The wellbeing of seafarers must remain a shared global priority. Stronger legal protections, increased awareness, and continued collaboration across the maritime community are essential.”
IMO and ILO, with the support of industry partners in the ILO–IMO Tripartite Working Group, have adopted Guidelines on Fair Treatment of Seafarers Detained in Connection with Alleged Crimes. The guidelines were approved by the IMO Legal Committee (LEG 112) in April. They cover issues related to due process, protection from arbitrary detention, coercion or intimidation, and ensuring that wages, medical care and repatriation rights should remain intact during any legal proceedings. They aim to improve coordination among countries, including port States, flag States, coastal
States, States of which the seafarer is a national, as well as shipowners and seafarers.
Participants urged further practical and concrete outcomes, including robust policies, targeted training programmes, enhanced enforcement and monitoring, and the sharing of best practices across jurisdictions.
Recognising that many judicial systems may lack the expertise to handle maritime cases swiftly and fairly, participants encouraged the training of judicial authorities in maritime law and seafarers’ rights to ensure timely and just outcomes.
Emphasis was also placed on greater coordination between Member States and industry to enable consistent implementation of legal protections and to support the rapid release and repatriation of detained seafarers.
Insurers, including P & I Clubs, were urged to provide legal support coverage and uphold seafarers’ welfare in cases of unfair treatment of seafarers.
In addition, participants highlighted how seafarer criminalisation disrupts crew changes, undermines maritime reliability, and creates reputational and operational risks throughout the global supply chain. Maritime and logistics companies were urged to support clear protection protocols, advocate for consistent treatment across jurisdictions, and Invest in awareness and welfare initiatives across shipping and port networks.
Finally, addressing seafarer abandonment and detention-related costs, there was strong consensus that seafarers - key workers essential to global trade - must not bear the burden of legal uncertainty, detention, or abandonment due to systemic gaps or negligence. l
Changing of the guard at ICS
At the International Chamber of Shipping (ICS) AGM and Board Meeting in Athens in June, the ICS board unanimously recommended John Denholm CBE as the successor to current Chairman, Emanuele Grimaldi (pictured, centre right).
Mr Denholm, currently Vice Chair of ICS and Board Member for the UK, will take up the role following the conclusion of Mr Grimaldi’s term at the ICS AGM in June 2026. A past President of both the UK Chamber of Shipping and BIMCO, John Denholm is the Chairman of J. & J. Denholm Limited, a family-owned business with interests spanning shipping, logistics, seafoods, and industrial services; Denholm Group also holds a 26% share in shipmanager Anglo-Eastern following the latter’s merger with Denholm Ship Management in 2001.
ICS also confirmed the appointment of three new Vice Chairs: Dr Gaby Bornheim (Germany), Mr Carl-Johan Hagman (Japan) and Mr Claes Berglund (Sweden).
In a further transition in ICS leadership, Thomas
Kazakos (left) has formally succeeded Guy Platten (right) as Secretary General. Formally Secretary General of the Cyprus Chamber of Shipping, Mr Kazakos joined ICS in April for a preparatory handover period,The President of the Republic of Cyprus, Mr Nikos Christodoulides (centre far left) joined the AGM ti mark handover.
Mr Grimaldi thanked Guy Platten for all he had done over the past seven years, including leading ICS and the shipping industry during a period of significant challenge, “whether through COVID, responding to the Ever Given incident or navigating the intricacies of the decarbonisation agenda.” l
INTERCARGO, the International Association of Dry Cargo Shipowners, reports encouraging progress in bulk carrier safety, with vessel losses and fatalities continuing to decline over the last decade. However, serious security threats in 2024 demand urgent international action to protect seafarers and uphold freedom of navigation.
The ‘Bulk Carrier Casualty Report 2025’ identifies the loss of 20 bulk carriers (≥10,000 dwt) between 2015 and 2024, resulting in 89 seafarer fatalities. Groundings remain the leading cause of vessel losses, responsible for 45% of cases, while cargo liquefaction continues to pose the greatest threat to life, accounting for 55 deaths, which is more than 60% of the total. Cargo shifting (distinct from liquefaction) caused the loss of two ships and 12 lives, highlighting an additional area of concern.
Although only one operational casualty was recorded in 2024, the year was marked by three separate attacks on bulk carriers in the Red Sea – ‘Rubymar’, ‘True Confidence’ and ‘Tutor’ –involving missiles, drones and uncrewed surface vessels. These incidents, which resulted in four seafarer deaths, are documented separately from the statistical analysis but underscore a dangerous deterioration in maritime security.
John Xylas, Chairman of INTERCARGO, commented: “The dry bulk sector should take pride in the improved safety performance reflected in this year’s report. But the unacceptable attacks on merchant ships in 2024 have reminded us that safety today extends beyond seamanship and regulatory compliance; it is fundamentally about protecting human life. Seafarers must never be placed in harm’s way for simply doing their jobs.”
The report also shows that bulk carrier losses now average just two per year, with a notable decline in average fatalities per casualty over successive 10-year periods. These gains are attributed to improved ship design, better crew training, and stronger regulatory frameworks. Nevertheless, INTERCARGO emphasises that significant risks persist, particularly those related
to improperly declared cargoes, navigational failures and delays in the submission of accident investigation reports by flag States. The average reporting time to the IMO GISIS platform remains over two years, severely hindering the industry’s ability to learn and implement timely corrective actions.
With more than 12,500 bulk carriers in service globally and demand for dry cargo trade continuing to grow, INTERCARGO reiterates its call for a collective industry commitment to achieving zero loss of life and zero loss of ships. The Association will continue to work with its members, international bodies and wider stakeholders to advance this goal, while also advocating for immediate measures to ensure the security of seafarers in high-risk regions.
The full Bulk Carrier Casualty Report 2025 is available on the INTERCARGO website. l
Guidance from ISWAN puts seafarers at the centre of decarbonisation
Driven by the findings of an industry-wide survey last year, the International Seafarers’ Welfare and Assistance Network (ISWAN) has produced a guide providing practical ways to support seafarers’ wellbeing during the zerocarbon transition.
The report highlighted the need to proactively plan for a seafarer-centred approach to the zero-carbon transition. Skilled, trained seafarers are vital to ensuring the maritime sector meets its environmental obligations, but if the costs to their wellbeing become too high, seafarers may leave, contributing to the sector’s growing recruitment and retention crisis.
ISWAN’s new guidance sponsored by The Shipowners’ Club, entitled ‘Taking a seafarer-centred approach to decarbonisation: Guidance for seafarers and maritime stakeholders’, provides practical ways in which seafarers can support their own wellbeing and that of fellow crew during the zero-carbon transition, and in which the maritime sector as a whole can foster environments that are supportive of seafarers’ wellbeing and protective against the risks posed by rapid technological and regulatory change.
The guidance, written by Dr. Chris Haughton FNI FIMarEST FSET, emphasises the importance of valuing seafarers as experts and partners, and strengthening communication about technological change as part of a ‘whole organisation’ approach to connect ship and shore. It also offers practical suggestions to help maritime stakeholders understand and plan for the impact of ‘technostress’ on safety at sea – defined as ‘anxiety, tension, or distress caused when a person is overwhelmed by new technology…occurring when they are unable to adapt and learn to use technology in a healthy, productive way’.
Addressing the need for an effective safety culture, ISWAN’s guidance provides practical steps that maritime companies can take to invest in seafarer-centred working practices, such as reviewing crewing models to tackle fatigue, and prioritising psychological safety so that seafarers feel able to raise concerns or questions and have sufficient mechanisms to do so.
Overall, ISWAN’s guidance illustrates the need for holistic thinking to build the working cultures and practices that will enable the sector to successfully recruit and retain the skilled professionals it needs to ensure a safe, equitable and sustainable transition to zero carbon.
Simon Grainge, ISWAN’s Chief Executive, said: “As the pace of decarbonisation accelerates, it is essential to ensure that the additional demands that rapid technological change places on seafarers are not overlooked amidst the pressures to meet regulatory requirements. Particularly with the advent of alternative, more hazardous fuels, providing training to upskill seafarers is only one angle of the preparations for zero carbon that the sector needs to prepare for. Taking a proactive approach to building psychological safety will also be fundamental to ensuring a sustainable future for the sector, in both human and environmental terms.”
Louise Hall, Director of Loss Prevention, Corporate Responsibility & Marketing at The Shipowners’ Club, said: “Seafarers play a pivotal role in achieving global sustainability goals, and it is our collective responsibility to ensure they are equipped, protected, and supported throughout this transition. This guidance is a valuable resource in fostering a safe, resilient, and inclusive working environment during a time of significant industry change.”
The report can be downloaded from the ISWAN website. l
CREWMAN: Refitted for the future, anchored in certainty
IBy Robert Hodge, General Manager at ITIC
TIC insures all crew managers on the basis that their contract is no more onerous than BIMCO CREWMAN. This agreement has now been updated for the first time in 15 years, as the 2009 editions no longer reflected operational realities. ITIC was again honoured to be asked to assist with the redrafting of the agreements, to ensure it protected the liabilities of the 150 crew managers they insure.
There are two agreements: CREWMAN A and CREWMAN B. How do they differ? At their core, they cater to two distinct commercial relationships. CREWMAN A operates on a cost-plus model, where the crew manager acts solely as an agent and is reimbursed for actual costs, plus a management fee. In contrast, CREWMAN B is a lump-sum agreement, where a fixed monthly fee covers all crew-related costs.
Both contracts have been modernised to align with BIMCO’s SHIPMAN 2024 framework. This includes the integration of standard BIMCO boilerplate clauses, reducing the need for rider clauses and bespoke amendments. This article won’t delve into details about what has changed, as BIMCO has provided some excellent material on this. What is important for ITIC and for you as a manager is what remains the same. Namely, a manager is liable to their principal only if it is proven they have been negligent in the provision of their crew management services. This is very important, as many of the claims that ITIC encounters involve the manager having done nothing wrong. The owner is simply trying to recover their commercial losses from you, their manager.
In some situations, however, clear mistakes are made. For example, a crew manager arranged for vaccination certificates to be issued to the crew. The manager did not realise that some of these vaccination certificates had been slightly altered when the medical examiner had misspelt the name of the crew member.
These slight amendments resulted in a ship being detained in Brazil for a considerable length of time, and a claim was subsequently made by the owner against the manager for the delay.
Even if you are found to be negligent, your liability as a crew manager is capped, which means you have contractual certainty and you can insure your liability.
A very important clause that remains is that the crew manager is not liable for the negligent acts of the crew, unless it arises solely from the crew manager failing in their obligations.
ITIC was defending a crew manager against multiple claims, which were mostly without any particular merit, relating to repair costs and loss of earnings for a ship. The owner’s main grievance appeared to be the alleged negligence of the crew supplied by the manager. At an early stage in the arbitration proceedings, the arbitrator ruled that the owner’s lawyers were entitled to a full inspection of all the manager’s files, which included an internal memo from the manager’s superintendent criticising the performance of certain crew members and recommending their replacement. The claim was settled at the threshold of arbitration for US$300,000, primarily due to this ‘smoking gun’ memo. The legal costs amounted to an additional US$300,000.
Finally, the basic principle that a crew manager will be co-assured under the owner’s insurance remains. This is vital and importantly, the insurer is not offering any more cover by including the ship manager as a coassured just because the ship owner has subcontracted some of the functions he used to perform himself to another company.
CREWMAN has been drafted by owners, managers and insurers. They are, therefore, balanced and should be used as the default contract when acting as a crew manager. If you agree to the owner’s own bespoke contract, you can be exposing yourself to unforeseen liabilities. l
Anglo-Eastern unveils ‘Mission 30’ initiative to empower young maritime leaders at sea
Anglo-Eastern Univan Group is launching ‘Mission 30’, a bold initiative to increase the proportion of its managementlevel officers (i.e. Captain, Chief Officer, Chief Engineer, and Second Engineer) under the age of 30 from 1% to 30% by 2030.
In light of the evolving crewing landscape, a tightening talent pool, and the increasing demands for diverse skillsets among seafarers, AngloEastern says it is looking ahead to cultivate a young, agile workforce for management-level positions at sea.
To ensure its seafarers receive comprehensive support and guidance on their career development, Anglo-Eastern set up a Career Care team comprised of some of its most experienced Marine HR leaders to drive its Career Care Programme launched in 2024. This strategic initiative equips seafarers with structured career pathways, personalised guidance, and future-proof skillsets to excel in a rapidly evolving maritime industry.
As part of Anglo-Eastern’s ongoing commitment to seafarer wellbeing and driven by its WE Care initiative, the Career Care Programme monitors and provides guidance to its seafarers about their career
progression with specific focus on promotions to the next professional level, transition from ratings to officers, reskilling to a different type of vessel and transition to shore jobs.
Compiled every five years, the Seafarer Workforce Report released in 2021 by BIMCO and the International Chamber of Shipping pointed out the average age of officers serving at management and operational levels has increased since 2015. Moreover, the percentage of management-level officers under the age of 30 has been declining further in recent years.
“We’ve observed a shift in our workforce at sea - while most of our Chief Officers and Second Engineers were once under 30, today only about 1% of our management-level officers fall into this age group,” Vinay Singh, Group Managing Director of Marine HR at Anglo-Eastern, explained as the motivation behind Mission 30. “This trend poses a potential challenge as we gear up for the future - one that demands adaptability, digital fluency, and agility for innovations such as dual-fuel systems, AI integration, and smart ship technologies.”
Mission 30 consists of the following tools and measures to accelerate the professional growth of Anglo-Eastern’s seafarers.
• Personalised Career Ladder
Map: Every officer receives a tailored and visualised roadmap highlighting the gap between their current position and their ideal career trajectory.
• Targeted Training and Assessments: Focused programmes are in place to prepare officers for timely promotions.
• Career Care Team
Mentorship: Expert guidance is provided to seafarers on Certificate of Competency (COC) examinations, shiptype transitions, and longterm career planning. Newly promoted officers will be paired with well-respected peers as mentees and mentors.
To date, more than 5,000 operational-level officers and cadets at Anglo-Eastern have been contacted to enrol in Mission 30.
Vinay Singh reaffirmed the company’s ongoing commitment to shaping a future-ready workforce and a better maritime future, “We invite all young seafarers to seize this opportunity - to grow faster, lead sooner, and become the next generation of maritime professionals. With the right support and ambition, we can help them reach new heights in their sea career before 30. We look forward to helping them get there.” l
InterManager Outlook The unknown depths of a second-hand ship
Capt. Kuba Szymanski, Secretary General of InterManager, details an important new maritime safety initiative that the association is embarking upon.
Most items in life, large or small, go through rigorous safety testing to ensure the public or those using equipment in professional life are kept safe.
Most obviously, all motor vehicles require regular testing (once a year in most countries) to ensure they are still safe and worthy of use on the road, so as not to put the driver, passengers or passers-by at risk.
The public at large then would likely be very surprised to hear that when an owner decides to buy a second-hand ship, there is absolutely no obligation for the seller to provide maintenance documents.
Buying a vessel is obviously an enormous capital outlay for the ship owner, who is then tasked with managing this huge asset.
It is quite a contradiction in many ways. The unseen structural components including bulkheads, frames, cargo holds, hopper tanks, double bottoms, girders, cofferdams and side shells, are covered by Classification Society Specifications and are not an issue.
We have very rigorous maintenance records when it comes to the hull structure. But then complete lack of records when it comes to equipment on board.
Quite often a ship’s platform alone can contain an average of 2,700 technical components on board. Not knowing their maintenance history is an absolute nightmare.
InterManager’s members realised this as being serious issue and resolved to do something about it. They are just about to start on a project to look at what solutions are available and what can be done to assist buyers of secondhand vessels in the future.
InterManager will be creating a small steering committee, which will set the goals and objectives for the project and identify what can be realistically delivered. Members will then be consulted for their full engagement.
I hope all members and industry stakeholders will share my excitement and engage with us, to create first industry best practice in the hope this will be picked up by others including the IMO and Flag States.
This project is at its very early stages and we will keep you informed of future progress; the Executive Committee has already given its backing to the idea.
As you can imagine, this is a huge task and we welcome anyone who is interested to get in touch with us.
Please get involved and be a part of this very exciting development in the history of maritime safety. l
Navigating change: BSM’s steady course First Person
Sebastian von Hardenberg, recently appointed CEO of Bernhard Schulte Shipmanagement (BSM) and President of InterManager, reflects below on today’s challenges and reaffirms the company’s – and InterManager’s (see box) - steadfast commitment to safe, high-quality and efficient ship management.
Commercial shipping has always faced its fair share of challenges, shaped by the global nature of our industry.
Yet, I believe many of you will agree that recent years have brought an unprecedented frequency of significant disruptions — each demanding swift understanding and decisive action. From the COVID-19 pandemic, inflation and sanctions to ongoing geopolitical conflicts, shifting decarbonisation regulations, and trade wars — navigating this evolving landscape has required exceptional resilience and collaboration.
I would like to express my sincere gratitude to our BSM colleagues — at sea and on shore — as well as to our customers and partners across the maritime value chain. Your unwavering dedication and hard work have been instrumental in helping us weather these difficult waters and continue delivering on our promises.
LOOKING AHEAD
As we move forward, BSM remains committed to its core mission: ensuring
vessel availability, optimising OPEX and preserving asset value for our customers.
Key to this is our people. Our customers’ vessels are only as good as the seafarers we place on them. That is why we continue to invest in our pool of highly skilled crew members - while also focusing on attracting and retaining top-tier shore-based talent.
To support our operations at scale and maintain excellence, we are continuously investing in MariApps PAL—the Schulte Group’s industryleading maritime IT ecosystem. With the integration of emerging technologies such as AI, PAL empowers us to elevate the quality, transparency and efficiency of our services while keeping us and our clients at the forefront of maritime innovation [see also box].
A FUEL-AGNOSTIC FUTURE
No outlook on the maritime industry is complete without addressing decarbonisation. It seems clear that the future will not be defined by a single ‘magic’ fuel. Instead, we are most likely heading into a multi-fuel era — and as ship managers, we are by definition fuel-agnostic. Our role is to support our clients, regardless of the technological path they choose.
With 60 LNG vessels currently under our management—including LNG bunkering vessels (LNGBVs) and LNG dual-fuel vessels—we are well positioned thanks to our extensive gas crew pool and the deep expertise embedded in our shore teams. This year, we look forward to welcoming our first methanol dual-fuel vessels and are actively exploring the potential of ammonia. You’ll find more on this topic in our coverage of BSM’s recent Ammonia Day in this issue. There is no shortage of work ahead, and I am looking forward to
the opportunities and challenges that lie before us. Having spent nearly two decades within the Schulte Group and BSM, I am honoured to step into this new role. Our depth of experience, global reach and unwavering focus on quality give me full confidence in our ability to continue being a resilient and trusted partner for our customers - now and in the future. l
MariApps celebrates decade of innovation
Since its inception in Singapore 10 years ago, MariApps has been at the forefront of driving digital transformation within the shipping sector, offering a comprehensive suite of management software products that streamline operations, enhance efficiency, and improve overall vessel performance.
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. Initially focused on addressing complex operational challenges, the company has expanded its portfolio to include a range of innovative digital tools, from the flagship suite of digital solutions, smartPAL, to value-added products such as LiveFleet and several mobile applications.
MariApps’ AI-focused subsidiary, OceanAI, launched in 2024, offers AI-driven solutions supporting clients in achieving operational excellence by optimising performance and improving decision-making with artificial intelligence integration. l
INTERMANAGER PRESIDENT ROLE
Sebastian von Hardenberg was elected by members of InterManager’s Executive Committee as President of the association during InterManager’s Annual General Meeting in London in late January.
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.”
A law graduate, Sebastian von Hardenberg 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 InterManager President for the past four years and pioneered the association’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. 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?
Josephine Le Founder, The Hood Platform
With over a decade of experience in the maritime and aviation industry, forging many connections along the way, 34-year-old Josephine Le brings a pioneering vision to The Hood Platform, maritime’s very own App. Le’s early years in aviation, where “grace and grit” were nonnegotiable at 37,000 feet, sharpened her problem-solving and cultural agility. As a premium cabin crew, she engaged with diverse passengers and anticipated their needs while managing medical emergencies and ensuring aviation security. During this time, she was also completing her studies at Massey University, where she received a Bachelor of Business
Administration (BBA) in Accounting and Finance.
Bringing these qualities ashore, Le swiftly rose through the maritime ranks from Crewing Superintendent to Senior Business Development Manager, gaining hands-on expertise in crew management, operations, and client relationships. Along the way, she developed a wellrounded understanding of the maritime industry, grasping both the challenges faced daily by crews and the broader strategic and commercial decisions made ashore.
In the same year she left her office role as Senior Business Development Manager, Le landed in her pivotal entrepreneurial role, where she
founded The Hood Platform, which was launched to great success in Manila last November. As if that weren’t enough, in 2024 she also began working towards a Master of Science degree in Innovation and Entrepreneurship, which she is expected to complete in June next year. Limassol-based, Le also speaks and chairs at a plethora of panel discussions and events across the world, constantly travelling to new destinations with her loyal and driven team; she was short-listed for the Nor-Shipping 2025 Young Entrepreneur Award.
Reflecting on what first drew her into maritime, Josephine Le says: “I am inspired by the challenges that the industry poses, the people who I have come across that inspire me to be a better person and give me the purpose to do more than just living the day.” This sense of purpose and desire to create meaningful change is what ultimately led her to found The Hood Platform, a digital community designed specifically for maritime professionals.
“I founded The Hood because I saw a real gap in the maritime industry,” Le explains. “It was not just about a lack of connection between maritime professionals but also about the shortage of resources and clear career paths. The journey into this industry can be confusing, with recruitment processes that are long and detailed and very little communication between the community and the roles available. Cadets especially face tough challenges. Too often, they are left with no choice but to pay for
their cadetships or in worse cases to compromise their integrity just to get onboard. Even once they are at sea, many feel isolated without the support or guidance they need to grow and succeed. The Hood is designed to change that. It is a place for maritime professionals to connect, share knowledge and access the resources they need to navigate their careers with confidence,” Le explained.
Le believes that if the industry is serious about attracting more people, it must begin by supporting those who are already in it. “Too often, we’re talking about how connected crew are onboard, and whether they should be using social media so much,” she says. “But that discussion is outdated. We should be focusing on how we can actually utilise this technology to make life easier, to improve their experience at sea.”
She continues: “We need to make maritime sexier. That’s the way that I like to describe it. That means bringing in tools that reflect what professionals in other industries already have access to and expect as standard, and making real, tangible change within the industry, rather than just window dressing.
“At The Hood, we have created a platform that brings all the essential tools and resources together in one single interface,” she continues. “From the beginning, the focus has been on building an ecosystem that supports both the personal and professional needs of seafarers and those working
ashore. This includes features like the We Care Center, designed to provide wellbeing support, alongside a dedicated news page and a feed where users can receive industry updates and insights. Members can create both personal and professional profiles, communicate with loved ones, and engage with peers across the maritime community.”
In July, The Hood launched the completion of its latest feature, the CareerHub. Users can now upload their CVs directly to their professional profiles and explore job opportunities by vessel type, onboard features, and detailed company information. Once an application is submitted, candidates can track their status in real time, with recruiters expected to respond within a set timeframe. Every update triggers a notification, keeping applicants informed every step of the way.
Importantly, the platform allows direct communication between recruiters and candidates through voice and video calls, creating a transparent and efficient hiring process. And for those who are unsuccessful at first, The Hood offers a feature to flag them as persons of interest for future roles. Applicants are automatically notified whenever a new relevant position becomes available, ensuring that valuable talent remains visible and connected.
Empathy, passion and creativity are all attributes that make Le a natural fit
for her role at The Hood. “I’m obsessed with bringing the industry closer to the next generation, making it more approachable and accessible, with a touch of style,” Le says. “I could see things from both sides of the table, and that is critical to our mission.”
“Somewhere out there, someone’s life will change for the better because they received the support and guidance they needed to build a career in this industry,” she adds. It is this quiet but powerful belief that continues to fuel the platform’s development and its growing influence across the industry.
When she isn’t travelling the world for conferences or meetings, Le finds time to pursue another ambitious personal goal, completing the Seven Summits Challenge. So far, she has summited Kilimanjaro in Africa, Elbrus in Europe, and Aconcagua in South America. She is also a passionate traveller, having visited more than 70 countries and territories, with the aim of reaching 100 by the ripe age of 40.
“Climbing and mountaineering have allowed me to have control over my irrational fears, improved my ability to think and solve problems on the go while always remembering that with the hardest of tasks, sometimes all you have to do is put one step in front of the other and keep on moving forward,” she says. “All of these are valuable life skills that transfer to the life of an entrepreneur.” l
A passion for mountaineering – always striving to reach the summit
Dispatches Germany regains momentum
The Port of Hamburg, located some 110km inland on the river Elbe, reported a strong result for the first quarter of 2025, “despite the challenging geopolitical and economic environment”.
Seaborne cargo throughput rose by 3.1% year-on-year to reach 28.3 million tonnes, making it the only one of the three largest European ports with a positive trend in seaborne cargo throughput. Container traffic fared even better, rising 6.3% y-o-y to 2.0 million TEU, the port’s best quarterly box throughput for three years, again outpacing other major European ports.
While Trump’s ‘Liberation Day’ of tariff bombshells came two days outside the quarter, on 2 April, action in
Speak it softly but Germany’s major ports and shipowners are for the moment enjoying a period of steady growth despite the global economic uncertainty swirling around them, as Felicity Landon reports.
anticipation of Trump’s trade and tariff measures was reflected in the stats. With many US warehouses filled towards the end of last year, container throughput in the Port of Hamburg for the United States trade fell by 19% to 145,000 TEU in January-March, said Hamburg Port Authority (HPA).
What happens next is anyone’s guess.
Axel Mattern, CEO of Hamburg Port Marketing, noted that in the complex tariff picture, any real analysis will only be possible a year down the line. “You don’t know what the US or Trump is going to do today or tomorrow, so calculating how it might affect the port is nearly impossible,” he said.
Transhipment volumes, pushed downwards recently due to geopolitical
upheavals, actually rose by 15.3% to 723,000 TEU in Q1. This, said HPA, reflected the arrival of new liner services as well as some restructuring of alliances.
Hamburg is just one of the Northern European hubs grappling with container port congestion, with Drewry reporting in May that waiting times had increased from 34 to 50 hours at the port. PortXchange, the Port of Rotterdam spin-off focused on digital tools to optimise port operations and reduce emissions, was quick in urging ports such as Hamburg to adopt smarter technology solutions to mitigate disruption, lower emissions and restore supply chain reliability.
In fact, the Port of Hamburg is pushing the tech boundaries as a test field for 5G. “It’s absolutely necessary to have 5G to be able to operate autonomous drones and driverless vehicles; we have had it in place for a couple of years so for us it’s quite normal,” said Axel Mattern.
In March this year, HHLA’s Container Terminal Altenwerder (CTA) announced that it had been granted €2.3m to establish a private 5G network as part of the DigiTest (Digital Test Fields in Ports) initiative. The Federal Ministry of Digital and Transport set up the DigiTest programme to accelerate the equipping of German sea and inland ports with digital infrastructure for testing innovations. The HHLA network will be used to test various application scenarios.
“With fast response times and high bandwidths [of 5G], data transfer takes place in real time – something that would not have been possible with older generations of the technology,” says HHLA. “As well as optimising digitalised processes at the terminal, the resilience of communication will be strengthened by building a provider-independent network.”
Whether it’s congestion or trade and tariff upheavals, being prepared infrastructure-wise remains the priority at Hamburg, said Mattern. “We are concentrating on rail traffic, efficiency and automation on the terminals. That’s not new, but an ongoing process and getting better and better.”
Beyond the port’s influence, the German rail system is a key priority, he said. “The rail infrastructure in Germany needs a lot of improvement and maintenance. We must push for this. The German government has decided to put €500bn into rail infrastructure, so we hope that’s going to help. The canal and river system in Europe has to be optimised as well, but rail is the main topic on the list.”
In another decarbonisation initiative, the Port of Hamburg has been providing shore power for cruise and container ships since 2024, committing to equip all container terminals with shore power supply systems by the end of 2025.
SHIPOWNERS BUOYANT
German merchant shipping generally is in buoyant state, according to figures presented by the German Shipowners’ Association (VDR) at its annual press conference in March. With nearly 290 shipping companies based in Germany, a fleet of 1,764 ships, and a gross tonnage (GT) of 47.4 million, Germany once again ranks seventh among the world’s leading merchant shipping nations this year, the association reported.
VDR said the results underscore that: “Despite geopolitical turbulence and uncertain times in international trade policy, German shipping remains a reliable guarantor of economic strength and supply security for the Federal Republic. Around 62 percent of German exports and 60 percent of imports are handled by sea – clear evidence of how essential a functioning maritime trade and a competitive merchant fleet are for the survival of our export-driven nation.”
“As a leading export nation with scarce natural resources, we rely on secure and open trade and shipping routes,” noted VDR CEO Martin Kröger. But he warned that ”a consistent national maritime security strategy, enhanced naval presence, and closer cooperation between security authorities and the merchant fleet are essential. Security comes at a cost – hesitation costs even more.”
In container shipping, Germany (30.2 million GT) now ranks third behind Switzerland (34.7 million GT – nearly all belonging to MSC) and China (31 million GT) – a clear sign of the intense competition on a global scale. The VDR therefore called for targeted, long-term measures to strengthen the competitiveness of German shipping companies and Germany as a maritime location to avoid falling behind internationally.
“The international competition among merchant fleets and shipping hubs is intense and dynamic, with increasing pressure. We must secure the competitiveness of our German merchant fleet in the long run and consistently support our maritime SMEs,” urged Kröger.
VDR noted that the majority of German shipping companies are medium-sized businesses, with 80% of them operating fewer than 10 ships. Every second ship in the German merchant fleet sails under the flag of an EU country, particularly Germany and Portugal.
The association also drew comfort from the fact that number of German young people entering maritime is growing, with new training contracts at rising 14% year-onyear to reach 499 at sea and 214 onshore.
“It is evident that more young people are recognising the diverse opportunities and future prospects in shipping,” concluded the VDR. “This is a crucial factor
in securing maritime expertise, strengthening Germany as a shipping hub, and advancing the industry’s transition to climate neutrality. “
“Shipping needs visionary and motivated young professionals who not only want to actively shape the future of the industry but also take the decisive step toward a climate-neutral era with us,” commented VDR President Gaby Bornheim. “It is incredibly encouraging to see more and more young talents recognising the enormous opportunities in shipping and enthusiastically taking on this challenge.” l
Hapag-Lloyd in expansion mode
Anotable exception to this ‘small is beautiful’ rule for German shipping companies is containership giant Hapag-Lloyd.
With its fleet of over 300 ships, the Hamburg-based company has a fresh wind in its sails this year with its new Gemini Cooperation with Maersk that began in February.
“In 2025 we are off to a very good start with Gemini, but the economic and geopolitical environment remains fragile,” reported CEO Rolf Habben Jansen when announcing Q1 profit of €1.1bn. This compares with a 2024 full-year result of $2.4bn which was characterised as ‘solid’.
To prepare for its new Gemini teaming, the company launched the largest newbuild programme in its
history late last year with an order for 24 large LNG containerships totalling 312,000 TEU capacity - a massive investment of around US$4bn. Equipped with dual fuel LNG powerplants, the new vessels “will enable us to further modernise and decarbonise our fleet,” said the CEO.
In another new development, the company’s terminal operating division has been spun-off over the past couple of years into a new standalone entity based in Rotterdam, recently renamed Hanseatic Global Terminals. With a portfolio of 20 container terminals in 11 countries, the company says the rebranding reflects its “forward-looking growth ambitions and deep-rooted maritime tradition.” l
Hamburg Express
Crew Management
Bridging shipping’s talent gap with AI and automation
By Yarden Gross, Co-founder and CEO, Orca AI
The launch of the European Maritime Skills Forum (EMSF) in Brussels earlier this year spotlighted a critical issue: the growing shortage of skilled seafarers threatens the very foundation of global trade. Shipping underpins 90% of trade, so the crisis isn’t just an industry problem – it’s a global economic challenge.
And the conversation has only intensified. Building on the momentum of the European Year of Skills, the focus on workforce development has carried into 2025. Meanwhile, the IMO continues to push for updates to the STCW Convention, emphasising modern training needs and the human element in safe ship operations. At the same time, initiatives like the Neptune Declaration on Seafarer Wellbeing are helping to maintain attention on the critical need for better conditions and career support at sea. The numbers tell a stark tale. The ICS/BIMCO Seafarer Workforce Report 2021 projects a staggering shortfall of 96,000 certified officers by 2026 – a gap that risks disrupting global supply chains. Adding to the urgency, the latest Danica Seafarers’ Survey Specialists published in November 2024 reveals that 21% of seafarers plan to retire before the age of 50. At the same time, the retention rate for new recruits remains alarmingly low, with many abandoning their careers after just a few years at sea.
The consequences of this skills gap are already evident. Fleet expansions, increased traffic through critical waterways and the rise of green shipping corridors will demand an experienced and adept workforce. Without it, we face increased safety risks, inefficiencies and higher operational costs.
But as Guy Platten of the International Chamber of Shipping (ICS) recently remarked, this “huge challenge” also presents a golden opportunity to reimagine how we train, equip and retain the maritime workforce. Initiatives like shipmanager AngloEastern’s newly launched Mission 30 programme are leading the charge – focusing on empowering a new generation of maritime professionals under the age of 30 with leadership training, career support and global exposure. These kinds of efforts are crucial if the industry is to rebuild confidence in seafaring as a viable, rewarding long-term career.
AI AND AUTOMATION AS GAME-CHANGERS
Technology offers a transformative solution to the skills crisis. Advanced AI-powered operations platforms are revolutionising maritime workflows by enhancing situational awareness during navigation, providing real-time decision support, predictive analytics and safety insights. These technologies reduce the cognitive burden on crews, enabling them to handle complex navigational and operational challenges with greater precision and confidence.
Japan, for one, is taking active steps to tackle the crew shortage challenge as more than half of the country’s coastal mariners are above 50, and a shrinking birth rate leaves few replacements.
The DFAAS+ consortium, part of the Nippon Foundation’s MEGURI2040 programme, is a project aimed to introduce fully autonomous ships to Japan’s waters. Four vessels equipped with Orca AI are part of this project. The goal is not unmanned navigation, but rather a human-supervised autonomous mode that allows crews to focus on the critical parts of navigation instead on the simple tasks that can be automated.
The potential of AI extends beyond operational support. AI-driven training platforms can deliver real-time simulations, adaptive learning experiences and instant feedback, significantly shortening the learning curve for new recruits. For example, the use of VR and AI simulations in maritime academies has already been shown to significantly improve training efficiency, equipping seafarers with practical skills faster and more effectively.
Moreover, by creating safer and less stressful working environments, technology helps retain experienced professionals and makes maritime careers more appealing to younger generations. This is especially critical as the industry seeks to attract the 250,000 new or retrained seafarers needed by 2030 to sustain operations.
TAKING A COHESIVE APPROACH
However, technology alone cannot solve the problem. The
maritime industry must take a cohesive approach, involving collaboration between ship operators, policymakers, trade unions and educational institutions. The EMSF’s focus on the human element highlights the importance of addressing not only technical skills gaps but also the broader challenges of inclusivity, working conditions and professional development.
For instance, improving seafarer welfare through competitive compensation, mental health support and familyfriendly policies can make a profound difference. Studies show that companies prioritising employee well-being achieve higher retention rates – a vital metric in a sector grappling with high turnover.
REGULATORY COMPLIANCE AS A CATALYST FOR IMPROVEMENT
As part of this cohesive approach, regulatory compliance is no longer just about ticking boxes – it’s becoming a dynamic tool for workforce development. Traditionally a labour-intensive and error-prone area, compliance is now being transformed by AI. Automated tracking and reporting of safety incidents, fuel consumption and emissions data are helping ships meet stringent international requirements like the EU ETS and Carbon Intensity Index (CII), while reducing administrative burden.
But the impact goes further. These systems also provide crews with real-time insights into performance, helping them understand and improve their own operational behaviour. This shift turns compliance into a continuous learning loop –empowering seafarers to sharpen their technical skills, take greater ownership and contribute more confidently to safety and sustainability goals. In this way, AI not only supports regulatory adherence but also cultivates a more competent, engaged and future-ready maritime workforce.
A BOLD PATH FORWARD
The maritime industry cannot afford to wait. Addressing the seafarer talent shortage demands bold action, innovative thinking and focused cooperation. By embracing AI and other advanced technologies, we can not only bridge the skills gap but also reposition the industry as a leader in sustainability and workforce development.
The launch of the EMSF was a significant step in the right direction, but it’s just the beginning. We must be committed to harnessing the full potential of technology while keeping the human element at the heart of our efforts. The future of shipping – and the global economy it serves – depends on it. l
Communications
from concept to reality
Inmarsat’s recent ‘Thriving in the Digital Age’ seminar in Singapore saw leading shipowners and managers highlight who shared how advance connectivity is bringing tangible safety and operational efficiency gains, as the floating office revolutionises the “fundamental interface” between ship and shore.
Anthony Veder to upgrade entire fleet with NexusWave
Advancements in shipboard connectivity are transforming the ‘vessel as a floating office’ from concept to reality, as commercial vessel operators secure new opportunities to enhance safety and efficiency. This was highlighted by a panel of experts at Inmarsat’s ‘Thriving in the Digital Age’ seminar, Sakura Kuma, Executive Officer of MOL and Managing Director of MOL (Asia Oceania), described the critical role connectivity plays in the safe operations across its fleet of almost 900 vessels to the audience at Inmarsat Maritime’s latest ‘Thriving in the Digital Age’ seminar, during Singapore Maritime Week 2025. She explained that the company transfers data from over 10,000 sensors per vessel to the DarWin (Digital Approach to Reduce GHG With Integrated Network) processing scheme which is connected to its ‘Safety Operation Supporting Centre’ (SOSC) in Tokyo.
“We gather information including weather, waves, currents, and the condition of the engine room and
cargo hold,” she said. “All this information used to be reported manually, but with this technology on land, the information is transferred to headquarters and is also visible on the vessel for the captain to make judgements, which is a game changer from both operational efficiency and safety perspectives.”
As MOL introduces new fuels into its fleet, the company’s use of ship-to-shore data transfer to help simplify operational requirements and maintain safety by ensuring onboard decision-making is “fully aligned” with the head office, Sakura Kuma added.
Nakul Malhotra, Vice President Emerging Opportunities Portfolio, Wilhelmsen, also emphasised the contribution made to safety by progressive digitalisation. The fundamental aim of maritime digitalisation is to drive “compliant commercial growth – safely,” said Nakul Malhotra, although he added: “If there isn’t a commercial value proposition, it doesn’t move forward.”
Optimised connectivity helps to ensure the viability of digitalisation strategies, he continued. “The unleashing of prevalent connectivity means that high-frequency data and IoT – things that were possible but not probable – are now more probable.”
A “bite-sized” example of the way advanced connectivity is enabling previously ‘improbable’ innovations was offered by Andrew Hoad, Chief Commercial Officer, Synergy Marine Group. He offered insight into his company’s implementation of onboard hydroponics.
“What we’ve started experimenting with at Synergy is growing our own food on the ships,” he said. “AI from the shore is controlling the water, the temperature, and
the light. That’s something that’s completely impossible to do without AI through broadband.”
In a more conventional use case, Andrew Hoad pointed to the way generative AI allows officers “talk to their PCs” (personal computers) to gain detailed insight into voyage parameters and requirements, with the technology also capable of identifying issues and proposing solutions.
“What all this is bringing – and it’s impossible without the AI that comes with the broadband – is productivity through time savings,” he said. “Everything the officer used to do, which would take them eight to ten hours, they’re now getting done in an hour.”
While the panellists highlighted how the floating office would continue to bring new opportunities for greater efficiency, they also agreed that maritime digitalisation should not be viewed merely as a foundation for performing the same processes faster. In Nakul Malhotra’s words, it should also serve as “the trigger to change the fundamental interface” between ship and shore.
Inmarsat Maritime’s NexusWave provides the seamless connectivity to facilitate this transformation by combining multiple networks in real time. Describing the concept behind the solution, Audra Drabloes, Strategy Director at Inmarsat Maritime, said, “What we wanted to achieve was this vision of the floating office – and if you have an office, you really need it to be resilient.”
Through its unique networkbonding capability, the fully managed NexusWave solution leverages the aggregate capacity of all available underlays to deliver unparalleled speeds and reliability, with enterprisegrade firewall security further supporting operational resilience, Audra Drabloes reported.
Acknowledging her fellow panellists’ connectivity-enabled initiatives, she said, “When we think about the floating office, it’s not only about the speeds that we can achieve but what we can do with that speed.”
As Inmarsat Maritime’s ‘Thriving in the Digital Age’ series moves forward, upcoming sessions were held at BariShip in Japan and Nor-Shipping in Oslo to continue this global conversation — drawing on the perspectives of maritime leaders and innovators facing similar challenges. With connectivity at the heart of these discussions, the series aims to highlight not only technological advancements, but also the real-world value they unlock in driving operational efficiencies, crew welfare and safer seas. l
NexusWave bonded network infographic
Inmarsat NexusWave
Alternative Viewpoint
The shadow fleet: lessons from history
By leading maritime economist and analyst Dr Martin Stopford
The shadow fleet is a hot topic but what exactly is it, and how does it fit into the regulatory system? Taking an historical look at how sanctions evolved makes a good starting point and suggests a few conclusions.
The central issue is free trade - Mare Liberum - which was defined in 1609 by Hugo Grotius as “a primary law of nations which cannot be taken away”.
Grotius became involved because in 1603 the newly founded Dutch East India Company (VOC) was struggling to expand its spice trade, since Portugal had closed the East Indies to other traders. So when in 1603 a Dutch fleet came across the Portuguese carrack ‘Star Catalina’ in the Malacca Straits, they captured it and auctioned its cargo in Amsterdam for an astonishing 3 million guilders (twice the capital of the English East India Company at the time).
That sounds like piracy, but Hugo Grotius claimed that the cargo was booty in a just war with Portugal to defend the law of Mare Liberum. This argument, backed by brute force, launched maritime regulation on its voyage towards the shadow fleet!
Later, in the mid-18th century, the Dutch had another Mare Liberum squabble with the English over trade with England’s North American colonies. To keep the Dutch out, England passed the Navigation Ordinance (1751), restricting colonial trade to ships with “registered English ownership and crewing”. This started a trend. For the next two centuries world trade was carved up between the European colonial powers and what we might call Mare Colonia prevailed. But it started the practice of ship registration, now the backbone of ship regulation.
In 1944 Bretton Woods finally established globalisation as a reality. Later, in 1982, the United Nations Convention on the Law of the Sea (UNCLOS 82) set out a new order
for this world trade, with territorial waters (sections 2); the right of innocent passage (article 17) and free passage on the high seas (Part 7). The rights and responsibilities of flag states were defined (article 94). The IMO, meanwhile, had put flesh on the regulatory bones with its various conventions –SOLAS, MARPOL, STCW and ISM. So finally, after 350 years, Mare Liberum became a reality.
But the ink was hardly dry on UNCLOS (82) when the regulatory ship sprang a leak. When freight rates hit rock bottom in the 1980s recession, some opportunist flags offered cheap registration, pocketing the fees without spending much on their regulatory duties. As registration under Flags of Convenience escalated [see graph opposite] so dodgy ships proliferated - for example trading in the Middle East Gulf during the Iran-Iraq war without insurance and oblivious of Exocets.
But soon a new regulatory mechanism, Port State Control (PSC), came to the rescue. In 1982 the Paris MOU states used their national law to enforce global standards on ships in their territorial waters. Others followed, and a new global enforcement regime emerged.
This focus on unilateral enforcement by port states leads naturally to sanctions. In the last decade the United States, EU and the UK imposed primary sanctions on individuals and companies trading with countries including Russia and Iran. Primarily these were enforced through financial, insurance and commercial networks.
But oil exports were a big issue and when the ships carrying sanctioned oil could be identified, they were sanctioned too. About 200-plus ships are named in the sanctions lists of the USA, the EU and the UK.
Carrying sanctioned oil is not strictly illegal, since UNCLOS (82) permits trade between consenting states. But the commercial sanctions are difficult to dodge, so for those engaged in the trade it’s best to keep out of sight, avoid getting listed and run cheap ships that can be abandoned with little loss.
The obvious conclusion is that trade regulation is forged by competing superpowers. The superpowers have changed but the focus on national selfinterest has not – reported recent confiscations or attempted detentions of ships suspected or carrying sanctioned Russian oil are really not that different to the ‘Sta Caterina’ 400 years ago. And when states clash, unilateral claims inevitably lead to ‘shadowboxing’ as in the latest recent Estonia-Russia spat [see box] – which is definitely better than a real punch-up, so let’s hope it continues that way. l
ESTONIA-RUSSIA SPAT
In what could prove a foretaste of things to come on the sanctions front, this May a Gabon-flagged tanker was approached by the Estonian Navy, 18nm northwest of Tallin, Estonia, while en route from Al Adabiyah, Egypt, to Primorsk, Russia.
The tanker refused to comply with the Estonian law enforcement instructions to divert to a nearby port for an inspection – the tanker having just been sanctioned by the UK for its alleged involvement in the transportation of Russian oil. Russian forces promptly deployed a fighter jet into NATO airspace as a show of force and a means of support to the tanker, and the tanker managed to evade the detention and sailed into Russian waters.
Risk intelligence provider Ambrey reported that this was the second incident in which the Estonian Navy had attempted to detain a tanker since a widening of sanction was announced in April. “In recent months, European Union (EU) member states bordering the Baltic Sea have adopted a firmer posture, detaining or denying entry to vessels suspected of breaching EU sanctions,” it said.
In retaliation, a Liberia-flagged tanker which had loaded a cargo of Estonian shale oil from an Estonian terminal was detained by Russian authorities in the vicinity of Hogland Island, Russia.
Estonia response was to announce that all commercial traffic to and from the port of Sillamäe would now be routed exclusively through Estonian territorial waters, presumably in an effort to limit exposure to Russian jurisdiction and military pressure.
Ambrey concluded that there was “a realistic possibility of further retaliatory detentions”.
Creating leadership playbooks for effective company cultures Maritime Training
The journey toward establishing a truly supportive workplace culture often requires collaboration among like-minded individuals and networks rather than solitary leadership, says Heidi Heseltine, Founder of DSG (Diversity Study Group).
Effective leadership is often seen as an individual pursuit, but it doesn’t happen in a vacuum. Strong leaders rely on communication and collaboration within trusted circles, using clear information and supporting evidence to make strategic decisions and assess risks. As a delegate put it at one of our recent conferences, overcoming challenges and improving company cultures does not have to be a lonely process.
Fostering respectful and inclusive environments thrives on collaborative thinking—enabling discussions on best practices for challenging mindsets, evaluating operational strategies, identifying success, and refining approaches when needed.
For maritime leaders driving change, access and use of effective networks are critical. Establishing ways for leaders to connect, share knowledge, and develop best practices
is essential—not just for their own success, but for the strength of the maritime industry as a whole. However, at a certain level, these networks become small and highly competitive — itself a challenge to driving change and evolving best practice.
At DSG, we actively work to combat this roadblock to shared success. By liaising closely with members committed to improving workplace culture, we create sustained opportunities for open communication and collaboration — whether through information gathered via our industry-leading benchmarking initiatives for seafarers and shore-based personnel, through experienced leaders sharing insights on company culture at our annual DEI in Maritime conference and quarterly networking events, or by supporting the next generation of maritime professionals through our Crest Mentoring Initiative.
All of our efforts are aimed at vital shared goals — ensuring that current or future leaders have the safe and collaborative spaces they need to drive value-led and lasting change across our industry.
NAVIGATING SHARED CHALLENGES
Conversations about effective leadership and collaborative spaces can sometimes feel abstract, so let’s ground them in real examples. Building a strong, inclusive company culture— where employees feel safe, supported, and empowered to contribute—requires more than just good intentions. Implementing meaningful equal opportunity strategies demands both a deep understanding of current best practices and a practical approach to tackling common challenges.
At our annual conference, attendees explored key obstacles maritime organisations face when driving cultural progress. These included operational inertia and resistance to change, difficulty in defining and measuring key performance indicators (KPIs) that would evidence change, and securing authentic leadership buy-in from multiple individuals. However, these challenges were not presented as insurmountable. Many delegates shared proven strategies that had delivered real impact—insights that benefited not only fellow attendees in the moment, but also could prove of value to their wider organisations.
This knowledge-sharing took place both informally— through breakout activities and networking sessions— and formally, via case studies and interactive discussions with presentations from industry leaders. These sessions spotlighted real-world solutions with proven results. One company, for instance, implemented a structured mentorship program to foster inclusivity and career growth for underrepresented groups. Another successfully drove leadership engagement by embedding Diversity, Equity and Inclusion (DEI) metrics into performance reviews, ensuring accountability and sustained progress.
THE POWER OF COMMUNITY
Access to a community of like-minded professionals brings immediate value, offering a trusted network of peers who are navigating similar challenges and eager to share insights and successes. Key to these efforts is the shared understanding that this environment is built on a foundation of confidentiality and trust — all event discussions operate under Chatham House rules. Where more sensitive, context-specific conversations are involved, these events and opportunities are limited exclusively to our DSG membership.
However, even with a foundation of trust and shared values, there are often situations or challenges where the sharing of information has the potential to undermine an organisation’s reputation or efforts at driving positive change.
Under these circumstances, a particularly restricted and controlled setting might be best, and can involve a DSG Member accessing our specialised consulting services or requesting an organisation-specific report with regard to benchmarking information.
Establishing that individuals and organisations are free to tailor their level of information-sharing foregrounds communication and sustainable boundaries — and we ensure that our approach to structuring these spaces allows them the freedom to control and negotiate acceptable risk for their organisations.
This benefits us all — by fostering sustained familiarity and trust, our membership can continually contribute to a space where participants feel comfortable being candid, enabling deeper discussions on complex issues. This approach not only strengthens professional relationships but also fosters long-term connections and collaborations. Additionally, these engagements help DSG evolve its initiatives in direct response to member needs, ensuring our offerings remain relevant and impactful for a rapidly advancing maritime industry.
CREST MARITIME MENTORING
A prime example is our Crest Maritime Mentoring Initiative, which evolved from an initial recommendation by a Member. Launched in early 2025, this initiative now supports 15 mentor-mentee pairs, providing structured guidance to help the next generation of maritime leaders thrive. The process is designed to be both sustainable and measurable — and includes workshops to guide the pairs on outcomes, timelines and targets; the mentorship sessions themselves; and regular check-ins with members of the DSG team.
At its close, we anticipate that mentees will feel better equipped with the potential to be maritime leaders, having had the opportunity to gain strategic guidance, industry insights and information on best practices directly from a seasoned maritime leader. This will allow participants, whether mentor or mentee, to leave these sessions empowered and feeling better equipped to champion positive change at organisations throughout their careers.
Building a more resilient maritime industry starts with creating workplaces where people feel respected, supported, and empowered to succeed. When individuals can focus on their roles without barriers, they not only thrive personally but also drive their organisations forward — supporting our rapidly expanding supply chains.
By fostering opportunities for current and future maritime leaders to connect, share knowledge, and collaborate on strengthening workplace culture, we accelerate progress and make meaningful change possible. Ultimately, the most effective strategy for success is ensuring that we are all working together, aligned in our vision for a stronger, safer and more sustainable maritime industry. l
THE SHADOW FLEET:
A driver for false flags and unregulated shipping or a new development we will all have to live with?
The following is an edited transcript of the latest in our SMI series of webinars, which was organised in association with the Maritime Authority of Jamaica webinar and took place on 29 April.
Panellists taking part were Bertrand Smith, Director General, Maritime Authority of Jamaica (MAJ); Jodi Munn Barrow, Secretary General of The Caribbean MOU on Port State Control; George Theocharidis, Professor of Maritime Law & Policy at the World Maritime University (WMU); Thandi McAllister, Permanent Representative of Guyana to the International Maritime Organization (IMO); and Mike Salthouse, Head of External Affairs, NorthStandard P&I Club.
Moderator was Sean Moloney, CEO of Elaborate Communications and Publisher of SMI. A video recording of the entire webinar is available on the SMI website.
Sean Moloney
Hello everybody, and welcome to the latest in our series of webinars. The growth of the ‘shadow’ or ‘parallel’ fleet involved in trading with countries outside of the aegis of the G7 group of countries is causing concern in some sectors of the industry, with some data suggesting that 800 vessels so far may have left the books of the International Group of P&I Clubs and a rise being seen in the emergence of false flag registries. But how serious a threat to the global rule-based order is the shadow and parallel fleet? And what are the main concerns around the phenomenon of false flags? What are the issues, and why is it happening?
Without further ado I’m going to welcome our panellists and ask them to introduce themselves and give some opening thoughts.
Bertrand Smith
Thank you, Sean, and good morning, good afternoon and good evening to my fellow panellists and all participants. Jamaica, as many of you know, is a Member State of the IMO and we’re also a member of the Council of the IMO. And we consider ourselves a classical maritime state. We’re a Flag State, we have a small Ship Registry, and we’re a Port State with one of the larger transhipment hubs in the Caribbean region. We also host the Caribbean Memorandum of Understanding (CMOU) on Port State Control. And we’re a coastal state – Jamaica’s maritime space is 24 times the size of our land space – so the issue of ship-to-ship (STS) operations and shadow activities in our waters is of concern.
We’re also a crew pool supply nation – we have the Caribbean Maritime University, the region’s only IMOaccredited training institute for officers - and so the shadow fleet is of grave concern to us as a seafarer supply nation. Of course, we have Jamaican seafarers who will be at risk, as well as seafarers on Jamaican ships, as a result of the shadow fleet which are loosely defined, as you know, as oil tankers, primarily older tankers, carrying
Bertrand Smith Director General, Maritime Authority of Jamaica
sanctioned oil. And the reports are that there are three main countries involved, and one of them is Venezuela, in our region [the others being Iran and Russia – Ed]. So for us in the Caribbean the shadow fleet is of great concern, and – as I said – as a Port State and a Flag State, Jamaica is concerned about this phenomenon.
Sean Moloney
Thank you. You ‘ve talked about being close to Venezuela and of your concern for seafarers. What about safety and all the other aspects of vessels that are operating in a different market environment outside the global rulebased order?
Bertrand Smith
Right, for us the global rule-based order has four pillars. You have safety, which is the SOLAS Convention; you have protection of the marine environment, which is the MARPOL Convention; and then you have STCW Convention, which deals with the training and certification of seafarers – those three are IMO instruments. And then the fourth pillar is the Maritime Labour Convention, which deals with the living and working conditions on board ships.
If these four pillars are not enforced, there’s no adherence to the standards that are adopted as a result of these instruments. Then we’ll compromise this regulatory framework.
And for us the shadow fleet compromises safety because they are primarily substandard tankers. They pose a risk to the marine environment because they’re not adhering to the MARPOL Convention. We’re not sure about the seafarers who are engaged on these vessels, but if the seafarers are competent and properly trained, they are at risk of being employed by shadow companies, being employed on ships that are posing a risk to themselves as seafarers and to the environment. And so for us, the fact that we have a country in the region that has been sanctioned means there’s a high risk all the time close by, not necessarily flying the Jamaican flag – and we can say categorically that we have no vessels in the shadow fleet – but there is a high risk to our environment. And as you know, many of our small island states depend heavily on tourism for our economies so a large oil spill can devastate the Caribbean region.
Sean Moloney
Thank you, Bert. We’ll come back to some of the points you raise. Can I bring in Jodi here? You’re Secretary General of the Caribbean MOU on Port State Control. What are your main concerns here as you’re right in the middle of it as the regulator to make sure these vessels aren’t coming in here and creating the effect that Bert is talking about. So could you give us your insights, please?
Jodi Munn Barrow
Hello everyboy and thank you for having me and the CMOU as part of the webinar today. I can reiterate most of what Bert said because our concerns remain the same and we have evidence about vessels operating under the shadow fleet throughout the Caribbean. I know that there are participants online now from Trinidad and Tobago whi can speak about an incident they had there, I think two years ago, of a tug operating under the shadow fleetfalsely registered, with fraudulent certification – pulling a tanker. And they had an issue and the tanker capsized, and it was a a major devastating oil spill on the coast of Tobagao. So it is happening.
And we’ve also seen more and more cases of inspectors being uncertain when they see certain certification on vessels that they have gone onboard. So we’ve been trying to strengthen cooperation amongst out regional organisations and international organisations, and our colleagues and sister MOUs, to try and verify a lot of the documentation that our inspectors are seeing.
We’ve also noticed where some of these vessels are falsely flying flags from the region that don’t exist. Ms Alexander is onboard here from Guyana, where we’ve seen many cases of fraudulent certificates of vessels operating under a Guyanese flag that doesn’t exist. We’ve also seen vessels operating under a flag from Dutch Saint Martin that doesn’t exist, as well as others. So it is a major concern to us. What we have been doing is trying to strengthen our regional cooperation, as well as the training of our officers. So, for example, we’re actually doing a seminar this year in Suriname, and one of the items that we will be discussing is the issue of the shadow fleet, bearing in mind the IMO
Secretary General of The Caribbean
State Control
Resolution that was promulgated in December of 2023 to try and have the inspectors focus on what we deem to be very, very important areas of concern within the region when it comes to the shadow fleet.
And as Bert said, the safety risks are paramount, and that is what we are trying to focus on. Definitely what we will see is the older vessels, poorly maintained vessels, these usually have the falsified documentation. And then, once you see vessels like that coming into the region, it’s a major concern.
Another concern that we have that we have been trying to see how to assist is out of Aruba, where they have a lot of vessel-to-vessel transfers. As you know, they’re located quite close to Venezuela, and you find a lot of the sanctioned oil is being transferred ship-to-ship just outside of their jurisdiction. And that is also major concern for us. So we have very good connections with the U.S. Coast Guard, and we have been working with them, to assist us in areas that we are not able to do so.
Sean Moloney
Thank you very much for that, Jodi. There’s a whole raft of questions that I wanted to ask you but let’s come back to that. But let me come on to other panellists first and Thandi, can I ask you ri ralk a little about your concerns and equally, against the backdrop of what Jodi has said, as the Guyanese flag is one of the flags that has been affected by this, why your flag and what measures can you take to try and mitigate this?
Thandi McAllister
Excellent, Sean. Thank you so much for inviting me to this conversation. Just to jump off, I’m the Director of Legal Services of the Maritime Department here in Guyana, and I’m also the non-resident, permanent representative of Guyana to the IMO. And yes, we have been impacted by fraudulently registered vessels.
Some might say that perhaps it is a ‘can of worms’ that we have opened to an extent. Just to give you some background, I believe it was in 2021 that we sought to improve the standing of our flag registry, and indeed to
Thandi McAllister Permanent Representative of Guyana to the International Maritime Organization (IMO)
Jodi Munn Barrow
Mou on Port
improve our reputation as a maritime state. Unwittingly, some might say, we entered into an agreement with a company with some due diligence done. We thought that this was a legitimate organisation with a legitimate undertaking to help us improve the representation of our flag. But after entering into that agreement we have had to quickly, very quickly, separate with the organisation consequent upon further due diligence and research into not only the organisation but also the people behind it.
And so, notwithstanding the severance of that agreement, what has happened is that those persons continue to operate as though the arrangement had or has legitimacy. And so perhaps we found that perhaps those operators of the ‘dark fleet’ pounced upon the opportunity to utilise the Guyana flag in order to perpetuate their activities. So it has had grave impact on the integrity of our flag.
And we have been working closely with our partners in the region, the CMOU, and also with the IMO and other international organisations, including the US Coast Guard, in order that we might be able to take a better control of the use of our flag. We’ve had to - and we continue to engage other MOUs across the globe as they would come upon suspicious activities that are engaged by ships that they believe to be flying the Guyana flag. And I think that has been very important for us, as we’ve been able, over time, to increase awareness that this has happened, this is happening to Guyana, and that we are taking all of the steps necessary to decrease the reputational damage that has been consequent upon our flag.
Sean Moloney
And I think the worrying point that you have just said there is the fact that this company you severed ties with is continuing to operate out there in the marketplace. I mean, what can flags, what can the industry do to actually stop this?
Thandi McAllister
Right! And one of the things I must mention, Sean, is that dark fleet operations cover a range of practices, such as smuggling, illegal fishing, as well as the transport of sanctioned oil. And then there is also the increased risk by those activities to the environment. What we have been advocating for is the increase in Port State inspections. And so what we have asked for in our missive to maritime states is that every time a Guyana flag vessel enters their waters, their ports, that they do the due diligence and initiate the
necessary inspections. And if it is suspected that a ship is fraudulently flying the Guyana flag, and that you have been able to verify with us that this is a suspicious ship engaging in some suspicious activities, then by all means you have every right to deny entry of that vessel into your port.
Sean Moloney
Thank you, Thandi. Mike, can I bring you in? You’re hearing a lot of things here and what are your reflections and concerns?
Mike Salthouse
Well, first of all, thank you for the invitation to participate. It’s really good to meet you all, and actually fascinating to hear what it’s like on the other side, from a Flag State administration’s point of view. It’s not a conversation I usually have in my role as Head of External Affairs at North Standard, and between 2011 and 2022, I chaired the International Group (IG) Sanctions Committee. In that role l led the IG in its discussions with the United States, EU and the UK Government in the design of the oil price cap. Now, why I mention that is because at that point in time, we said, look to governments. You can continue to ship Russian oil above the price cap. If your Russian flag, your Russian class, your Russian insured, or whatever else there’s nothing inherently unlawful about that, and this, then, sort of gets onto what is the parallel fleet.
And I prefer the phrase ‘parallel fleet’ because actually it is no more than ships that are structured, owned, flagged, registered, insured in jurisdictions which are not subject to dominant sanctions regimes - In this case, let’s say the EU and G7. And that’s a problem because if you’re not accessing those services, then we get onto the sorts of problems that Bert was speaking about earlier, which is that they tend to be older. If they are accessing insurance, it’s not the sort of insurance you would normally expect for a very large tanker.
And the other big point here is that the dominant purpose for these ships is not the safe transportation of oil. It’s to transport oil in a manner that is beyond the reach of these
Mike Salthouse Head of External Affairs, NorthStandard P&I Club
sanctions programmes that sit out there, and that, I think, is a big problem for all of us. And I think you’ve articulated that very well.
There is also, I think, a growing threat from these ships, and this may not be so relevant, perhaps, in the Caribbean, but it’s certainly in terms of Northern Europe what is starting to excite people, and that is the use of vessels as a form of hybrid warfare, and we’ll have heard about how vessels have pulled up cables, threats to offshore infrastructure, and so on. And I think that is also a growing concern that I think we’re all going to have to find a ways of dealing with hopefully within IMO. I’ve been dealing with cable pools since I started, so it’s a relatively frequent, unfortunately, that maritime accident and compensation is paid. The idea that ships would deliberately do that as part of some broader foreign policy agenda is, I think, something somewhat more alarming in terms of the size.
And I’ll just finish on this point. I think the parallel fleet is a big problem and I don’t think we know how big this is. It’s a bit like a child that’s growing up - you’re always about 6 months behind your child, aren’t you? You think they’re two-and-a-half and they’re actually three. You think they’re four, they’re actually five. You think they’re 16, they’re actually 18. You’re always behind that. This fleet is a lot bigger than people tend to recognize. I just dug out some data from Clarksons. They now reckon that it’s about 20% of the crude oil fleet, one in 5 vessels. That is a large number of ships that’s quite horrifying, I think, to coastal States. When you realise you’ve got a fleet that big with one in five ships carrying horrible crude oil past your coasts that is old with questionable insurance, questionable management, and so on. And you know, unless we address it, and perhaps we’ll come onto this, It’s going to continue to grow and to flourish and prosper. So I’ll end there. Thanks.
Sean Moloney
Thank you, Mike. There’s some very, very good points and I think that the sort of growth you mention is a big worry with this problem. George, if I can just bring you in now, you’re Professor of Maritime Law and Policy at the World Maritime University. Could you give us a little bit of insight into your involvement and perspective on this?
George Theocharidis
Well, let me start by thanking you for this very polite invitation to participate and share some of the knowledge. My involvement in this particular topic started around
George Theocharidis Professor of Maritime Law & Policy at the World Maritime University (WMU)
2018, after I had joined WMU academia in 2015. Prior to that I was a lawyer for Greek ship owners for Greek banks, so I had a good grasp of the practical sides of registration, and then, when I attended the legal committee, it was that time when the Democratic Republic of Congo came forward with a statement that about 80 vessels were flying a false flag. The false, as we say, Congo flag. That’s when I started thinking that this might be a more serious matter than it seems.
Before that, let me start with something which is a matter of terminology we need to address. At least, IMO is very careful on that. False flag ships are those which appear to be registered in a legitimate registry when it’s not the case, they have not been registered at all, or they possess forged documents. Whereas the ‘dark fleet’, or the ‘shadow fleet’, or the ‘phantom fleet’ as we call it, is much wider. It’s all those vessels which engage in what we call ‘dark fleet’ or illegitimate practices, like switching off AIS. illegal ship-to-ship transfers, not having proper adequate insurance, and of course, those vessels and ship owners that are breaching sanctions.
Now this brings me to the matter of sanctions. It is extremely wide and complicated, and it relates really to the shadow fleet but not the false flag ships. In other words, you may have a false flag ship that does not breach any of these, although it’s very common that it will do some activity which is part of the dark fleet but not the opposite. It’s not necessary, for example, that a ship that does illegal ship-to-ship transfers, or is sanctioned by the UN, is a false flag ship. I think that’s very important, and I’ll come to that because the problem is multidimensional.
We heard already someone from Port State Control which shows that we are trying. The coastal States are trying really to find those vessels that pose a threat first of all to their marine environment. But not only that, because they are the safeguards of all shipping to find those vessels that fly the false flag. The United Nations Convention of the Sea gives a right to a State to establish a registry, but then, being able really to manage that properly and ensure that
vessels are not falsely flying their flag… that’s a huge issue. I would venture to say that some of them are ill-equipped, really, to be able to follow what is happening at global level and find those vessels that fly falsely their flags.
These are some initial thoughts. And, as I said, it’s multidimensional. One of them, one dimension which we are working on now at the IMO, is because it is a threat to the legal framework that we have, the global international legal framework, especially the Conventions of the IMO. It’s a threat directly to our legal framework. And this is where we need collaboration.
[The discussion continues, and can be heard in full on the SMI website www.shipmanagementinternational.com]
We could carry on for another hour. This is a fast moving and ever-changing subject, and I think we’ll come back and revisit it as things develop. Thank you very much to Maritime Authority of Jamaica for coming up with the idea and helping to assemble the speakers. Thank you, speakers, you’ve been tremendous. And I’d like to say a massive thank you to the delegates who’ve come in and stayed to listen for the hour and a half, and thank you very much for your questions. The debate today has been videotaped so it will be edited and made available to you on the Elaborate Communications and SMI platforms. l
Sean Moloney
Sean Moloney CEO, Elaborate Communications Moderator
DUBAI & MIDDLE EAST REPORT
Regional Focus Gulf box ports benefit at Red Sea’s expense
Peter Shaw-Smith reports from Dubai
Hopes are growing of a resolution to the Houthi-led attacks on global shipping in the Red Sea.
Over the last 12 months, ports and shipping in the Middle East have experienced significant geopolitical challenges, while the pace of infrastructure projects and technological advancements has quickened.
The last confirmed Houthi attacks on international shipping took place in the fourth quarter of 2024. This gave way to an uneasy interregnum when the U.S. Navy started pounding Houthi targets in Yemen in
November. Despite the promise of a cessation of Houthi activity, container shipping lines have remained cautious, with many vessels continuing to bypass the Red Sea due to security concerns.
In May, a U.S.-Houthi ceasefire was agreed through Omani mediation, although the Houthis said they would continue hostilities against Israel. Such has been the effect of the Houthi campaign that the Israeli port of Eilat announced that throughput had dropped 85% and that it faced bankruptcy in 2024.
The adversity faced by shipping in the Red Sea due to a year of Houthi attacks has allowed Gulf ports to come into their own. The contrast in fortunes between ports on the Red Sea and in the Gulf is underlined by last year’s throughput figures—and with the most developed port assets at its disposal, the UAE has been best-placed to take advantage. Container volumes in the Gulf have increased with Jebel Ali Port registering a nine-year-high by handling 15.5m TEU.
Capacity at Khalifa Port Container Terminal in Abu Dhabi hit 7.8m TEU in 2024 with the addition of CMA Terminals Khalifa Port’s 2.6m-TEU facility. Official figures put throughput in 2024 at 7.5m TEU, underlining how UAE ports have benefitted from the uncertainty of the Red Sea situation.
Saudi Arabia’s 2024 figures were disappointing, but this was not surprising given that its two largest ports are situated on its Red Sea coast. Total throughput at the kingdom’s ports was down 21% at 9.2m TEU, while transhipment fell 47% to 1.7m TEU, according to the Saudi Ports Authority (Mawani).
At Jeddah Islamic Port, Red Sea Gateway Terminal has more than doubled capacity from 2.5m to 6.2m TEU, while DP World has increased South Container Terminal capacity
from 1.8m to 4m TEU. Sadly, these terminal expansions were rendered ineffective by the Red Sea crisis.
Egypt, which lost $6bn last year on Suez Canal transit receipts, is increasingly hopeful that normality will be restored and that tonnage will soon start to traverse the waterway. In May, the Suez Canal Authority offered a 15% discount for large containerships transiting the Suez Canal. Meeting with Maersk officials that month, SCA Chairman, Admiral Ossama Rabiee, urged the shipping line to revamp its approach.
“We call on Mærsk to take the initiative to make positive decisions towards amending its navigation schedules and to return gradually to transit through the Suez Canal,” he said.
LONG LIST OF DISRUPTIONS
Since early 2024, Abdullah bin Damithan, CEO GCC, DP World, said that over 190 vessel disruptions had been recorded by shipping lines crossing the Bab Al Mandeb Strait. While a 2024 SMI report detailed how tankers and bulkers have been paying ‘ransom’ money to the Houthis for safe passage, containerships have had to detour thousands of miles around the Cape of Good Hope, costing more time and money, since regulatory compliance
From small beginnings… Jafza celebrates 40 years
In May this year Jebel Ali Free Zone (Jafza) announced that it had marked its 40th anniversary with record-breaking trade volumes of $190 billion over the last 12 months – a 15% year-onyear increase and its highest ever contribution to Dubai’s economy.
The milestone underscores the enduring strength of Jafza’s model – a purpose-built ecosystem integrating a major port, world-class logistics infrastructure and business-friendly policies. The free zone has helped Dubai navigate four decades of disruption -- from regional conflicts and financial crises to pandemics and today’s global trade tensions.
Established in 1985 as the Middle East’s free zone with just 19 companies, Jafza now hosts more than 11,000
businesses. Its infrastructure connects businesses to over 3.5 billion consumers by sea, air and land.
In the past 20 years alone, Jafza has attracted more than $30 billion in foreign direct investment (FDI) to Dubai and alongside Jebel Ali Port created over one million direct and indirect jobs.
H.E. Sultan Ahmed bin Sulayem, Group Chairman & CEO, DP World, said: “It is fitting that Jafza has made its greatest ever contribution to trade in its 40th year. Over the past four decades, it has proven to be an anchor of resilience and now serves as a blueprint for our approach to economic zone development. Whether replicating Jafza’s success or adapting it to local needs, we see every free zone as a platform for shared growth.”
DP World says the concept is now in place across 11 economic zones in Europe, India, Africa and the Americas – with three more in development – and that these zones continue to drive investment, industrial growth and job creation, even amid geopolitical instability. l
is a higher priority and their operations are governed by a more ethical approach.
“This is just the latest challenge in a long list of disruptions that our sector has seen in recent years,” bin Damithan told delegates at the Seatrade Maritime Logistics Middle East event taking place during UAE Maritime Week in early May, referencing the latest U.S. threat to impose tariffs on Chinese-linked ships calling its ports. China now accounts for over 50% of global shipbuilding capacity, he said, adding: “In other words, the majority of the world’s major carriers are directly exposed to these ships.”
Last year, with automakers struggling for capacity, Dubai Vehicles Terminal moved over 1.3m units in a record performance for Jebel Ali, he added. “Trade has continued to flow despite challenges, and it has flowed in even greater volume through Dubai and the Middle East,” he said. “These challenges, from changing routes to rising port fees, might reshape how and where the trade flows, but it will keep flowing. And that’s where the Gulf and our region more broadly has a real opportunity to lead.”
Bin Damithan concluded with a call to action: “The global trade landscape is changing. Today the waters are rough, and trade maps are being redrawn. But I am confident that we can navigate it successfully. Let’s move together. Let’s move smarter. And above all, let’s keep trade moving.”
In a video address to the same conference, Suhail Al Mazrouei, UAE Minister of Energy and Infrastructure, said that containerised trade had been a boon to the UAE economy. “In the UAE, we continue to improve port handling capacity, which today [stands at] over 21m TEUs. The maritime sector contributes nearly $37bn to our GDP, with a target to increase it to more than $54bn in the near future,” he said.
“We aim to position UAE Maritime Week among the world’s top maritime events, with all stakeholders’ engagement in shaping the future of this industry. The UAE continues to rise as a global logistic hub, guided by visionary leadership and bold strategies.”
Speaking to national 2050 net-zero targets, he added: “In our view, the world needs to be aligned when it comes to net-zero targets by 2050, and for us in the UAE, we will collaborate with internal and external stakeholders to achieve the UAE Net-Zero target by 2050.”
MARITIME MELTING POT
Located at the global crossroads, Middle East maritime development continues to move forward, with new concepts—and the validation of existing ones—constantly spurring port expansion and innovation. In Iraq, Al Faw Grand Port is being positioned as a new conduit for east-west trade as an alternative to the Suez Canal, while Egypt has nearly doubled container port capacity in the past three years. In the UAE, AD Ports Group and DP World continue to blaze a trail around the world in port development.
In November, Iraq shortlisted 11 shipping companies to compete for operation of Al Faw Grand Port, with a decision on the winners expected at the beginning of this year, according to the director general of the General Company for Ports of Iraq (GCPI). However, the decision appears to have been delayed.
Shortlisted companies included China Merchants Port Group Co., Taiwanese container shipping line Evergreen, French shipping group CMA-CGM, Mediterranean Shipping Company (MSC), India’s Adani, Philippines-headquartered International Container Terminal Services (ICTSI), China’s Cosco, and UAE-based ABM Global Shipping LLC, news reports said.
Port of Jebel Ali with Jafza free zone in foreground PHOTO: DP WORLD
Evidence of the delay came in April, when the Iraqi authorities announced that US-based KBR would help operate the port, which is expected to be commissioned in late 2025. Talks at the Transport Ministry with KBR representatives addressed the requirement for a mechanism to begin operations after infrastructure was completed.
“This meeting with the U.S. company is a strategic step to coordinate efforts between the Iraqi government and international firms to ensure the success of the port’s operation,” Farhan Al-Fartousi, GCPI director, told the local Shafaq news agency.
The planned ‘Development Road’ project to link Al Faw Grand Port and Turkey, involving a 1,200 km rail and highway network connecting to Iraq’s northern border into Turkey, and beyond into mainland Europe, is said to be underway, with a significant portion of the rail network completed.
INTRA-UAE COMPETITION
Increasing competition between UAE-based port operators continues to characterise Middle East-led port development. In 2024, AD Ports Group consolidated Spainbased Noatum, a leading global logistics company, and Global Feeder Shipping (GFS), a Dubai-based regional container feeder shipping company, while securing multipurpose terminal concessions and intermodal facilities along some of the world’s fastest-growing trade corridors
in Egypt, Pakistan, Angola, Tanzania, and Georgia.
Last year, for the first time, Drewry selected AD Ports Group among the world’s 20 largest container port operators, with the rank of 19.
DP World continues to prospect for business and, like AD Ports Group, sees Angola is a key element of its strategy in sub-Saharan Africa. In 2021, it secured a 20-year concession for the Port of Luanda’s multi-purpose terminal with an initial investment of $190m. AD Ports Group responded in 2024 by taking over management of the Noatum Ports Luanda Terminal, promising to invest $250m by 2026. Abu Dhabi expects to handle general cargo, containers and ro-ro, while DP World will handle other elements.
Official UAE news agency WAM said AD Ports Group’s agreement with Jordan’s Aqaba Development Corporation (ADC) to devise a port community system for Aqaba’s port operations had resulted in the Maqta Ayla joint venture between the two. This is the cluster’s first-ever export of Abu Dhabi’s key port digitalisation solution.
“These technology-driven initiatives underscore AD Ports Group’s commitment to leading the growth and digital transformation of the trade and logistics sectors,” it said.
Sharjah-based Gulftainer, with its flagship Khorfakkan Container Terminal as well as other facilities in Iraq, Saudi Arabia and the US, is another rapidly expanding ports and logistics company based in the UAE. It achieved a record-
CMA CGM Iron: First dual-fuel methanol vessel to call Khalifa Port PHOTO: AD PORTS
breaking throughput of 2 million TEU as well as handling 5.5 million tonnes of non-containerised cargo in 2024, and continued to expand its reach overseas. Together with its subsidiary Momentum Logistics it is also increasing headcount year-on-year by over 10% globally, and is also busy embedding cybersecurity measures across its network as one of the measures to respond to what it calls an increasingly complex operating environment.
OTHER REGIONAL DEVELOPMENTS
Elsewhere in the MENA (Middle East & North Africa) Region, Salalah Port in Oman has been another facility hit hard by the Red Sea crisis, since ready access to the Suez Canal is a precondition for operators who use it. In 2024, the terminal handled 3.3 million TEUs, down from 3.8 million TEUs in 2023. Salalah has become overly reliant on Maersk throughput, in the same way that Saudi Arabia’s King Abdullah Port looks to MSC to guarantee volumes. Again, the benefits of a major expansion, announced in February, increasing port capacity by 2m TEU to 6.5m TEU, will have to wait for the future.
Containership operators—and other industry participants—have become very hesitant to divulge details of their current plight. In all its pronouncements, the Saudi Ports Authority has resolutely refused to refer to the Red Sea Crisis directly. One containerline official speaking to SMI at Breakbulk Middle East in February in Dubai parried media questions by saying: “You know what business we are in.”
In addition, if and when ‘normal service’ resumes between Bab Al Mandeb and the Suez Canal, global container shipping rates could fall dramatically, as the ‘Cape of Good Hope premium,’ afforded by days of extra steaming, disappears. It’s still unclear how the Gemini Cooperation (Maersk/Hapag-Lloyd) will organise its Middle East assets, but the bulk of its East Med throughput is
expected to take place at Port Said until the Hapag-Lloydled consortium launches Damietta Container Terminal 2 in the third quarter this year.
AD Ports Group’s expansion at home has been turbocharged by the arrival of MSC, Cosco and CMA CGM. If it were only possible, it would no doubt continue to advance its vertical integration playbook by striking alliances with new shipping lines, but with little chance that it will make a deal with Gemini Cooperation at Khalifa Port Container Terminal, it’s questionable whether a player outside the Top 5 would try to move in. While Ocean Network Express (ONE) stands at No.6 in the Alphaliner 100 with 267 vessels at a total capacity of just over 2m TEU, it is not known as a player that is keen to embark on vertically integrated operations.
Morocco’s Tanger Med has become the leading example of transhipment success in the Middle East and North Africa (MENA). Maersk’s overwhelming presence there has guaranteed throughput of over 10m TEU a year—and an emerging status as a key transhipment hub for mainland Europe. Given that the facility is facing constraints on new expansion, Morocco is engaged in the construction of Nador West Med, around 170km east of the existing megaport, expected to open in early 2027, with a 3m TEU initial capacity.
The kingdom is also developing Dakhla Atlantique, 2,000km to the south of Tangier, for launch in 2029, to stimulate growing West Africa trade and assist landlocked sub-Saharan countries, especially Mali, Burkina Faso and Niger, in improving access to global trade routes. These developments have all added to the difficulties faced by the Spanish port of Algeciras—the Andalusian facility’s obligation to abide by the increasingly market unfriendly diktats of the EU Emissions Trading Scheme have undermined its ability to compete with its North African neighbours. l
Maritime Security
Global maritime cybersecurity compliance & the critical role of independent verification
Protecting maritime transportation and seaborne trade is mission-critical and requires an extra layer of thirdparty verification and support, writes Michael DeVolld, Maritime Cybersecurity Director, ABS Consulting.
The cybersecurity threat landscape facing the maritime industry in 2025 is unprecedented in its sophistication and scope. Cybercriminals are increasingly leveraging artificial intelligence (AI) and large language models to conduct advanced attacks, including sophisticated zero-day exploits and targeted ransomware campaigns specifically designed to dismantle the daily operations of critical maritime systems.
Operational technology (OT) systems, which govern essential shipboard functions such as navigation, propulsion and cargo handling, remain particularly vulnerable to attack. OT environments often involve legacy systems that were not originally
designed with cybersecurity in mind, making them attractive targets for malicious actors.
The convergence of AI-driven threats with geopolitical tensions has created a perfect storm of cybersecurity challenges. Nationstate actors are increasingly targeting maritime infrastructure as part of broader strategic objectives, while criminal organisations exploit the industry’s growing digital dependency for financial gain.
Underpinning this risk is global dependency on the maritime transportation supply chain.
Foundational frameworks
The cornerstone of maritime cybersecurity regulation remains the IMO Resolution MSC.428(98), which
mandates that all cargo ships of 500 gross tonnage or more integrate cybersecurity risk management into their Safety Management Systems (SMS). This requirement, operational since January 1, 2021, established the global baseline for maritime cybersecurity governance. The regulation requires shipowners to address cybersecurity risks during Document of Compliance audits, making cyber risk management a mandatory component of maritime safety protocols.
However, this foundational framework represents just the beginning of a complex regulatory web that maritime operators must navigate. The IMO’s guidelines emphasise protecting operational technology systems such as Electronic Chart Display and Information Systems (ECDIS), propulsion systems,
and cargo handling systems while ensuring business continuity in the face of cyber incidents.
In the United States, the U.S. Coast Guard (USCG) has implemented the most comprehensive maritime cybersecurity regulations to date.
USCG’s final rule, effective July 16, 2025, establishes minimum cybersecurity requirements for U.S.-flagged vessels, Outer Continental Shelf facilities, and facilities subject to the Maritime Transportation Security Act (MTSA).
The new requirements mandate the development and maintenance of comprehensive cybersecurity plans, designation of dedicated cybersecurity officers and implementation of structured procedures for detecting, responding to and recovering from cybersecurity incidents.
Additionally, the Coast Guard has issued Maritime Security Directive 105-4 specifically targeting Chinese-manufactured port cranes, imposing undisclosed cybersecurity requirements on crane owners and operators, highlighting the intersection of cybersecurity with national security concerns and supply chain vulnerabilities.
In Europe, the EU’s Network and Information Systems Security Directive 2.0 (NIS2), which became effective in October 2024, represents one of the most significant expansions of maritime cybersecurity requirements globally. The directive dramatically increases the scope of covered entities, expanding from 156 water transport entities under the original NIS directive to an estimated 380 under NIS2.
The directive applies to maritime operators with more than 50 employees or annual revenue exceeding €10 million, effectively bringing medium-sized operators under regulatory oversight for the first time.
NIS2 introduces stringent incident reporting requirements, mandating that companies submit early warning reports within 24 hours of learning of significant
cybersecurity incidents. The directive also emphasises supply chain security, requiring enhanced measures for securing supplier relationships and establishing accountability at the management level for cybersecurity failures.
The Asia-Pacific region’s cybersecurity requirements also reflect varying national priorities and security concerns. Singapore requires ships operating in its waters to comply with incident reporting requirements to the MPA, while also introducing cybersecurity labeling schemes and mutual recognition agreements with international partners. China has implemented strict data localisation requirements for shipowners interacting with Chinese port systems, mandating enhanced security protocols for ship-to-shore communications and digital cargo management systems. Japan focuses on advanced cybersecurity measures prioritizing smart ship technologies and automation systems, requiring clear incident management and reporting plans.
In the Middle East, the UAE requires compliance with its Cybersecurity Framework for Critical Infrastructure, while Saudi Arabia’s National Cybersecurity Authority emphasises protecting oil terminals and port operations, all of which demonstrate strategic energy infrastructure priorities.
Commercial impact
The consequences of noncompliance with maritime cybersecurity regulations extend far beyond regulatory penalties. Ships may face detention during port state control inspections if cybersecurity measures are deemed inadequate, leading to operational disruptions and significant financial losses. Regulatory failures could result in substantial fines, reputational damage and potential exclusion from commercial contracts as charterers increasingly prioritise cyber-secure fleets.
Cybersecurity failures extend throughout the supply chain. A successful cyberattack can disrupt
global trade flows, delay cargo deliveries and damage relationships with customers and partners. In an industry where reputation and reliability are paramount, cybersecurity incidents can have lasting commercial consequences that extend far beyond immediate operational impacts.
Considering these compliancerelated consequences, the time to act is now.
Third-party assistance
The technical expertise required to implement comprehensive cybersecurity programs often exceeds the internal capabilities of many maritime operators, particularly those that lack dedicated cybersecurity personnel.
Professional cybersecurity service providers offer critical advantages in navigating the regulatory landscape. They provide specialised knowledge of evolving requirements across multiple jurisdictions, making sense of where to begin and how to prioritize and implement complex compliance frameworks. Third-party auditors can identify vulnerabilities and compliance gaps that internal teams might miss, providing objective assessments of cybersecurity posture.
Classification societies, certification bodies and recognised security organisations play an increasingly important role in validating compliance with industry standards such as BIMCO Guidelines on Cyber Security Onboard Ships and IACS Unified Requirements on Cyber Resilience. These third-party validations provide credible evidence of compliance that can satisfy regulatory requirements and commercial demands.
Moreover, cybersecurity service providers offer ongoing monitoring and threat intelligence services that help maritime operators monitor emerging threats.
Success in this environment requires more than internal capabilities alone—and the margin for error continues to shrink. l
Industry mourns passing of Jim Lawrence
The maritime business lost a great visionary and, in U.S circles at least, something of an icon, with the passing of James (‘Jim’) Lawrence. He died, aged 70, at the beginning of June following a short bout with cancer.
Jim’s legacy stretches far beyond his base in Connecticut, where his business, International Marketing Strategies (IMS), is headquartered. Lawrence is synonymous with the Connecticut Maritime Association (CMA); the Marine Money ship finance conference and publishing powerhouse; as well at the MTI Network, a leader in ‘reputation management’ with a focus on emergency incident response for shipowners. He was also active in promoting sustainability and had received multiple awards for his advocacy of seafarers.
The list of activities where Jim Lawrence saw through the fog, mist, and murk and then took the lead, spearheading the shipping community’s coming together, could go on further. His mark on the aspects of the business, and on the many industry participants, that he interacted with was really unique. He will certainly be missed… but his legacy will continue onwards, ‘full steam ahead’. l
ASRY holds fourth annual raft race on company beach
The Arab Shipbuilding and Repair Yard Company (ASRY) organised its fourth annual raft race this year on its beachfront in Bahrain, drawing over 100 competitors from among its staff and contractors. This year’s event also welcomed teams from Civil Defense, SULB and Bahrain Steel.
The contest played out over three rounds, ending with win for the ASRY Blasting and Painting team, ahead of teams from Premator Gulf and Siyana.
ASRY CEO Dr Ahmed Al Abri presented the prize and winners’ medals, commending the sporting spirit shown by all those who took part.
ASRY’s HSSE Manager and Head of the Organising Committee, Mahmood Abdulaziz, said: “By arranging events such as this, we aim to strengthen the social bonds amongst all employees, creating chances for lively and healthy interaction, where they can compete in a friendly setting that draws out their energy and showcases their fine abilities.” l
2nd Adventure Race Japan attracts over 300 participants
This year’s Adventure Race Japan (ARJ), second edition of the the Mission to Seafarers event, raised an outstanding $1.85 million in aid of seafarer welfare.
Funds came from over 100 ream registrations, generous corporate sponsorships and participant fund-raising initiatives, bettering the result of the inaugural event by more than $500,000 – the combined sum raised by Platinum sponsor MOL and prominent Gold sponsors Swire Bulk, Swire Shipping, NYK Line, Shoei Kisen Kaisha, V.Group, NorthStandard and Arrow.
Held from 15 -18 May 2025 on Japan’s scenic Izu Peninsula, the much-anticipated ARJ event brought together participants from around the world including 94 individuals from Japanese-based companies and 94 from Singapore.
The funds raised through ARJ will directly support several key areas of The Mission to Seafarers’ operations across the world, both existing and new projects, as well as benefiting the Mission’s successful Family Support Networks in the Philippines and India. l
Nor-Shipping marks 60 years in style
The 60-year anniversary edition of Nor-Shipping, which took place with a host of events across Oslo and Lillestrøm June 2-6, proved a suitably celebratory affair, breaking records ‘across the board’. Total visitor numbers were up 23% from the last event in 2023 to 63,698, while greater global engagement saw a 24% rise in visiting countries with decision makers gathering from 104 nations, according to the organisers.
The exhibition itself was a complete sell-out, especially noteworthy since it had been extended since the 2023 event to encompass a second floor (the ‘Upper Deck’) above Hall D and a tented hall between the popular halls B and C.
With its unifying theme of ‘#Future-proof’, the programme of conferences had also been broadened into the areas of Seabed Minerals, LNG, and Finance, bolstering a calendar that already included The Ocean Leadership Conference, The International Ship Autonomy and Sustainability Summit, the Nor-Shipping Hydrogen Conference, and the Nor-Shipping Offshore Wind Conference and Offshore Aquaculture Conference (the latter two both introduced in 2023).
Former US Secretary of State John Kerry was again a principal guest speaker, returning to Oslo to urge shipping to take a lead on decarbonisation in order to combat climate change.
Sticking to its #Future-proof’ theme, the event’s Next Generation Ship Award went to Bibby Marine’s eCSOV hybrid vessels and the Ocean Solutions Award to bound4blue’s eSAIL suction sails, while the Nor-Shipping/YoungShip International 2025 Young Entrepreneur Award went to Seabound’s Alisha Fredriksson for her company’s onboard carbon capture systems.
Besides the ‘hot-ticket’ 60th Anniversary Party, notable social events during the week included the customary DNV BBQ, an ABS-sponsored ceremony to honour Norwegian shipowners who had supported the AMVER search and rescue programme (pictured), co-sponsored by maritime healthcare provider VIKAND, which coincided with the inauguration of a new Norwegian branch of the International Propeller Club. l
New leaders take over at the Cyprus Shipping Chamber
Marlow Navigation’s Joint Managing Director, Andreas Neophytou, was elected President of the Cyprus Shipping Chamber (CSC) during the body’s AGM held in Cyprus at end-May, attended by the President of the Republic of Cyprus, Nikos Christodoulides, and CSC Director General, Alexandros Josephides. Neophytou previously served as Vice-President of the Chamber. His election reflects strong confidence in his leadership, commitment, and strategic vision for Cyprus’s maritime sector.
Josephides earlier this year succeeded long-serving CSC Director General Thomas A. Kazakos, who has moved to become Secretary General of the International Chamber of Shipping based in London, replacing the retiring Guy Platten (see Notebook section).
The Cyprus President presented both Kazakos and outgoing CSC President Themis Papadopoulos with plaques during the AGM, warmly thanking them for their services. l
Bright future INDIA REPORT
beckons
With the world’s most populous country having set itself the ambitious goal of becoming one of the top 10 maritime nations by 2030, and the top five by 2047, India is beginning to try and make concrete progress towards these ambitious targets, as SMI reports.
India hosted its inaugural country session at the Nor-Shipping 2025 event, described as a significant milestone that underscored the nation’s growing engagement with the global maritime community.
Jointly organized by India’s Ministry of Ports, Shipping and Waterways and the Embassy of India in Norway, the session was said to mark the beginning of
India’s “sustained presence at key international maritime platforms.”
The session explored transformative ideas, investment opportunities and strategic partnerships across numerous areas, including shipbuilding and repair, ship recycling, ports and finance.
The event coincided with a five-day official visit to Norway and Denmark by the Union Minister of
Ports, Shipping and Waterways, Shri Sarbananda Sonowa, with a view to strengthening maritime ties.
Speaking on the occasion, Shri Sarbananda Sonowal stated: “The maritime sector is a cornerstone of economic growth and national development. Under the dynamic leadership of Prime Minister Narendra Modi ji, India has not only become the world’s fourth-largest economy
but is also working towards securing its place as a major maritime nation.” As the nation move forward toward realising the Prime Ministers’s ‘Viksit Bharat’ vision of making the country a completely developed nation by its 100th anniversary in 2047, he continued, “it is vital that we unlock the full potential of our Blue Economy, which offers immense opportunities in trade, connectivity, clean energy, and innovation.”
While in Denmark, the Union Minister’ engagements included meeting with students of the ‘Blue MBA’ at the Copenhagen Business School to discuss the economic opportunities that India’s high-growth journey presents for future managers and leaders.
Shri Sonowal added: “My visit to Norway and Denmark — both recognised as global maritime leaders — is aimed at building strong, future-ready partnerships. These engagements will help us exchange best practices, explore joint ventures, and align efforts for a greener and more resilient maritime ecosystem. We believe in a development model that is sustainable, inclusive, and mutually beneficial, and this visit reflects our commitment to that shared vision.”
During Nor-Shipping, Kolkatabased shipyard Garden Reach Shipbuilders and Engineers (GRSE), further strengthened its commercial orderbook by signing a new memorandum of intent with German shipowner Carsten Rehder Schiffsmakler und Reederei for four additional multipurpose (MPP) dry cargo vessels.
The agreement, expected to be finalised by end-August, will bring the total number of 7,500 dwt MPP ships ordered by Carsten Rehder at the yard to 12. The initial contract for four vessels was placed in June 2024 at $13.5m each, with another four added in September the same year. Deliveries are expected to span through 2027 with the latest set of ships to feature hybrid propulsion systems and latest cybersecurity standards. GRSE is also a supplier of naval vessels for India’s Ministry of Defence.
SHIPYARD ADVANCES
According to Carsten Rehder, the vessels are of CORAL7500 design by SEDS that is optimised for the European short-sea trade, with highest cargo flexibility and readiness for the future energy transition. The single cargo hold has been maximised for circa 400.000cbf capacity and can
be segregated with two bulkheads. The bulkhead panels may also be used as tween-decks. The vessels will feature a bridge-forward design, with a flush aft deck and hatchcoverless (open top) notation, providing excellent flexibility for project cargo.
Meanwhile, back in late January this year the Indian government announced it was setting up a 250bn rupee (US$2.9bn) Maritime Development Fund (MDF) scheme for the long-term financing of the country’s shipbuilding and repair industry. The government will contribute 49% of the fund and seek the remainder from ports and the private sector. The scheme also aims to make India the world’s leading ship recycling nations by 2030
Leading container carriers MSC, Maersk and CMA CGM have all expressed early interest in investing in Indian maritime opportunities, with the Danish container giant taking the first concrete steps.In February 2025, Maersk announced it had signed a Memorandum of Understanding (MoU) with Cochin Shipyard Limited (CSL) to explore collaboration opportunities in ship repair, maintenance, and building activities, dubbed “a strategic step towards establishing India as a premier maritime service centre.”
Under the MoU, Maersk and CSL will primarily focus on container ship maintenance, repair, and drydocking operations, with collaborative initiatives to include technical expertise sharing and joint training programmes. The collaboration will initially focus on vessels up to 7,000 TEU for afloat repairs and up to 4,000 TEU for dry-docking, with capabilities expected to expand over time.
“This partnership marks a significant milestone in CSL’s journey as the leading ship repairer in India,” commented Rajesh Gopalakrishnan, Executive Director of the Indian yard.
Maritime minister Shri Sarbananda Sonowal (centre front) with ‘Blue MBA’ teachers and alumni at Copenhagen Business School.
“Combining Maersk’s global expertise with CSL’s capabilities would help position ourselves to capture a larger share of the global ship repair and building market.” The yard’s shipbuilding activities for overseas clients currently include the second of two 86-metre hybrid-electric Service Operation Vessels (SOVs) of VARD design for Aberdeen-based North Star Shipping, a pioneer in the offshore wind industry, equipped with high-tech DP2 systems and walk-towork functionality.
Then the first naming ceremony of a Maersk vessels - the dual-fuel methanol capable Albert Maersk - was held in India the following month. In the occasion, Maersk CEO Vincent Clerc said: “India is among the world’s fastest-growing major economies, with a thriving manufacturing sector, a booming e-commerce industry, and expanding exports. Shipping and logistics are high on India’s priorities, and Maersk looks forward to partnering with India on various aspects, such as exploring the potential sourcing of alternative fuels for low-emissions shipping and activities involving ship repairs and shipbuilding in the future that align well with the Indian Government’s ambitions to promote the shipping sector.”
The AP Moller-Maersk group’s footprint in India already includes two APM Terminals operations in Mumbai and Pipavav that facilitate the import and export of over three million containers every year, 26 warehouses spread across 350,000 sq. m., and a distribution network that reaches more than 80% of India’s pin codes. The group said recently it saw a further investment opportunity pipeline of about USD 5 billion in Indian ports and terminals as well as landside infrastructure development.
Goa-based Chowgule Group, with yards in Loutolim and Rassaim, is another leading builder of ships
for overseas clients. It is currently working on four multipurpose vessels for the Netherlands-based Verom Group, each equipped with two fully electric cargo cranes supplied by MacGregor.
Classification society Indian Register of Shipping (IRS) is also striking out abroad. In May it announced a significant milestone with the launch of an inter-island passenger ferry at Mopko, Korea –the first project from a Korean owned to be classed with IRS. Notably, the owner voluntarily opted for IRS Classification, even though such vessels operating within Korean waters are not statutorily required to be classed.
Mr. Saikat Roychowdhury, Head of Operations at IRS, said: “This project is a testament to IRS’s expanding global presence and our growing acceptance among discerning international owners. The decision by Dae Bu Marine Transport to opt for IRS Classification is both an endorsement of our technical capabilities and a significant step forward in serving vessels operating in Korean waters.”
Another recent oversea reference contract has been the classing by IRD of CMA CGM container vessel CMA CGM Vitoria. “This collaboration is a testament to IRS’s growing global footprint and our unwavering focus on providing world-class services to the shipping industry,” said IRS Managing Director Mr. P K Mishra.
First IRS-classed Korean vessel
CREW SUPPLY
Of course, shipowners and shipmanagers have always relied heavily on Indian seafarers to man their vessels, especially in officer positions, and as a result have invested heavily in state-of-the-art training facilities in the country.
At the end of last year, Dr Harry Banga and Mr Angad Banga JP of The Caravel Group, owners of one of the world’s largest shipmanagers Fleet Management Limited, announced the acquisition of the International Maritime Institute, a premier maritime academy located in Noida, India. The investment was described as reinforcing the Group’s commitment to developing the next generation of global maritime talent and strengthening the training available to its 28,000-strong global workforce, ensuring that “present officers, crew members and onshore professionals remain at the forefront of industry advancements.”
Singapore-based Executive Ship Management owns and runs the Samundra Institute of Maritime Studies (SIMS) campus in Lonavala, complete with an innovative Shipin-Campus allowing training to be carried out in shipboard conditions that replicate those to be found at sea, with training infrastructure regularly upgraded in line with international regulations.
In April this year, at the 62nd National Maritime Day Celebrations, the Indian Government’s Directorate General of Shipping conferred
on SIMS the title of ‘Outstanding Maritime Training Institute (1st Rank)’. The assessment was based on a consideration of DG Shipping’s annual Comprehensive Inspection Programme (CIP) audit score - where the Lonavala campus has retained the highest ‘A1’ grading since 2014 - academic performances of cadets, onboard placement rates, awards and accolades, involvement in environmental initiatives and community engagement, as well as sports and cultural programmes for cadets, SIMS showing exceptional performance in all categories.
ESM Deputy CEO Sikha Singh commented: “SIMS clinching the top award among all the pre-sea training institutions in India by DG Shipping of India is no doubt an official endorsement of its position which we are proud to announce. This is an honour that SIMS will carry with pride and responsibility— after all what counts is not the award but the responsibility to carry on with
the recognition. Hearty congratulations to the team behind the institute’s continued success!”
Second ranking in the same category went to the AngloEastern Maritime Academy, owned and run by fellow shipmanagement giant Anglo-Eastern, which also picked up the top honour for Outstanding Foreign Employers of Indian Seafarers.
National Maritime Day of India is celebrated every year (since 1964) on 5 April to commemorate the historic voyage of S.S. Loyalty, the first Indian-owned merchant ship, which sailed from Mumbai to London on this date in 1919. This event effectively marked India’s foray into international shipping, laying the foundation for the nation’s proud maritime journey that continues to move forward. l
International Maritime Institute (IMI) cadets with new owner Dr Harry S. Banga of The Caravel Group
GESCO deploys Smart Ship Hub digital platform fleetwide
GESCO is leveraging SSH’s ‘allin-one’ digital platform to enable real-time condition-based monitoring of all vessels and key machinery. By harnessing advanced analytic and intelligent automation, the digital platform allows for continuous tracking of vessel and machinery health, facilitating proactive intervention and reducing maintenance costs. Automated performance-based alerts and alarms also ensure optimal vessel operation which minimizes the risks of unexpected breakdowns.
Predictive diagnostics, powered by AI-driven analytics, is providing data-driven intelligence that enhancing the asset life cycles, reducing downtime, resulting in more cost-effective maintenance.
The implementation of SSH’s digital platform modules cover key operational areas, including main engine health monitoring to ensure peak performance and efficiency, diesel generator management to enhance reliability, fuel efficiency through predictive analytics, and hull and propeller performance optimisation to improve hydrodynamic efficiency and reduce fuel consumption.
Fuel performance tracking is enabling effective fuel utilisation and lower emissions, while safety and compliance monitoring ensure
regulatory adherence and risk mitigation. Additionally, the platform’s carbon footprint management provides exact emissions tracking for GESCO to meet the latest global environmental standards.
One of the key outcomes of the partnership between GESCO and Singapore-based Smart Ship Hub is the shift towards digital maturity. By integrating SSH’s platform all vessel data is aggregated into a single, unified source of truth. This standardisation improves operational reporting, aligns insights for both commercial and technical teams, and enhancing decision-making across the organisation.
“With Smart Ship Hub’s cuttingedge technology, we are advancing towards a more intelligent and efficient fleet management system,” said Imtiyaz Mulla - Head Technical/Projects at GESCO. “The adoption of real-time insights, predictive diagnostics, and AIdriven optimisations is a strategic move to reinforce our commitment to operational excellence and sustainability.”
Smart Ship Hub’s comprehensive digital platform empowers forward thinking companies like GESCO to transition from reactive to predictive management. With real-time insights, automated diagnostics, and AI-driven optimisations, the company provides an unparalleled digital experience. By embracing this cutting-edge technology, GESCO is setting a new benchmark in the Indian shipping industry, reinforcing its commitment to operational excellence and sustainability. One of the oldest and most reputed names in Indian shipping, GESCO has always prided itself on early technology adoption and leveraging this for sustainability, safety, quality and environmental protection purposes, as well as creating lasting value for its stakeholders. l
SSH vessel performance monitoring and management centre in India
Joy Basu
Analysis
Aframaxes under the spotlight in ‘shadow fleet’
By Ian Cochran
Up to the beginning of April this year, Aframaxes were disproportionately being represented within the overall sanctioned fleet, claimed Signal Maritime.
Tankers make up less than 30% of the total vessel numbers within Signal’s Ocean Platform, yet, they accounted for 65% of the sanctioned fleet.
In 2022, when sanctions first expanded, only 18 Aframaxes were blacklisted, accounting for 9% of the total sanctioned tanker fleet.
However, by 2025, this number had grown to over 200, making up 34% of the sanctioned tanker fleet, by far the largest group, having overtaken VLCCs.
At the beginning of April, Aframaxes accounted for 22% of all sanctioned vessels, as are they are best suited for transporting oil and products from ports and regions under wider economic sanctions, such as the Black Sea, a key area for Russian exports, Signal explained.
In addition, Aframaxes are also used for short-haul laden voyages to connect up with larger vessels in neutral waters to obscure the origin of their cargoes, such as conducting ship-to-ship transfers (STS).
As for flag states, vessels flying the Iranian and Russian flags accounted for 25% and 19% of all sanctioned vessels, respectively, by the beginning of April.
These were heavily concentrated on just four - Iran, Russia, Panama, and Barbados - which combined, accounted for two-thirds of all the sanctions issued.
Panama has since limited some registrations, but the country had the third-highest number of sanctions in Signals platform at the beginning of April.
More sanctions announced
Since Signal’s report was published, many more ships and companies have been sanctioned, mainly by the US, UK and EU authorities.
For example, in May the US Office of Foreign Assets Control (OFAC) expanded its Specially Designated Nationals (SDN) list to include several maritime entities and vessels linked to Iranian interests.
This was followed by EU and UK joint announcements on 20 May of a further 189 oil tankers allegedly used to transport Russian oil worldwide being sanctioned, bringing the total up to 342 by the EU alone.
The sanctioned vessels included three Mitsui OSK (MOL) managed LNG carriers utilised in ship-to-ship (STS) transfers of Yamal LNG cargoes from Arc7s off Kildin Island, near Murmansk.
However, analysis from maritime intelligence and regulatory compliance solutions provider Pole Star Global claimed that the EU’s package still left more than half of the known ‘dark fleet’ untouched.
This was despite clear links to sanctions evasion, breaches of the G7 oil price cap of $60, and also its related insurance/compliance ramifications.
Deep Blue Intelligence
Pole Star’s Deep Blue Intelligence (DBI) data platform identified hundreds of additional vessels and companies operating similarly to those just sanctioned.
David Tannenbaum, Pole Star’s Partner, Sanctions & Maritime Intelligence, explained: “These sanctions are a significant escalation by the EU to target Russia’s ‘dark fleet’, including not just the vessels but also the companies that support the fleet, keeping it insured, chartered, and operational. But despite the scope, this action still misses a large portion of Russia’s ‘dark fleet’ already identified by DBI.
“For example, while the EU designated Cape Gemi Isletmecilig, a front company for Beks Denizcilik ve Ticaret (Beks), and Prominent Shipmanagement – both detailed in our case study on major Russian ‘dark fleet’ actors last September – only 21 of the 41 tankers operated by these two fleets were sanctioned, despite all of them engaging in the same activity. Additionally, only one of Beks’ front companies was named, even though Beks continues to operate two others, all registered at the same address.
“In our report, DBI identified 266 tankers operated by eight major fleets suspected of price cap evasion or other ‘dark fleet’ activity. Yet, even with this latest 17th sanctions package against Russia, the EU has only designated 89 of them – just 33%. If we exclude one fleet that primarily deals with Iranian crude, that number only rises to 43%.
“A fair number of the vessels targeted by designation fit a previously identified typology of using special purpose vehicles (SPVs) incorporated in the Seychelles to manage the vessels on behalf of Azerbaijani or Moldovan groups.
“The EU also sanctioned several key Russian entities involved in the
purchase and transport of crude oil outside the price cap, including Volgo Shipping, Eiger Shipping DMCC (Litasco’s chartering arm), Surneftegaz, and another Sovcomflot shell company, Avebury Shipping – all of which have been tracked by DBI.
The EU also sanctioned VSK Insurance Joint Stock Company (VSK).
“This is also a strong signal that the EU, like the UK, is willing to go after high-risk P&I providers. Although it’s already under UK sanctions, this new designation aligns EU enforcement with UK efforts.
“VSK is reinsured by the Russian National Reinsurance Company (RNRC), which is already sanctioned by all Coalition members – adding yet additional sanctions risks in dealing with ‘dark fleet’ operators insured by VSK or other Russian P&I Clubs.
“DBI has identified 366 vessels insured or suspected to be insured by VSK, and we’ve long warned the industry of the risks posed by sanctioned or dodgy P&I clubs.
“In fact, we’ve identified nearly 1,500 vessels globally that are insured by high-risk P&I providers, including other Russian insurance companies,” Tannenbaum claimed. l
Ship Repair Energy-saving retrofits gaining in attraction
Changing where ships get their energy is one thing and will certainly prove no small feat. On the other hand, if ships could reduce the amount of that energy that will ultimately be needed, ought we not to try that first? Charlie Bartlett reports from a special Lloyd’s Register webinar, ‘Drive cost-effective compliance through retrofits’, held late May.
Last year, corralling together efficiency retrofits on the market today including rotor sails and bubble lubrication, Kongsberg launched a new bulk carrier concept that would cut emissions by half.
“With a short payback period of five years, this vessel represents a smart investment for ship owners looking to reduce costs and meet future compliance targets,” said Oskar Levander, VP of Strategy and Business Development, Kongsberg Maritime.
Recently, one shipowner lamented to SMI that they hadn’t conducted energy-saving retrofits decades sooner. With the exception of sails, most of the technologies available today were already extant. “It is almost a bit depressing to see that this could have done many years ago,” said Jarle Hillestad, Head of Ship Management at chemical tanker firm Utkilen. “Saying 20 years back, that nothing was possible, we could not do anything -- this proves that wrong. How much fuel have we lost because we haven’t done this earlier?”
On the other hand, other shipowners say that efficiency retrofits, insufficient to provide the emissions
reductions needed, are a waste of effort.
“I do sympathise with this view… it will reduce fuel cost, but you as the owner won’t necessarily reap the benefits of that,” said Jack Spiros Pringle, head of Energy Transition, LR Advisory, as a recent LR webinar on retrofits. “But [as a shipowner] you ultimately have responsibility for the compliance of that vessel, and investing in an energy-saving device will obviously help with compliance.
The pay-back horizon for retrofit measures is contracting thanks to new regulations, Pringle explained.
“With the IMO measures, FuelEU, and so on, these regulations, designed to drive the uptake of low emission fuels, strengthen the case for efficiency improvement projects. Reducing fuel consumption creates a double gain, reducing regulatory penalties as well. So you can leverage that to greater effect to shorten return on investment periods.”
When it comes to the thinking on how retrofits should be applied, vessels
ought to be analysed differently from the way they are now. Rather than assets, the framework that should be applied to a ship is one of an energy system, Pringle explained.
“We recommend following a shipas-a-system approach: mapping the vessel as a flow of energy between producers and consumers, modelling very specifically the energy savings of implementing different technologies.
“Getting a strong understanding of the energy consumption of the vessel under different operating conditions. Looking at the cap-ex and op-ex implications for that retrofit project, but also how it will impact regulatory penalties, fuel bill, and so on to calculate the total cost of ownership,” Pringle said.
Sails catching on
The retrofit success story of the day seems to be that of sails, which are delivering substantial cost savings while needing relatively little time in drydock, or very much adulteration of the vessel at all for most vessels. Installation involves retrofitting turrets on deck for the sails to fit into; meanwhile, the sails themselves are generally fabricated and delivered in advance of the vessel’s arrival. Once the turrets are fitted, sail installation can be completed within 1-2 days. Some vessels require structural strengthening work to ensure the sail does not cause stress on the deck surface.
Sails’ advocates often point to the fact that fuel derived from offshore windfarms, by the time it has been burned, amounts to 10% or less of the energy originally generated; whereas, not having to convert this energy into electricity, sails can provide additional propulsion at much greater efficiencies.
“As an example, on TR Lady, a CFD analysis for the installation of Anemoi Flettner rotors identified 15% of fuel savings,” said Pringle. “But then, importantly do the associated risk assessments, hazard workshops, the finite element analysis, run that
detailed engineering study, so that the client could then get class approval and actually go ahead and implement this.”
Part of LR’s process involves validation of the claimed fuel savings. Maersk Pelican’s rotor sail retrofit (pictured on p65) showed 8.2% fuel savings.
“We were able to verify those emission savings and give the client the security and the understanding of their return on their investment,” he added. “Importantly it also gives learnings for future projects, what the potential savings are from a similar technology or similar vessels, but also then how to effectively maximise value from that investment.”
Batteries next?
Those with an eye to the retrofit market cannot have helped but notice the sudden uptake of batteries in the shortsea segments. Futura, a 1200-lane-metre Scandlines ferry, is now undergoing sea trials in Turkey. On delivery, the vessel will travel between Puttgarden, Germany, and Rødbyhavn, Denmark, using only battery-electric power, delivered by a 10MWh battery pack. The vessel will recharge itself fully at either end of its voyage, a process which is expected to be completed in under 12 minutes.
Meanwhile, in an exciting retrofit project, Wasaline’s Aurora Botnia will be equipped with 10.4MWh of new battery capacity, adding to the 2.2MWh already
present. The retrofit will combine two battery chemistries – a ‘world first’ in a hybrid solution that is expected to cut annual CO2 emissions by up to 23%. Though the vessel will not be able to support its entire voyage using battery power, it will be able to significantly reduce the fuel consumption in its LNG engines, by 23%, via load-levelling –compensating for the ups and downs of propulsion load using battery power.
Pringle maintains a measured optimism. “We are absolutely seeing a lot of interest in battery technology, and the challenge is the maturity of battery technology, whether or not they are best suited for merchant vessels to take off some auxiliary load without increasing the weight of the vessel considerably.”
One growth area for battery technology lies in vessels which serve offshore windfarm installations. It is expected that long term maintenance of offshore windfarms will be conducted by vessels recharging in-situ, typified by the results of a recent study by ScottishPower Renewables and Stillstrom, which found that all-electric service operation vessels (E-SOVs) would be cost-competitive with those running conventional fuel – true of almost no other vessel type. “Where we are seeing interest is in the offshore sector, in SOVs, and in smaller boats, crew boats,” said Pringle. “So in much the same way as fuel cells, we’ll see small pilot projects, acting as a flywheel for merchant vessels.” l
Wasaline Auroa Botnia to undergo complex battery propulsion retrofit
High-efficiency propeller surge
Demand for advanced propeller retrofits and energy saving devices (ESDs) has nearly quadrupled since 2020 as shipping owners and operators look to enhance energy efficiency to meet tightening emissions regulations, says Lloyd’s Register’s latest ‘Energy Saving Devices Retrofit Report’.
While high-efficiency propellers can deliver fuel savings of between 3-10%, and popular devices such as rudder bulbs can achieve 3.5% reductions, only 1.74% of the global fleet currently features the rudder bulb, the most popular device along with stator fins and boss cap fins, from newbuild.
The report identifies bulk carriers, tankers and container ships as prime candidates for retrofitting, with these vessel segments showing the highest adoption rates due to their substantial fuel consumption profiles.
In total, more than 10,000 vessels in the existing fleet and orderbook feature some form of propulsion energy-saving technology from newbuild. Added to this are at least a further 1,400 vessels that have had ESDs retrofitted since 2020.
The number of installations on existing vessels is growing, showing nearly four-fold growth since 2020, with close to 1,500 vessels contracted to be fitted with devices by the end of 2024, according to the LR report.
The report also reveals a trend towards retrofitting newer vessels, with more than one-third of 2024 retrofits performed on ships less than ten years old, compared to just 16% in 2020. By 2024, 12% of retrofits were performed on vessels built less than six years ago, a category that saw no retrofits in 2020.
Regulatory pressure is identified as the primary catalyst driving this surge
in retrofits. The IMO’s Carbon Intensity Indicator (CII) and GHG strategy, combined with European regulations including the EU Emissions Trading System and FuelEU Maritime, directly link vessel performance to financial penalties. LR’s analysis projects that a 20% fuel consumption reduction could save an Aframax tanker operator nearly US$3 million over ten years through reduced exposure to European regulations alone.
LR recommends a five-step approach when considering propellor retrofits, including: comprehensive vessel assessment; hydrodynamic analysis using computational fluid dynamics; careful consideration of technical factors including torsional vibration and underwater radiated noise; robust performance monitoring; and long-term maintenance planning. l
Besiktas introduces new mega floating dock
Besiktas Shipyard, one of Europe’s most active ship repair yards, reports that its newly acquired 85,000 TLC floating dock has become operational with the dock successfully received its first vessel, an FSRU, in May.
Measuring 345 metres in length and 70 metres in inner width, the dock is one of the largest in Europe and is strengthened to accommodate very heavy ships and platforms, including oil rigs, FPSOs , and cruise ships. Beskitas says the strategic investment will enhances its ability to serve a broader, more complex segment of the global fleet.
The dock’s arrival in Turkey followed a historic 54-day tow from Singapore, including a recordsetting passage through the Suez Canal and Dardanelles as the largest towed marine unit ever to transit the route. The operation involved tight international coordination and multiple tugboats to ensure a safe and successful delivery.
“We see this as more than an infrastructure upgrade,” he added. “With our continuous development strategy, our goal is to become the most reliable and competitive shipyard in Europe for the most sophisticated ship repair and conversion projects.
Beskitas Group has three Turkish yards — Besiktas Shipyard, Art Shipyard, and Park Shipyard — and currently handles over 300 complex repair and maintenance projects a year for the world’s leading shipping companies. l
“Since 2000, there have only been two second-hand sales of modern, mega floating docks in the world. We successfully acquired both — the first, a 382-metre, 72,000 TLC dock in 2015; and the second is this 345-metre, 85,000 TLC dock,” noted Yavuz Kalkavan, Managing Director of Besiktas Shipyard.
Global Green Shipyard Alliance formed
An international group of leading shipyards committed to accelerating the maritime industry’s sustainability transition has founded the Global Green Shipyard Alliance (GGSA). The alliance aims to fast-track clean technology adoption, improve environmental performance, and set unified ESG standards across their global operations.
GGSA founding members are Astilleros Shipyard Group (Spain), BREDO Dry Docks GmbH (Germany), Drydocks World (United Arab Emirates) and IMC Shipyard Services Group (Singapore, China, Thailand). Together, the group spans key maritime hubs across Europe, the Middle East, and Asia.
By creating a platform for knowledge sharing, joint development and scalable innovation, the GGSA seeks to deliver practical solutions, from hybrid propulsion and energy efficient retrofits to digital optimisation and emissions compliance.
"The formation of the Global Green Shipyard Alliance reflects our shared responsibility to accelerate the maritime industry's decarbonisation journey,” said Capt. Rado Antolovic, CEO of Drydocks World. “The alliance marks a significant step forward for our industry, reinforcing our commitment to delivering long-term environmental value by adopting cleaner technologies and collective innovation." l
Reimagining maritime technical services fit for a new era
By Matteo Di Maio, Co-founder and Director of Bluestone Group
As regulatory pressure mounts and technology evolves, shipowners are rethinking how they approach technical services - particularly in the context of complex vessel retrofits. Traditional shipyard-centric models are showing their limitations in an era where time, compliance, and operational flexibility come at a premium.
A fundamental shift is underway. Technical services are no longer confined to static, periodic interventions. They’re increasingly seen as strategic enablers of operational continuity - especially in the retrofit space, where vessel complexity, environmental regulation, and limited shipyard capacity are converging.
New technologies and digital tools now unlock previously unattainable efficiencies, accelerating demand for green retrofits. While today’s focus is on equipment like HVAC chillers, advanced wastewater treatment, ballast water treatment, and air lubrication systems, future vessel modifications for new fuels will require even more precision, planning, and integrated execution. As activity intensifies, shipowners will need trusted partners to support everything from technical advisory and ROI modelling to design and execution - going well beyond traditional approaches.
This is particularly critical for operators of specialised vessels like passenger ships, LNG carriers, container ships, offshore support vessels, and cable layers, where off-hire comes at a financial cost. On-voyage retrofit execution is one way Bluestone helps reduce that risk. With over 1,000 retrofit projects
completed in the past five years, we’ve developed a globally consistent delivery model that ensures vessels receive the same standard of engineering excellence regardless of location.
Take our ongoing turnkey EPC retrofit of HVAC chillers driven by frequency converters aboard large cruise vessels. These 45-tonne units significantly reduce electrical consumption and emissions, and we’ve developed a method to lift and integrate them in under 72 hours. In another project, we’re installing advanced wastewater treatment systems by converting freshwater tanks into bioreactors and laying over 1,400 metres of stainless-steel piping - all within confined engine room spaces.
Our work on air lubrication systems is equally illustrative. In a multi-site programme spanning Italy, Singapore, and the Netherlands, Bluestone handled all “dry” elements, including compressor installation and 8,000 metres of cable routing, while coordinating with shipyards on “wet” components during drydock. These projects highlight the value of experienced partners who can deliver consistently across global operations.
As vessels adopt more sophisticated systems to meet environmental targets, the expertise required now extends beyond traditional yard capabilities. Specialist third-party service providers now play an essential role, bringing deep technical knowledge, integration experience, and minimal operational disruption.
A broader industry trend is emerging - where regulatory, technical, and commercial demands converge, and specialised knowledge becomes as valuable as the physical infrastructure itself. Recognising this shift, shipowners are increasingly partnering with providers who can bridge engineering challenges across disciplines and geographies.
A final constraint is shipyard availability. According to Lloyd’s Register, global capacity isn’t keeping pace with retrofit demand, raising the risk of compliance delays. For shipowners, this makes flexible retrofit models, strategic planning, and technically reliable partners more critical than ever.
The industry must shift from an ‘upgrade mentality’ to recognising technical services as central to continuity, compliance, and competitiveness. Retrofit success isn’t just about hardware - it’s about preparation, precision, and the ability to deliver globally, with consistency. Technical services are as much about enabling operations as they are engineering them. l
Technical Move to shore power begins to gather pace
By David Tinsley
Intensifying regulatory pressure around the world to reduce emissions in ports and coastal areas has driven the ever-widening adoption of electrical power connections for ships.
With the growing acknowledgement of the potential of ‘cold ironing’ to the realisation of decarbonisation goals, uptake of the technology is set to accelerate. From the initial focus on ships which have a sustained, high electrical load demand when at berth, notably cruise vessels and large ferries, more and more types of mercantile trader are opting for hook-ups.
A recent report from Exactitude Consultancy forecast that the market for shore power will develop at a compound annual growth rate of 9.2% between 2025 and 2034, representing a value in excess of $10 billion by the end of the period.
The environmental lobby’s claims sometimes warrant challenging, but it is an incontrovertible truth that local air pollution is detrimental to lung health, and that shipping can be a major contributor to poor atmospheric conditions in port communities.
The issue bears not only on the wellbeing of residents and port employees, but also on that of ships’ crews. Moreover, the CO2 produced from running diesel generators is deleterious in its impact beyond the more localised effect of noxious emissions.
Shore power also offers extra societal value in eliminating much of the continual background noise pollution associated with around-the-clock ship activity and presence in port. Furthermore, the electrical power from the grid is generated in a much more efficient manner than that produced by a vessel’s auxiliaries.
Under the Green Cable collaborative project, Gothenburg is now providing shore power for tankers at its Energy Port. (credit: Port of Gothenburg)
Plugging in at the Port of Stockholm
Of course, rather than simply shifting atmospheric pollution away from the port to the point where electrical energy is actually generated, true environmental gain rests with using energy derived from clean, renewable sources.
As well as setting limits for the yearly average greenhouse gas (GHG) intensity of the energy used by vessels over 5,000gt calling at European ports, the FuelEU Maritime initiative also embraces requirements as to the use of shoreside electricity. Forming part of the European Commission’s Fit for 55 legislative package, the FuelEU edict promotes renewable, low-carbon fuels and clean energy technologies for ships, essential to supporting decarbonisation moves in the sector.
As a revision of the original EU Directive 2014/94, the Alternative Fuels Infrastructure Regulation (AFIR) mandates that passenger vessels and container ships of more than 5,000gt must use onshore power supply (OPS) (or alternative zero-emission technologies) when berthed at major EU ports from 1 January 2030 onwards, and at all EU ports equipped with OPS supplies from 2035.
EARLY ADOPTERS
Along with certain ports in Scandinavia, which has a strong environmental ethic, California has been a front runner in high-voltage (HV) shore power, adopting the At Berth Regulation (ABR) in 2007, implemented in 2014. Applicable to container ships, reefer vessels and cruise ships at berth, the ruling called for auxiliary engines to be shut down and connection made to the electrical grid, in accordance with a gradually increasing percentage of fleet visits, from 50% in 2014 up to 80% by 2020.
ABR has been extended to tankers from the start of 2025, specifically those berthing at Los Angeles and Long Beach, as well as to vehicle carriers putting in at ports throughout California. The next stage in the roll-out of ABR will bring tankers visiting any of the state’s ports within its compass.
In recent years, China has adopted a more stringent legal framework to mandate the use of shore power during port stays. This signifies a shift in emphasis in the promotion of the concept, which had previously been mainly geared to industrial goals. Amendments to laws relating to marine environmental protection and air pollution control have intensified the requirement for ships to draw electrical energy from ashore when berthed, affording solid evidence of a growing Chinese commitment to environmental conservation.
A proactive Chinese stance was demonstrated two years ago when COSCO Shipping Lines and COSCO Shipping Ports teamed up with OOCL to advocate for the widespread adoption of shore power technology and the requisite onboard facilities.
MAIN COMPONENTS
Shore power comprises three primary components, namely the onshore energy supply system, shore-to-ship connection, and shipboard power receiving system. Besides dispensing with reliance on shipboard gensets in port, provision for harnessing electricity from the shoreside grid facilitates battery recharging for hybrid or fully electric vessels.
Barriers to take-up have been and continue to be economic constraints related to initial setup costs and operational expenses, technical challenges as to infrastructure compatibility and maintenance, and stakeholder coordination.
Authorisation and implementation for investments in port infrastructure can take a long time, subject to cooperation between the various stakeholders, sometimes complicated by port and terminal configuration and space availability. Moreover, energy availability from the grid itself may be insufficient, necessitating broader regional or national measures founded on economic as well as environmental strategy.
Government funding support and innovative financing mechanisms thereby play a fundamental role in promoting projects at ports, while incentivisation schemes, such as lower port fees for ships which use onshore power, have proved effective.
Assuming that not all companies will be able to, or wish to, use other measures such as portable, containerised power connection units for ships alongside, it will be incumbent on owners or operators to retrofit existing vessels with the related equipment by the regulatory deadline. This will entail significant cost, depending on the age, size and type of vessel.
The new era of portside electrical hook-up also necessitates adaptation of operational procedures and training of crew in the use of shore power systems. Coordination between ports and shipping customers will be of the essence as concerns load balancing and power management. Compatibility between the onboard electrical system and the shoreside feed is of the essence.
Efforts are under way to establish and implement harmonised standards, such as the IEC/ISO/IEEE 8005 series, but widespread adoption across the industry is still needed. 8005 provides a series of international standards jointly developed by the International Electrotechnical Commission, the International Organization for Standardization, and the Institute of Electrical & Electronic Engineers. Its initial focus (8005-1) has been on HV shore connection, covering design, installation and testing embracing all the main components of both the shoreside distribution and shipboard systems.
In essence, IEC/ISO/IEEE 8005-1 sets out the framework for ensuring safety, reliability and inter-operability in HV connection systems, also contributing to the broader goals as to sustainable shipping and environmental protection.
SEA CHANGE FOR FERRIES
A prime example of a holistic approach and of the effectiveness of collaboration between parties that share a long-term mindset is to be found in the UK by way of the Sea Change project. Bringing together the city council-owned port of Portsmouth, major short-sea operator Brittany Ferries, technology specialists and academia, Sea Change is a UK government-backed endeavour that will allow cold ironing at the three busiest berths at Portsmouth International Port.
The roll-out of the scheme follows a surge in the port’s cruiseship traffic and the introduction by Brittany Ferries of two newly built LNG dual fuel-electric ro-pax vessels. Each of the E-Flexer type ferries chartered from Stena RoRo is distinguished by the scale of the onboard battery plant, at 11.5MWh capacity.
Under the Sea Change initiative, work on the scheme at Portsmouth started in November 2024 so as to get the first phase into operation during the spring of 2025. The link between the onshore grid and the berths is made by a 600-metre, 33kV underground cable. Once completed, the installations at the three berths will incorporate a flexible cable management system to enable ships of different sizes and configurations to plug in.
In preparation for the development, the port struck an agreement with Scottish & Southern Energy to utilise an extra 15MVA supply capacity. The setup will be the first of its kind in the UK to allow multiple vessels to draw power and charge battery packs at the same time and at different frequencies. Of further significance, the entire electrical supply will be generated from renewable sources.
Further up-Channel, and in concert also with fleet newbuild design initiatives by ferry operators, the combined port of Boulogne-Calais announced a EUR6.7 million ($7.6m) contract in January this year with France’s Réseau de Transport d’Électricité (RTE) to link the HV network to berths at Calais.
The planned 100MW connection will permit three ships to recharge battery packs simultaneously, at rates up to 20-35MW of power delivery per vessel in just 45 minutes. Securing the very high-voltage energy resource with RTE is seen as a founding act towards the decarbonisation of the Calais/Dover link.
P&O’s Fusion-class double-enders introduced to the route during 2023/2024 put down a new marker for ropax design and sustainability goals, melding an 8.8MWh battery installation with four 9,600kW diesel-generators, anticipative of plug-in, electric shore charging stations being established at the ports. Competitor DFDS is also planning to deploy two battery-electric ferries on the Eastern Channel by 2030.
Once fully operational, the arrangements at Calais will be of a nature and scale to support the goal of port customers to run cross-Channel ferries wholly on electric power by 2035.
Containership connections
Several ports in northern continental Europe have been to the fore in building shore power infrastructure for large vessels. Hamburg was among the earliest adopters of HV supply, having provided such facilities for cruise ships since 2016, and has now equipped multiple container vessel berths with the requisite wherewithal.
In May 2024, the 17,900TEU CMA CGM Vasco da Gama became the first boxship to be regularly supplied with shore power at Container Terminal Hamburg (CTH), in a project that benefited from a 50% Federal Government grant. The port has subsequently extended its coverage by equipping both the Burchardkai and Altenwerder terminals with electrical interfaces for ‘mega’ container vessels.
In recent years, Scandinavian ports have made substantial strides in expanding the shore power-equipped network of berths and terminals as regards both the number of facilities and the vessel types embraced. Bergen and Oslo are prominent examples of early and continual investment, as is Gothenburg where the latest initiative, dubbed the Green Cable project, has recently seen the inauguration of cold ironing for tankers calling at the Energy Port.
Green Cable exemplifies the wisdom and worth of a collaborative approach, whereby the port has partnered with the local tanker fleet owning community. Gothenburg has the distinction of providing the first application of shore power in 2000 at the Alvsborg Harbour ro-ro terminal. Since 2011, all Stena Line ferries using the port have been shutting down engines and using onshore power supply.
Worldwide, the concept and the technology employed will play an ever-more influential role in the industry’s decarbonisation and pollution prevention endeavours in the coming years. l
Cable management system for shore power at Oslo’s Revierkaia cruiseship terminal
Alternative Fuels Designing for the future of alternative fuels
By Antti Yrjänäinen, Project & Sales Manager, Marine & Offshore Energy at Elomatic
The maritime industry stands at a crucial juncture in its transition towards decarbonisation. With growing regulatory pressure and global commitments to reducing greenhouse gas emissions, alternative fuels have emerged as the key to driving the maritime industry’s energy transition. However, this transition presents a range of complex challenges that necessitates a comprehensive, holistic, and fuel-agnostic approach. From fuel production and infrastructure development to vessel integration and regulatory compliance, every aspect of the energy ecosystem must be considered to ensure a seamless and effective shift toward greener operations.
The journey toward maritime decarbonisation is multifaceted, with several promising alternative fuel options currently under development, including green ammonia, methanol, hydrogen, and biofuels. While each fuel presents opportunities, they also come with unique challenges, such as scalability, safety concerns, cost implications, and integration with both existing and new vessels. Successfully adopting these fuels requires a rigorous analysis of operational needs, technological feasibility, and long-term sustainability goals to align with both environmental objectives and economic viability.
Scaling up the production of alternative fuels is one of the most significant challenges facing the shipping industry. However, working towards this requires a greater level of collaboration from industry stakeholders to mitigate these challenges by leveraging cross-sector expertise in engineering, risk assessment, and supply chain logistics to develop viable and scalable solutions. Achieving market viability for alternative fuels comes with significant CAPEX implications, such as the increased cost compared to conventional HFOs, the need for fleet retrofitting, not to mention the competing fuel demands of other, more
advanced, transportation sectors, all of which combines to further complicate the adoption of alternative fuels, at scale.
Advancing green ammonia and hydrogen adoption
Green ammonia is gaining traction as a zero-carbon fuel, particularly within the shipping sector. Large-scale hydrogen and ammonia production projects are being developed to create a robust supply chain that supports maritime decarbonisation. However, the widespread adoption of these fuels is impacted by infrastructure constraints, which necessitates coordinated investment, collaboration with onshore partners, and compliance to regulatory standards to ensure safe and commercially viable implementation.
One notable initiative in this space is the Green North Energy (GNE) project, launched in 2021. This project, co-founded by Elomatic, focuses on producing green ammonia via hydrogen plants, with a flagship facility in Naantali, Finland. With an estimated investment of €600 million and a capacity of 280MW and is expected to be completed in 2027. The initial design of the plant commenced with the concept phase to establish technology suppliers, the plant’s capacity, and objectives, as well as estimated costs for the project. In 2024, the French Benefit Corporation, Meridiam, acquired a majority share to accelerate the project’s implementation. Elomatic continues to support as the owner’s engineering partner. The project, which is approaching the construction phase, has a capacity of 280MW, an initial investment value of approximately 600 million euros, marking a significant milestone in clean fuel development.
Operational efficiency via clean technologies
While alternative fuels are fundamental to achieving maritime decarbonisation, energy efficiency and clean technologies remain equally vital in securing shortterm emissions reductions. The IMO has set ambitious targets, requiring the industry to reduce greenhouse gas emissions by at least 20%, with aspirations of reaching 30% reductions by 2030. To meet these objectives, ship operators must adopt innovative technologies such as propulsion advancements, hull optimisation, and digital modelling tools like computational fluid dynamics (CFD) simulations. Elomatic’s patented Elogrid™ solution is a key example of how small-scale innovations can yield substantial environmental benefits. By minimising water resistance, Elogrid has demonstrated fuel savings of up to 1 - 4%, contributing to reduced emissions and operational costs.
Collaboration is key
The transition to alternative fuels cannot be accomplished alone. Greater collaboration among shipowners, fuel producers, regulatory authorities, and industry stakeholders is essential to establishing commercial viability of alternative fuel technologies. Initiatives such as the GNE project send strong indicators to fuel developers and investors, in turn helping the industry to have more confidence in the long-term sustainability and commercial viability of alternative fuels.
The maritime industry’s shift toward alternative fuels represents one of the most significant transformations in its history. By integrating innovative engineering techniques, unlocking strategic investment, and promoting collaborative innovation, stakeholders can successfully navigate the challenges of this transition and move forward towards a more resilient, low-carbon future in global shipping. l
Render of GNE plant in Finland for green ammonia production, with completion expected by 2027
Ship Supply
AVS Global Supply celebrates 40 years of achievement
AVS Global Ship Supply was established in 1985 in İzmir as a local supplier. While public sources do not provide definitive information about the founder, the company is currently chaired by Abdülvahit Şimşek.
During its first two decades the company progressively expanded into first a regional supplier across the Aegean and Marmara regions, then into a nationwide supplier within Turkey, and in 2001 it started offering international services under the name AVS Global Supply.
Launch of the AVS Contracted Supply model, offering per-person, per-day service packages, the took place. and in 2017 the company acquired shares in Rammi Food and established AVS Offshore Catering. Launch of AVS Greece, AVS Ship Catering, AVS Onshore Catering and AVS Technical Supply Management all followed, as well as acquisition of shares in EKOL Maritime Training Center. Nordic Hamburg
Shipmanagement GmbH & Co. KG acquired shares in AVS in 2022, and the following year AVS established the Filyos Logistics and Supply Hub as a distribution centre. Last year the company expanded with new offices and warehouses in Singapore and Sri Lanka, giving it a network of 6 offices across 5 countries, from which operations are carried out in over 1,500 ports across 126 countries.
The company today has some 400 employees provides a full gamut of services, including global ship supply, provisions supply & management, logistics and customs services, crew training, food trading and supply, technical material supply and management, onshore/offshore catering services, and technical Services
Asked about the company’s defining characteristics, AVS Global Supply’s Deputy Chairman Doğukan Şimşek replies: “With over 39 years of experience in the maritime industry, AVS aims to deliver fast,
efficient, and reliable solutions on a global scale. The timely provision of spare parts, materials, and especially provisions is crucial for uninterrupted vessel operations. Ensuring that these items arrive on time is essential to avoid delays and maintain the efficiency of day-to-day maritime activities.
“In the context of ship supply and chandling services, securing high-quality and cost-effective items—such as provisions, machinery spare parts, cleaning products, and technical consumables—is a critical aspect of operational planning,” he continues. “Poor quality or ill-suited materials can disrupt schedules and compromise safety standards.
‘Also, the effectiveness of ship supply services largely depends on the smooth execution of logistics
Doğukan Şimşek
and customs processes. Well managed procedures in these areas ensure that ship operations continue without interruptions, especially in international ports with varying regulations.”
Safety and legal compliance are also of paramount importance, the Deputy Chairman adds. “Conducting supply operations safely and in full compliance with laws and regulations enhances operational security and prevents potential legal complications. It also builds trust with clients and authorities, which is key in global maritime logistics.”
Finally, he highlights the importance of flexible and responsive service delivery, especially in unexpected situations, which “significantly increases operational efficiency and helps avoid costly delays.” Any actions needed in adverse scenarios should be based on “feedback received directly from the vessels”, he stresses, thereby ensuring a responsive and tailored approach.
“At AVS, we don’t just meet need, we anticipate them,” he says. “Rather than simply responding to client demands, we position ourselves as a strategic partner, delivering integrated solutions organised to every aspect of maritime operations.”
Integrated solutions
With nearly four decades of industry expertise, AVS Global Ship Supply stands out from competitors in the global maritime supply sector thanks to the following USPs (Unique Selling Points), which he list as follows:
• Global reach with a single point of contact: Operating in over 1,500 ports across 126 countries, AVS provides clients with a seamless global supply experience through a centralised coordination model. This eliminates the hassle of juggling multiple vendors and ensures consistent service quality worldwide.
• Extensive product range and competitive pricing: AVS offers a broad catalogue of supplies—from provisions and technical equipment to cleaning
products—backed by a competitive pricing strategy, ensuring costeffective operations without compromising on quality.
• 24/7 availability and rapid delivery: AVS operations run 365 days a year, 24 hours a day, enabling it to respond immediately to urgent needs and minimise vessel downtime.
• Advanced reporting and monitoring tools: Clients benefit from real-time tracking and customized reporting dashboards, allowing better forecasting, decision-making, and transparency throughout the supply chain.
• Customer-centric approach: Each client is paired with a dedicated, experienced supply representative who crafts organized solutions and ensures service consistency at every touchpoint.
In addition, the company offers the following added-value services, which he lists as:
• Technical Services
To optimise equipment performance and reduce breakdowns, AVS provides technical support that spans inspection, repair coordination, and part replacement consultancy.
• Onshore and Offshore Catering Services
With a focus on quality and variety, our catering solutions boost crew comfort while maintaining cost control for shipowners.
• Food Trading and Consultancy
We help clients meet culinary demands through diverse, sustainable food options and expert advice in supply planning and inventory optimization.
• Logistics and Customs Clearance AVS handles the complexities of international logistics and customs
procedures, ensuring fast, hassle-free deliveries no matter the location.
• Seafarer Training Programs
Through its partnership with EKOL Maritime Training Center, AVL offers comprehensive training modules to enhance the skills and qualifications of maritime professionals.
Challenges
Asked what he sees as the main challenges facing the ship supply industry in general, and whether his company being based in the Eastern Mediterranean raises any specific issues, he replies:
“Logistical issues and inflation are among the biggest challenges, especially when it comes to provisions, though technical materials are also affected. Inflation is a major concern in the procurement of food supplies. Rising logistics costs and seasonal freight rate fluctuations also disrupt trade activities.”
He also mentions supply chain disruptions and logistics crises, saying:
“The global pandemic and subsequent economic fluctuations—as well as events like the container crisis— have caused significant disruptions in supply processes. Flexibility and resilience are required in inventory management and timely delivery.
Customs and regulatory compliance pose additional problems, he continues, citing variations in import/export policies and port regulations across different countries that omplicate procedures and increase operational costs.
Due to growing competition, freight rate increases, and currency exchange fluctuations, this means it is becoming increasingly difficult to maintain sustainable profitability while delivering high-quality service, he notes. At the same time, advances in digitalisation mean.
“Customers now expect fast, trackable, and integrated solutions,
which necessitates investment in technological infrastructure.”
In addition, he mentions the interconnected challenges of “growing international pressure regarding carbon footprint reduction, environmentally friendly supply practices, and waste management” which are accelerating transformation across the industry.
AVS is reponding to these pressures by “actively investing in both growth and digital transformation as part of our long-term strategy,” informs Doğukan Şimşek. “One of our most significant recent initiatives is the full integration of Microsoft Dynamics across all company operations. From local logistics to global supply coordination, we now manage our processes end-to-end through Dynamics. This transition is strongly supported by our leadership team, who recognize the strategic value of a unified, data-driven infrastructure.
“We’ve also equipped our employees with access to AI tools, including GPT technology, to enhance productivity and decision-making across departments,” he continues. “Thanks to our CEO’s forward-thinking mindset and commitment to continuous improvement, we are digitalising every possible process and embracing technological innovations in all areas of our business.
“As part of our sustainability efforts, we’ve adopted the Monocard—a digital business card that also functions as an access pass within our facilities. For meal services, we use Multinet, which serves both as a digital dining card and a secure payment tool.”
AVS already regularly hosts online trainings and seminars to foster professional development and stay ahead of industry trends. Additionally, in an exciting new development, the company’s Chairman has expressed a strong desire to establish a dedicated company campus—a centralised hub where all of its services can operate under one roof. “This future campus would serve as a space for innovation, collaboration, and training, bringing together every function of our organisation in one integrated environment,” says the Deputy Chairman.
“Through these initiatives, we aim to drive operational excellence, support sustainable practices, and
future-proof our business in a rapidly evolving global market.”
Doing the right thing
The company is also intent on being an exemplar of ESG (Environmental, Social and Governance) best practice.
“At AVS Global Supply, we operate with a clear sense of responsibility — not only commercially, but also socially and environmentally. As of 2024, we have joined the United Nations Global Compact, committing to report our progress on sustainability each year in a transparent and accountable manner,” stresses Doğukan Şimşek.
“For us, sustainability is not a passing trend, but a core principle that shapes every stage of our operations. From procurement to onboard services, and from partnerships to field applications, we prioritise long-term impact over short-term convenience.”
One clear example of this commitment is AVS’ ongoing collaboration with Aquarex. Through this initiative, vessels are equipped with high-standard water purification systems, eliminating the need for single-use plastic bottles. The result is twofold: access to safe, high-quality drinking water for crew members, and a measurable reduction in environmental impact. The system stands out for both its operational efficiency and compliance with international standards.
“AVS Global Supply is not content with reacting to change — we aim to define it,” he continues. “By taking responsibility and turning commitments into action, we continue to build
Provisions Supply & Management
Seafarers Education
solutions that serve both our industry and the future it depends on.
“Through our AVS Young Volunteers platform — a team formed by young professionals and others who bring energy and initiative — we have accelerated our sustainability and social responsibility efforts in key areas.
“One of our primary partnerships is with Ekol Maritime School, one of our affiliated institutions working to expand maritime education in Türkiye. This collaboration focuses on training and preparing new professionals for the sector, contributing to long-term workforce development and industry standards.
“At the same time, our AVS Global Culinary Lab initiative aims to support both the training of new ship chefs and the professional development of existing crew. Our focus is on improving onboard food operations — helping crew members prepare menus that are more efficient, practical, and aligned with sustainability goals.
Across these efforts, AVS Global Supply continues to position itself not just as a service provider, but as a reliable, forward-facing partner to the maritime industry. This approach is reflected in the steady progress we make toward operational excellence and sector-wide impact.”
AVS also has an affiliated organisation, Seafarers’ Wellbeing Consultancy, through which it is committed to supporting not only the physical wellbeing of seafarers,
but also their mental health. It has also consistently prioritised equal opportunity within the maritime sector, especially in supporting women, with activities organised around the International Day for Women in Maritime, and educational programs on women’s health held in collaboration with the MEVA Foundation. All these initiatives “further reinforce our long-standing approach to workplace wellbeing,” concludes the AVS Deputy Chairman. l
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An example of Italian craftsmanship at its best, this stylish, yet practical man bag is made in natural leather. Be the envy of your friends, whether it’s a trip to the local coffee shop or dining out at an exquisite restaurant, this men’s cross-body messenger bag is something for the modern man. Rounded in shape, it has an interior zipped pocket with sumptuous suede lining.
Veneto £2,200 bottegaveneta.com/
The Atlanico yacht is a masterpiece of luxury and craftsmanship. Built by Alia Yachts, this 27-metre vessel combines elegant design with exceptional performance. With spacious and indulgent interiors, Atlanico offers a seamless and luxurious onboard experience. Its sleek exterior design showcases the shipyard’s commitment to innovation and contemporary aesthetics, while advanced engineering ensures smooth sailing in various conditions. This one is completed and ready to buy. View online for those currently being made.
Atlanico Yacht Price on application aliayachts.com
» Luxurious malt
More revolutionary products from Japan, are these spirits made with the finest attention to detail and craft from the rich legacy of House of Suntory. Inspired by Japanese nature, the Yamazaki whisky is Suntory’s flagship single malt whisky, from Japan’s first and oldest malt distillery. With a range of options from Yamazaki Distiller’s Reserve to 12, 18, and 25 years old, all of these prized whiskies contain carefully blended components aged in American, Spanish, and Japanese Mizunara oak. View the full range online.
Yamazaki Reserve Malt
€9,500 house.suntory.com
» Thrill of the ride
Embodying the Japanese principle of Kanso, the Ichiban electric motorcycle showcases the art of simplicity and purpose in design. Bringing together quality expertise, the Ichiban team have developed some of the world’s most cutting-edge technology, led by award-winning industrial designer Ivan Zhurba. Their passion for innovation shines through with this formidable piece of kit, set to revolutionise the motorcycling industry, and guaranteed to accelerate your heartbeat with intense exhilaration. Due for release. Sign-up to keep informed of launch.
dates.ichiban.bike/
» Astronomical timepiece
This extraordinary platinum timepiece showcases a rotating celestial chart of the Northern Hemisphere, tracking the stars, moon phases, and meridian passage times with precision. With sapphire crystal disks and impeccable hand-finishing, it’s both a marvel of horology and a piece of astronomical art. For those who appreciate craftsmanship, rarity, and timeless elegance, this watch represents the ultimate in understated luxury.
Grand Complications Celestial Watch £250,000 patek.com/
Editorial credit: Alexandru Nika / Shutterstock.com
Review
Encounters: Giacometti
Barbican Centre, Silk Street, London, EC2Y 8DS
Immerse yourself in ‘Huma Bhabha’ at the Barbican, another London masterpiece, which runs until 24 May next year, 2026. This striking dialogue between Giacometti’s elegant, modernist sculptures and Bhabha’s raw, contemporary forms creates a compelling visual and conceptual tension. Expect haunting, evocative works that challenge notions of space, body, and memory. It’s a must-see for art lovers intrigued by sculptural contrast and crossgenerational creative conversations—an exhibition that resonates long after you leave. Visit online for opening times and more details.
barbican.org.uk
Indian Fare
Gymkhana, 42 Albemarle Street, London, W1S 4JH
Mayfair’s home to London’s first Indian restaurant to earn two Michelin stars, blending refined Northern Indian cuisine with colonial-club elegance. Signature dishes like tandoori lamb chops and kid-goat keema deliver bold, complex flavours. With polished service, a coveted dining atmosphere, and world-class execution, Gymkhana offers a standout fine-dining experience that elevates traditional Indian fare. For bookings including private dining, visit the website, it’s a must-try for 2025.
This autumn De Doelen unveils a season-opening programme on 12 September 2025. Where in the grand Grote Zaal, or the ‘great hall,’ expect an emotional sweep of Sibelius, the modern edge of Berio, and late Romantic colour from Respighi, framed by contemporary resonance. A vivid opening to the season, the tempestuous Nautilus gives us wind in our sails. Cranes of heavenly beauty pass by. We hear folk songs from all corners of the world and witness how the mythical daughter of the heavens, descends into the sea. After many wanderings, we dock among the pines of Rome. Visit bachtrack.com/ for tickets to this superb philharmonic event.
Shantaram
by Gregory David Roberts
Published by St. Martin’s Griffin
A gripping, semi-autobiographical epic that follows a fugitive’s journey from an Australian prison to the underworld of 1980s Mumbai (Bombay), it’s packed with adventure, philosophy, crime, and redemption, travelling through slums, mountains, and sea-bound smuggling routes. It’s a bold, immersive read for anyone who craves travel, danger, and deeply human storytelling. Also adapted for a television by Apple TV. Purchase at Mulhurst Bay Books.
Lifestyle
Road test: Audi Q6 S line e-tron quattro | By
Robin Auchterlonie
If you want to stand out in a crowded car park pick a big Audi. If you want to stand out on a satellite picture from outer space pick one in Soneira red metallic.
It’s certainly the most eye catching colour that has graced a test car in our hands for many a month. Years even.
Your eye can’t help but be drawn to it as it glides serenely past, looking for a space to berth in a car park, where its collection of onboard alerts make it easier than you might assume to park in a parking space whose size just isn’t really suitable for today’s vehicles. Its near two metre width is a challenge though but you’ve got reversing and top view cameras to help.
The Q6 e-tron sits in the mid size SUV market but you’re left wondering when you get behind the wheel and realise how big it feels on the road that it’s not actually mid sized at all.
The benefit, of course, is that it majors on its cabin space. Large
and roomy, there’s more than enough room to accommodate four or five full sized adults when necessary, and they’ll be sitting there in a fair degree of comfort.
It’s the first model based on Audi’s newest platform, so we’re seeing what lies ahead for its next-gen EVs.
It looks, feels and drives like an Audi (so, safe and secure) and comes with some class leading technology.
Prices start around £61,000, and if you feel the need for a bit more speed, there’s an SQ6 that’ll set you back around £94,000.
S line trim gives you larger 20-inch wheels than the entry level Sport, sportier trim and badging, privacy glass, a heated, three-spoke steering wheel and an embossed ‘S’ on the front seats.
It’s at its best out on the open road, where it’s a refined and quiet cruiser. The head up display here shows up clearly ahead, and its functions include flashing up big red arrows showing you you’re getting too close to the car in front - a highly visible alert endnote one you’re easily going to ignore.
It’s well capable of getting a move on, even with its 2.3 tonne kerb weight. The quattro here is the most powerful variant. It’s four-wheel drive thanks to its dual-motor powertrain, and produces 382bhp and a combined 630lb/ft of torque.
You can sense the weight when cornering if you engage in some spirited driving but the overall grip is fine. It’s the first Audi EV to feature
Price: £76,545 (£81,065 as tested)
Engine: 100kWh Lithium-ion battery
Power: 382bhp
Torque: 630lb/ft
Transmission: automatic
Top speed: 130mph
0-62mph: 5.9 seconds
Economy: 349 miles
CO2 emissions: 0g/km
true one-pedal driving. Steering wheel paddles control the various strengths for regenerative braking, and the most aggressive setting can bring the Q6 to a complete stop. All a question of faith in the product
Running low? You’ll be able to recharge the battery in this one with around 150 miles of range in just 10 minutes when hooked up to a suitably rapid DC charger, with a 10
to 80 per cent top-up taking a little over 20 minutes.
The beauty of any car is the independence it gives you and the knowledge that it can take you wherever you want to go. Doesn’t matter whether it runs on petrol, diesel or electricity. That’s your choice at the end of the day, but when it comes down to style, Audi has it down to a T. Or should that be Q? l
