52 – CSC Survey: Shipping’s major threats and how to deal with them
58 – The Cape option: Safety and the cost to ensure
Greece Report
63 – ‘The seas must be open, free, safe and secure’
66 – ABS opens Hellenic Ship Safety Center
67 – Greece’s newbuilding spree continues
69 – Columbia Shipmanagement Greece calls for maritime training overhaul
AD HOC
60 – Our regular diary section
SHIP FINANCE TECHNICAL REVIEW
NAVIGATION
70 – UKHO to step up digital data under new Chief Executive
72 – Columbia Group launches innovative mobile and web-based app to help prevent collisions at sea
73 – Denmark launches data-driven remote pilotage
74 – NAVTOR makes inroads with Digital Logbooks
ALTERNATIVE VIEWPOINT
75 – A question of visibility
By Michael Grey, MBE
76 – New players, rising demand in niche shuttle tanker sector
MARITIME SAFETY
81 – The value of regulatory compliance in pilot ladder manufacturing
SHIP SUPPLY
82 – Wrist extols advantages of supply stops in Spain
85 – Procureship secures investment for growth
OBJECTS OF DESIRE
86 – Our pick of the most coveted creations
88 – Bringing you the best in arts & culture
LIFESTYLE
90 – Courtesy – falling on stony ground
The September/October issue of Ship Management International magazine (SMI 117) will feature special reports on Crew Welfare and Crew Management and is to receive bonus distribution at the Seatrade Maritime Cruise Connect Global event in Manila, the Philippines in mid-November.
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The shipping business magazine for today’s global ship owners and ship managers
STRAIGHT TALK
More risks to maritime trade
“Political polarisation and global conflict have continued to escalate in the wake of 2024, which marked one of the biggest global election years in history,” noted the latest ICS Maritime Barometer published this June. “Companies have had to adapt to rapidly changing operational landscapes, with crew and vessels too often seen as collateral damage and malicious physical attacks remaining a high concern.”
As our cover story relates, the Union of Greek Shipowners (UGS) President, Ms. Melina Travlos, had delivered an historic address to the UN Security Council just a few weeks before, urging collective international action to ensure freedom of navigation and the security of seafarers. “The seas must remain open, free, safe and secure’ was her mantra.
That plea was repeated in early July after Houthi attacks on shipping in the Red Sea had resumed,
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tragically killing a number of seafarers on one Greekoperated ship. Meanwhile, Iran’s parliament had threatened to close the Strait of Hormuz after Israel’s attack on its nuclear facilities.
Other articles in this issue examine various different aspects – including legal, insurance and financial – of how shipping can navigate what has become a fast-changing and more dangerous world. As Paul Dean, Global Head of Shipping at law firm HFW, puts it in our ‘First Person’ interview: “It really is a remarkable time… Our clients want certainty. I think the only certainty is uncertainty.”
The subject will dominate discussions at the upcoming London International Shipping Week (LISW25) and Maritime Cyprus industry gatherings, as the titles of the different conference at those events clearly indicate. l
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Finance: Lorraine Kimble
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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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Notebook Tariff changes and Red Sea conflict reshape global trade flow patterns
Dimerco Express Group’s August 2025 Asia-Pacific Freight Market Report reveals significant shifts in global logistics patterns as new U.S. tariff structures alter shipping demand across major trade corridors.
The August 1 implementation of country-specific reciprocal tariffs has triggered immediate market adjustments, with traditional shipping patterns experiencing notable disruption. Companies across Asia accelerated export schedules throughout July, creating temporary volume surges followed by sharp demand adjustments as new duty rates took effect.
Maritime and air freight markets now face complex realignment challenges. Ocean carriers confront softening demand on key routes after implementing substantial rate increases during peak season, while air cargo sectors show divergent regional performance, with some corridors tightening and others experiencing overcapacity.
Key market developments include:
• Major shipping lines implementing capacity reductions and blank sailings to address oversupply conditions.
• Regional port congestion reaching critical levels as cargo flows redirect through alternative gateways.
• Southeast Asian manufacturing hubs experiencing varied
tariff impacts, ranging from preferential rates to substantial duties.
• Air freight demand shifting between corridors as shippers adjust routing strategies.
“The industry faces the most significant supply chain recalibration we’ve witnessed in recent years,” stated Alvin Fuh, Vice President of Ocean Freight at Dimerco Express Group. “These aren’t temporary market fluctuations. We’re seeing fundamental changes in how global trade operates.”
Additional complications from ongoing geopolitical tensions, seasonal weather disruptions, and evolving trade policies create compounding challenges for logistics providers. The traditional peak shipping season no longer follows historical patterns, requiring new strategic approaches to capacity management and route planning.
Kathy Liu, Vice President of Global Sales and Marketing, emphasised the complexity: “Companies can no longer
rely on established shipping patterns. Success requires understanding how policy changes, regional variations, and market dynamics interact across different trade lanes.”
Dimerco’s August report provides detailed analysis of these rapidly evolving conditions, including lanespecific forecasts, rate projections, and strategic recommendations for navigating current market volatility. The complete analysis covers 15 regional markets with specific guidance for shippers managing operational risks in the current environment.
Looking ahead, the report says that the second half of 2025 remains challenging for ocean freight due to ongoing geopolitical risks and policy uncertainty. Tensions between Israel and Iran have eased slightly with a fragile ceasefire, but risks of renewed conflict keep freight rates elevated. At the same time, Houthi attacks in the Red Sea have resumed, forcing many vessels to stay rerouted around Africa, which Dimerco says increases transit times and strains vessel availability. l
Shipping leaders condemn resumed Red Sea attacks
International shipping leaders condemned the renewal of Houthi attacks on merchant vessels transiting the Red Sea area in early July following a six-month hiatus.
“After several months of calm, the resumption of deplorable attacks in the Red Sea constitutes a renewed violation of international law and freedom of navigation,” said the Secretary-General of the IMO, Mr. Arsenio Dominguez. “Innocent seafarers and local populations are the main victims of these attacks and the pollution they cause. Constructive dialogue is the solution to resolving ongoing geopolitical crises affecting seafarers and international shipping.”
A joint industry statement from ICS, BIMCO, European Shipowners | ECSA, INTERCARGO and INTERTANKO said:
“In recent days, two ships have now been attacked in the Red Sea. One has sunk and the other has suffered extensive damage. These vessels have been attacked with callous disregard for the lives of innocent civilian seafarers and as an inevitable but terrible consequence, seafarers have been killed.
“We join with the IMO SecretaryGeneral in his denunciation of the attacks and we call on all stakeholders to uphold the safety and security of innocent civilian seafarers as they pass through this vital waterway,
carrying the food, goods and energy the world’s economy relies upon. This tragedy illuminates the need for nations to maintain robust support in protecting shipping and vital sea lanes. We urge that the international standards of freedom of navigation and the sanctity of human life are recognised, upheld and defended.” l
Emerging trends in sanctions enforcement
Pole Star Global, a leader in maritime intelligence and regulatory compliance solutions, in collaboration with Blackstone Compliance Services, has released a new whitepaper titled: ‘The Emerging Trends In Maritime Sanctions Enforcement’, which can be summarised as follows:
Since 2016, the Office of Foreign Assets Control (OFAC), and their counterparts in the UK and EU (collectively, ‘the Coalition’) have continued to prioritise sanctions targeted towards the maritime industry.
The past three years has brought this focus to a boil, with advisory after advisory focused on Iranian oil sales and enforcing the price cap on Russian oil. The current U.S. administration has even set up a dedicated maritime desk within the U.S. Treasury and State Departments to enforce these sanctions.
The Trump administration, OFAC and the State Department, have continued implementing the Biden administration’s policy of subverting Iran’s ability to sell oil and petroleum on the high seas. This policy was reinforced with a national security directive ordering the U.S. government to double down on sanctioning Iran’s oil exports, and over a third of all designations during this period focused on Iranian shipping networks.
With all the focus on shipping, it’s surprising that OFAC hasn’t levied more penalties against the maritime industry. But if someone is only looking for civil penalties announced by OFAC, they’re looking in the wrong place.
That’s because the U.S. government’s approach to enforcing maritime sanctions is different than their approach to enforcing sanctions within the financial community:
• Law Enforcement Actions: The U.S. has signalled its preference to criminally prosecute shipping companies dealing with Iranian crude. An indictment can be
obtained faster than the average OFAC civil penalty. It’s now routine for U.S. law enforcement to seize Iranian cargo... This includes high profile matters such as the seizure of Iranian cargo from reputable companies, as well as more routine seizures such as Iranian oil which passed through multiple vessels.
• Real-time Designations: OFAC enforcement actions take a lot of time to complete, and the agency has instead chosen to sanction companies and their vessels for materially supporting sanctioned persons, including by providing shipping services, rather than pursuing penalties. The agency’s current strategy is to designate vessels, port operators, and other maritime parties in real-time, after the party interacts with the Iranian cargo.
• Litigation: Maritime sanctions have become increasingly litigious, with counterparties challenging the use of sanctions clauses in foreign courts, some of whom enjoyed high profile decisions in the counterparty’s favour. Likewise, private companies are increasingly taking matters into their own hands by seeking damages to offset cargo seizures or losses from economic sanctions.
Simply put, concludes Pole Star, maritime companies are much more vulnerable to sanctions because they have a higher chance of having their cargo blocked on the water and being mired in expensive litigation. In many ways, finding out that a cargo is subject to sanctions mid-voyage is a greater economic risk than any subsequent OFAC penalty. In most cases, this means everyone loses. The traders take a loss for the value of the cargo and any demurrage or chartering fees, the shipowner is unable to charter their vessel, and the middlemen who failed to exercise due diligence can be left on the hook for millions in damages as all parties try to claw back their losses. l
Singapore and London remain top-ranked shipping centres
Baltic Exchange and the Xinhua News Agency have released their joint International Shipping Centre Development Index (ISCDI) Report for 2025. The annual report, now in its 12th year, ranks the world’s leading shipping centres based on a comprehensive evaluation of port factors, professional business services, and the general environment.
For the 12th consecutive year, Singapore has been recognised as the world’s leading shipping centre, achieving a score of 99.50 out of 100. Singapore’s enduring success is attributed to its strategic location, robust international outlook, and a well-established ecosystem of professional maritime services.
London once again secured second position with a score of 81.02, demonstrating its continued prominence as a maritime support services powerhouse. Shanghai, with a score of 81.01, retained third place, highlighting its significant role as a major port city in Asia. London and Shanghai have maintained their positions within the Index for the past five years.
Hong Kong (80.77) and Dubai (75.97) rounded out the top five, emphasising the strength and importance of these key global shipping hubs. Rotterdam solidified its position as a European leader by maintaining its strong sixth place from 2024 to 2025.
Ningbo Zhoushan and Athens/Piraeus swapped positions this year, with Ningbo Zhoushan moving up to seventh and Athens/Piraeus settling in eighth, while Hamburg remains steady in ninth.
New York/New Jersey rounded out the top 10 owing to its strong cargo handling despite major disruptions and strikes, continued investment in port infrastructure, and its leading role as a global centre for shipping finance and maritime services.
Mark Jackson, Chief Executive of Baltic Exchange, commented:
“This year’s rankings reaffirm the crucial role of established maritime centres like Singapore, London, and Shanghai, alongside emerging hubs, in providing the infrastructure and expertise needed to keep supply chains efficient and reliable amid persistent geopolitical tensions and economic uncertainty We congratulate all the leading shipping centres recognised in this report and remain committed to partnering with the global maritime community to ensure a sustainable and prosperous future for shipping.”
Mr Ang Wee Keong, Chief Executive of the Maritime and Port Authority of Singapore, said: “We thank our industry partners, the research and enterprise community, and our unions who have been instrumental in Singapore’s journey to become a leading international maritime centre and global hub port. We will continue to build on this momentum by innovating and investing in digitalisation, green technologies, and workforce development to strengthen Singapore’s position as a trusted and future-ready international maritime centre.” l
USTR: A new compliance front for ship managers
By Robert Hodge, Director & General manager, ITIC
The shipping industry has grown accustomed to navigating regulatory headwinds. Now, a new storm is brewing from across the Atlantic after the United States Trade Representative (USTR) announced a suite of measures targeting the Chinese maritime and shipbuilding sectors. These measures, which include service fees and trade restrictions, are set to take effect on 14 October 2025.
The USTR’s framework introduces a tiered system of fees applicable to vessels operated or owned by Chinese entities. For example, a Handysize Bulk Carrier of 10,000 net tonnes could have a rate of US$50 per net tonne applied, meaning a cost of US$500,000 per U.S. port call. Given the cap of five charges per year, this could amount to as much as US$2.5 million annually. Therefore, the potential financial exposure is huge.
When a ship enters a U.S. port, who is deemed to be the vessel operator and vessel owner are the entities identified as such on the Vessel Entrance or Clearance Statement (CBP Form 1300). The entity listed as the COFR holder is likely presumed to be the vessel operator and placed on the CBP Form 1300. Consequently, under the USTR framework, that entity may be liable for the associated fees. This should be of concern to ship managers, who may inadvertently find themselves entered as the operator on the form.
Two principal risks emerge.
First, where a Chinese or Hong Kong ISM manager is mistakenly entered on the CBP Form 1300 as the vessel operator, this could ‘infect’ an otherwise non-Chinese owner or charterer. Moreover, the manager being named as the COFR entity is not an uncommon practice. Again, if the ISM manager is Chinese or Hong Kong and named as the COFR entity, they will naturally be assumed to be the vessel operator for the purposes of the CBP Form 1300.
Second, and more troubling, is the possibility of deliberate circumvention—where Chinese owners request non-Chinese ISM managers to register as the vessel operator to reduce the ship’s perceived Chinese nexus.
This raises a fundamental question: could ship managers be exposed to USTR penalties simply by being named as the COFR entity, even when they have no commercial control over the vessel? The answer remains unclear, while flexibility currently exists around COFR registration, the consequences of misrepresentation or perceived circumvention are unknown.
So, what can ship managers do to stay ahead?
First, awareness is key. Managers must ensure that they are not listed as the COFR entity or entered as the vessel operator on the CBP Form 1300 unless they fully understand the implications.
Second, managers should engage with owners and charterers to clarify roles and responsibilities under the USTR framework. Where necessary, contractual language should be updated to reflect the parties’ intentions and to allocate liability appropriately.
Third, managers should monitor developments closely. The USTR measures are still in their infancy, and further guidance may emerge.
Finally, managers should resist pressure to act as a shield for owners seeking to avoid USTR scrutiny. l
ITOPF – the go-to body for marine pollution incidents
ITOPF Ltd. is an international organisation that provides objective technical advice and expertise on-site for ship-source spills of oil, chemicals, and other cargoes in the marine environment. ITOPF (originally International Tanker Owners Pollution Federation Limited) is maintained on a not-for-profit basis by the world’s shipowners, who pay dues through their Protection and Indemnity (P&I) insurers.
Shipowners are enrolled in ITOPF either as Members, for tankers, barges, LPG/ LNG carriers, FSPOs, FSUs or combination carriers, or as Associates, for container ships, cruise ships, passenger ferries, bulk and livestock carriers and any other non-tank vessels.
While responding to spills of oil has been at the core of ITOPF’s work since it began in 1968, its experience extends to many other pollutant types, such as Hazardous Noxious Substances (HNS), coal, and more recently, plastic pellets and alternative fuels as shipping sails towards decarbonisation.
ITOPF’s spill response services are provided 24 hours-a-day, 365 days-a-year, worldwide to its Members, Associates, and their P&I Insurers. This service, as well as its other core services, are available at the requests of governments and intergovernmental organisations such as the IMO and the International Oil Pollution Compensation Funds (IOPC Funds). Its full suite of services are spill response, claims analysis and damage assessment, contingency planning and
advisory work, training and education and information services.
The advice it provides covers clean-up measures, the effects of pollutants on the environment and economic activities such as fisheries, and claims and compensation arising from direct and indirect pollution damage. Its services also extend to providing advice on physical damage to coral reefs and other marine ecosystems as a result of vessel groundings, and environmental impacts associated with shipwrecks.
While on-site, the role of ITOPF’s Team can vary greatly between incidents and can include providing insight on the potential fate and effects of the pollutant, undertaking surveys, monitoring the clean-up, and helping to source response equipment. This includes advising on the technical merits of response actions taken and mitigating against potential damage caused by clean-up actions.
Beyond its response capabilities, ITOPF also delivers tailored training courses and seminars in which it shares its extensive expertise first-hand to those likely to be involved with a
ship-source pollution incident. Sessions incorporate a number of interactive methods and tools including, comprehensive pollution-scenario exercises, virtual and augmented reality, and gamified learning to suit a wide variety of learning styles.
ITOPF follows new developments related to fuels, cargoes, response techniques, maritime legislation, and environmental monitoring. It works with partners worldwide to share knowledge and exchange experiences, ensuring its readiness to respond to emerging issues and changing practises.
An extensive collection of Technical Information Papers (TIPs), a series of informative films, and other resources covering the key principles of responding to marine pollution are available for free on ITOPF’s website. This collection of material collates ITOPF’s experience and expertise gained across nearly 60 years of responding to and advising on shipsource marine pollution events.
To notify ITOPF in the event of a marine pollution incident, call +44 (0)20 7566 6998 for its expert advice. l
ITOPF on site at Plastic Pellet Spill
ITOPF Technical Advisers on site at spill
ITOPF providing clean-up advice on site at spill
InterManager Outlook Sorting out fact from fiction
By Capt. Kuba Szymanski, Secretary General of InterManager
Integrity is very important when it comes to being a ship manager. There are many lives and careers at stake; we also have the reputation of our industry to promote and encourage.
There is a lot of talk around whether the maritime industry is embracing greener fuels fast enough, if there is enough diversity amongst crew, bullying at sea and attracting new talent – these are all very important subjects.
However, in our era of 24-hour news there is too much ‘noise’ out there; people talking for the sake of talking.
There are good opinions out there from intelligent people in the maritime industry. But on the flip side there is a lot of misinformation and incorrect numbers out there too – some of which can be damaging to us as we promote the maritime industry as a sector for people to come into.
I encourage people to be vigilant when looking at statistics; ensure you take figures from credible sources and not believe numbers with no attribution.
We cannot be seen to be fighting with each other. We need to be presenting a united front and not be putting out numbers that cannot be verified.
One area of concern for me is the myth within our shipping industry over the number of ships under third party management. Ship owners are obviously free to choose how they wish to manage their fleets; but what cannot happen is false information being issued over what the numbers actually are.
Third-party ship managers are appointed by owners as agents to carry out ship management
services as defined in the ship management contract. This usually includes technical management and may also include crew management, and more and more frequently other services.
The big advantage of going down this route is that it spreads the risk in all aspects of the operation of a vessel or a fleet. Employing the expertise that a third-party operator brings means the owner does not have to source these crucial people from scratch.
Why do it from scratch when someone else can do it for you?
The issue I have is the misinformation that is currently being put out into the media.
This is a problem as it confuses those who make these critical decisions on behalf of their fleets and crews – they must make decisions based on accurate data.
At InterManager it is our job to look after our members – to boost their confidence and show them how good we are, that our sector is not just growing but thriving, and that we are a strong and safe choice for those operating sophisticated fleets.
Today’s percentage of ships with DOC (Document of Compliance) being held by third-party ship managers is touching on 35% of the global fleet, and interestingly enough it is higher in more sophisticated fleets such as gas carriers. We check Equasis annual statistic reports which provide well researched analysis.
There is no need for anyone to use dubious figures to make a point – the maritime industry keeps growing and there is plenty of business for everyone.
So let’s get out there and do it! l
First Person Paul Dean
HFW Partner & Global Head of Shipping
‘The only certainty is uncertainty’
Paul Dean heads up the shipping practice at HFW (Holman Fenwick Willan), a global sectorfocused law firm known for its deep industry expertise with its shipping practice having advised clients in the sector for more than 140 years and today comprising of over 220 lawyers, providing a full legal service for clients across the industry.
It’s a unique moment for shipping and maritime, HFW’s Paul Dean explained during a recent LISW (London International Shipping Week) 25 Interview podcast, of which the following is an edited transcript.
I’m not sure I can think of a time in the last 37 years where there was so much that was going on all at the same time with a number of different threads affecting the industry. I just can’t think of a parallel, even when you go back to, for example, 1991 and the Gulf War. But now it’s completely different with a lot more happening as far as geopolitics is concerned. It really is a remarkable time.
Our clients like some certainty, but there is no certainty out there at the moment. I think the only certainty is uncertainty.
The interesting thing, though, is that shipping demonstrates its agility minute by minute and just carries on getting on with the job, albeit having to deal with these issues in the background. Shipping is an extraordinary industry, which isn’t surprising, frankly, given it’s been around for thousands
of years and has this unparalleled ability to adjust to the circumstances that it’s in.
But I mentioned 1991 and we looked back to 1991 recently when we were worried on our clients’ behalf in relation to what could happen if the Straits of Hormuz were closed. And it was interesting as I remembered that [1991] was in the early days of me being a solicitor at HFW, that we wrote a booklet back in 1991 in terms of the legal issues. And we went back to that as part of our planning so that we could help our clients in anticipation of what may happen most recently. So it is one of those circumstances where history informs the present and the future.
Coming on to geopolitics, I think there are five or six things which are at the forefront of our mind at the moment, and I think where I would begin is the continuing war in Ukraine. That has a ripple effect but I think the big starting point there has been the emergence of the dark fleet, which brings with it a number of implications.
And I think the other element to that is the ever-changing sanctions landscape, which is truly global, and our clients expect us to react and advise them as soon as there has been a change or anticipation of change.
Another thing is the threats from state actors, particularly in relation to subsea infrastructure, where we’re seeing alleged dragging of anchors and that sort of thing, which has implications for shipping and the wider infrastructure, whether it’s cables or whatever it may be. And then, more recently, we’ve got the question of whether they’re legally defined as war, and that can have an effect on charter parties, for example.
But there’s also the war between Israel and Palestine, and then you’ve got Israel and Lebanon, and then, of course, you’ve got the Red Sea, the Houthis’ attacks on ships, the re-routing of vessels around the Cape and the threat of the closure of the Strait of Hormuz. And all of this leads to clients calling us, saying; ‘What do we do? What are we allowed to do? What are the consequences? Who bears the additional costs?’
So, for example, in relation to the difference in cost of going through the Red Sea to go around the Cape, who ultimately pays? Because it’s significant in terms of the cost, but also, as important, the extra time that’s involved. So we’re asked to consider that.
And then also there is the cyber threat and spoofing for example, as well as other security threats such as these alleged limpet mine explosions that seems to be a ripple effect from the war in Ukraine. So there are questions in relation to war risks and again, who’s paying for these things?
If we step away from these, let’s say, ‘war-like’ operations, you can look at the President in the White House and the use of tariffs, where things change daily or half daily, it’s very
much, as I mentioned earlier, what I would call ‘shifting sands of uncertainty’. One minute, we’re asked to advise on one implication, and then it’s changed.
And we’ve got the USTR restrictions and fees in relation to Chinese tonnage and other [China-linked] tonnage, car carriers, etc. And then there’s the future - what’s going to happen with, say, Taiwan?
And I think what I do know is that shipping will react to it and trade will continue. There was a marvellous video that I saw that emanated I believe from the Greek Shipowners’ Association which talked about what would happen if shipping stopped and it was apocalyptic, it was extraordinary.”
At this point Paul Dean is asked about cargo owners’ and
HFW head office building in London
ship operators’ losses caused by actions such re-routing round the Cape and who might be held responsible, to which he replies:
They would have to sue whoever is the cause of their loss of revenue. The cause of the loss of revenue, you would think, would have to be the Houthis. Yes, legally you’ve got a claim and your target would be the Houthis. But frankly, good luck with that!
As regards sanctions, that is a very, very emotive and unclear area, really, because you’ve got three or four elements of sanctions - US, UK, EU. If you’re a supplier and need to obtain payment for supplies to a sanctioned ship, there’s a process to go through and licences to be obtained. We’re fortunate. We’ve got an excellent sanctions team, who I would describe as those who find solutions so that things can work, rather than the alternative, which is, no, you can’t do that.
The ‘dark fleet’ also creates an interesting scenario, because then you’ve got a two-tier market. You’ve got the tankers trading outside of G7 and the IG (International Group of P&I Clubs) and getting on with it, moving oil for India and China or whatever they might want to do - Russian oil. And then you’ve got the sort of G7 element. So they’ve got an element of percentage or an amount of tonnage, an amount of trade on both sides.
But, of course, the ships that have been sanctioned are sanctioned, it’s the ships that are sanctioned rather than anything else. They can’t then go back into the good camp, so to speak, because they’ve been sanctioned.
So if you get incidents, such as collisions, with a big-dollars vessel, you’ve got serious challenges in relation to the ordinary course of events in which claims would be resolved between colliding vessels. That is not going to happen.
But you’ve also got situations where if there has been pollution, for example, how is a party who’s suffered as a result of that act, where are they going to claim from? Do they have access to insurance, or to the blameworthy vessel in relation to recovering their losses? The consequences are very serious.
How will this play out? I think when we have situations like this, the markets adjust and they get used to it. They get back to normal.
Looking ahead, I remain confident that something will happen [to end the Russia-Ukraine conflict]. There are two routes to it. One is a resolution of the actual conflict and the other is some sort of solution through shipping itself, because I firmly believe shipping is very good at resolving its own issues as it has done for centuries. I think that was demonstrated with things like COVID. When the industry needs to collaborate it just gets on with it.
“My step-grandfather was a Greek ship owner and he used to talk to me about shipping lifecycles and all those sorts of things. But I think it’s just reinforcing the point that we talk
about so often which is that shipping is incredibly resilient and solution driven. And it has to be because when you consider that 90 % of world trade is carried on a ship. And I think that during COVID and when we had the Ever Given stuck in Suez, suddenly people realised how important shipping is to their everyday lives. I think before that shipping had been the biggest invisible industry but now people have a much better awareness of how something like that affects their daily lives.
And the world has become more connected on a global scale and of course shipping is truly global by its very nature. When I look back and began my career 37 years ago HFW had two other offices, one in Hong Kong and one in Paris, and we now have over 20 offices. And I think what that demonstrates to me how the world of shipping is changing.
But I still believe that London remains at the heart of an increasingly connected hub. I mean, you could use Singapore or Dubai as there are so many different hubs for shipping around the world but I think that they are all connected. From a legal perspective, we still see more contracts, charter parties, whatever it may be providing for English law and jurisdiction whether it’s High Court or LMAA (London Maritime Arbitrators Association) or whatever it may be for the resolution of any issues that may arise.
And I think there’s a talent pool all over the world with specialisms in shipping law but for London I think I would say there is a trust in predictability, and you’ve got talent from the lawyers and it’s great to be able to work on matters whether it’s advisory or transactional or litigation with people who know what they’re doing. And that helps our clients resolve any issues that they may have. But you’ve also you’ve got the barristers, the judges, you’ve got the [P&I] clubs, the insurers… they’re all here. And I can look out the window and I can see Lloyd’s and I can see all these wonderful institutions which have their roots in shipping.
So has London changed its position over the years? I don’t think so, it’s still just as important. But the world has changed, and shipping has changed with it. l
Cityscape view from London office
How I Work
SMI talks to industry leaders and asks the question How do you keep up with the rigours of the shipping industry?
Roel
Van de Water CEO of Navitec
Roel Van de Water hails from Belgium and heads up Antwerp-based Navitec, which specialises in all afloat ship repairs in the ARA (Antwerp Rotterdam Amsterdam) area, also including Dunkirk, Ghent, Zeebrugge and Flushing.
Founded in 1978, the company today has a 4000m² workshop in the heart of the Port of Antwerp where it employs over 45 experienced full-time employees active in welding, pipe fitting, mechanics, electrics, hydraulics, rigging and more. It regularly performs
crane and mooring winch overhauls, structural steel works, AC services and the likes, and aside from its focus on emergency repairs, is also a certified LSA service station and has a climatised GRP repair workshop.
“We have a strong focus on flexibility and strive for the highest quality, class-approved repairs,” says the CEO. “We support seagoing vessels with all technical challenges that can be tackled with the vessel in the water.”
Roel’s brother Capt. Joris Van de Water first took over the company in 2010, with the H2O Group coming
on board four years later. Capt. Van de Water and senior colleagues then performed a Management Buyout of H2O, with Navitec today 100% owned by the group holding. The company still operates very independently in ship and industrial repair but is supported on a group level in administration, accounting, HR, IT and marketing, allowing it to concentrate on its inherent strengths.
Roel himself started his career with commercial roles in retail, telecom and publishing services, picking up his first operational management responsibilities in graphic IT services. But when Navitec was looking for strong representation 10 years ago, and he himself was looking for a fresh challenge, he decided to take the plunge and mix professional and family life, going in to work alongside his brother.
“Shipping was new to me then” he recalls, “although I did pick up a thing here and there at family dinners and the likes. I started travelling to all the main shipping hubs for Navitec, such as Hamburg, Athens, Hong Kong, Singapore, Copenhagen…, and supported by my new and experienced colleagues I quickly built a network and got more familiar with the business.”
When his brother was forced to take a step back from the business for health reasons some five years ago, Roel became more involved in overseeing the Navitec business, taking over as CEO at end-2023.
Today, Roel says he “absolutely loves” his job and the shipping industry in general.
“No two days are the same, every day throws its own new challenges and
the international nature of the business provides many different perspectives. As a generalist, managing people, technical challenges, business processes and many different stakeholders and cultures appeals to my broad range of interests. And more than in any industry I have ever been active in, people in the maritime industry have a strong focus on finding a solution, rather than being fixated on the problem, which is a really refreshing perspective.”
The Navitec CEO is an early riser and despite a commute that can take up to 1 hour 45 minutes always strives to arrive in the office before the official 8.00 start time, sharing a first coffee with workers in the general mess, many of whom will already have been at work since 6am.
“Once everyone’s on their way to the different vessels or in the workshop, I head up to my office,” he continues. “The first half hour usually gets consumed by listening to the issues we’ve faced the day and/or night before. Being active in more than five different ports, on numerous vessels from various owners under all of the regular classification societies, there’s always something new to discover.
Unfortunately after that, a big part of the day gets absorbed by my inbox.”
However, Roel reflects that most of his time is spent supporting Navitec’s six Ship Repair Managers, “providing second opinions, giving tips on how to communicate or negotiate a difficult situation” Then there’s still a fair bit of travel and liaising with local administration, port authorities, trade organisations, entrepreneur networks…
“The two most time-, attention- and effort-consuming parts of my job are people management and stakeholder management,” he concludes. “For a people person like myself, that’s not a bad spot to be in.”
With regard to the main challenges of the shiprepair business
itself, the Navitec CEO pinpoints the scale and rate of change within the shipping business. “Even in the 10 years that I’ve been in shipping, I’ve seen a shift from breakbulk to containers and tankers in our surrounding ports. This naturally has an effect on the type of ships calling these ports, the damages they suffer and limitations to what can be done. You can’t just light up a torch on a chemical tanker!
“Environmental awareness and energy costs drive new propulsion technologies and inspire us to continually reinvent ourselves and keep learning,” he continues. “More than ever do we rely on capable staff that are both knowledgeable, capable and conscientious but also creative and communicative. We invest heavily in our staff, both in recruitment as in their development. At the same time, available time frames become shorter while worklife balance gains importance.
“Apart from the daily new challenges, I see managing, retaining and training of quality staff as an important long-term challenge. Employees, colleagues with a solution-oriented attitude, with a drive and passion for improvement are the future of our business.”
Outside his professional life, Roel is a sports enthusiast… and originally a Physical Education instructor by
training, he confides, although he has since added a Ship Superintendent qualification “I’m an avid skier and internationally certified ski instructor. I love riding both my mountain bike as my road bike, rock climbing and generally any outdoor sports. If I have a bit more time, I love adventurous off-roading trips on my motorbike across Europe. With my professional life developing itself at sea, a lot of my vacation time is spent in the mountains to which I’ve been drawn from a young age.”
Work is never too far away, though. The Navitec CEO says he tries to remain available to colleagues and customers even during his holidays and will often visit professional contacts while travelling personally. For example, when travelling to meet friends in Canada last June, “I couldn’t pass up on the opportunity to visit an esteemed client’s office in the Toronto suburbs,” recalls the ever-active Roel Van de Water. l
Roel skiing
On two wheels…
… and at sea
Dispatches
‘Silver medal’ position reflects London’s foundation strength
By Felicity Landon
Anyone who needs convincing of London’s strengths as an international maritime centre need look no further than the 2025 Xinhua-Baltic international Shipping Centre Development Index. For the sixth year in the row, London is in second place, after Singapore, in the index. This silver medal position, says the accompanying report, reflects London’s status as the world’s leading shipping centre for maritime professional and financial services.
“Despite facing strong competition, London’s foundational strength and unique historical advantages mean it is home to some of the biggest and most renowned names in professional shipping services,” says the report. This includes being home to the International Maritime Organization: “Governments, officials and shipping players from around the world fly into London on a regular basis to ensure they are able to contribute to the ongoing work of the IMO, particularly for issues related to decarbonisation.”
But the maritime success of London and the wider UK is about far more than other people visiting the IMO. The presence of Lloyd’s of London, the International Group of P&I Clubs and many of the Clubs themselves confirm the city’s frontline position in maritime insurance, while the classification society Lloyd’s Register (and the International Association of Classification Societies) “underpins confidence in the city’s ability to handle advanced and eco-friendly vessels including dual-fuel and zero-emissions ships”.
The index report also considers London as a pre-eminent centre for maritime law, finance, brokers and charterers, to name a few sectors, and notes: “Beyond these world-famous institutions, the
Jos Standerwick
UK government remains a major champion for its maritime sector. Launched in 2019, the UK’s Maritime 2050 framework has bolstered London’s standing as a leader when it comes to maritime services, promoting and investing in innovative technologies, and pioneering methods to boost the sustainability credibility of the entire shipping landscape.”
It concludes that it is its “embedded and historical ties to the shipping industry that will ensure London has a place in global maritime institutions”.
Shipowners’ interests are represented by the London-based International Chamber of Shipping. And, as the industry steps up its focus on seafarer welfare, London is playing its part as the headquarters of the International Transport Workers Federation (ITF) as well as organisations such as ISWAN (the International Seafarers’ Welfare & Assistance Network), the Mission to Seafarers and Stella Maris.
But … are embedded and historical ties really enough? Yes, tradition is important, as are the institutions that have been created as a consequence of the London market’s heritage, according to Jos Standerwick, Chief Executive of Maritime London – “but nothing can be taken for granted and we can’t rest on our laurels as a consequence of where we have come from. We must also focus on where we are going,” he says.
“What we have witnessed over the past seven years is enhanced complexity in global shipping. That is now driving a move towards transparency and greater governance in the shipping industry both in terms of these services provided to the market and the ownership structures that exist in the industry,” says Standerwick. “The market is looking for stability and certainty as a consequence of the macro uncertainty we are facing. And against that backdrop, I think London and the UK are uniquely well placed to maintain our position for professional services and also to look to grow our presence in ship owning and the asset management side of the market.”
He emphasises that while there has been a swing of global shipping eastwards, changing the dynamics of the industry, London has been incredibly successful at capitalising on new markets and opportunities.
“Currently at least 80% of the income from professional services provided by the London market is from exports,” he says. “We have a huge exposure internationally and the
globalisation of shipping has been incredibly good for this sector, but we must be alive to what that may mean in the long term and what we need as an industry to continue to thrive. What London needs as a market to continue to thrive is stability and certainty regarding the norms and conventions that have existed and allowed globalisation to thrive.”
Harry Theochari, Ambassador for Maritime UK and senior consultant at Norton Rose Fulbright, says: “This is a hugely pivotal time for our maritime industry, not just in the UK but globally – and the actions that we take over the next half-decade or so, and it is that short term, will determine where we end up. The huge advantage we have in the UK, and in London in particular, is that we have the City of London and the best maritime services and best maritime business professionals in the world.”
As well as the expertise at the IMO and Baltic Exchange, and in maritime law (along with the independent, transparent English legal system), insurance, finance, broking, chartering, classification and others, he says, “we mustn’t underestimate the fantastic capability of our educational establishments – we have some of the best universities for technical and economic research and they are tremendously valuable. All of this forms the bedrock we build from.”
During a 40-year career, he says he has witnessed the loss of the UK’s industrial base – notably shipbuilding. He recalls as a young lawyer regularly travelling to Scotland or the northeast of England for ship deliveries. “Over my career I have watched first the Japanese take hold of that industry, then South Korea, and now China. But the good news is that the government realises this and our current maritime minister, Mike Kane, is very committed to helping re-establish that industrial base.”
The UK is not going to be able to compete with South Korea, Japan or China to build merchants ships – it doesn’t have the facilities and labour costs are too expensive, says Theochari. “But what we can build is the best technical ships in the world. Look at the research vessel the RRS Sir David Attenborough, for example. We can use the drive to decarbonise and the advent of new and disruptive technologies to bring the UK back into the game. If we can really take hold of decarbonisation, electrically driven vessels, AI and autonomous shipping, we will have a huge role to play. We will be able to provide the software and technical excellence these ships will need.”
Harry Theochari
He points to the success of Artemis Technologies, the Belfast company specialising in zero-emission electric vessels: “I am very confident that we can succeed there and take a lead in electrically driven vessels. Also, could we be at the forefront of nuclear-powered vessels? Rolls Royce has a new very compact reactor which could be installed on vessels. If we can convince the world and the IMO that nuclear is a safe form of power train, these reactors will last for years, give zero emissions and can be transferred from one ship to another.”
THOUGHT LEADERSHIP
Jos Standerwick says that against the backdrop of uncertainty, from the Red Sea attacks to sanctions, tariffs, emissions regulations, decarbonisation and future fuels, the industry needs knowledge, experience and capacity when it comes to services provided to the global market.
“We should be clear that the institutions that provide the yoke of the London market are still incredibly important. When you think of the regulatory burden that the industry is expected to handle, this is truly unprecedented and moving at an unprecedented rate. That is where the market needs professional services.”
As to the uncertainty created by Trump’s unpredictable tariff proclamations, Standerwick warns: “We have been able to decipher that Trump goes in hard with a view to negotiate but of course that doesn’t mean you shouldn’t be preparing for the worst eventuality. What we can’t afford to do as a market is to become dismissive of what the US is suggesting. We have to prepare for the worst, hope for the best and at the same
time keep up the narrative about the importance of inter-reliant economies which are tied together through an incredibly efficient global shipping industry.”
Theochari reflects on the importance of free trade: “I have never believed in tariffs. We really don’t want any barriers to trade. Free trade brings the world together.”
He worries whether the UK will make the most of the opportunities ahead. “The UK has a window of opportunity not only to be not only the world leader in maritime business professional services but also to become a world leader in new, disruptive technologies. There is no reason why we can’t build high-quality expensive vessels. If we miss this window of opportunity – and it will be a small window – if we get left behind with new technologies and with the decarbonisation endeavour, what’s left for the UK?
“The UK has the technical brilliance, knowledge and scientific expertise to do all of this and we mustn’t take our eye off the ball.”
But his biggest concern is how the global industry is going to finance shipping’s decarbonisation and, therefore, how the UK will play its part. Research by the University Maritime Advisory Services suggested that between US$1.4trn and $1.9trn will be needed to get shipping to net zero by 2050; but new money coming into the shipping and maritime markets is currently at about one-third of the level of 2007, he warns, so “we are nowhere near the amounts of money we need. If governments don’t step in and support this endeavour, we are never going to get there.” l
Women in Maritime Survey 2024 offers update on gender diversity Recruitment
The second IMO–WISTA report on gender diversity in shipping reveals that women continue to face significant discrimination in the maritime workplace despite progress in certain areas.
As part of a broader cooperation between the International Maritime Organization and the Women’s International Shipping & Trading Association (WISTA), the IMO–WISTA Women in Maritime Survey 2024 presents data on the proportion of women working in the sector from member states and the private sector. It offers new insights following an inaugural survey, conducted in 2021.
In this second round of research, 88 IMO member states and 608 private organisations participated – up from 45 member states and 503 private organisations in 2021. As a result, the 2024 report based its analysis on a larger number of women working in shipping’s public and private sectors: 176,820 compared to 151,979 in 2021.
“Improved participation not only provides a more accurate overview regarding the share of the maritime workforce accounted for by women; it also indicates enhanced awareness of – and greater commitment to addressing – persistent issues surrounding gender diversity and inclusion,” said Elpi Petraki, President, WISTA International. “However, recognition is only the first step towards solving these issues, and closer inspection of the findings in the Women in Maritime Survey 2024 reveals the true extent of the challenge ahead.”
The latest results are not directly comparable to the 2021 survey due to a variation in respondents, but they suggest that the female share of the workforce is smaller than was previously understood. In what should serve as a fresh wake-up call for the industry, women accounted for just 16% of the workforce in surveyed members states in 2024 – where 2021 findings indicated the share as 26%. In the private sector, the shortfall was even more significant: 16% in 2024 against 29% in 2021.
Gender inequality in the seafaring cohort is particularly evident: of the 211,750 mariners employed by
respondents to the 2024 survey, just 2,223 – a little over one per cent – are female.
If statistics alone do not fully illustrate the persistent barriers women face in pursuing a career at sea, open-ended survey questions offered sometimes startling context with a representative of one company explicitly stating: “We do not hire women in offshore support vessels.”
Such discriminatory hiring practices require fundamental change in culture and policy, which in turn calls for more female leaders in shipping. Indeed, the 2024 survey reveals that organisations with female board members were more likely to have gender-equality
initiatives in place. Reports compiled by UN Women highlight a correlation between a company’s share of female leaders and its investment in human capital and environmental stewardship – both of which are critical to shipping’s long-term sustainability and growth.
The 2024 IMO–WISTA report paints a mixed picture regarding female leadership. Among the board members of the surveyed organisations, 34% are women – 6% up on 2021. However, while results varied widely by sub-sector, the overall representation of women in C-suite roles was lower by a quarter, from 761 in 2021 to 571 in 2024.
Considerably higher female representation was also logged in some roles: advertising, marketing, and public relations (from 29% in 2021 to 63% in 2024); port operations and services (21% to 53%); and ship broking and chartering (18% to 47%).
Other sub-sectors, however, captured lower female representation than the previous survey – in particular, bunkering (down from 33% in 2021 to 9% in 2024), IT hardware/ software and/or electronic equipment (20% to 0%), and marine engineering/ ship repair/shipyards (35% to 14%).
“Our latest findings indicate that while some progress has been made, there remains significant room for improvement when it comes to women’s representation in maritime leadership roles,” said Petraki. “Research shows the importance of female leadership not only in establishing policies to improve gender diversity but also in protecting shipping’s long-term viability. We must therefore redouble our efforts to elevate women to positions of influence within maritime.”
According to the 2024 survey, attracting more women into shipping – and encouraging them to stay – will rely on enhanced
recruitment and retention initiatives alongside mentorship and leadership development programmes.
“We need to ensure that everyone has the opportunities they deserve, and such programmes will help to break down some of the barriers that currently exist. However, attracting and retaining women in the industry is not about replacing men or hiring people only because they are women. It’s about ensuring women with the right skills, experience and qualifications actually consider a career in the maritime industry and are aware of the opportunities available,” explains Petraki.
With more female leaders, organisations are better placed to strengthen their policy implementation to help guarantee a safe and supportive working environment for women, the report
states. To track the effectiveness of gender diversity policies and promote transparency, the survey recommends that companies collect and share gender-disaggregated data about their workforce, including their female representation.
“The second IMO–WISTA survey provides a stark reminder – if any were needed – that we still have a long way to go in our mission to improve gender equality in shipping,” continued Petraki. “On a more positive note, recognition of the challenge is growing, and we now have a clearer idea of where we need to focus our efforts. The sooner we correct stubborn gender imbalances, the sooner we can make real change towards a fairer and more sustainable maritime industry.” l
Elpi Petraki
Crew Welfare solution is improving life Elcome‘s WELCOME wi-fi
at sea for seafarers
When the Maritime Labour Convention’s latest amendments came into force in December 2024, requiring “regular and reliable” internet access for seafarers, many in the industry saw an opportunity to improve life at sea for seafarers. For HR and crewing departments under pressure to attract and retain skilled personnel, digital connectivity is fast becoming a frontline strategy. And Elcome’s WELCOME Wi-Fi is emerging as a critical enabler.
According to various seafarer happiness indices, crew sentiment continues to decline, with poor internet access among the top concerns across all ranks. Crews cite inconsistent connectivity, restrictive policies, and limited privacy when using onboard internet systems. In an industry still grappling with the aftermath of Covid-19, where extended contracts and crew change delays took a psychological toll, the ability to stay in touch with friends and family at home is widely considered a basic human right.
WELCOME Wi-Fi responds directly to this need. Designed to decouple crew internet access from ship systems, it allows individual seafarers to purchase affordable, high-speed data plans directly from their devices. By removing technical barriers and decoupling from ship infrastructure, WELCOME gives seafarers full control over their digital experience, enabling private, uninterrupted access to communication, entertainment,
and emotional well-being tools. This independence matters. For many crews, internet rationing and bandwidth sharing still feel punitive. WELCOME eliminates that friction.
But the real shift is strategic. Increasingly, crew welfare is not just a moral imperative it’s a core element of operational resilience.
“Based on conversations we are having with ship management companies we’ve noticed a few customers moving beyond compliance and seeing crew welfare not as a checkbox, but a vital strategic investment in the people who keep global trade moving,” says Jimmy Grewal, Elcome’s Managing Director.
“The vessels that invest in qualityof-life measures win. Reliable, personal internet has become a differentiator, particularly among younger crews who expect the same digital norms at sea as on land,” he says.
WELCOME makes this possible without adding strain to onboard teams. The installation is plug-and-play. The system runs on a separate channel
from the ship’s main communications setup, meaning no interference with navigation, reporting, or IT security protocols. Crews don’t need to request access or wait for officers to distribute data vouchers. Instead, they join a secure Wi-Fi network, log into the portal, and select the plan that suits them — often for less than the cost of a cup of coffee ashore. Any unused data carries over between WELCOMEequipped vessels, making it ideal for crew moving across a fleet.
This simplicity has serious commercial and operational benefits for all stakeholders. HR and IT managers are often forced into uneasy trade-offs between cost, security, and crew expectations. WELCOME sidesteps that dilemma. Because it isolates personal traffic, it actually enhances cybersecurity while reducing administrative load. No bandwidth quotas to manage. No logs to monitor. No conflicts over access.
Cost efficiency is also built into the model. Elcome provides its hardware
kit – which includes Starlink terminals, network switches, and high-performance access points – free of charge to qualifying vessels. There are no licensing fees, no recurring installation costs, and no disruption to operations.
For shipowners, that means there is no installation, set up or operational costs. From an investment perspective, it’s one of the few line items that improves compliance, retention, crew morale and operational performance simultaneously without any underlying fiscal requirement. It removes the traditional cost and administrative barriers to digital inclusion for seafarers.
“That operational edge is easy to overlook but critical,” says Grewal. “By keeping seafarer internet off the ship’s systems, operators gain full bandwidth for route optimisation, predictive maintenance, video inspections, and real-time reporting. As more ship systems become cloud-reliant, the ability to protect communications channels from overload is no longer optional. WELCOME acts as a pressure valve – improving life for the crew while protecting the business from digital bottlenecks.”
Usage statistics tell a compelling story. Onboard engagement is high, with crews consuming gigabytes of data per day, engaging with family, culture, entertainment and self-care. In
one deployment case, nearly half the vessel’s crew activated accounts within the first 48 hours of installation. It’s a clear signal: when digital autonomy is offered, it’s embraced.
John Hood, a United States of America seafarer serving aboard a 70m OSV, says: “Before WELCOME, I couldn’t always stay in touch with my family. It was very often that FaceTime audio would cut out or not connect. I no longer have this issue, as I’m able to call home before and after work every day. It has really been a blessing”.
Filippino seafarer John Alarcon aboard a 200m long woodchip carrier is another to benefit. “I have sailed with ships that has internet before but usually we only have few data allowance [sic]. I can now purchase my own data allowance whenever I need to without the hassle. WELCOME helps me stay connected with my family, which is a big thing for us seafarers.”
Another Seafarer from the Philippines, Ryan C. Jimenez, says WELCOME makes a nine-month stint onboard much easier. He is less homesick and there are “no more lonely nights”.
Asneed Ameer, Elcome’s Senior Manager of Connectivity, furthers: “For HR teams, WELCOME offers measurability. Adoption rates, usage patterns, and feedback can all be tracked to build a data-driven view of crew engagement and, ultimately, contentment. This helps identify welfare gaps, adjust communication strategies, and even inform crewing policy.”
But the implications extend beyond crew happiness. Regulators and charterers are looking more closely at the welfare standards onboard vessels. Auditable, fair, and independent internet provision is increasingly seen as part of ESG and social licence reporting. In that sense, installing WELCOME goes way beyond compliance: it demonstrates a duty of care.
It is telling that WELCOME, developed specifically for maritime
industry use, has already found traction not just in cargo fleets, but in offshore and cruise sectors where user density and digital expectations are higher. With support for thousands of concurrent devices and global coverage, including in the territorial waters of over 120 countries, the low latency, high-speed and secure system is positioned to serve the full spectrum of maritime operations. l
Insurance and P&I
When crisis strikes: Management lessons behind the ‘MSC Flaminia’ casualty
When a devastating explosion tore through cargo hold 4 of the 6,732
TEU ‘MSC Flaminia’ in the middle of the Atlantic on 14th July 2012, it marked the beginning of a tragedy that would claim three lives and leave a lasting scar on all those involved.
For the global shipping audience, it became one of the most complex and drawn-out legal battles in recent maritime history. But for the ship manager, NSB Niederelbe Schiffahrtsgesellschaft, the incident would also become a defining test of management practice, procedural rigour, and the value of insurer partnerships in times of deep crisis.
Now, over a decade later, while legal proceedings still linger — including a current appeal before the UK Supreme Court over liability for firefighting and
clean-up costs — the Flaminia case remains an important reference point for ship managers navigating the realities of major casualties.
Early response, immediate impact
Shortly after 08:00 hours on 14th July, a violent explosion erupted after white smoke had been seen escaping from a cargo hold hours earlier. At the time, the vessel was crossing the Atlantic, having departed from ports in the Gulf of Mexico and bound for Europe. Three crew members lost their lives, and two more sustained serious injuries.
Investigations later traced the explosion to a group of three 20-foot ISO tanks containing Di-Vinyl Benzene (DVB), a hazardous monomer used in the plastics industry. The tanks, shipped by Stolt Tank Containers, had released
flammable decomposition gases under pressure, igniting the blast.
For NSB, the ship manager, the priority became twofold: supporting its people and mounting a coordinated, methodical response across multiple jurisdictions, cargo stakeholders, and insurance interests.
The management challenge
Sanne Hauschildt, who now leads NSB Claim Solutions, was at the time responsible for overseeing the manager’s insurance and claims response. She vividly recalls the emotional and operational toll of the event.
“After 16 months of working almost non-stop, I had to take a five-month break. The stress was immense,” she says. “This was a casualty that not only involved loss of life, but an extremely complex chain of events, contracts, and
jurisdictions. Looking back, the Flaminia case simply went on too long — and the loss of life was something that should never have happened.”
Sanne highlights how the complexity of the situation tested even the most prepared teams.
“We were dealing with stakeholders from every angle: the shipowner, charterer, cargo interests, chemical manufacturers, other insurers, even a family relocating from Charleston to Switzerland whose belongings were on board. Everyone had an interest. Everyone had an insurer. And all of us had to follow our own protocols — while trying to find a path forward.”
Adding to the challenge was the need to secure technical expertise on the cargo involved, often without access to the original manufacturer. “The people we’d normally consult were off-limits due to liability concerns,” she explains. “So we had to build our understanding through external experts from scratch.”
Role of the insurer: more than a policy
From the earliest hours of the crisis, NSB was in constant contact with its long-term insurer, The Swedish Club. That relationship would prove critical not only in guiding the claims process, but in providing the strategic and financial support needed to stabilise the situation.
“There’s a long-standing relationship between NSB and The Swedish Club,” says Sanne. “In casualty situations, insurers can sometimes be adversaries. But this was different. The Swedish Club stood by us from day one — not just technically, but financially and operationally.”
At the centre of that support was Benny Johansson, Senior Claims Handler at The Swedish Club. “The first practical step was to get the vessel to a port — Wilhelmshaven — and begin repairs,” Benny explains. “But we quickly realised the hull insurers wouldn’t cover all the costs. The P&I side had to step in to support the owner, or the ship would have been stuck indefinitely.”
The financial strain was immense. “We were facing inflated claims from all sides,” Benny says. “Some authorities demanded tens of millions in clean-up costs. In one instance, the French authorities claimed over €10 million; we negotiated it down to €450,000. The British initially asked for £1 million — we paid £200,000. The port charges alone were reduced by over €5 million after arbitration.”
Benny reflects: “When major casualties occur, a lot of people see an opportunity. You have to remain calm, methodical, and prepared to push back.”
Proving competence
One of the most pivotal aspects of the eventual legal outcome
was the manager’s ability to demonstrate that the vessel was properly maintained, the crew was well trained, and all necessary certifications were in place. That level of documentation was essential.
“We had to show the court that the vessel and the crew met every standard. That the company procedures were robust. When you’re dealing with a competent manager, that’s easier to prove,” Benny says.
Legal support was equally critical. “We had excellent lawyers in Germany (Ahlers & Vogel), France and the UK (HFW), and the US (MMWR and Phelps),” Benny adds. “Their knowledge and coordination gave us a real edge.”
Lessons for ship managers
For ship managers reading this today, the Flaminia case offers a sobering reminder of what can go wrong — and a roadmap for what must go right.
“This case reminds us that documentation, transparency, strong insurer relationships and a unified internal response are not optional — they are essential,” says Sanne.
The incident also exposed how little has changed when it comes to crew protection in cases involving hazardous materials. “Even today, we still don’t have adequate safeguards to prevent loss of life in such incidents,” Sanne warns. l
Emerging legal and insurance risks of Middle East conflict
The outbreak of open hostilities between Israel and Iran in recent months served to intensify tensions in the Middle East and focus attention on the widening insurance and legal risks facing maritime operators and their supply chains in the region. Global law firm Reed Smith notes that concerns range from war-risk reclassifications and cyber exclusions to sanctions exposure and trade finance tightening.
Peter Hardy, Insurance Recovery partner at Reed Smith, comments: “Any credible threat to shipping through the Strait of Hormuz creates immediate global trade disruption, with rerouting costs and oil price spikes cascading through supply chains and hitting consumers worldwide.”
“Sanctions regimes are tightening, and the real risk for multinationals lies in secondary sanctions, which can force abrupt contract terminations and trigger costly disputes unless agreements are properly drafted. Sanctions lists evolve rapidly, an entity considered compliant today may become restricted tomorrow, forcing abrupt termination of longstanding supply relationships and exposing parties to breach of contract claims unless force majeure or sanctions compliance clauses are robustly drafted. Contractual frameworks demand careful attention. Parties should review and, where possible, renegotiate supply agreements to ensure that sanctions related issues are expressly recognised as force
majeure triggers or as separate termination rights.
“Fluctuations in energy prices can affect foreign exchange markets, and render existing hedging strategies ineffective, adding a further layer of financial instability for globally exposed businesses.
“There is a continued risk of cyber activity targeting infrastructure. An unanticipated cyber disruption at a single warehousing hub could paralyse regional distribution networks and produce ripple effects that persist even after systems are restored.
“Companies should be taking a hard look at their entire insurance portfolio. That means working closely with brokers to identify potential coverage gaps and exploring alternative risk-transfer strategies where traditional insurance may fall short. Businesses that take a proactive approach — reviewing and adjusting contracts, strengthening due diligence, diversifying supply routes, and updating insurance requirements — will be better equipped to manage the uncertainty this conflict is bringing
into the global commercial landscape.
“Embedding geopolitical risk into resilience planning is no longer optional. It’s a critical step in protecting operations, assets, and long-term value.”
Laura-May Scott, partner at Reed Smith, added: “Insurance implications extend far beyond marine war-risk premiums — they now touch nearly every part of the supply chain’s risk transfer strategy.
“Marine insurers may reclassify the Strait of Hormuz and adjacent waters as a high-risk zone, leading to sharp spikes in premiums, higher deductibles, or even refusal to underwrite shipments passing through the region.
“Cargo insurers could also invoke conflict zone exclusions, limiting payouts for losses tied to hostilities, terrorism, or government action. Companies will need to explore specialized war-risk extensions or political violence cover, and carefully examine policy wordings to ensure exposures like confiscation, expropriation, or forced abandonment are fully addressed.”
“Credit insurers may respond by tightening terms for buyers with any links to Iran or neighbouring jurisdictions, restricting access to trade finance at precisely the time companies need liquidity to absorb cost volatility.”
“Cyber coverage must be reassessed in light of emerging threat scenarios. Particular attention should be paid to exclusions related to statesponsored cyberattacks, which could leave significant gaps in protection.”
“Across the board, insurers may demand enhanced reporting, deeper due diligence on counterparties, and strict compliance with evolving sanctions regimes as conditions of coverage.”
“Should a claim arise, companies may face tougher documentation requirements, and disputes over whether a loss stems from a covered peril or an excluded act of war or terrorism could delay — or reduce — insurance recoveries.” l
Embedding geopolitical risk into resilience planning is no longer optional. It’s a critical step in protecting operations, assets, and long-term value
Peter Hardy
Laura-May Scott
Geopolitical volatility
has become ‘new normal’
for marine insurance, warns The Swedish Club
The shipping industry must accept that geopolitical instability is now a permanent part of the operating environment, according to Thomas Nordberg, Managing Director of The Swedish Club.
With global tensions affecting shipping routes, contract structures and investment markets, the role of marine insurers is shifting. The Swedish Club is responding by strengthening its advisory capabilities and focusing on practical support for members.
“Sanctions, tariffs and military flashpoints are no longer rare events. They affect the movement of ships, the enforceability of contracts and even what insurers are legally permitted to support,” said Mr Nordberg. “Our priority is to understand what is happening and to help our members make informed decisions in complex and fastchanging situations.”
The Club notes that sanctions can directly restrict an insurer’s ability to provide cover, while tariffs and political disruptions force owners to reroute or renegotiate. Although these changes often do not trigger large increases in liabilities, they do create operational pressure, particularly in relation to cargo exposure and delivery delays.
To manage these developments, The Swedish Club has enhanced its risk advising and monitoring capacity and has the appropriate cover in place to support its members. Its Chief Risk Officer works closely with underwriters and
legal teams to assess geopolitical scenarios and provide real-time advice to members. This includes support on contractual issues, such as how rerouting or delayed cargoes may impact existing charter party terms.
Mr Nordberg explained: “Our role is not just to provide insurance but to help members navigate risk. That means close dialogue and timely advice. When routes change or new obligations arise, we are there to assess the implications and help members protect their position.”
Collaboration is also key. While competitive sensitivities can limit information-sharing between P&I Clubs, Mr Nordberg believes the industry should take a more unified approach to risk. He said: “When it comes to data sharing or insight, there is always room for more collaboration in the industry. Geopolitical disruption affects us all, and it makes sense to address it as a shared challenge.”
Cyber risk is one of the most notable emerging threats. As geopolitical conflict increasingly includes digital warfare, The Swedish Club has developed one of the market’s leading cyber insurance products to meet member demand.
Finally, Mr Nordberg emphasised the link between geopolitics and investment performance: “Geopolitical events often trigger immediate reactions in global markets. That makes it essential for insurers to remain alert, well-informed and ready to adapt their strategies as conditions evolve.” l
Thomas Nordberg, Managing Director of The Swedish Club
Navigational risks at sea: The growing threat of GNSS jamming and spoofing
By Jobin Mathew, Loss Prevention Officer, Britannia P&I Club
Modern ships rely heavily on Global Navigation Satellite System (GNSS) services, such as the Global Positioning System (GPS), to ensure safe navigation. GNSS Positioning, Navigation and Timing (PNT) data inputs are also integrated with other navigational and communication systems on board.
Incidents of jamming and spoofing are on the rise, particularly in areas of geopolitical tension. These activities can disrupt all equipment that relies on GPS PNT data. Incorrect position data can lead to ships running aground, especially where terrestrial navigation tools cannot be used due to distance from land. Recently reported GPS signal disruptions have occurred in regions such as the eastern Mediterranean, the Black Sea, the Red Sea, the coastal waters of China, the Baltic Sea, and the Persian Gulf.
DEFINITIONS
Jamming is the intentional Radio Frequency Interference (RFI) with GNSS signals. It occurs when interference disrupts the signals at GNSS frequencies, preventing the GNSS receiver from detecting and processing the authentic signal. This happens because the strength of the jamming device exceeds that of the weaker GNSS signals received.
Spoofing involves transmitting a fake GNSS signal to deceive receivers, causing them to compute incorrect PNT data. This should not be confused with Automatic Identification System (AIS) spoofing, where altered or fabricated
AIS data is transmitted to deceive AIS tracking systems regarding a ship’s identity, position, and other information.
HOW TO DETECT GNSS JAMMING OR SPOOFING
• A position loss alarm on the GPS receiver or other navigation and communication systems that depend on PNT data;
• Unexpected deviations in the vessel’s track displayed on the Electronic Chart Display and Information System (ECDIS) when compared to RADAR;
• Sudden jumps in the vessel’s position or unexpected increases in speed on ECDIS, even when the GPS receiver’s horizontal dilution of precision (HDOP) is below 2;
• Inconsistencies between RADAR overlay and the ECDIS when the vessel is near land;
• Discrepancies in the plotted ship’s position when cross-referencing GNSS data with RADAR or visual verification at regular intervals;
• Differences between the echosounder depth and the expected depth according to contour lines when passing a depth contour.
SAFETY IMPLICATIONS OF GNSS DISRUPTIONS
In open sea navigation, where GNSS positioning is the only available method, ships will need to rely on dead reckoning (DR) positions or celestial navigation techniques
Jobin Mathew
A sudden GNSS loss will trigger alarms on all navigational and communication systems relying on GNSS PNT data, which can be distracting for the bridge team, especially in high traffic areas or confined waters.
AIS positions of other vessels may become inaccurate, and your own ship’s AIS position could mislead nearby vessels.
If crew members are not properly trained to handle such situations, the safety of the ship’s navigation could be seriously compromised.
ACTIONS TO TAKE
Once GNSS outage or disruption is detected, crew should:
• Change the ECDIS position (both primary and secondary) and speed input to DR position and log speed.
• Identify RADAR-conspicuous objects in the passage plan.
• Begin manually plotting the vessel’s
position using visual or RADAR means if near land.
• Use tools such as RADAR parallel indexing and RADAR overlay on ECDIS to monitor the vessel’s position near land.
• Confirm that the RADAR speed input is log speed, if not already set.
Other ships in the vicinity may also be affected by GNSS disruption, so crew should also:
- Navigate cautiously and rely less on AIS information from other vessels;
- Turn off AIS overlay on ECDIS if anomalies are observed in the AIS information of target vessels;
- Advise the master of the situation - an extra deck officer may be required on the bridge for assistance;
- Give wide room to any encountered traffic;
- Consider arriving during daylight hours when approaching a port or
area known for GPS disruptions;
- Report any marine GPS signal disruptions to NAVCEN at https:// www.navcen.uscg.gov/report-aproblem. Alternatively, any GPS disruption can be reported to NATO at https://shipping.nato.int/nsc/ page10303037
CONCLUSION
Britannia P&I Club recommends that shipowners and operators develop a response plan for GNSS disruption as part of their safety management system. Crew responsible for safe navigation should be trained to recognise GNSS disruptions and identify the systems and equipment affected on board. GNSS failure drills should be conducted to familiarise the crew with the steps requires, including changing equipment settings during such disruptions. Ship owners should consider adopting both software and hardware measures to counter jamming and spoofing threats. l
Maritime fuel insurance solutions
By Gus Majed, CEO & Founder of Paratus
Volatility in maritime fuel pricing is no longer the exception, it’s the rule. Global oil markets are already dealing with refinery rationalisations, inventory logistical bottlenecks, and product specification changes. Add in persistent geopolitical conflict, protectionist trade policies, cyber threats and shifting regulation, and it’s clear the maritime sector is operating in a new risk reality. Owners and operators are no longer asking if volatility will impact them, but how they can prepare for it.
Recent events have only sharpened this focus. Geopolitical conflicts and trade disruptions have increased energy prices and destabilised supply chains. This has resulted in greater uncertainty, increased volatility and the need for more impactful risk management solutions.
At Paratus, we are witnessing first-hand the impact of this volatility on maritime insurance, particularly maritime fuel prices. Our product is designed to protect the maritime industry from the financial consequences of adverse energy prices. By protecting revenues, stabilising cashflow and enhancing net asset value, fuel insurance is emerging as a critical part of the insurance toolkit for maritime businesses. Budgeted cost certainty is priceless.
Maritime fuel represents one of the largest operational costs for shipping companies, accounting for up to 60% of expenses, meaning that even small fluctuations in fuel prices can severely impact firms. This is where innovative solutions are proving integral - maritime fuel insurance not only provides protection but can also be an important financial tool. Whilst traditional hedging instruments can mitigate some risks, they are still subject to market fluctuations, high capital costs, and thus are only a short-term approach. Paratus’ policies approach maritime fuel insurance with a long-term view, mitigating the risks from fuel price increases and declines.
The chart pictured tells a familiar but urgent story for
shipping executives: fuel price volatility is no longer episodic, it’s systemic. Since Q2, we’ve observed widening spreads and sharper price swings across key marine fuels, particularly in 0.5% VLSFO and HSFO grades. These movements directly impact voyage economics, TCE returns, and budgeting accuracy. The short-term spike in jet and diesel benchmarks, driven by geopolitical flare-ups and tightening refinery margins, quickly rippled into the bunker market, underlining how exposed the sector is to macro energy shocks.
For shipowners and charterers, these fluctuations are not just inconvenient, they pose a material threat to earnings stability and competitiveness. The dislocation between fuel costs and freight rates is growing, particularly in sectors where owners cannot pass costs through via BAFs or index-linked contracts. In this environment, maritime fuel insurance isn’t just a hedge—it’s a capital management tool. It delivers forward visibility, protects cashflow, and supports more confident commercial decision-making.
Amid ongoing volatility, there is also continued attention on the transition to greener solutions, particularly through the adoption of alternative fuels such as hydrogen, ammonia, and battery-powered systems. Paratus is focused on helping the shipping industry navigate this shift by offering innovative products that address the risks of adopting new technologies. By reducing financial uncertainty, these policies free up capital that can be reinvested into sustainable fuels and renewable power generation, enabling more resilient and sustainable growth.
The effectiveness of maritime fuel insurance solutions ultimately relies on accurate data and a deep market understanding of the dynamics at play. At Paratus, our team of energy market experts utilise advanced data to design flexible policies that help to mitigate and protect against risks.
In this new era of shipping, it’s not just about weathering volatility but thriving through it. Treating volatility as a strategic variable which can be analysed, insured, managed, and optimised, is fast becoming the mark of resilient operators. Only those who embrace this proactive approach will shape a more stable, sustainable future. l
Ship finance sector rides the storm Ship Finance
Last year, the global banking industry recorded a modest 2% growth in ship finance. While this figure might seem insignificant, it is still notable given the major headwinds faced throughout the year, including competition from alternative finance sources and upcoming regulatory pressures, according to a new report compiled by Petrofin Research guru, Ted Petropoulos.
Shipping demand firmed, evidenced by a 5.9% increase in tonne/miles. However, vessels’ scrap values fell by 20% year-on-year, signalling weaker returns for older ships.
Fleet growth varied across the different shipping sectors: tankers grew by 0.9%, bulkers by 3%, and containers by a robust 10%, according to Clarkson Research.
Cash flow across all shipping sectors remained sufficient to service loans, bolstered by a surge in vessel orders driven by environmental, social, and governance (ESG) priorities. This ESG focus not only increased demand for new ships but also spurred ship finance activity, Petrofin explained.
The banking industry faced stiff competition from alternative financing, particularly Chinese leasing, which offered more flexible terms. In addition, in anticipation of the Basel IV regulations, which came
into effect on 1 January, 2025, stricter capital requirements, which heightened banks awareness of lending limitations, were introduced.
By Ian Cochran
Despite these pressures, banks competed aggressively to retain clients, often accepting lower margins to secure new business. High US dollar interest rates, combined with shipowners’ strong liquidity, led to a wave of early loan repayments. Banks responded by offering sustainabilitylinked loans tied to KPIs, aligned with the Poseidon Principles.
Geopolitical tensions’ direct impact on ship finance was minimal, although they contributed to trade disruptions, says Petrofin.
However, last year’s lending conditions grew challenging, it notes, as vessel earnings on the whole were not high to support vessel prices and subsequent investments.
Shipowners mitigated this by accepting lower loan-to-value (LTV)
ratios, leveraging their liquidity to cover the gap amid high interest rates.
The capital market underperformed last year in terms of shipping IPOs and follow-ons, but owners’ support came in a doubling of shipping bonds from $7.4 bill in 2023 to $14.5 bill in 2024.
A two-tier ship finance system also became evident, as traditional banks offered low LTV loans for most transactions, except for ESG-related dual-fuel and LNG newbuildings. In contrast, Chinese, Japanese, and South Korean sale-and-leaseback (SLB) providers offered higher LTVsoften 70-75%, or more.
This also applied to specialist fund providers. Combining shipping and finance expertise in selecting the
appropriate transactions to grow their portfolios, these funds are able to offer tailor-made terms attracting many shipowners seeking higher leverage.
Another trend seen was an increase in many regional national banks’ ship finance activity. These banks started to lend more aggressively to local owners, the report said.
The Middle East ship finance market expanded rapidly, while Japanese lenders, backed by domestic banks, grew their SLB offerings to both local and international clients, capitalising on regional expertise.
2025 PROSPECTS AND BEYOND
Earlier this year, driven by US policy changes under President Trump’s administration, protectionist tariffs were imposed and quotas introduced targeting China, the European Union, Canada, among others.
Proposed US penalties on Chinese vessels calling at US ports, alongside measures to curb Chinese shipbuilding dominance, added further complexity, although there is a sixmonth grace period.
The US tactic of announcing aggressive measures only to later scale them back has delayed trade agreements, amplifying uncertainty.
So, where does this leave the global banking industry? Despite these disruptions, it has taken the turmoil in its stride. Bank loan budgets have held firm, margins have not risen, and competition persists, Petrofin said.
Banks are largely waiting for the dust to settle, while shipowners service loans reliably, supported by robust liquidity, with defaults remaining rare.
Bank loan flows continue unabated, although secondhand vessel sales slowed, due to high vessel values relative to cash flow. On a positive note, increased newbuilding deliveries for dry cargo and tankers spurred additional bank lending.
One welcome change for banks has been the concern by many owners with existing Chinese leases or imminent newbuilding deliveries with having such leasing finance will be shown as a ‘Chinese owner’.
This concern has manifested itself in some US quoted public companies, while others converted funding from Chinese leasing to conventional bank loans.
Petrofin has received reports that both major Western banks and their clients have been achieving lower cost refinancings by replacing previous leasing and bank loan transactions, as loan margins have fallen and they are also able to obtain longer maturities.
The Chinese leasing model is rigid and Chinese banks and leasing houses are not geared to replace leasing with bilateral mortgage lending. Furthermore, China’s financial authorities have a ban on bank loans to non-Chinese owners. Some loans bypass these restrictions via Hong Kong.
These unresolved tariff disputes and potential US penalties on Chinese vessels cloud the long-term outlook for Chinese leasing and international trade’s impact on vessel values and cash flows.
No doubt, a US interest rate reduction would assist the shipping and banking industry. For the time being, vessel values are softening, but this is pointing to an adjustment.
The overwhelming majority of owners (public and private) are looking to add to their fleets, as soon as the outlook is clearer and vessel values are deemed to offer value for money.
Shipbuilding orders have also shifted. As of June, 2025, China held a 67% and South Korea an 18% share of the total orderbook (Table A).
Thus far, regarding new orders placed in 2025, China stands at 52.6% - a sharp drop from 72% in the previous 6 months - while the South Korea’s share has climbed to 32% (Table B). This diversification may reflect the current geopolitical tensions prompting buyers to look beyond China, Petrofin said. l
Table B
Table A
Poseidon AssociationPrinciples charts way ahead
In mid-May, the Poseidon Principles Association brought together its 36 signatories at Société Générale’s London offices to reflect on the Association’s achievements over the past year and to chart a clear course forward.
The meeting delivered a comprehensive review of the annual workplan, secured approval for the 2025 budget, and endorsed targeted refinements to the greenhouse-gas accounting methodology – most notably to better capture emissions from cruise vessels, with an additional voluntary trajectory for next reporting cycle.
On the agenda was also the creation of three new governance pillars: an Associate Membership distinct from signatory, a formal peer review system and an advisory council, aimed at strengthening transparency, stakeholder engagement and its long-term direction.
“Watching our initiative grow into a solid framework adopted by 36 key institutions truly makes me proud.” said Michael Parker, Chair of the Poseidon Principles Association. “With this year’s meeting centred on updating our methodology and strengthening governance, we’re continuing to build on the Poseidon Principles’ role in supporting maritime decarbonisation. I’m looking forward to collaborating closely with our members as we take the next steps together.”
Michael Parker is also Chairman of Global Shipping, Logistics & Offshore at Citi, as well as being a member of the Board of Advisors for this year’s London International Shipping Week (LISW25), where he will moderate the Headline Conference taking place at the IMO Plenary Hall on Wednesday 17 September. Paul Taylor, Poseidon Principles Vice Chair and Global Head of Maritime Industries, Société Générale, commented: “Each year, I’m impressed by how the Poseidon Principles evolve and guide our industry. It’s a privilege to contribute to this journey, and
together we’ll advance meaningful progress toward maritime decarbonisation.”
The Poseidon Principles are a global framework for assessing and disclosing the climate alignment of financial institutions’ shipping portfolios. They establish a common, global baseline to quantitatively assess and disclose whether financial institutions’ lending portfolios are in line with adopted climate goals.
The Principles are applicable to relevant lenders, lessors, and financial guarantors, including export credit agencies (ECA). Signatories must apply them to all business activities: that are credit products secured by vessel mortgages or finance leases secured by title over vessel or unmortgaged ECA loans tied to a vessel; and where a vessel or vessels fall under the purview of the IMO - e.g. vessels 5,000 gross tonnage and above which have an established Poseidon Principles trajectory whereby the carbon intensity can be measured with IMO Data Collection System (DCS) data).
Currently, financial institutions that are signatories to the Poseidon Principles represent a bank loan portfolio to global shipping of over 80% of the global ship finance portfolio. Signatories commit to implementing the Poseidon Principles in their internal policies, procedures, and standards and to work in partnership with their clients and partners on an ongoing basis to implement the Poseidon Principles.
The Principles are intended to evolve over time to include other issues where the collective influence of financial institutions can help improve the contribution the industry. Additionally, some signatories may choose to go beyond the global baselines established by the Poseidon Principles which offers significant benefits to the signatories, to the global maritime industry, and to society as a whole. The Sea Cargo Charter, which reports emissions relating to chartering activities, and the Poseidon Principles for Marine Insurance are both spin-off developments likewise designed to promote responsible environmental behaviour in support of international shipping’s decarbonisation. l
Michael Parker
Growing capital crisis requires new approach to ship financing
By Ahmad Abou-Merhi, Executive Director of Pelagic Partners
The maritime industry is currently experiencing a significant period of volatility as a result of sustained geopolitical unrest, shifting trade dynamics, and ongoing pressure from regulators and wider stakeholders to decarbonise. However, in the face of these challenges, shipping once again is proving its resilience as it continues to benefit from a sustained period of growth, with Clarksons’ newbuilding price index reflecting a 45% increase in new build orders since the start of 2021.
On the face of it, this growth can be viewed as a positive indication of the industry’s strength. But it must also be considered within the context of a rapidly ageing global fleet, that will see approximately 15,000 vessels reach the end of their economic life within the next 10 years. On top of this, the average age of the vessels within the global commercial fleet in 17.4 years, the highest it has been in at least 40 years.
This reality presents the industry with a new challenge. In order to support the development of new and more sophisticated vessels that the industry requires, shipowners must contend with the significant capital challenge that the market faces when it comes to finance and investment.
The maritime industry is inherently a capital-intensive sector and requires significant investment to support its fleet development, infrastructure, as well as technological and clean energy uptake and integration. Indeed, it is projected that €39 billion per year in investment is required to support the sector’s decarbonisation targets. Put simply, the maritime industry is facing a capital crisis.
The investment landscape within the maritime industry has evolved since the early 2000s. Following the global financial crash in 2008, traditional banks have been exercising more caution by not wishing to engage with high leverage, high risk investment that is required to support the rapid growth of a shipowner’s fleet.
Furthermore, the introduction of the Basel IV framework, which is due to be fully integrated by 2028, is likely to lead to a further retreat by traditional banking institutions away from the shipping industry.
This shift has led to a rise in the influence of more agile lending structures that are better equipped to support such a dynamic, yet volatile, investment market. By utilising deep understanding and familiarity with the industry, alternative lenders are attuned to shifting industry dynamics, which makes them more willing to underwrite capital. With access to competitive funding from both the equity and debt markets, shipowners are receiving alternative capital which would historically have been provided by a traditional banking institution.
A prime example of this dynamic approach is Pelagic Partners’ dedicated credit venture, the MareVia Credit Fund. Launched in Q4 2024, MareVia represents an expansion of Pelagic Partners’ capability as a shipowner and investment fund manager, whilst addressing the increasing capital needs of the industry. The launch of the MareVia Credit Fund further establishes Pelagic Partners’ position as a diversified specialist within maritime investment, that utilises a deep understanding of the fast-changing dynamics of the shipping markets, with a network that provides greater access to deal flows and investment opportunities.
With shipping’s investment landscape becoming increasingly more diverse, the need for investors, owners, and operators to engage with organisations that hold an implicit understanding and depth of expertise within the market, is vital.
The evolution of this collaborative approach to ship financing enhances the confidence of the institutional capital behind the alternative financing. Which cements the role of alternative lenders within the industry as a mechanism to provide the bridging capital required to support the growth and development of the maritime sector. l
This year’s Maritime Cyprus conference, titled ‘Unlocking the Future ...of Shipping’, will take place in Limassol from 6-8 October. It will address some of the main challenges facing shipping today, with headline sessions on ‘Navigating Disruption: Steering the Shipping Industry Through Global Turbulences’ and ‘Navigating Changes: Shipowners’ Insights on Industry Evolution’.
During the 36th AGM of the Cyprus Shipping Chamber (CSC) at end May, outgoing President Themis Papadopoulus, CEO of Interorient Navigation, pointed out some of those main challenges facing the shipping industry, which he identified as “the ambitious decarbonisation agenda by the IMO and European Union, geopolitical developments, and complex operational issues”. He stressed the need for coordinated actions and closer cooperation to ensure the developmental course of Cyprus Shipping in an ever-changing international environment.
Andreas Neophytou, Joint Managing Director of Marlow
Navigation, takes over as President of the CSC for the 2025-2027 term, with Alexandros Josephides having stepped up to CSC Director General replacing long-term incumbent Thomas A. Kazakos, who has transferred to London to head up the secretariat of the International Chamber of Shipping (ICS), of which the CSC is a member.
The President of the Republic of Cyprus, Mr Nikos Christodoulides , attended the CSC AGM, as well as the ICS Board meeting that marked Kazakos’ inauguration.
“Undoubtedly, international shipping faces complex challenges,” the Cyprus President said. “By nature, the sector is vulnerable to the volatile geopolitical climate.
“And yet, challenges breed opportunity,” he continued. “I firmly believe that the global challenges confronting the shipping industry demand unified and coordinated international solutions, engaging all stakeholders across both the private and public sectors.”
President Christodoulides also reiterated the Government’s firm commitment to supporting Cyprus’
maritime industry, through policies that drive sustainable growth of the shipping sector. Over the past year, the Cyprus Ship Registry “has grown notably more than 18%,” he observed. “This is the highest point since the establishment of the Deputy Ministry of Shipping in March 2018, and the highest point of the last 25 years. At the same time, the number of companies registered in the Cyprus Tonnage Tax System has also increased during the same period by 15%.”
“Cyprus is gearing in full speed to assume the Presidency of the Council of the EU in the first semester of 2026,” he continued. “Shipping will be amongst our priorities. The competitiveness of the maritime industry is expected to be a core issue, while we will be hosting here, in Lemesos (Limassol), an informal Ministerial meeting for maritime affairs.”
New CYSh1P portal
Another good example of the Cyprus Government’s proactive support for national shipping is the launch of the Cyprus Shipping 1-stop-shop Portal (CYSh1P) — a centralised digital platform designed to streamline and digitalize all SDM maritime services – announced this July.
CYSh1P provides stakeholders — including shipowners, lawyers, ship managers, seafarers and classification societies — with easy access to a wide range of services such as ship registration and Registry business; transactions related to technical (safety and security) and environmental matters for Cyprus-flagged vessels; seafarer training and certification; Tonnage Tax System (TTS) services; and small and high-speed vessel services.
The portal’s services will be rolled out gradually from September 2025 onwards. User registration and applications for enrolment are already open.
CSC changes leadership
Meanwhile, new CSC President Andreas Neophytou previously served as Vice-President of the Chamber. His presidency “comes at a pivotal time”, announced a statement from the CSC, adding that key priorities for his two-year term of office included ‘advancing green shipping initiatives, strengthening crew welfare, attracting new talent both at sea and ashore, and investing in maritime workforce development.
“To maintain Cyprus’s competitive edge, continued forward-thinking leadership focused on innovation, resilience, and enhanced public-private and international collaboration will be essential,” the CSC concluded.
On the following pages SMI presents the results of a special survey where leading figures within the CSC were asked to identify the three main challenges they saw as facing the shipping company, as well as how their company, and Cyprus shipping in general, were addressing these. l
• An important national delegation led by the Deputy Minister of Shipping, Ms Marina Hadjimanolis, will be attending the upcoming London International Shipping Week (LISW25), hosting an invitation-only ‘Cyprus Event’ cocktail reception at the High Commission of the Republic of Cyprus on Wednesday 17 September. Details of the event, or of the new CYSh1P portal, can be obtained from the Shipping Deputy Ministry at maritimeadmindms.gov.cy
President Nikos Christodoulides (left) arrives at 36th CSC AGM
CSC Director General Alexandros Josephides opens AGM
Shipping’s major threats and how to deal with them
Leading figures in the Cyprus Shipping Chamber identify the industry’s main challenge - including decarbonisation, regulatory requirements, technological advances, the skills gap and ongoing geopolitical tensions & threats – and the resulting opportunities which may arise from overcoming them.
The Chamber’s President and Joint Managing Director of Marlow Navigation Co Ltd, Andreas Neophytou, kicked off this expert commentary by saying:
“The industry is navigating one of the most challenging periods in recent history, with multiple factors creating uncertainty. The decisions we face are increasingly complex, and consequences highly significant. But it is uniting behind a common goal to achieve a carbon-neutral future. Critical decisions, from vessel design to fuel choice must be made.”
Neophytou went on to list the main threats as he sees them, and the CSC’s position on the issues that surround them. “The transition to low and zero carbon fuels, together with evolving IMO and EU regulations, presents both technological and financial challenges. Shipowners face uncertainty over which fuel pathways or Zero Near Zero (ZNZ) technologies to invest in, while the cost of compliance is significant. In the immediate future companies trading to Europe must address regional challenges such as the EU ETS and the FuelEU regulations.
Shipping being a global industry must be regulated only through the IMO.
“The Chamber stays closely informed and participates actively at EU and at IMO level and support to its ship operator members throughout this transition. Ship management, legal and engineering expertise enables early adoption of innovative solutions, participation in pilot projects and access to green financing for fleet upgrades. To meet the net-zero greenhouse gas emissions by 2050, the Chamber emphasises the need for close collaboration and shared responsibility among all stakeholders in its supply chain.
“Geopolitical instability, sanctions and trade disruptions pose significant challenges by creating uncertain, volatile environments impacting the movement of goods and routes, add financial uncertainty and liability, drive up insurance costs, threaten safety and create unpredictable operational risks.
Andreas Neophytou
“The Chamber’s active participation in regulatory frameworks, close monitoring of updates and sharing of information, assists its members to mitigate these challenges.
“Our industry is already experiencing a shortage of qualified seafarers and specialised shore-based professionals to support seafarers on board. Ship design, size and technologies are developing rapidly, so expertise in alternative fuels, advanced machinery and AI together with increasing regulatory compliance are urgent challenges. For example, being faced with a multi-fuel future including green fuels such as methanol and ammonia. Each of these come with unique sets of risks, dangers, and complexities.
The need for our current seafarers to be ‘upskilled’ and ‘reskilled’ already poses a tremendous challenge. Chamber members are already very proactive, prioritising maritime education, upskilling, reskilling and enhancing in-house training programmes and partnerships with international academies and training institutes. Members remain focused and committed to professional development initiatives enhancing technical skills helping to retain top talent on-board ship and ashore. Capitalising on Cyprus’ maritime eco-system, members can overcome these challenges and position themselves as industry leaders in the next phase of maritime global expansion.”
Despina Panayiotou Theodosiou, CSC Vice President and Co-CEO at Tototheo Global, mirrored some of those thoughts, adding her own company’s perspective from its expertise in advanced technology.
“Shipping is in the middle of one of the biggest transitions it has ever faced,” she began. “Technology is moving fast; regulations are evolving and the drive to decarbonise is reshaping how ships are built and operated. Life at sea is changing — so are the skills needed to work safely and effectively.
“Yes, there’s a shortage of qualified officers, but the bigger challenge is the skills gap. Today’s seafarers must combine the seamanship they’ve always known with new capabilities in digital systems, automation and alternative fuel handling. For someone who has spent decades at sea, that can be daunting. We must ensure training is practical, accessible, and supports seafarers as they adapt.
“Digitalisation has also expanded exposure to cyber threats. Attacks on navigation, cargo and business systems can disrupt operations and supply chains. Secure infrastructure is vital, but so is a crew that knows what to look for and how to react.
“Decarbonisation adds further complexity. With fuel pathways still uncertain, compliance with legal frameworks requires precise monitoring, reporting and data-driven decisions.
“Cyprus, a leading maritime hub, can champion coordinated training initiatives, technology adoption and knowledgesharing. Companies like Tototheo Global contribute by enabling connectivity, data integration and cyber-secure operations, helping the industry close the skills gap, strengthen resilience, and progress towards a just, sustainable transition.”
Andreas Hadjipetrou, Columbia Group CCO, provided the following commentary:
“Columbia Group sees shipping’s challenges as chances to innovate and grow. The industry faces geopolitical instability, cyber threats, crew shortages, and the green transition. However, we respond with a proactive strategy. We have transformed our crewing department into Maritime HR to deliver training, career growth, and welfare. We invest in cyber-resilience and awareness, lead in sustainability through alternative fuels, energy-saving technologies; and EU-funded projects. Vessels are protected with real-time risk monitoring, best routing and specialist security in high-risk zones.
“Supported by Cyprus’s strategic location, industry collaboration, and active participation in global maritime bodies, this integrated approach keeps our fleet safe, efficient, and competitive while delivering sustainable long-term value.”
Further analysis and views came from CSC Board member Dieter Rohdenburg, CEO of InterMaritime Group – which was formed recently by the merger of his company Intership Navigation with Interorient Shipmanagement. The new Group, also including Intership’s sister company Donnelly Tanker Management, manages some 170 vessels, including LPG carriers, bulkers, containerships and multipurpose vessels.
“Geopolitical tensions have had a direct and disruptive impact on maritime trade,” states Rohdenburg. “These tensions result in rerouted voyages, increased bunker costs, delayed schedules and significantly higher insurance premiums. The ability to respond swiftly and flexibly is critical.
“InterMaritime’s approach includes continuous route risk assessment through real-time data analytics and satellite intelligence, allowing us to adapt voyage planning. We work closely with charterers, insurers and security consultants to mitigate risk exposure and optimise rerouting decisions. Our crew is regularly briefed and trained for operations in high-risk zones and vessels are equipped with enhanced security protocols.
“Being based in Cyprus provides us with an operational advantage. We benefit from EU support structures, strategic geographic positioning and a regulatory environment enabling agility. Our team remains in constant communication with port authorities, naval bodies and classification societies, ensuring our managed fleet operates safely and efficiently amid heightened regional risks.
“Environmental regulations, particularly the introduction of CII and EEXI as well as the move towards the IMO goal of ‘net zero’ places intense pressure to decarbonise and modernise. Complying with global
and regional standards – including the EU Emissions Trading System (ETS) and FuelEU - poses financial and operational challenges.
“As InterMaritime we play a central role in ensuring our clients’ vessels remain compliant without compromising commercial performance. Our teams implement detailed vessel performance monitoring, using data analytics to track fuel consumption, emissions, and speed optimisation. Weather routing software and trim optimization systems are fully integrated, yielding tangible fuel and emissions savings. We actively support owners in evaluating and retrofitting energy-saving devices and alternative fuels solutions.
“As managers of UBC Cork, we have been instrumental in initiating one of the world’s first onboard carbon capture projects. In partnership with Seabound, Hartmann and Heidelberg Materials, a carbon capture unit will soon be installed onboard to trap up to 95% of CO₂ emissions, converting quicklime into limestone for use in cement production. The project reflects our commitment to innovation and the strategic strengths of Cyprus as a maritime hub. With its supportive regulatory environment, access to EU research initiatives and EU funding and growing focus on green shipping, Cyprus’ ecosystem enables ship managers like InterMaritime to lead the way in scalable decarbonisation efforts aligning with global climate goals.
“The rapid digitalisation of ship operations - from electronic navigation and engine diagnostics to remote monitoring and cloud-based maintenance planninghas revolutionized efficiency but introduced serious cybersecurity risks. Cyber-attacks have surged, with threats ranging from ransomware to GPS spoofing, which can compromise both safety and cargo integrity.
“As a ship management company, we prioritise cyber risk mitigation on shipboard and shore-side operations. We have implemented cybersecurity policies regularly updated in line with industry best practices. All vessels are equipped with secure firewall-protected networks, and we enforce strict access control protocols and crew training on cyber hygiene.
“We invest in digital resilience. Our condition-based monitoring and planned maintenance systems are designed with strict segmentation from navigation-critical infrastructure; significantly limiting the cyber-attack surface. As we upgrade our software platforms, enhanced data security and system integrity remain top priorities. IT and technical teams work in tandem to conduct penetration testing and vulnerability assessments to ensure systems are robust.
“Operating out of Cyprus, we benefit from the island’s growing maritime technology ecosystem and regulatory support, allowing us to stay aligned with emerging cybersecurity and digitalisation standards.”
To conclude this round-up of views from Cyprus and by way of a summary, we turn to a past President of the CSC and Managing Director and Founder of Mastermind Shipmanagement, Capt. Eugen Adami
“Shipping today faces a triple storm of disruption: regulatory overreach, geopolitical instability, and technological fragmentation,” believes Adami.
“Firstly, the speed and intensity of decarbonisation policies risk outpacing technological and infrastructural readiness. Without sufficient low-emission fuel availability or affordable retrofitting options, shipowners face mounting costs and operational uncertainty. All environmental measures must be just, affordable, and effective in reducing absolute emissions—not just shifting burdens or greenwashing.
“Secondly, maritime trade routes are increasingly disrupted by geopolitical tensions—be it the Red Sea, South China Sea, or port bottlenecks triggered by sanctions and conflicts. This unpredictability strains supply chains and insurance markets, impacting global trade flow.
“Lastly, fragmented digitalisation poses operational and cyber risks. While digital tools promise efficiency, the lack of harmonised systems and standards introduces complexity, especially for small to mid-size operators.
“Yet Cyprus shipping is well positioned to weather these. Cyprus’s strong maritime cluster, progressive flag administration and EU access, can combine regulatory insight with operational agility.” l
The Cape option: Safety and the cost to ensure
By Alexandros Vourgos, Aphentrica Marine Insurance Brokers
Geopolitical violence has turned core sea lanes into contested spaces. In the Red Sea alone, two Greek-operated bulkers, the ‘Magic Seas’ and the ‘Eternity C’, were sunk in July 2025, weeks after a year of sporadic attacks that had already sent ‘Tutor’ (June 2024) and ‘Rubymar’ (March 2024) to the bottom; others, such as the True Confidence have become Constructive Total Losses as a result of the attacks coupled with fatalities and serious injuries of seafarers.
Each loss has rippled through schedules, insurance programs, and commodity flows. War-risk premiums for listed areas, even though stably elevated over the last two years, have since been yoyo-ing, with some underwriters refusing extra war coverage unpredictably for specific transits. For owners, that is not a theoretical headache; it is voyage economics turned upside down. The cost of detours is now becoming a strategic decision: with the Red Sea remaining a live threat corridor, many owners are routing around the Cape of Good Hope. The safety that this provides nonetheless adds about 15 days on Asia Europe strings, soaks up capacity, and loads OPEX costs for owners and adds bunkers costs for charterers into every fixture.
In tanker markets, flows have visibly migrated south; tonnage carrying grades to Asia has swung via the Cape as risk flared again. This is resilience in action, but it is not free, and it cascades into higher freight and inventory costs for charterers and cargo owners.
Insurance options are present, until they aren’t. London’s market is still writing legitimate marine war risks, but terms are tighter, and clocks run faster. APs (Additional Premiums) have reset higher; cancellation/notice clauses are being exercised more frequently; some profiles (e.g. perceived Israel linkages) can be unplaceable at moments of peak threat. Listed areas are unchanged, as most hotspots were already listed, yet pricing and conditions continue to fluctuate overnight as events escalate, albeit
quite understandably. Owners who assume “we’ll sort cover on the day” are now running operational risk.
Crewing is the pressure point that no spreadsheet can mask. Under hazard pay regimes and the IBF framework, seafarers have the right to refuse sailing into high-risk areas and regulators in key labour markets have reinforced that stance. A shortage of willing crew for hazard pay could further increase operating costs for shipowners running through conflict zones. Irrespective, many owners and managers now refuse Red Sea transits outright. Steel can be rebuilt, and claims can be paid but life cannot be replaced. No premium, no freight rate, no schedule is worth gambling with a seafarer’s safety. That reality is resetting priorities worldwide: when credible risk to life exists, the only acceptable cost is the one that avoids casualty.
Where exposure repeats, we at Aphentrica as marine insurance brokers coordinate vessels’ schedules with underwriters ahead of time, present the anticipated run of voyages, align wordings, and where appetite allows access facilitate capacity on pre-agreed rates with volume discounts. The aim of this model is steadier and lower costs, and fewer last-minute surprises, always subject to live market appetite and standard cancellation rights.
It also helps to remember how the market thinks. Insurance is commercial: long-standing partners will support legitimate trade through difficult waters, but not at their own peril. The more disciplined and pre-emptive your approach, the more room underwriters have, to stand with you. Share your intent early. Use updated benchmarks to set realistic AP expectations. An open, early conversation with the market almost always produces better outcomes than a late request when headlines are at their worst. As always, your insurance providers and brokers are there to help alleviate the pressure and transfer the risk. Keep us (them) in the loop early and we’ll help turn a volatility into a plan the market can back. l
The Swedish Club presents children’s book to Philippine Ambassador
Marine insurer The Swedish Club was invited to the Philippines Embassy in Sweden to make a courtesy call on the newly appointed Ambassador Patrick A. Chuasoto.
The Club was represented by Lorraine Hager, Loss Prevention & Marketing Advisor, who is herself Filipino. She both congratulated the Ambassador and presented him with the Club’s children’s book, ‘Our Family and the Sea’.
The book was the brainchild of Lorraine who worked on its development with Mental Health Support Solutions (MHSS) as part of The Swedish Club’s ‘Check Your Pulse’ seafarer health and wellbeing initiative. The story was designed to support the children and families of seafarers as they navigate the emotional impact of extended separation due to work at sea.
The inspiration behind the book “is rooted in my Filipino heritage,” Lorraine shared. “It’s a personal tribute to the contribution of Filipino seafarers to the maritime industry and a gesture of appreciation to the global seafaring community. l
NAMEPA to honour Christopher Wiernicki with Lifetime Achievement Award
The North American Marine Environment Protection Association (NAMEPA) has announced that Christopher J. Wiernicki, Chairman and CEO of the American Bureau of Shipping (ABS), will serve as the keynote speaker for its 2025 Annual Conference, taking place October 30th at SUNY Maritime College in Bronx, New York. Mr. Wiernicki will also be honoured with NAMEPA’s Lifetime Achievement Award during the evening’s Awards Dinner Program in recognition of his decades of visionary leadership and service to the maritime industry.
His keynote will analyse the foremost changes facing the global shipping community. In an era defined by regulatory transformation, digital innovation, geopolitical shifts, and urgent resiliency demands, Mr. Wiernicki will offer strategic insights into how maritime leaders can navigate uncertainty.
“Today’s maritime world is transforming rapidly,” said Carleen Lyden Walker, CEO of NAMEPA. “Chris Wiernicki’s leadership and depth of experience embody the spirit of progress NAMEPA champions. We are honoured to welcome him as our keynote speaker and to celebrate his extraordinary industry impact with our Lifetime Achievement Award.” l
“K” Line marks World Oceans Day with global beach clean-ups
Ince again this year “K” LINE Group oversaw worldwide cleanup activities by company volunteers in the weeks before and after World Oceans Day (June 8). More than 600 employees and their families from 17 Group companies around the world took part in the activities during the two-month period from the end of May to early July.
Garbage was collected from beaches, areas around offices, riversides, and other places on land, which is said to account for 70 to 80% of marine plastic. The total volume of garbage collected amounted to about 10,700 litres, and both the number of participants and the amount collected reached record highs, which “K” Line says it will be matching with the amount of its donations to environmental conservation.
Moving forward, the “K” LINE Group says it will continue to help build a more sustainable society by raising employees’ awareness of environmental conservation through activities like these. l
OSCAR Dragon Boat Race reaches 10-year milestone
London’s annual OSCAR Dragon Boat Race will be back to usher in the start of London International Shipping Week (LISW25) this September, marking the 10-year anniversary of fun event’s fundraising for seriously ill children.
The 2025 event takes place on 11 September, the Thursday before LISW25, and is hoped to better last year’s record-breaking edition, which saw 30 teams raise £750,000.
In total the race has now raised over £2.5 million since its founding 10 years ago by Phil Parry, CEO of London-based recruitment specialist Spinnaker, whose son Oscar received life-saving care for leukaemia at Great Ormond Street Hospital (GOSH), London.
Monies raised this year will go towards the building of a new Children’s Cancer Unit at GOSH, costing £300 million. “This is a very big number,” says Parry, “so in addition to our usual fundraising efforts, we are hoping to find some generous sponsors of the event itself and to encourage major corporate or private donations.” l
Celebrating Singapore’s 60 years of independence
PSA Singapore unveiled heartfelt messages of national pride to celebrate Singapore’s 60 years of independence (SG60) with container displays at Tanjong Pagar Terminal – Singapore’s first container terminal which opened in 1972.
The container display was illuminated nightly for three weeks as a tribute to the nation’s containerisation and maritime journey, serving as a vibrant fixture in the cityscape. Spanning 57 metres by 101 metres by 14.6 metres, the visual display assembled by PSA over 32 hours was realised through the strong support of 14 shipping line customers, who contributed a total of 271 containers.
The container display was one of several highlights of PSA’s SG60 celebrations, which also include a 10-kilometre competitive charity run and a 5-kilometre mass walk through the City Terminals on 25 July 2025.
The Maritime and Port Authority (MPA) marked SG60 with a special photo exhibition at the Singapore Maritime Gallery highlighting the essential contribution of shipping to Singaporean residents’ daily lives. l
Cyprus organises blood donations in honour of seafarers
The Cyprus Shipping Chamber held the first of its two Blood Donation Drives for the year – which have been an annual fixture for 30 years now - at Agios Georgios Havouzas Church Hall in Limassol at end-June.
Realising the need to maintain an adequate national blood supply, loyal volunteer blood donors from CSC’s member shipping companies make a tangible contribution to the health of Cypriot society. More than 3,300 blood units have been collected by CSC blood donation drives to date, a commendable social service that has been honoured by Limassol District authorities.
The CSC Blood Donation Drive, held under the auspices of the Shipping Deputy Minister, was held on the occasion of the ‘International Day of the Seafarer’ on June 25 to express appreciation for, and underline the vital importance of, the role that seafarers play. l
‘The seas must be open, free, safe and secure’
Delivering a landmark address to the United Nations in late May this year, the President of the Union of Greek Shipowners (UGS) Ms. Melina Travlos expressed her concerns over the challenges currently faced by shipping. “We need to collectively defend freedom of navigation, as a shared global responsibility and a cornerstone of peace and humanity,” she urged. “The seas must be open, free, safe, and secure.”
Ms. Travlos was speaking to the UN Security Council during Greece’s rotating Presidency, addressing a debate on the theme of ‘Strengthening Maritime Security through International Cooperation for Global Stability’. The debate was chaired by H.E. Kyriakos Mitsotakis, Prime Minister of Greece, and held in the presence of Mr. António Guterres, UN Secretary-General.
In her briefing, the UGS President placed the true gravity of maritime security at the forefront of the debate, saying that “the security of our seas affects everyone, everywhere.” She highlighted shipping’s indispensable role in sustaining the global ecosystem and safeguarding human welfare, while stressing the urgent need to protect the industry from emerging threats.
Ships navigate the seas globally, carrying 90% of international trade — “efficiently, reliably, cost-effectively”, she said. “More than 12 billion tonnes of goods are transported annually — food, medicines, energy, raw materials, consumer goods, everything that
sustains our daily lives. Even 1.3 million kilometres of undersea cables for communication and electric power transmission are laid by ships.”
And finally, Ms. Travlos added: “At the heart of our industry stand nearly 2 million seafarers, working day and night, to keep the world moving.”
The UGS President went on to make clear that “shipping is increasingly being weaponised - economically, politically and physically.” She listed some of the current threats facing the industry as:
• Piracy, where 116 incidents were reported on 2024, a 35% increase from the previous year;
• Geopolitical conflict and political instability, where she said “an unprecedented number of commercial vessels have been attacked with military weapons — missiles, bombs, torpedoes, mines, drones”;
• Organised crime at sea - drug trafficking, arms smuggling, human trafficking – that the Ms. Travlos described a growing threat, exposing ships to crimes beyond the industry’s control, leading to unfair penalisation of shipping companies and ciminalisation of seafarers; and
• Cyber warfare, where a single cyberattack can disrupt vessel operations, compromise safety at sea, leak sensitive commercial data, or even trigger environmental disasters, with greater use of AI and vessel tracking by criminal organisations turning ships into ‘sitting ducks’.
The UGS President emphasised that the industry “works tirelessly to safeguard maritime security”, updating bestmanagement practices, strictly adhering to global regulations, cooperating with naval forces in high-risk regions, and, when necessary, employing self-protection measures, such as placing armed guards aboard civilian merchant vessels. Yet, she insisted, “while our industry is resilient, it cannot, and should not be expected to carry every burden alone. Its resilience must never be assumed; it must be assured.”
In that spirit, she called on the international community to commit to keep maritime security, as a high priority, and a standing policy issue within the United Nations; to embrace a coherent, comprehensive and coordinated maritime security governance; and to include the shipping industry in discussions when addressing old and new maritime security threats.
“In this dynamic maritime security landscape, we must shift from reaction to prevention, from crisis response to crisis readiness”, the UGS President stressed, working together in the spirit of the Greek word ‘synergia’.
Concluding her address, Ms. Travlos issued a universal call “to embody the spirit of the United Nations in its truest form, standing together, not just in name but in purpose” and to “collectively defend freedom of navigation, as a shared global responsibility and a cornerstone of peace and humanity.”
Resumed Red Sea attacks
Fast forward less than two months and the UGS President found herself having to repeat her message following the resumption of Houthi attacks in the Red Sea region after a six-month hiatus. Two Liberian-flagged, Greek-operated bulk carriers were attacked on consecutive days, in one case resulting in the confirmed deaths of at least three seafarers with other crew members either captured as hostages or missing presumed dead.
“We are deeply saddened by the tragic loss of on-duty seafarers and by recent attacks on vessels crucial to global trade and supply chains,” Ms. Travlos said in a UGS statement issued on 11 July. “The weaponising of shipping economically, politically and physically, directly undermines international security and global prosperity.
“Defending freedom of navigation is a collective responsibility and a cornerstone of peace, stability and humanity,” she reiterated. “The seas must be open, free, safe, and secure.”
George Alexandratos, President of the Hellenic Chamber of Shipping (HCS), had made very similar points just two weeks earlier, again stressing the central importance of seafarers, this time in a Greek as well as global context.
Speaking at the 8th Greek-British Shipping Forum organised by Maritime London and the British Embassy in Athens, he began by describing shipping as the “lifeblood of the national economy”. But what keeps it flowing, he added, is “not just ships, but people.”
Alexandratos explained how today’s seafarer “operates in a world that is constantly changing. New fuels, autonomous systems, strict environmental rules. These all demand a level of shipping professionalism and adaptability which is never seen before.
Seafarer recruitment
“And yet, we are falling behind,” he continued. “Right now, the global industry is short of about 90,000 qualified officers. And this is a number that is growing. And here is where we must stop and ask: What do we do if we don’t act? “
By 2045, given the current rate of fleet expansion, the 90,000-officer shortage could well have ballooned to over 130,000 or even 150,000, he warned. “So that’s not a staffing gap. That will be a global operation risk. Ships may be ready, but without skilled officers they simply won’t sail.”
He went on to outline the measures that the HCS will be taking to try and increase the 10,000 Greek nationals currently serving on Greek vessels, which he said amounted to about 50% of the total crew of the Greek fleet, itself representing about 20% of global tonnage. The Chamber plans to write to every school and household in Greece, explaining the attractions and career prospects of shipping; it will also be making a series of short TikTok videos designed to appeal to young people directly on their mobiles.
Does Greece want to “protect its maritime identity” and “inspire young people by investing in training and awareness,” the Hellenic Chamber of Shipping President finished by asking rhetorically. “Yes, we all do,” he answered on behalf of the Greek shipping industry, “and we can do it, providing we are united.” l
ABS opens Hellenic Ship Safety Center
ABS in June opened the doors on its latest training centre, the Hellenic Ship Safety Center (HSSC) in Athens, harnessing the power of new immersive training techniques, game-based learning and virtual reality environments for the Greek shipping community.
Greek shipping leaders joined ABS executives at the opening celebration for the new facility that features computer simulation stations, collaboration areas and a training room for virtual reality and game-based scenarios and interaction.
Speaking at the opening (pictured), ABS Chairman and CEO Christopher J. Wiernicki said: “The ABS Hellenic Ship Safety Center is expressly designed to equip our people with the knowledge, tools, and confidence to operate safely in a rapidly evolving maritime landscape. This centre will pioneer immersive learning techniques, using virtual and augmented reality to create powerful, hands-on training experiences. Through simulated environments, learners can walk through a ship, interact with systems, and practice procedures, all before ever stepping on board.”
Among the honoured guests was Dimitrios Fafalios, President of Fafalios Shipping S.A., who said: “Shipping is the daily management of change, and shipping is facing many challenges with new technologies and alternative fuels. It falls to our seafarers to be trained to overcome these challenges and this is why the ABS Hellenic Ship Safety Center (HSSC) is so important.”
The Athens location is the latest in a family of dedicated centres from ABS, others are in Doha and Singapore, that are designed to prepare seafarers to handle a multi-dimensional industry with alternative fuels and emerging technologies.
The training facilities also feature the new ABS MetaSHIP Fleet: the ‘ABS Spirit’, ‘ABS Eagle’ and ‘ABS Integrity’ are highly realistic virtual vessels, built to scale from actual ship drawings. They allow learners to conduct virtual field trips, select vessel types and ages, and perform inspections, surveys, and documentation - all in a safe, controlled environment.
“With MetaSHIP, a trainee can spend hours on the deck plate of a vessel - inspecting equipment, reviewing certificates, and documenting findings - before ever setting foot on a gangplank. This is the future of maritime training, and it’s happening right here in Athens,” said Wiernicki.
The Athens centre, which has the support of the Hellenic Ministry of Maritime Affairs and the Union of Greek Shipowners, will address critical emerging safety issues such as handling dynamic fuels, risks generated by cyber-enabled systems, hybrid battery propulsion and other technological driven changes onboard. l
Greece’s newbuilding spree continues
Greek shipowners have been notably active on fleet replacement over the past couple of years, keeping one eye firmly on energy transition.
Tsakos Energy Navigation (TEN) took delivery of its new eco-friendly scrubber-fitted suezmax tanker
‘Dr Irene Tsakos’ in early June (pictured). At that time, it reported that it had a further 19 vessels under construction for delivery before end-2028: one more suezmax crude carrier, 11 shuttle tankers and seven product tankers (two MR and five panamax.
Since the initiation of its ‘Greenship’ program in January 2023, TEN has carried out one of the most comprehensive renewal strategies in its history, divesting 14 older vessels of 1.2 million dwt with an average age of 17.3 years and replacing them with 30 vessels, eco-friendly newbuildings and secondhand market acquisitions, of 3.7 million dwt with an average age of 0.6 years.
For comparison, Greece’s largest shipowner the Angelicoussis Group, which controls some 160 ships of 25.6m dwt, has a reported 22 newbuildings on order. The Group earlier this year acquired Altera Shuttle Tankers and rebranded it as Maran Shuttle Tankers [see Technical section].
But undisputed leader of the Greek orderbook remains George Prokopiou. Earlier this year it was reported that the group he oversees had no fewer than 88 ships on order50 tankers for Dynacom Tankers, 30 bulk carriers for Sea Traders, and eight LNG carriers for Dynagas – thereby virtually doubling the size of his existing fleet.
Evangelos Marinakis’ Capital Group is among those leading Greece’s sustainability charge with its newly rebranded public arm Capital Clean Energy investing in both dual-fuel ammonia and dual-fuel LNG vessels, as well as large LCO2 carriers. The Group’s oil tanker arm is also reported to have another 14 new LNG dual-fuel VLCCs, suezmaxes, and LR product tankers on the way.
Navios Maritime Partners, headed up by Angeliki Frangou, owns and operates a fleet comprised of 69 dry bulk vessels, 49 containerships and 56 tankers, These includes 17 newbuilding tankers (11 aframax/LR2 and six MR2 product tanker chartered-in vessels under bareboat contracts) that are expected to be delivered through the first half of 2028, and four 7,900 TEU newbuilding containerships, that are expected to be delivered through the first half of 2027.
Two of the company’s latest deliveries were 2025-built LNG dual-fuel 7,700 TEU containerships. Like Capital Group, Navios was one of five founding shipowner members of LR’s new Maritime Emissions Reduction Centre in Athens, established in 2024.
Meanwhile Athenian Sea Carriers, that manages the fleets owned by the Kyriakou family, is likewise committed to sustainable operations. It recently signed a Memorandum of Understanding with NatPower Marine, a leading developer of clean energy infrastructure for the maritime sector, for collaboration on the deployment of cold ironing and electric i-fuel charging solutions across multiple port locations.
The collaboration is aligned with Athenian’s ambition to lower emissions and work towards achieving net zero carbon emissions across its operations by 2050. The company has already taken major steps in this direction, by building a 10-strong fleet of 18,500 dwt chemical/product tankers, all fully equipped and ready to connect to and receive shore power.
In other news, containership owner Costamare, which has one of the world’s largest fleets of containerships for charter comprising 68 vessels of 513,000 TEU, has just spun off its dry bulk interests. Costamare Bulkers Holdings started trading publicly on the New York Stock Exchange as an independent company in May, owning a fleet of some 36 owned dry bulk vessels with total capacity of 2.9m dwt, again all for charter. l
Columbia Shipmanagement Greece calls for maritime training overhaul
Columbia Group is calling for urgent reforms in maritime education to address a growing shortage of qualified seafarers and to secure the future of the Greek shipping industry.
Despite Greece’s status as a global shipping powerhouse, controlling more than 20% of the world’s deadweight tonnage, the sector faces a mounting challenge: too few young professionals are choosing careers at sea. This shrinking talent pipeline threatens not only ship operations but also the shore-based roles that depend on seasoned seafaring experience.
“The shortage of qualified seafarers is not a prediction. It is already happening,” says Gregory Spourdalakis (pictured right), Managing Director of Columbia Shipmanagement Greece. “Fewer graduates are coming out of maritime academies, and many lack the skills and incentives to remain in the profession long enough to progress into senior positions.”
One of the core issues is that maritime training has not kept pace with modern shipping. Many academies still operate with outdated equipment and limited digital resources, while curriculums often fail to reflect evolving technological, regulatory, and commercial realities. At the same time, maritime qualifications are frequently not regarded as academically equivalent to traditional university degrees, deterring ambitious young people who seek broader career prospects.
“It is no surprise that many of our brightest Greek students are turning away from maritime officer training,” he added. “Unless we act, this drain of talent will leave companies struggling to fill key roles both at sea and ashore.”
While shipowners can currently draw on global labour markets in the Philippines, India, and Eastern Europe, the decline in local seafarers has serious implications. Shorebased operations, such as technical superintendents, fleet managers, and HSEQ professionals, rely on individuals with seafaring backgrounds. Without action, the industry risks losing this critical expertise within a decade or so.
Columbia Group is committed to bridging the gap between education and employment. This month, the
company engaged directly with students and graduates at events on Chios and Andros islands, outlining the career paths available both onboard vessels and ashore. The company also runs a graduate trainee programme offering one-year placements across departments, alongside leadership development in partnership with FranklinCovey.
“These engagements matter, but we must start much earlier, ideally in secondary schools, to help young people understand the opportunities maritime careers offer,” says Mr Spourdalakis.
Columbia Group is urging stakeholders across the industry to take co-ordinated action to secure shipping’s future talent pipeline. Key priorities include:
• Upgrading maritime education facilities with modern equipment and digital tools.
• Aligning curriculums with the realities of today’s industry, including decarbonisation, automation, and commercial operations.
• Raising the status of maritime qualifications to be equivalent to university degrees, helping attract the best and brightest.
• Promoting awareness in schools about the diverse career opportunities in shipping.
“Shipping is the backbone of the Greek and global economy,” Mr Spourdalakis concludes. “But it can only remain so if we invest in the people who will sail, manage, and innovate in the decades to come. The time to act is now.” l
Navigation UKHO to step up digital data under new Chief Executive
Vanessa Blake has been confirmed in the position of Chief Executive of the UK Hydrographic Office (UKHO) having served as Interim Chief Executive since May 2024. She will now continue to lead the world-leading centre for hydrography on a permanent basis, guiding what it describes as its mission to provide quality, innovative navigation solutions to support safe, secure and thriving oceans.
Since beginning her interim role in May 2024, Vanessa has led the UKHO through a key period of progress and change, restructuring internal operations to enhance the UKHO’s commercial competitiveness and its strategic value to UK defence operations.
“I’m honoured to continue leading the UK Hydrographic Office as Chief Executive at such a pivotal time for our industry,” says Vanessa Blake. “Our customers in defence, commercial shipping and around
the world are not only looking for data—they’re looking for trusted advice, guidance and support as they navigate an increasingly complex maritime landscape.
“My focus is to work alongside my colleagues in ensuring the UKHO delivers its vision to be the beacon for quality, innovative maritime navigation solutions, trusted by customers and partners worldwide,” she continues. “We will continue to support safe, secure and thriving oceans, while playing our critical role in delivering
the defence plan to make our country secure at home and strong abroad. We remain committed to delivering value for our customers and the global hydrographic community, as a proactive and collaborative partner.”
Before joining the UKHO, Vanessa served as senior executive of a datadriven technology organisation. With over 25 years’ experience in leading strategic change, she brings a strong commercial background and expertise in growth strategy, digital transformation and customer-focused innovation.
S-100 and the need for collaboration
Besides driving forward the adoption of S-100, the UKHO will be working in close collaboration with national and international partners to continue developing its ADMIRALTY products and services - currently used on 90% of large ships trading internationally.
As part of the organisation’s aims to support the next generation of navigation, the UKHO has been significantly involved in the development and education around the S-100 data standards. Under Vanessa’s leadership, the UKHO is spearheading industry education for a seamless transition from the legacy S-57 to S-100, developing online learning tools and conducting realworld sea trials.
By enabling more integrated and accurate data exchange between ship and shore, the S-100 framework supports safer navigation, optimised routing and improved fuel efficiency, ultimately creating opportunities to reduce emissions and improve port operations. It also provides the foundation for increased automation on board vessels and will support emerging technologies such as remote and uncrewed shipping.
Looking to the future
As the maritime industry becomes increasingly digitised, organisations will need to pivot to adapt to new technologies and regulations. As a world-leading hydrographic office, the UKHO will play a crucial role in supporting the industry in this vital next chapter,
ensuring adoption of innovative new standards such as S-100.
Vanessa’s experience in technology-driven organisations brings exactly the expertise needed to support an institution with centuries of maritime heritage into the future. Her commitment to collaboration with international partners and focus on customercentric solutions will be crucial as the UKHO helps to shape a more efficient, sustainable future for global shipping.
In short, with her 25+ years’ background in strategic leadership and digital transformation, newly confirmed Chief Executive Vanessa Blake seems an ideal choice to steer the UKHO on the next leg of its voyage into a new era of global navigation. l
Columbia Group launches innovative mobile and web-based app to help prevent collisions at sea
Columbia Group is confirming its commitment to innovative training with the launch of a mobile and web-based app designed to transform how maritime professionals engage with the International Regulations for Preventing Collisions at Sea (COLREGs).
The COLREGs Challenge is a cutting-edge educational tool which uses gameplay to turn regulatory learning into an immersive, interactive experience.
Targeted at cadets, junior officers, and maritime professionals, COLREGs Challenge is more than just a learning app. Through real-world scenarios and dynamic microgames, users can practice and master the rules of the road in a relaxed and engaging environment, whether at home or onboard.
Developed in collaboration with 4Growth.com BV, an innovative and reputable Netherlands-based gaming software company, the app presently includes more than 20 interactive modules covering practical maritime scenarios with more exciting modules to be introduced soon; themes campaigns covering basic navigation, collision avoidance, lights and shapes, and signals and buoys.
Game styles include bridge view, radar simulation, ECDIS-style navigation, puzzle quizzes, and arcade mini-games; Performance tracking with scores, achievements, and fleet-wide leaderboards; and motivation through play with unlockable achievements, feedback-driven learning, and missionbased storytelling.
Group Director of Training, Stewart Bankier said: “We are delighted to be
launching this new interactive learning app. It is essential we understand the new learning needs of our seafarers, particularly our younger generation and how to keep them engaged and challenged in their careers.
“Gamified training tools provides educational, fun and challenging modules to help crews easily digest learning materials. The COLREGs Challenge is a fantastic resource allowing users to play out real-world scenarios in a fun and engaging gaming experience.”
The COLREGs Challenge presents complex navigational decisions in fun and intuitive formats:
• Bridge (BDG) – Take control from the captain’s chair, adjusting course and speed in real-time.
• Navigation (NAV) – Top-down, ECDIS-style interface for strategic manoeuvring.
• Puzzle (PUZ) – Visually engaging quizzes to match lights, shapes, and test rule knowledge.
• Whack-a-Mole (WM) – Fast-
paced reaction game for identifying visual and audio signals.
Each module is structured for maximum impact with pre-game quizzes to engage and assess, rule slides for direct reference to COLREGs, and postgame takeaways and mini-quizzes to reinforce knowledge.
Recognising that stable internet connectivity may sometimes be limited on board some vessels, the application includes an offline mode. All content remains fully accessible without an active connection, with the user’s progress and scores seamlessly synchronized once back online.
COLREGs Challenge not only supports individual learning but also promotes fleet-wide excellence. Users will soon be able to engage in competitive Knowledge Battles, climbing internal leaderboards and participating in tournaments designed to boost safety culture and camaraderie across fleets.
COLREGs Challenge is available for iOS, Android, and Web via the App Store, Google Play, and desktop browsers. l
Denmark launches data-driven remote pilotage
With approval from the Danish Emergency Management Agency, DanPilot and Danelec are now initiating a test program for remote pilotage – the first of its kind in the world. The test program created by DanPilot and Danelec allows pilots to guide ships from land, using only advanced data transmitted directly from the vessels.
The aim is to improve pilot safety and reduce fuel consumption for ships – all without compromising navigational safety. The test is being conducted in collaboration with a range of shipping companies, including Maersk, which contributes ships operating in the test area.
“Remote pilotage makes our work safer and helps reduce both CO2 emissions and operational costs for our customers,” says Erik Merkes Nielsen, CEO of DanPilot. “We have worked intensively towards this for six years, and now we can finally test it in practice. It has the potential to become a major paradigm shift in how pilotage is carried out.”
and
The remote pilotage program will take place in the Kattegat and the western Baltic Sea. For the first time, it allows pilots to guide selected ships through Danish waters without boarding them physically. Instead, the operation is carried out from a control centre in the city of Randers – removing the most hazardous part of a pilot’s job: the physical boarding of ships.
“Remote pilotage is not only a technological breakthrough – it is a strategic step towards safer and more sustainable shipping,” says CEO of Danelec, Casper Jensen. “We are proud to deliver the technological infrastructure that enables safe navigation without the physical presence of a pilot. Here, cybersecurity – a cornerstone of our technology – is a prerequisite for implementing the solution safely and at scale in the global maritime sector.”
For the maritime sector, remote pilotage offers significant benefits. Ships no longer need to alter course or speed to embark a pilot, which leads to lower fuel consumption. At the same time, the need for pilot boats is eliminated in relevant scenarios – saving both fuel and logistics resources without compromising operational safety.
Remote pilotage is based on Danelec’s technology, which collects and transmits key data from the ship –
via the ship’s Voyage Data Recorder (VDR). This data is transmitted in real time to DanPilot’s control centre in Randers. Here, the pilot uses Danelec’s software to analyse the information and provide accurate navigational guidance – without being physically present on board.
Separately, a new report supported by Danelec has revealed that outdated data practices aboard ships may be costing the global fleet millions of dollars in fuel waste and missed efficiency gains. The study, titled ‘From Data to Action’, shows that more than 70% of vessels still depend on once-a-day noon reports as their primary source of performance data, despite the availability of technology such as High-Frequency Data (HFD) that enables second-bysecond insights.
“This is shipping’s data wake-up call,” said Casper Jensen. “A single noon report might tell you what happened yesterday, but it can’t help you make smarter decisions in real time. If you only check your vessel’s vitals once every 24 hours, you’re operating with blind spots.”
Beyond cost, there’s a growing strategic imperative for adopting HFD. Charterers are increasingly demanding proof of efficient vessel performance. By relying solely on noon reports, shipowners risk losing their competitive edge, says Danelec. Fleets leveraging live data are better positioned to command higher time-charter rates and demonstrate transparency, both of which are key factors in reducing disputes and ensuring operational accountability. l
including course, speed,
position –
NAVTOR makes inroads with Digital Logbooks
NAVTOR is continuing to build momentum for its ‘Digital Logbook revolution’, with the news that Japan’s Ministry of Land, Infrastructure, Transport and Tourism (MLIT) has awarded full flag state approval for the innovative solution. Japan joins other leading shipping nations such as Panama, Liberia, Marshall Islands, Malta, Cyprus and Singapore, amongst others, in endorsing the IMO-compliant offering for registered vessels.
Amitabh Sankranti, NAVTOR’s Shipping Analytics Director, calls the development “a major step forward in the acceptance, and awareness, of the huge advantages of moving logkeeping into the digital age.”
NAVTOR’s offering transforms what many see as an old-fashioned and inefficient practice. Instead of busy crewmembers having to handwrite submissions into standalone books – a time-consuming and error-prone process – shipping companies can take advantage of
seamlessly connected digital logs (both on ship and shore), empowering data-driven decision making, easier compliance and powerful business efficiencies. Crewmembers, meanwhile, make entries with ease, using the secure solution on phones, tablets and computers.
It’s a joined-up, transparent approach that has now rolled out to more than 1,000 vessels worldwide. Sankranti says approval from Japan will further accelerate adoption.
“Our customers in Japan and across Asia have been eagerly awaiting this flag approval, giving them the go ahead to embrace a revolution in log-keeping,” he comments. “Choosing pixels over paper takes an unloved format and transforms it into a powerful source of accurate, instant and integrated data, informing decisions that drive real operational and business efficiency. We strongly believe it’s an approach the whole industry is poised to adopt. To be blunt, it makes absolutely no sense to be left in the analogue age.”
NAVTOR has already reached agreement with major customer NYK Shipmanagement (NYKSM) to transition its Japan-flagged vessels over to Digital Logbooks.
Speaking about the move, Anubhav Garg, Managing Director & COO at NYKSM, says: “We’ve been watching the development of Digital Logbooks for some time. The benefits are compelling and dovetail perfectly with our drive to enhance efficiency, ease compliance, build sustainability and provide optimal value for all our business stakeholders. We’re delighted that flag state approval has been forthcoming and look forward to realising the anticipated benefits across our advanced vessel fleet.”
Alongside Digital Logbooks, NAVTOR provides a range of e-Navigation and performance monitoring and optimisation products and services, united by a secure, integrated digital ecosystem that connects vessel and shore-based teams, to over 18,000 vessels worldwide. l
Amitabh Sankranti’
Alternative Viewpoint
A question of visibility
You must be really quite elderly if you can remember when London was recognisably one of the world’s great maritime cities. When commuters crossing London Bridge could look over the parapet and see the Pool crowded with commercial shipping, and the area around Leadenhall Street wall-to-wall shipping company offices. It was all so visible in those days, with the docks stuffed with cargo liners and tramps, the rows of cranes and the barges carrying the wealth of nations moving up and down the stream. Then, there was no need for major events, to emphasise the importance of what, in 2025, has become largely invisible to people unconnected with this business sector. Then, it was all so obvious.
London has always been re-inventing itself, and the changes to its maritime character have been happening largely un-noticed by the wider population. Stop anyone today and ask whether they realise that there is still a great port on the Thames that shifts more cargo than was moved before the docks became financial and residential locations, and you will encounter incomprehension. Only those ‘in the know’ realise that London remains a world centre for marine insurance, that the globe comes to London for maritime law, finance, along huge range of specialist expertise, across all manner of services. But because it all has become less visible, it is necessary to work harder at promoting the sector.
Visibility matters, even though you still meet people in the industry who shun any form of publicity and would rather operate below the radar. It matters that government ministers are aware just what the
Michael Grey, MBE, is an internationally respected maritime commentator
sector contributes to the nation’s prosperity, and its recognition on the world stage. Visibility begets awareness, which is essential if the sector is to be regarded as one of the jewels in the crown of national wealth, and is not to be overlooked in policy or fiscal changes. It is to everyone’s benefit that London remains a magnet for global maritime players, and a downright shame if changes in taxation or indeed, any other circumstances, lessen its attractiveness and force those who should be welcomed, to locate elsewhere.
So, there is a need to continue to emphasise the importance of the sector, both internally to keep it in the minds of ministers and externally, mindful of competitors snapping at London’s heels. There is a need to be aware of disincentives, such as property prices, poor communications and problems of street crime. There are lessons from other great maritime cities, which failed to take these matters seriously, and saw their maritime sectors wither and die.
A globally mobile industry needs to be reminded of London’s assets, not least its wonderful position on the Greenwich meridian, and a bridge to both east and west. Its participants need to be sold the benefits of a respectable regime, the extraordinary experience in marine services of all kinds that can be sourced within the UK infrastructure, at a competitive price. There is a well-educated workforce, and an unsurpassed academic and research capability close at hand. All of which is a very good reason for regular events in which this sector can blow its trumpet, as there really is a lot to be proud of. Every excuse to increase visibility, to as wide an audience as possible, should be taken. l
Technical New players, rising demand in niche shuttle tanker sector
By David Tinsley
Fuelled by new opportunities in the Brazilian offshore market and elsewhere, and with the age profile of the existing fleet stimulating tonnage replacement, the shuttle tanker segment is attracting a wave of new investment.
At the same time, there is a change under way in the composition of the ownership of the dedicated vessels involved. Such ships command premium asset values relative to conventional tankers, and require the highest order of technology, management, and crew competence to meet the most demanding operating profiles and offshore loading conditions.
The wherewithal fundamental to shuttle tankers bestows distinct characteristics on the type, notably stateof-the-art bow loading systems and DP2 class dynamic positioning with recourse to arrays of manoeuvring thrusters fore and aft, for safe transfer of crude in harsh weather, high seas and in close proximity to offshore floating units or installations.
Design and technical specification have to reflect the high electrical power demand imposed when stationkeeping and handling cargo, and the need to ensure flexibility as well as the capacity, redundancy and
maintained standard to efficiently and safely cope with a running profile entailing frequent loading and discharge, short passages to and from shore terminals, and often extended periods in DP mode at the field.
Environmental rating is critical, given constant navigation within jurisdictions that adopt the strictest requirements as to pollution prevention, and given the primary role of energy groups as long-term charterers, in a regulatory sphere more akin to that to which the offshore oil and gas industry is subject. All this consequently imposes higher demands than those usually expected of conventional crude carriers, and makes for a business niche that has a very high entry threshold.
Market leader Knutsen NYK Offshore Tankers (KNOT) has recently confirmed a contract with COSCO Heavy Industry (Zhoushan) for a sixth Suezmax DP2 newbuild in the current series, using the same design template as the preceding vessels and featuring DNV-approved arrangements that provide for future fuelling with methanol or ethanol. This further addition to the investment programme is underpinned by a long-term charter to Norwegian energy major Equinor.
The Angelicoussis Group has taken over the Altera shuttle tanker fleet - 105,000dwt Altera Wind pictured
The 154,000dwt tanker is set for delivery during the early stages of 2028. The dual fuel-capability with methanolreadiness will ensure IMO NOx Tier III and EEDI Phase 3 compliance, while volatile organic compound (VOC) abatement technology will contribute to an altogether reduced carbon footprint. The vessel will also be equipped so as to facilitate any subsequent decision to enable a shore electrical power connection. She will incorporate a third-generation bow loading system developed by MacGregor, to enhance loading safety and efficiency in challenging sea states.
The latest order takes the total number of DP2 Suezmax shuttle tankers ordered by KNOT at COSCO Zhoushan to 12, and was an option to the three-ship contract placed last year.
The first of the outstanding six newbuilds is due to be handed over later this year, for 15-year employment in Brazilian offshore water with Petrobras. The subsequent three tankers booked from the yard in 2024 are also destined for timecharter to Petrobras, on 10-year terms plus five years on option, immediately pursuant to deliveries within a 2026/2027 timeframe.
The 154,000dwt design uses a 14,000kW two-stroke main engine driving a controllable pitch propeller, complemented by a potent manoeuvring installation comprising three retractable azimuth thrusters and three tunnel thrusters, all from the Brunvoll range.
Haugesund-based KNOT is a joint venture between TS Shipping Invest (TSSI), owned and run by Trygve Seglem and his family, and the Japanese shipping conglomerate NYK. In April 2013, KNOT spun-off subsidiary KNOT Offshore Partners (KNOP), which was listed at the New York Stock Exchange as a publicly traded limited partnership formed to own, operate and acquire shuttle tankers under long-term charters. This includes tonnage purchased from KNOT.
KNOT undertakes the technical and commercial management of the KNOP fleet as well as its own vessels, and the combined capacity of KNOT and KNOP, currently amounting to around 28 ships, makes for the world’s largest independent player in the shuttle tanker business.
As an emphatic endorsement of the sector’s expanding business scope, Tsakos Energy Navigation (TEN) awarded a nine-ship construction contract to Samsung Heavy Industries in March this year. Two of the DP2 Suezmax shuttle carriers are scheduled to be delivered in 2027 and the other seven in 2028 and the entire investment is underpinned by the guarantee of long-term engagement with Transpetro, the logistics subsidiary of Petrobras.
The bid for the nine-ship requirement was held by TIBV, the Dutch affiliate of Transpetro, and attracted 22 participants. Under the bareboat terms with the Tsakos Group, embracing 10 years plus an optional five years for each tanker, the charterer will assume all operating and technical costs associated with the running of the vessels over the course of the assigned employment period.
The 155,000dwt, 279-metre design has been conceived for loading from FPSOs in deep and ultra-deep waters and will be powered by Tier III-compliant, dual-fuel two-stroke propulsion machinery.
The project generated a record-breaking contract for Brunvoll, whereby shipsets of five manoeuvring thrusters made for a deal encompassing a total 45 units and the associated control system packages. The disposition on each of the nine newbuilds will entail one 3,100kW tunnel thruster and two 3,100kW retractable azimuthing units at the bow, plus one 2,500kW retractable and one 2,200kW tunnel thruster at the stern, with an all-up, combined potency of 14,000kW.
The 2025 shipbuilding deal extends the relationship between owner and yard, as Samsung was previously entrusted by the Greek group with three shuttle tankers of similar design, two of which have been delivered in 2025 under the names Athens 04 and Paris 24. The 154,800dwt third-ofclass Anfield is due to be completed in the third quarter of 2026. It is claimed that the trio are the first shuttle tankers to receive the DNV Cyber Secure Essential notation.
Athens 04 and Paris 24 immediately entered into
Shuttle tanker wherewithal: bow loading system and DP thruster array on the 156,000dwt Carmen Knutsen. (credit: KNOT)
Kongsberg Maritime will supply integrated technology packages for nine new DP Shuttle Tankers for the Tsakos Group
concurrent seven-year employment with a European oil major, believed to be TotalEnergies, under agreements that provide for optional extensions until each vessel’s 15th anniversary.
Having established a solid presence in what is seen as a ‘high barriers-to-entry’ market some 12 years ago, the Tsakos Group was in the vanguard of the Greek shipping community’s move into the shuttle tanker segment. The newbuild programme plus existing ships would give TEN a 16-strong fleet of offshore loaders by the end of 2028.
Steeply rising Greek involvement and influence in the highly specialised sector is also a consequence of the takeover of Altera Shuttle Tankers by Maistros Shiptrade, an affiliate of the Angelicoussis Group. The deal was formalised in January 2025, and the Altera operation encompassing 18 vessels working in the North Sea and offshore Brazil and eastern Canada was rebranded Maran Shuttle Tankers one month later.
Giving an entirely new dimension to the privatelyowned Angelicoussis organisation, the entire, acquired fleet is of Samsung construction, encompassing vessels in the 103,000dwt to 154,000dwt range, built between 2010 and 2022. The design legacy represented in the former Altera vessels reflects the innovative spirit of its predecessor, Teekay Offshore, a key driver of shuttle tanker development.
Angelicoussis-controlled Maran Tankers Management had set the scene for the group’s entry into the shuttle tanker market when it awarded Daehan Shipbuilding of South Korea a three-ship contract during the early part of 2024. The nascent trio is accordingly set to augment the initial 18-ship tranche and strengthen Maran Shuttle Tankers’ standing in Brazil through long-term charter commitments from Petrobras. The 154,000dwt, DP2-class flotilla is due to be completed between November 2026 and May 2027.
As with the Tsakos newbuild programme at Samsung, the Maran vessels ordered at Daehan will champion the latest Norwegian thruster technology. The Brunvoll outfit nominated on each ship calls for three retractable azimuthing units and two tunnel thrusters, with an aggregate effect of 13,000kW to help exercise precision in manoeuvring and station keeping. Chiming with the uncompromising time pressures and operating profiles of shuttle tankers, often on long contracts with costly off-hire clauses, the retractable thrusters have been designed so as to facilitate servicing and maintenance without necessitating vessel drydocking.
Among newbuild projects in the offing, Spanish energy company Repsol has launched a tender process for the
supply of up to two Suezmax shuttle tankers, the first of which is sought in 2028, and market sources suggest that its investment would be based on a long-term charter solution. Four South Korean shipbuilders have submitted preliminary bidding proposals, with the Samsung Heavy Industries identified as one of the front runners for a deal involving a Greek shipowning group.
Besides fleet renewal prompted by the age profile of the global fleet, vigorous production uplift strategies and infrastructural developments are shaping the broader investment picture. Petrobras’ planned major expansion of its offshore crude oil loading network over the coming 10 to 15 years underscores its central role in the FPSO (floating production, storage and offloading unit) market, and attendant requirement for shuttle tankers.
In March this year, Shell awarded MODEC a long-term FPSO contract for the Gato do Mato field in the deepwater, pre-salt area of the Santos Basin. Rated for a throughput of 120,000 barrels of oil per day, will load out to shuttle tankers, reinforcing long-term demand for capacity in the Brazilian market.
Although the subject of ongoing public debate, the proposed Rosebank and Cambo fields west of Shetland would demand high-performance shuttle tankers working from FPSOs. Beyond the established markets, new opportunities for offshore crude loading and transport solutions are opening up in African waters.
The reliability of DP systems and the skill and responsiveness of the DP operator and bridge team on a shuttle tanker are absolutely crucial to the safety and efficiency of offshore loading.
On the Brazilian continental shelf, most FPSOs have tended to be spread-moored, with a fixed heading, calling for position holding on the part of the loading tanker in the face of wind, waves and particularly currents. In the North Sea, floaters weathervane around an internal turret in the foreship area, with the shuttle tanker following accordingly, using its DP system to facilitate heading control and hold the vessel within the operational sector at the optimal distance from the FPSO.
Tandem offshore loading in the North Sea and off eastern Canada is usually conducted with some 70 to 80 metres separation between floater and tanker. Tandem mode in Brazil’s offshore waters can involve distances up to 150 metres.
An exacting combination of seamanship skills, technology, vessel endurance, capital cost intensity and business verve evermore underpins the shuttle tanker business. l
The value of regulatory compliance in pilot ladder manufacturing
By Tasos Manaloglou, R&D Category Manager, LALIZAS
Ensuring the operational reliability of pilot and embarkation ladders is non-negotiable. They are among the most safety-critical pieces of equipment on board, and any failure or compromise in their integrity can lead to serious incidents. Their quality, durability, and compliance to international standards are essential and often depend on selecting a trusted manufacturer.
When shipping companies assess pilot ladder options, one of their top priorities is confirming that the products comply with SOLAS/MED requirements and ISO 799-1:2019 standards. Regulatory adherence is essential and is often the first aspect evaluated by Port State Control Officers or experienced Pilots.The main concern for shipping companies when purchasing pilot ladders is verifying the certification and quality assurance processes, which is a fundamental step in responsible procurement. With this in mind, LALIZAS ensures that its ladders meet the highest standards of safety and compliance.
LALIZAS ladders are type-approved by Bureau Veritas Marine and Offshore (BV). In addition to operating a manufacturing facility that fully complies with ISO 9001 quality management standards, our company ensures that its pilot and embarkation ladders fully comply with SOLAS standards and the
requirements of the Marine Equipment Directive (MED) 2014/90/EU.
The Module D Production Assurance Certificate, issued by DNV in accordance with the Marine Equipment Directive, attests to the implementation of an annual audit regime to ensure that ongoing production remains in conformity with the approved type and maintains consistent quality standards. The most important document provided to customers is the Declaration of Conformity (DoC), which formally certifies that the equipment meets the mandatory EU regulations for use on EUflagged vessels.
Each ladder is assigned a unique serial number and is custom manufactured to meet the specific needs of the end user, ensuring maximum quality, extended service life, and full compatibility with vessel requirements. At the final stage of production process and prior to market release, we strictly apply all the production tests and inspections required by ISO 799-1:2019 on a ladder-by-ladder basis. We keep record of these test results for every single ladder. Upon request, we also supply a Declaration of Load Test. In terms of documentation, buyers receive the Type Approval Certificate, the Quality Assurance Certificate of Production (MED D), and the Declaration of Conformity (DoC).
The materials used and the integrity of the manufacturing process are both critical to the ladder’s longterm durability. Additionally, the marine environment presents inherent challenges, particularly due to its harsh conditions. It is important to note that the pilot ladder has a validity period of 30 months from the manufacturing date. After this period, retesting by an authorised service station is required to ensure compliance with safety standards. Such testing, however, requires both time and financial investment. Due to the costs and time associated with this process, many clients opt to replace the pilot ladder entirely instead.
When choosing a supplier, buyers should prioritise safety standards and certification above all, ensuring compliance with IMO, SOLAS, and ISO regulations to avoid legal, financial, and reputational risks. It is important to evaluate a supplier’s reputation, ensuring they deliver reliable, high-quality products backed by solid after-sales support. Short lead times and reliable delivery also play a major role in minimising disruptions.
With over 40 years of experience and commercial presence in more than 130 countries, LALIZAS has been a trusted LSA/FFE manufacturer and service provider, consistently meeting stringent regulatory standards while serving the world’s largest ports. l
Ship Supply
Wrist extols advantages of supply stops in Spain
Denmark-based Wrist is one of the world’s leading ship and offshore suppliers of provisions, stores and spare parts logistics, operating across 35 locations worldwide and covering 750+ ports. Earlier this year it was acquired by J.F. Lehman & Company, a move that it said would accelerate growth, enhance operational excellence and advance digitalisation and ESG initiatives.
Spain, strategically located at the crossroads of the Mediterranean and the Atlantic - and therefore able to serve both the Suez Canal and
Cape of Good Hope East-West long-haul routes among others - has been a particular focus for Wrist’s expansion of late.
This June, Wrist Spain announced that it had successfully implemented a new warehouse management system to support its continued growth and improve service to customers. This upgrade was described as marking a significant step in modernising the company’s logistics setup – enabling faster registration and order processing, better stock control with real-time visibility, improved traceability and smoother replenishment.
“With the new warehouse system fully implemented, positive results are already benefiting customers and employees,” says Jens Lundin, Wrist’s Country Manager, Spain.
In fact, Wrist makes a point of expounding why Spain is now ‘a smart stop’ for global shipping lines.
“Port stays are getting shorter, but the to-do list isn’t,” says the company. “Global shipping lines are working to reduce time in port while handling more tasks per call – from crew change and provisioning to spare part delivery
and inspections. This is where Spain comes in.
“Algeciras, Valencia and Las Palmas are strategically positioned, fast-moving and fully equipped –making them ideal for multi-service port calls.”
Jens Lundin adds: “At Wrist, we strive to turn a complex list of requirements into one smooth operation. Here is how the port capabilities and our services come together:
“Spain port advantages include: 24/7 access and high berth productivity, strategic location at key shipping crossroads, well-established logistics infrastructure, and string road, air and feeder links with Europe.”
“Customer benefits with Wrist include:
• Fast boarding from Algeciras, Valencia and Las Palmas – for
provisions, stores and spares, exactly when needed.
• Fixed-price OPL deliveries from Algeciras reduce uncertainty for off-port calls and bunkering.
• Offshore and project cargo expertise supporting seismic fleets, rigs and heavylift vessels.
• End-to-end delivery of owners’ goods: from Hamburg or Rotterdam to our depots, with local airport pick-up and secure warehousing.”
Wrist provides the following customer case where it provided full service a container vessel en route from Asia to Northern Europe during a 10-hour port call in Algeciras. During the call, the Wrist team supplied fresh and bonded provisions along with technical stores and other consumables, delivered owner’s spare parts
picked up from Málaga Airport, and boarded the vessel to assist with the delivery and ensure everything was received as requested. Everything was pre-planned with fixed pricing, timed handovers and full coordination. The vessel sailed on schedule – fully supplied and delivered on-time in-full.
In short, Wrist says a single, well-managed call in Spain can take care of: fresh provisions, bonded and technical stores - including chemicals, ropes, cables, safety equipment and pyrotechnics; last-mile delivery of spares and owners’ goods; customs clearance; and ervice barge facilities when making a pit stop at anchorage.
“You save time, control costs and reduce complexity,” it says, “with Wrist Spain as your local partner.” l
Procureship secures investment for growth
Leading maritime industry
e-procurement platform
Procureship announced in June that it had secured a strategic investment from True Wind Capital, a private equity firm renowned for backing high-growth technology companies. This partnership will support Procureship’s rapid scaling and further international expansion while maintaining its existing management structure and operational approach.
The investment will significantly enhance the development of Procureship’s innovative suite of digital solutions, including its automated procurement platform featuring a unique supplier-recommendation engine, IHM maintenance, e-Invoicing, a marketplace for service providers, tenders and contract management, freight-forwarding optimisation, and vendor management.
“We’re excited to join forces with True Wind Capital,” said Grigoris Lamprou, Co-Founder & CEO of Procureship. “This partnership validates our vision of transforming maritime procurement through technology, enabling us to drive innovation and deliver even greater value to our global customer base.”
Procureship notes an increasing demand for efficiency and transparency
in maritime procurement, with shipowners, managers, and suppliers worldwide all seeking enhanced cost control and operational excellence.
Established in 2016, Procureship is based in Athens with regional offices in Denmark and Singapore. The company manages a network of trusted suppliers across all major ports and regions, connecting them to over 100 buyers representing over 2,300 globally trading merchant vessels. It provides streamlined purchasing for more than 100 fleet owners and operators, including BW LNG, Angelicoussis Group, Oldendorff Carriers, Starbulk Group, TB Marine and Technomar.
Enhanced sustainability
Previously, Procureship announced at end-March that it had agreed a longterm partnership with Achilles, a global leader in supply chain risk management solutions, to enhance the ESG (Environmental, Social, and Governance) capabilities of the shipping industry’s procurement processes.
In May, Procureship and Achilles co-hosted an exclusive industry event in Athens which brought together senior maritime procurement professionals for a focused roundtable discussion around the challenges and opportunities surrounding ESG integration in maritime
procurement (pictured), followed by a rooftop networking reception.
The Achilles Maritime Network provides suppliers and contractors with standardised processes and pre-qualification, fostering stronger relationships and business growth, and supporting transparency, sustainability, and responsible business practices in the maritime industry. Members of the Achilles Maritime Network include BW LNG and LPG, Odfjell, Seapeak and Seasourcing.
Through this agreement, users of the Procureship platform can access the Achilles service to improve visibility of their suppliers’ sustainability performance. Procureship’s supplier network will also be offered the opportunity to demonstrate their Achilles score and standout through a rigorous, independent assessment.
The Achilles Sustainability Score will be reflected in Procureship’s supplier profiles and displayed in supplier search engine results. Additionally, buyers will be able to check the suppliers’ Achilles scores on the spot during the evaluation of quotations. This is intended to allow maritime purchasers to easily source products from companies that align with their standards, providing greater transparency and confidence in their procurement decisions. l
Objects of desire
» Chartered magic
Starfire is the archetypal modern superyacht. Its sweeping Italian lines, serene interiors, and whisper-quiet power. Expect cinematic sundeck vistas, a spa and gym, Michelin-level dining, and a crew famed for immaculate service. Suites cocoon, teak decks glow at sunset, and tenders whisk you to hidden coves. Pure escapism, engineered for effortless, white-glove wandering. Helipad, cinema, and stabilisers ensure unwavering comfort worldwide.
Starfire Superyacht
Price on application y.co/yacht/starfire
» Carbon luxury
These bespoke lounge chair pairs superyacht-grade carbon/glass fibre with marine upholstery, delivering feather-light rigidity, weatherproof elegance and custom chairs pair. Built to order alongside their deck furniture for world-class refits, each piece optimises weight and space without compromising luxury. Available in finishes to match any scheme. Lead times vary by project.
Lounge Chair
Price on application BMComposites.com
» Dumbbells beauty
Elevating home gyms into galleries, these hand-crafted stainless steel and American walnut dumbbells displayed on sculptural racks. Precision-balanced, tactile, and impeccably finished, they turn every rep into a ritual as the cost reflects the craftsmanship… The COLMIA, racks come with individual pairs available separately for bespoke weight selections. Also offered in ash, black ash and oak.
Dumbellas From $21,344 Pentfitness.com
» Golf onboard
Bringing true golf to sea, this gyrostabilised platform neutralises yacht motion, creating a level, safe hitting or putting surface. Pair with Zen Green Stage for gradients or simulator play. Built to order for any deck. Go for the full system; Zen Swing Stage, Zen Green Stage from $30,945 (ex-installation). Biodegradable balls for overboard practice
Stableonboard’s Golf Practice Board From $19,450 stableonboard.com
» Objet d’art
Sage’s Citrus Press Pro turns breakfast into theatre. Its die-cast stainless body, active-arm lever and Quadra-Fin cone deliver maximum juice with minimal effort. Whisper-smooth, dishwasher-safe parts keep things simple. The dripstop spout keeps benches pristine. It’s an object for design-led kitchens that also works hard every day. Available in brushed steel with soft-grip handle.
Citrus Press Pro £229.95 sageappliances.com
» Ferrari edition
Bang & Olufsen’s Beoplay EX earbuds merge ergonomic elegance with audio fidelity. Soft-tip stems, lightweight comfort and adaptive ANC in a refined aluminium case. Ideal for travel or all-day wear, wireless charging and IP57 durability complete the package. Prefer cutting-edge innovation? Beoplay Eleven ups the ante with improved ANC, six mics, and replaceable batteries.
Olufsen’s Beoplay EX earbuds $499.00 bang-olufsen.com
Ragusa’s Duomo
Via Capitano Bocchieri, 31, 97100 Ragusa, Sicily, Italy
Caring for Seafarers
The Swedish Club
Our Family and the Sea: A Check Your Pulse Wellbeing Guide for Seafarers and Their Loved Ones, is a thoughtful, practical resource for families navigating the challenges of life at sea. Developed with Mental Health Support Solutions, it explores separation, reunion, and children’s emotional needs, offering empathetic advice to strengthen family bonds. Building on last year’s children’s storybook, this guide reinforces the Club’s commitment to supporting seafarers’ wellbeing by supporting the whole family. To access a copy, visit online at www.swedishclub.com/loss-prevention/seafarer-wellbeing/
At Ragusa’s Duomo, nestled in Ragusa Ibla, just steps from the stunning Duomo di San Giorgio, chef Ciccio Sultano distils Sicily’s layered history into dazzling, contemporary plates. Two Michelin stars since 2006 testify to a kitchen that interprets Arab, Greek and Spanish influences with precision and soul, supported by a wine list that’s over 50% Sicilian. Set within UNESCO-listed Ibla, the calm, light-filled rooms and warm, attentive service make a fitting stage for Sultano’s “Sicilian Dominations” tasting, a tour of ingredients, spices and techniques refined through his Cantieri Sultano R&D kitchen next door. It’s modern Sicily; erudite yet generous, guided by Sultano and partner Gabriella Cicero’s mindful, sustainable ethos. An essential pilgrimage for serious eaters. Make reservations online or call. cicciosultano.it/
From the Heart to the Hands
Grand Palais, Paris (10 Jan–31 Mar 2026)
Step into a glamorous, immersive world celebrating over three decades of Dolce & Gabbana’s bold dialogue with Italian heritage and high fashion. Spanning ten galleries across 1,200 m², the show unfolds through over 200 couture creations and works by Anh Duong, painted surreal self-portraits echoing Alta Moda’s extravagance and timeless craftsmanship. Curated by Florence Müller, it’s a witty, opulent testament to how fashion can elevate artisanal traditions into living art. dolcegabbanaexhibition.com/
Tonhalle-Orchester Zürich and Zürcher Sing-Akademie
At Grande Salle Pierre Boulez, Philharmonie de Paris, 2 December 2025
In this unforgettable winter concert, Paavo Järvi leads the in a profoundly moving performance of Mahler’s Resurrection Symphony. From its hushed, existential opening to the triumphant, choral finale, the emotional arc is grand and deeply human. The soloists Mari Eriksmoen and Anna Lucia Richter deliver with both precision and heartfelt warmth, while the orchestral and choral forces build to a stirring climax that resonates long after the last note. In the architectural embrace of the Grande Salle Pierre Boulez, this performance becomes not just a concert, but a transcendent experience of beauty and hope. Conducted by Paavo Järvi; soloists Mari Eriksmoen (soprano) and Anna Lucia Richter (mezzo). philharmoniedeparis.fr theatreinparis.com
World’s Finest Yachts
Beta-Plus, May 2025
‘Catnip’ for owners and fleet managers, including a lavish, XXL coffee-table survey of 24 standout superyachts, captured in immaculate photography and polished editorial. Beyond glossy escapism, it’s practical inspiration - showcasing design languages, layout innovations, and lifestyle details that inform newbuilds and refits. Linen-bound and 320 pages, it feels as considered as the vessels inside: restrained, exacting, and quietly opulent. Ideal for briefing designers, or simply dreaming between crossings. Available online priced at £62.00. https://shopbetaplus.com/
Lifestyle Courtesy – falling on stony ground
By Margie Collins
Investigative journalist Barrie Penrose was 59 years old when, having a heart attack in a hotel, he staggered towards a steep thirdfloor staircase and collapsed, into the arms of two hotel guests: a lawyer who wondered what the commotion was about, and an ex-British Army officer who had seen a heart attack before and knew what to do. “I remember saying how sorry I was for waking them up,” Penrose recalled, full of English embarrassment.
A polite social encounter, courtesy ensures human transactions are carried out with respect and consideration. A necessary building block for society’s cohesion, it has the biblical weight of the Golden Rule: In everything, do unto others as you would have them do unto you. Treat others with warmth and kindness as you would like them to show towards you.
Passing off his ways and banter as redolent of the “vulgarity of the old world” during his recent trial and conviction for sexual assault, the French actor Gerard Depardieu said, in remarks ripe for ridicule and parody: “Today I try to avoid being listened to by the new world so that I don’t come across as detestable.”
The 18th Century German philosopher Immanuel Kant wrote tirelessly to promote respect as a moral duty that was due to all people regardless of their origins and station in life. Days away from death, Kant
received a home visit from his doctor. He rose with painful difficulty from his chair when his doctor entered the room and waited for him to be seated before following suit. “I was pleased to know the sense of humanity has not abandoned me,” he wrote of the encounter.
The reassuring rituals and incantations of respect and good manners are frayed; common courtesy is, alas, not so common anymore. What, pray, has gone spectacularly wrong? Thanks to the cesspool that is the internet and social media, abuse, malevolence and incivility have become normalised.
The traditionally dapper regulars of the 247-year-old Teatro La Scala in Milan are up in arms against operagoers turning up wearing shorts, vests, flip-flops, and chomping burgers, flashing cameras. Restaurant owners and chefs are fighting back against diners who wipe their plates clean but later upload rude postprandial comments on social media, their damaging comments not matching staff’s recollection of their
otherwise pleasant dining experience. Lamenting bad behaviour on flights, the Times’ travel editor Chris Haslam wrote: “Collectively we step into an airport and turn into 5-year-olds on the first day of school.” Some passengers are already sozzled and reeking of duty free alcohol prior to boarding morning flights.
Assailed by an epidemic of swearing; the careless indifference to punctiliousness; relegating RSVPs to a “subject to a better offer” order. Turning up late for meetings dressed like an unmade bed and smelling of yesterday’s takeaway. A bumper crop of photos on social media and the tabloids of female celebs of a certain age marking their birthdays with not a stitch on them – forgetting that allure is the result of something being left to the imagination. Increasingly esoteric explanations given for chronic lateness (ADHD); non-verbal communication (autism); absences (neurodiversity).
Ready meals eaten on public transport stinking out seats and carriages. Eating with mouth open. Using knife like a pen. Picking at the carcasses of failed relationships in public – no filters, edit buttons, no shame. Doing the school run and the shopping still kitted out in pyjamas and bedroom slippers. Leaving litter-strewn properties to rack, rot and ruin. Otherwise meaningful relationships conducted not with others but with smart devices, fuelling an addiction to scrolling and swiping. Cancelling people over a disagreement or imagined slights. The rise of the manosphere. Phubbing
(focusing single-mindedly on phone whilst in company) between courses in a restaurant, food going cold. “It is such a wantonly antisocial way to behave, sucking the energy out of a room that was built to welcome and cherish your presence,” wrote restaurant critic Giles Coren.”
Teachers dealing with extreme pupil indiscipline and at the receiving end of harassment and verbal abuse from parents. Children in want of rules, guidelines and boundaries; in need of socio-emotional skills to prepare them for society and, crucially, for work. In the Bodleian Library’s ‘Art of Good Manners’, parents who abdicate their responsibilities are reminded that they “do not realise until perhaps later the enormous responsibility they incur in having children. It is borne in upon them when they have to reflect upon the little deficiencies from which children suffer to which parents are largely to blame.”
“We put up with bad behaviour because we don’t want the hassle, the possible violence,” wrote Rod Liddle in The Sunday Times. “What we need is legislation that outlaws skanking in public places that makes our daily lives only slightly more miserable than they need to be. I’m not sure we should travel all the way back to the 1920s, but I do believe we have encouraged an anti-communitarian spirit by the laissez-faire approach to how we conduct ourselves in public that insists nobody is to be judged no matter how much the behaviour offends.”
‘Courtesy’ traces back to the 12th Century, to old French
curteisie , of ‘courtly’ behaviour –impeccable manners, grace and respect, gallantry and chivalry in battle. Tenets, compiled into books called ‘literature of manners’, were critical for social mobility and acceptance among the aristocracy.
The Renaissance author Count Baldassare Castiglione wrote ‘Il Cortegiano ’ (‘The Book of the Courtier’, 1528), which was inspired by the Spanish court during his time as ambassador to the Holy See, with the narrative set during his years as a courtier in the Duchy of Urbino, one of the most culturally refined courts in Italy. The book is a philosophical study on the qualities desired of the ideal courtier, which included good moral standing, elegance and grace, and critically, sprezzatura (the art of studied carelessness and of making something difficult look effortless) in attire, presentation and in written and spoken language. Enormously popular around Europe, it became a classic of the genre of books of manners.
Children were indoctrinated from a very young and impressionable age. One of the oldest and most popular of these courtesy books dates back to the 13th Century. The ‘Book of Courtesy’, addressed to ‘Little John’, instructed him to forswear vice and heed only virtue. “When you awake in the morning, attend first to your prayers. Then comb your hair, clean your ears and face. Dress yourself stylishly with hood, gown and shoes. When you leave the house do so with a pleasant expression on your face. Speak nicely to any you see. Walk quietly so that all who see you said:
“There passes a good child.” It was the belief that if parents trained a child in the way he should go, he will not depart from it.
It continues in the same instructive vein throughout John’s life. “At play, be sure to play only proper games. For mirth and joy learn the harp or the lute. Read books in which you find education and entertainment. Little John, if he abides by this code of behaviour, will find honour in his life.”
It was the aspiration for a man to be a ‘gentleman’ (from the Latin gentilis, meaning ‘of a good family’). To be a gentleman, according to William Makepeace Thackeray, “was to be honest, gentle and generous; to be brave and wise and possessed of all those qualities to exercise them in the most graceful manner.” And for a woman, the ambition was to be a “lady of refinement and gentility, receiving the homage and devotion of a man.”
King Arthur and the fabled Knights of the Round Table were the ne plus ultra of gallantry. Seeking a favour from the king, an elderly lady begged James II to make a gentleman out of her disagreeable son. “Madam,” he said, “I could make him a nobleman, but God Almighty Himself could not make him a gentleman.”
Over time, the intensely formal ways of the past gave way to the middle classes in the 19th Century who tended to emulate the manners of their ‘betters’, and led to bourgeois etiquette and later, to Jeeves, the ultimate gentleman’s gentleman.
We have today a massive etiquette industrial complex including schools and handsomely paid guardians of taste and discernment. The 71-year-old Institut Villa Pierrefeu in Vaud overlooking Lake Geneva charges £22,000 for a six-week course in etiquette. Employers are signing employees up for lessons in how to converse, email, present themselves
and disagree without fisticuffs. Danish and French schools offer empathy classes to schoolchildren designed to develop their self-esteem and improve their social skills. University professors on both sides of the Atlantic are teaching an unmoored generation that came of age during the pandemic who are struggling with a lack of confidence and a poverty of social skills how to handle their status anxiety, engage in small talk, to look their interlocutors in the eye.
In a recent letter to staff which went viral, Jamie Dimon, ceo of America’s largest bank, J P Morgan, ordered employees to improve on ‘meeting etiquette’, to stop reading emails and texts during meetings, to “talk like you speak, get rid of jargon, avoid management pablum (pap). More and more people are being disrespectful, condescending and unwilling to listen to one another. Let’s hope we can all treat each other with a little more respect.” And then: “Oh, and get back to the office.”
A recent leader in the Times notes that: “Polite conversation is the lubricant of life; smooths the awkwardness of finding yourself in a lift with strangers, oils the wheels of professional relationships and eases
the tension at social events with people with whom you have nothing in common.” In his bestselling book ‘Just Good Manners’, William Hanson explains that the core pillars of good manners remain the same, ageless and classless. He posts instructive videos to millions of followers on, e.g., what to wear to Ascot, to a funeral or dinner with the boss; how to eat peas or a croissant; how to manage a three-fork table setting. “Sometimes I look at certain friends,” he said, “and if they do something wrong, I think I just want a little bit better for you. My book isn’t legislation, sadly. It’s just a suggestion.” Speak only if it improves on silence. Lend a hand. Hold a door open for the person behind you. Be present. Never, advises Debrett’s, post any message that you can’t imagine being read aloud in court. G K Chesterton opined that “the Bible tells us to love our neighbours and also to love our enemies –probably because they are the same people.” On his deathbed, when the priest delivering the last rites urged him to renounce Satan, the French philosopher Voltaire, courteous to the end, replied: “Now is not the time for making new enemies.” l
Urbino – birthplace of Renaissance ‘Book of the Courtier’
