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Hong Kong fights back as maritime hub
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ISSUE 112 NOVEMBER/DECEMBER 2024
THE MAGAZINE FOR THE WORLD’S SHIP OWNERS & SHIP MANAGERS
STRAIGHT TALK FIRST PERSON
8 – The year 2024 in review
NOTEBOOK
10 – UN report lifts the lid on Houthi modus operandi
16 – Brazilian jungle port moves downstream to save Xmas
17 – INTERTANKO appoints new Chairman and MD
18 – A year of decarbonisation and more to come
20 – Fleet Management’s winning team
DISPATCHES
22 – OTG and CLSICO: Meeting LNG’s growth challenge
CREW TRAVEL
29 – Crew Travel: Taking a leaf out of maritime’s book
CREW MANAGEMENT
32 – Ripple making waves with ‘crew success software’
ALTERNATIVE VIEWPOINT
34 – Skirting around mental problems
Michael Grey, MBE
TRAINING
36 – Mentorships play a crucial role in future-proofing maritime
REGIONAL FOCUS
Hong Kong/China Report
38 – Reviving past fortunes
43 – Ship managers can be key enablers of the digital transformation
45 – Anglo-Eastern turns 50 in expansive mode
46 – Chinese car exports fuel Sallaum Lines expansion
46 – CSM celebrates 10 years in China
47 – Norsepower launches world’s first dedicated rotor sail factory in China
REGIONAL FOCUS
Türkiye Report
49 – Resilient amid regional tensions
52 – Yards moving ahead with green newbuilds
54 – Turkish ports set to grow from redrawn trade routes
55 – Besiktas Shipyard receives record-breaking new floating dock
DIGITALISATION
56 – Track record over trends –rethinking shipping’s digital priorities
57 – V. reaches 40-year milestone
58 – Online auction technology offers fuel buyers the opportunity of reducing bunker costs ‘at source’
59 – Crew change firm CEO Peter Smit discusses future of digitalisation
TANKERS
60 – Sire 2.0 inspection programme ensures human factors are not over-simplified
ANALYSIS
62 – LNGCs - short term pain for long term gain
Next issue
AD HOC
64 – Our regular diary section
66 – Addressing Electric Vehicle risks in a rising trade
70 – Nippon Paint Marine uses biomimetics to unlock the next generation in hull coatings
71 – Case Study: Evolution of coatings for WAN HAI
NAVIGATION CLEAN OCEANS
72 – Shaping the future of navigation: New data framework S-100
74 – Reducing Underwater Radiated Noise a win-win for emissions and ocean
OBJECTS OF DESIRE
78 – Our pick of the most coveted creations
TECHNICAL TECHNOLOGY REVIEW
80 – Bringing you the best in arts & culture
LIFESTYLE
82 – Road test: Lexus LBX
The January/February issue of Ship Management International magazine (SMI 113) will coincide with the 10th edition of the Sea Asia event, taking place during Singapore Maritime Week in late-March. It will feature special reports on Singapore and Isle of Man, as well as looking at latest news involving Classification Societies and other developments in the field of Maritime Safety
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managers
STRAIGHT TALK
EThe year 2024 in review
very picture tells a story, as they say, and the front covers of this year’s issues of SMI provide a convenient reminder of some of the main maritime themes of 2024.
The year has unquestioningly been dominated by Houthi attacks on vessels in the Red Sea area, causing many to divert away from the Suez route in favour of the Cape to safeguard seafarers’ lives. Others have preferred to continue using the canal but made payments to try and ensure ‘safe passage’, as detailed in a latest UN report covered in our Notebook section this issue.
Decarbonisation remains one of the main challenges facing shipping and the big Posidonia event in Athens this year coincided with the launch of an important new initiative on this front involving major Greek shipowners, as reported in the March/April issue.
The most dramatic shipping accident of the year occurred with the allision of containership Dali with the main bridge in
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Baltimore in March, causing the entire construction to collapse and tragically killing six workers. But the wreck was cleared and all shipping in the waterway was restored in only 11 weeks, serving as a testament to the vital work of marine salvors.
The uptake of wind-assisted propulsion has been the defining technical trend of the year, as reflected in the number of systems exhibited at this year’s SMM event in September as well as the myriad retrofit and newbuild contracts being placed.
Growing awareness impact of mental stress on seafarers, especially as the Houthi attacks have continued, has been another noticeable trait this year, with Michael Grey MBE returning to the subject in his Alternative Viewpoint this issue.
Finally, our Hong Kong report inside details how the authorities in HKSAR are now setting about trying to revive that territory’s fortunes as a global maritime hub with creation of a new HK Maritime and Port Development Board.
Happy reading and best New Year wishes! l
Publisher: Sean Moloney
Editor: Bob Jaques
Sales Manager: Julian Berry
Finance: Lorraine Kimble
Design and Layout: Diptesh Chohan
Regular Contributors: Michael Grey Felicity Landon
Ian Cochran
Margie Collins
Ema Murphy
Motoring Journalist: Rob Auchterlonie
Technical Editor: David Tinsley
Editorial contributors: The best and most informed writers serving the global shipmanagement and shipowning industry.
The shipping business magazine for today’s global ship owners and ship
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Notebook
UN report lifts the lid on Houthi modus operandi
The war in Gaza has indirectly led to the Houthis turning from a paltry regional actor—albeit one able to hold its own in Yemen’s decade-long civil war—into a global force to be reckoned with. The threat to shipping has become real, writes Peter Shaw-Smith from Dubai.
Because money always talks, a stream of payments by international shipowners to the Houthis to guarantee safe Red Sea passage seems to have turned into a torrent. According to the United Nations’ ‘Final report of the Panel of Experts on Yemen established pursuant to Security Council resolution 2140 (2014)’, published mid-October 2024, the Houthis have been receiving an unconfirmed $180 million a month in “illegal transit fees for safe maritime passage”.
It is unclear which location is serving as conduit for the transfer of payments to the Houthis, but Dubai and Djibouti both spring to mind as likely locales for these bounties, which the UN report said were funnelled via “a few shipping agencies” to allow ships to sail through the Gulf of Aden and the Red Sea without being attacked.
“Sources further informed the Panel that these shipping agencies coordinate with a company affiliated with a top-ranking Houthi leader and that the fees are deposited in various accounts in multiple jurisdictions through the hawala network and through adjustments involving trade-based money laundering,” the report said.
It added that although the Houthis professed an intention to attack certain targets, in practice, these had become random. “Despite the Houthis’ claim that they would target ‘Israeli-linked’ vessels, investigation by the Panel revealed that the Houthis have been indiscriminately targeting vessels navigating in the Red Sea and the Gulf of Aden,” it stated.
US, UK and Israeli shipowning interests have reportedly attempted to sell on tonnage in order to give vessels ‘new identities’, thereby hoping to evade Houthi detection. However, sources tell SMI that the Russians
may be feeding the Houthis highly accurate maritime intelligence on vessels crossing the Bab El Mandeb Strait, meaning that re-flagged, re-named or ‘re-owned’ vessels can still be easily identified using basic vesseltracking websites.
Meanwhile, insurance companies in places as far afield as London, Indian and Singapore benefit by being able to charge higher premiums in areas designated as ‘exclusion zones’. Lloyd’s of London no longer exercises the same near-monopoly of this business that it once enjoyed due to the fact its business has been negatively impacted by the Western-imposed ‘price cap’ on Russian oil and its inability to cover ships carrying, or suspected of carrying, Russian oil. That has resulted in a massive boom for insurers located in other places, such as Singapore or India, to write the risk on the ‘shadow fleet’.
“Shipowners cannot count on the U.S. or Western governments to contain the fires that they set, and these very shipowners are making their own side deals with the Houthis to enable them to stay in business,” the source concluded. “The problem is that by doing so, this may become the new normal, ensuring the practice of bowing to the Houthis’ demands will continue unabated. And the impact of this is far and wide—from London to Singapore.”
In short, the allegedly Iran-backed Houthis, possibly aided by Russian maritime intelligence, now pose a level of threat that before October last year was barely conceivable. It remains to be seen if a new Trump administration will step up US efforts, together with those of the EU and UK, to try and eradicate this scourge to shipping. l
BIMCO adopts FuelEU Maritime clause
The FuelEU Maritime Regulation, which comes into force on 1 January 2025, may require stakeholders to start taking measures now and the BIMCO FuelEU Maritime Clause for Time Charter Parties 2024 has been developed to help stakeholders align their contractual frameworks. The clause was adopted by BIMCO’s Documentary Committee on 25 November.
“This clause has been eagerly awaited by the industry,” says Stinne Taiger Ivø, Deputy Secretary General and Director of Contracts at BIMCO. “January is almost here, and the FuelEU Maritime regulation is complex. Because of this, we have carried out several industry consultations during the drafting process to make sure that we arrived at a clause that works in practice.”
The focus of the subcommittee has been on developing a standard clause that is workable for most scenarios and commercial relationships. For longer period charter parties,
the charterers will have the flexibility to decide on their compliance strategy whether that be utilising pooling, banking or borrowing.
“The FuelEU Maritime regulation will significantly impact the shipping industry, even more so than the EU Emissions Trading System. The clause we have adopted today is the result of a collaborative process between owners, charterers, P&I and legal experts and other stakeholders,” says Nicholas Fell, Chair of BIMCO’s Documentary Committee.
The company responsible for compliance with FuelEU Maritime under the new BIMCO clause is the shipowner. In reality, however, it may be a third-party shipmanager who has agreed to take over all the duties and responsibilities imposed by the International Management Code for the Safe Operation of Ships and for Pollution Prevention (ISM). BIMCO is therefore working on developing a clause for BIMCO’s ship management agreement, SHIPMAN. l
BSM fully integrates FuelEU Maritime in emission management services
With the new FuelEU Maritime regulation to come into force from January 1 2025, Bernhard Schulte Shipmanagement (BSM) has developed comprehensive FuelEU Maritime measures and digital tools, integrated in its emission management services, to ensure a smooth transition to the highly complex compliance requirements.
BSM already reached an important milestone back in August. By 31 August 2024, Monitoring Plans for all vessels under the scope of FuelEU Maritime had to be submitted to authorised verifiers. BSM successfully transferred all plans before that deadline, ensuring that the managed vessels can comply with all aspects of the regulations from the very beginning.
Over the current year, BSM has made significant efforts to support clients in complying with FuelEU Maritime, enabling to manage the new regulation effectively and avoid non-compliance.
“We have developed integrated IT systems and procedures ensuring the accurate monitoring, recording, correction and reporting of all relevant voyage and emission data of FuelEU effected vessels,” outlines Anil Jacob, Head of Fleet Performance and responsible for BSM’s Emission Management Services.
In addition, a FuelEU Dashboard and a FuelEU Simulator have been designed, which are also fully integrated into BSM’s PAL ship management software. These tools allow users to visualise all FuelEU
Maritime-relevant data and ensure reliable forecasts and calculations.
The core functionality of the FuelEU Dashboard is about calculating the anticipated GHG intensity, compliance balance and expected FuelEU penalties based on the vessel’s reported data of fuel for various fuel types under the EU scope. The reported data will be used in penalty assessments for the upcoming years from 2025 to 2050.
The FuelEU Simulator is serving as a dynamic platform enabling users to simulate the effects of modifications on managed vessels and provide actionable, ship and trade-specific insights on how customers can minimise compliance costs. Whether that is through simulating the effects of using shore power or estimating the amount of biofuel required for a single voyage or a whole fleet. This offers full transparency across the wide range of options.
Furthermore, BSM offer its customers expert guidance and advice on suitable fuels,
compliance technologies and flexible indirect options like pooling to reduce the GHG intensity penalties. Thus, the system can monitor the compliance status of anticipated pools and provide insights into how pools can be managed most efficiently. The user has the option of simulating pools by selecting vessels and creating pools and monitor them continuously to track compliance balance and penalty exposure.
“We are ready on the system side, and we are ready on the service side,” Anil Jacob confirms. “From the outset, our approach was not just to develop measures to ensure the necessary compliance management. We wanted to go further and create real added value. We offer our customers a full and transparent picture of each of their ships and vessel-specific solutions. This ensures the certainty of having all aspects and options fully in view and being able to make substantiated decisions.” l
Let’s get secure with FuelEU
The FuelEU Maritime regulation is an attempt by the EU to encourage the adoption of fuels with lower greenhouse gas emissions by issuing penalties for non-compliance. It applies to all ships over 5,000 GT calling at ports within the EU from 1 January 2025. Penalties will amount to EUR 2,400 per ton of fossil fuel exceeding the current limit for the vessel. A ship must be compliant and have a FuelEU Document of Compliance (DoC). To obtain this, there needs to be no deficit on account. Either the ship’s intensity is below that limit and there is no deficit; or there is a deficit, and a penalty is issued, but that penalty has been paid off. Afterwards, a FuelEU DoC will be issued.
An owner may decide, rather than incurring the cost to upgrade the machinery of their ship, or a charterer, rather than paying the cost of cleaner fuels, to just accept and pay a penalty. However, if a vessel has a deficit for two consecutive reporting periods, the penalty grows by 10% each year. If penalties are incurred that are not paid off, a DoC will not be issued. If a DoC is not held for two or more reporting periods, a ship may be refused entry to EU ports or subject to flag detention. Therefore, the cost of non-compliance is high and will aggregate over the years.
Unlike EU ETS, where there was a last-minute change of heart by the EU, the only party who will be subject to and liable to pay penalties for noncompliance is the ISM manager. A third-party ship manager has no say in what fuel is used on board the ship. Therefore, the manager must ensure they will not be left exposed to penalties by putting in place a robust
contractual arrangement between them and the owner. BICMO has been drafting FuelEU Maritime clauses for both time charters and also SHIPMAN. At the time of writing, a clause for SHIPMAN has still not been agreed upon by the Documentary Committee.
Any FuelEU Maritime clause for a ship management agreement must include adequate security. From 1 January 2025, all ships above 5,000 GT will incur a liability arising from a choice of bunkers on that ship. The only party who will be held responsible for that choice, will be you: the ship manager. Therefore, when these penalties become due, you do not want to have a large credit exposure, as you will have to pay those penalties and then seek recovery from the owner. Consequently, one of the most important issues in the drafting of any clause between a manager and an owner is the matter of security.
The position on security is even more important based on the fact that the ISM manager who has the ship on 31 December will be responsible for the entire reporting period. This is irrespective of whether there is a change in the manager or the sale of the ship. Therefore, the new manager will be responsible for reporting and payment of penalties, even though the ship had not been in their fleet. On this basis, the security provided by an owner must include the entire reporting period.
With all this in mind, ITIC advises all ship managers not to accept management of a ship unless the appropriate form and amount of security have been agreed upon. l
Brazilian jungle port moves downstream to save Xmas
Although most Brazilians have never seen snow they love their Christmas celebration, writes Brazil correspondent Rob Ward. But this year the Festive Season was in jeopardy as a result of drought in the Amazon region that threatened the logistical supply lines from the jungle city of Manaus to the heavily populated Southeast of the country.
From September onwards the worst drought in 120 years hit the region, preventing oceangoing vessels from reaching Manaus. Reacting quickly, local port operators implemented ‘Operation Itacoatiara’ which moved port operations 200km downstream, to help save seasonal retail opportunities in Brazil and ensure isolated indigenous communities in the jungle did not go without food and water.
Manaus is a city of 2.2 million people, only accessible by river, and is also home to Brazil’s largest industrial park, the Amazonas Free Trade Zone (FTZ), which hosts hundreds of multinational churning out consumer goods for markets in the Southeast, mostly in Rio de Janeiro and Sao Paulo. In return, the southern regions provide essential foodstuffs, especially at Christmas.
“Last year there was a crisis due to the worst drought in 100 years,” recalled Ramesh Thadani, of Grupo Simoes. “Many in the Amazonas region failed to get their turkeys in time for Christmas and prices went up in the shops because of the extra transportation costs of using barges. Many retailers in the South were also short of products for Black Friday and the run up to Christmas.”
The drought season normally starts in September, causing water levels fall from 40 metres to 30 metres at most points. Last year’s more severe event meant that the deep-sea and cabotage services -operated by MSC, Maersk, CMA CGM and ONE - that usually call several times a week at the two Manaus box terminals of Superterminais
and Porto Chibatao, did not receive any vessels for three months from September to end of December 2023. At two choke points near river islands between Manaus and the port of Itacoatiara 200km away, water levels fell to just 7.5 metres, meaning that larger vessels (i.e. of c.2,000 – 4,500 TEU capacity) could not reach Manaus; shipping lines reacted by resorting to transhipment via smaller vessels which caused severe disruption and delays. Further upstream, small indigenous communities went short of supplies as some riverbeds dried up completely.
However, this year shipping lines have been offered a unique solution to their problems. The two box terminal operators in Manaus consulted with the local shipping fraternity and decided to move their port operations downriver to locations in the middle of the Amazon, close to Itacoatiara.
“Christmas was under threat again this year,” said Thadani, “but this year it has been saved by the ingenious solution from the port operators. They moved half of their operations 200km downriver and operated the oceangoing vessels there, before the chokepoints could block the ships.”
Porto Chibatao executive director Jhony Fidelis told SMI that the transfer, by barge and tug, of four pontoons measuring 277.5 metres in length and 24 metres wide, along with three post-panamax LBS600 Mobile Harbour Cranes, went “very smoothly”. During the first 65 days of operations around 47 ships and more than 100,000TEU were handled by Porto Chibatao and its Superterminais rival. Overall, the port of Manaus is forecasting it will handle 757,716TEU this year, up 12% over last year and a record throughput.
Luis Resano, Executive Director for the Association of Brazilian Cabotage Operators, said that his members were delighted with this “novel manoeuvre” of the Manaus port operators bringing port services to the ships rather than vice versa. l
Novel new pontoon operation from Itacoatiara
INTERTANKO appoints new Chairman and MD
The International Association of Independent Tanker Owners (INTERTANKO) confirmed Rolf Westfal-Larsen Jr. as the body’s new Chairman at its Council meeting in late November. He succeeds Paolo d’Amico who has served the maximum term of six years. Tim Wilkins, currently Deputy Managing Director of INTERTANKO, was also elected to succeed Katharina Stanzel as MD from January 1, 2025.
Rolf Westfal-Larsen Jr. is the CEO of WestfalLarsen Management AS, a family-run shipping company based in Bergen, Norway. He has been serving as Vice Chairman of INTERTANKO and a member of the Executive and Management Committees for several years. The company owns and operates a fleet of chemical tankers and is known for being at the forefront of innovation.
Paolo d’Amico commented: “With Rolf, we have a Chairman who will continue to represent what INTERTANKO stands for; quality, future-focused, independent tanker owners and operators”.
Mr Westfal-Larsen Jr. underlined his commitment to INTERTANKO, saying: “It is an honour to be elected as Chair of such a respected organisation, and I look forward to playing a part in leading the industry through this period of transition.”
Kathi Stanzel has served as INTERTANKO MD since 2012 and was the first MD to bring an environmental background to the position. “It has been an absolute privilege to work with and serve the interests of INTERTANKO’s Members worldwide,” she said, “and develop, guide and direct the fantastic team of professionals we have in the Secretariat today.”
Tim Wilkins has extensive experience at INTERTANKO where he is currently Deputy MD and Environment Director, overseeing the Association’s environmental agenda and European and Board activities. He pledged his focus as MD would include “shaping a sustainable future for the tanker industry by supporting Members through the decarbonisation transition, safeguarding the future of our seafarers and actively addressing the complex geopolitical challenges we face.” l
Rolf Westfal-Larsen Jr.
Tim Wilkins
InterManager Outlook
A year of decarbonisation and more to come
Capt. Kuba Szymanski, Secretary General of InterManager, reflects on 2024 as he looks ahead to next year
As we set sail for 2025 let us look at where our 2024 journey has taken us.
Decarbonisation has been firmly in the shipping industry’s sights this year, particularly at the International Maritime Organization where member States have grappled with planning for how to achieve maritime’s ambitious commitment to decarbonisation “by or close to” 2050, with its interim milestones.
Ship managers are fully committed to playing our part in the shipping industry’s decarbonisation efforts. InterManager is an active participant at IMO, having Non Governmental Organisation status. I was very pleased to have two representatives from our member company V.Group join us at the important Marine Environment and Protection meeting (MEPC82) where decarbonisation formed the bulk of the agenda. They gave extremely valuable input into the working groups – which is where the ‘nuts and bolts’ discussions take place. I encourage other members to join us at IMO to see maritime governance in action. Get in touch with me if you would like to do this.
MEPC82 advanced discussions on the proposed midterm measures for GHG reduction, which include a global pricing mechanism for GHG emissions from ships and a global marine fuel standard. Member States identified areas of convergence, and discussions resulted in a draft legal text - the “IMO Net-Zero Framework” – which will be used as the basis for the next phase of talks.
The aim is to adopt these mid-term measures in late 2025, with a view to entry into force in 2027. We look forward to the next MEPC meeting in April 2025 where IMO Secretary-General Arsenio Dominguez jokingly threatened to lock the doors and not allow exit until agreement has been reached among the 176 member States!
Ship managers are currently accompanying those of our shipowners that trade to Europe, on their road to compliance with the EU’s Emissions Trading Scheme (EUETS) and FuelEU Maritime. InterManager has been very active at the European Union where we have had extensive discussions. We have lobbied decision makers and worked hard to help them to understand who does what within the complicated structure that is the global shipping industry. In particular we have sought to educate them on the role of ship managers – on what we do, what we are responsible for, and, importantly, what we don’t have control over!
Another issue we are closely focussed on is safety. On behalf of the wider shipping industry InterManager collects statistics on lifeboat accidents, deaths in enclosed spaces, and falls and trips. We share this data with the IMO and other industry stakeholders. They are also freely available on our website.
Now we are turning our focus to the criminalisation of seafarers and collating information on instances where seafarers have been unfairly criminalised. We are urging our members and other industry partners to share with us any details they have on such cases, particularly the country this occurred in, the vessel, the alleged offence, and any other information you may know.
We are working with other maritime stakeholders to understand how widespread the issue is in order to identify solutions to avoid this happening to innocent seafarers. Please get in touch with me if you have information which may help us.
Finally, I would like to wish all our members, seafarers, and maritime colleagues a Merry Christmas and a happy and successful 2025. l
First Person Fleet Management’s winning team
Fleet Management Limited (Fleet) celebrates 30 years of achievement under the leadership of Caravel Group’s Dr Harry S. Banga (left), son Angad Banga JP (centre) and Dr Kishore Rajvanshy (right), preparing for a change of leadership in the New Year.
There’s an important transition underway at Hong Kong-based Fleet Management Limited (Fleet), part of The Caravel Group run by Founder, Chairman & CEO Dr Harry S. Banga and his son Mr Angad Banga JP, as it comes to the end of its 30th anniversary year.
Dr Kishore Rajvanshy, Fleet Management’s sole Managing Director since its inception in 1994, is standing down after three decades at the helm. He will continue to provide strategic counsel as a Non-Executive Director and assume the title of ‘Managing Director Emeritus’. As of January 1, Capt. Rajalingam (‘Raja’) Subramaniam will take the reins as Chief Executive Officer, following a phased
transition since he joined the company in late October as CEO Elect.
The changes are part of a phased succession plan first announced at the start of this year. Angad Banga, Chief Operation Officer of The Caravel Group and current Chairman of the Hong Kong Shipowners Association (HKSOA), co-led the shipmanagement company since February, overseeing commercial operations.
“Dr Rajvanshy’s leadership has been the bedrock of our success,” said Dr Harry Banga when announcing the appointment. He went on to express his heartfelt gratitude to Dr Rajvanshy, saying: “His unwavering commitment to
excellence has shaped the company into what it is today. We are profoundly thankful for his years of service, friendship and the lasting impact he has made on the maritime sector.”
With Dr Rajvanshy at the helm, Fleet Management has grown into one of the world’s largest ship management companies, managing more than 650 vessels and employing a roster of over 27,000 seafarers and 1,200 onshore maritime professionals across 24 offices in 10 countries, serving more than 130 top-class shipowners worldwide. The portfolio of managed vessels runs from bulk carriers to ultra-large containerships and cutting-edge 180,000-cbm LNG carriers and the company also has a dynamic newbuilding supervision department.
“Success is a by-product of the work you perform,” says Dr Rajvanshy, alluding to the unwavering focus on safety, quality, teamwork and client satisfaction that has driven Fleet’s growth over three decades.
“It has been an incredible journey to see Fleet Management Limited grow and thrive and I am deeply grateful for the support of our talented people and partners,” he adds. “We welcome Captain Subramaniam and look forward to working with him to steer the company towards new horizons, building on our legacy of safety and quality.”
One of Dr Rajvanshy’s main achievements has undoubtedly been the development of Fleet’s proprietary PARIS (Planning And Reporting Infrastructure for Ship) digital portal which he had the foresight to launch more than 20 years ago, overseeing its continuous upgrading ever since. Winner of numerous industry accolades, he first trained as a mechanical engineer and sailed for seven years – the last three as Chief Engineer - with Shipping Corporation of India before coming ashore. Early last year he was bestowed an honorary doctorate in Engineering and Technology by Chennai’s Academy of Maritime Education and Training (AMET), the citation calling him “a visionary always ahead of his time”.
“As I prepare to pass the baton to the next generation, I am confident that the company’s future is bright and that it will continue to set industry standards for years to come,” Dr Rajvanshy first said when he announced his plans to stand down.
Angad Banga co-led Fleet during the handover period and oversaw the new management team, under the mentorship of his father Dr Harry S. Banga, an Indian entrepreneur and philanthropist who also served as a Master Mariner before commencing commodities trading and progressing to Vice-Chairman of Noble Group. In 2013 he founded The Caravel Group, which has since grown to become a diversified conglomerate covering Maritime, Commodities (mainly dry bulk trading) and Investment management, also taking over the ownership of Fleet Management from Noble.
Son Angad joined his father’s business over a decade ago and has worked in various roles within The Caravel Group, gaining valuable experience in different aspects of shipping. Prior to joining The Caravel Group, he was a Principal with KKR, a world-leading global investment firm, where he focused on investing in Leveraged Buy-out (LBO) transactions across the Asia-Pacific region, in the process helping finance some of the largest, most complex, and highly structured private equity acquisitions in Asia. He started his career as an Investment Banking Analyst at J.P. Morgan in Hong Kong, having graduated with an Honours degree in Economics from Dartmouth College in the US.
At the end of last year, Angad Banga was appointed Chairman of the HKSOA, one of the industry’s largest and most venerable shipowner associations with seven decades of history and a current membership of more than 200 members controlling over 2,500 ships [see also Hong Kong report]. He had previously served as Deputy Chairman of the Association, and also sits on various local shipping committees including two of the Hong Kong Maritime and Port Board (HKMPB).
“I am driven to build on the robust legacy established by my father, Dr Harry Banga, and Dr Rajvanshy, in working with our colleagues, partners and investing in Fleet to meet our clients’ needs now and into the future, “ Angad Banga said.
“Our company stands at the intersection of tradition and innovation. Leading our extraordinary team is a privilege, and we stand poised to continue to lead safety standards, embrace innovation and pursue new opportunities to serve our clients and the broader industry.”
Angad is also a firm believer in Corporate Social Responsibility and the family supports many philanthropic endeavours through The Caravel Foundation, led by Mrs Indra and Mrs Dana Banga, which supports causes such as the Caravel Foundation educational scholarships.
The leadership team is immensely excited to welcome Capt. Raja Subramaniam (below right) to the fold. Capt. Raja brings both first-hand seafaring experience as a Master Mariner to his new role at Fleet, as well as the strong business acumen he demonstrated in his previous position as President & CEO of Malaysian shipping and offshore group MISC.
“I am truly honoured to be entrusted with this responsibility and to work alongside a team renowned for its dedication and excellence,” he said upon his appointment. “Together, we will continue to innovate and uphold the highest standards in the maritime industry.”
Taking the reins from January 1, 2025, Capt. Raja will help to steer the company towards new horizons, building on the solid foundation laid by Dr Rajvanshy and the Banga family. l
Dispatches
OTG and CLSICO: Meeting LNG’s growth challenge
CLSICO is China’s first specialised LNG ship management company. It is managing seven LNG carriers built in China. CLSICO’s task is to operate LNG ships to the highest international standards while supporting development of the LNG industry in China.
By its own admission, CLSICO is committed to higher standards when it comes to the development of its people. But how has its strategic investment in human capital, supported by Ocean Technologies Group (OTG), propelled its expansion and established it as a leading player in LNG (Liquefied Natural Gas)?
In a joint presentation to Seatrade Maritime Crew Connect Global in Manila, Raal Harris, Chief Creative Office at OTG, and John Wood, Assistant General Manager and Head of Manning and Marine at CLSICO, discussed how an LNG operator can ensure it is able to attract skilled crew, build competency and ensure operational excellence in a competitive market, at a time when the LNG sector is set for unprecedented growth. And as one of the most safety critical trades, management of crew competency is paramount.
Their debated case study explored how CLSICO, through the adoption of Ocean Learning Platform (OLP) and the use of industry-recognised competencies, has been able to drive a consistent people-first approach to
CLSICO-managed vessel
OTG’s Raal Harris with CLSICO’s John Wood
ongoing development, ensuring that CLSICO’s multi-national crew are well-prepared to manage new technologies and maintain the highest standards.
As CLSICO continues to expand its fleet and enter new markets, OTG has proved a vital partner in providing the tools and expertise needed to as the company grows, wins new business and bolsters its reputation as a preferred employer in the LNG sector.
“At the moment we have six steamships with a seventh due and we have three newbuildings coming out of China. These will all be XDF motor ships and chartered by Qatar Energy,” said Mr Wood. “In 2028, we will have two more motor ships – these will be Q-Max vessels, so now is a good time to talk about competence and growth.”
Raal Harris picked up the debate by stressing CLSICO’s move from Chinese only trade to “a more global picture and how that has changed the way in which you are approaching the skills development issue and the different levels of talent that are needed. Has that changed as you have needed to grow into new markets?”
John Wood again: “Definitely. The six steamships for example, are chartered by three Chinese charterers; three ships load in Australia and discharge in China; two load in Indonesia and discharge in China; and the sixth ship loads in Malaysia and discharges in China. For want of a better word, these ships are on tram tracks. During Covid we had slight deviations, not for cargo but to undertake strange crew changes. So, for the past 16 years we have been on North-South routes and all of a sudden we are going east-west. So, it’s really just a mindset change.”
And has this meant the recruitment of different nationalities?
“Not so much nationalities but
the need for crew with different competencies. The motor ships are all X-DF and the technology and electronics onboard these ships is so far advanced from what is onboard our steamships. So, the majority of the people we are bringing in, our gas engineers, is reliant on their X-DF engine experience,” Mr Wood said.
When asked what charterers demand from a manager like CLSICO, he stressed reliability. “They like to sleep at night. They like to know that their ships have been handled by competent people, whether that’s our office ashore or our seafarers onboard, we have to be able to demonstrate how we achieve those levels of competency.
John Wood sees crew training and development as key factors in the company’s ongoing success. “Our charterers want reliability, they don’t want delays, they don’t want breakdowns. The service we provide is top quality because of our commitment to training and development”.
The company’s office staff and senior officers, including their Captains and Chief Engineers, regularly
The service we provide is top quality because of our commitment to training and development
John Wood, CLSICO
participate in seminars, such as those hosted by the Maritime Safety Administration in China, to share their knowledge and mentor the next generation of LNG seafarers.
“There is a thirst for knowledge and experience, and we have these things.”
Raal Harris again: “So we have a global backdrop where there is real competition for talent, but as you say the ships are becoming more technical against the backdrop of a changing trading landscape, how have you gone about building that kind of competence that the charterers want to see?
“Like you mentioned in your introduction Raal, you and I go back a long way. We started working together when you were at Videotel, and at Videotel we took on computer-based training videos. Over the last few years, we have expanded and while we always had promotion check lists, these were paper documents. The problem with this was that the crew would take them home and then forget to bring them back to the next ship. So, we worked with OTG and we digitalised the promotion checklists into a competency management system,” he added.
“Based on demonstrating to charterers like Qatar that we were very serious about crew competency, all of our officers are now enrolled in the SIGTTO cargo handling competency programme, and on top of that we also work with you guys on the OTG’s APRO psychometric testing, which we find very useful. We use it for team building because it gives us three pieces of vital information: it gives us an indication of a person’s ability to take in information; it gives us an indication of the person’s ability to process the information, and to make decisions based on the information they have processed.”
As Mr Wood added, some people score very highly in all three categories. Some people maybe have a weakness in one. “It doesn’t detract from their ability to perform, but we share this information with the other members of their senior management team. On board, we have a sixman senior management team as well as the Chief Officer, the Master, the Chief Engineer and we involve the ETA and the gas engineer. We produce a very detailed report following a psychological test. It’s about nine pages long, but we summarise it into a two-page condensed report and we actually put that into the seafarer’s profile in our crew management software. So, when they join the ship with the Master, the Chief Officer, the 2nd Engineer, they can read about the guy that’s coming onboard.”
CLSICO’s success is reflected in both its international operations and its diverse, multinational crew. Officers from China, the UK, NW Europe, Eastern Europe, India, Malaysia and the Philippines, work together with ratings from China and the Philippines, making crew cohesion and cross-cultural management critical to safe and efficient vessel operations.
While a multicultural crew is a strength, it also presents unique challenges around crew cohesion, communication, and differing management styles. CLSICO addresses these by incorporating ‘soft skill’ training into all managerial development programmes, ensuring leaders can effectively manage and harness the strengths of a diverse workforce.
Investing in crew development has been a cornerstone of CLSICO’s high fleet performance. The company uses competency frameworks extensively to assess current crew performance, identify gaps, and provide a clear path for career advancement.
“We do a lot of onboard training, focusing on what our ships need. Using competencies gives us confidence that we are working to industry standards and best practices, ensuring our crew maintain high performance” John Wood stressed.
CLSICO also utilises the assessment tools offered by OTG to understand how new and existing crew will perform.
“APRO gives us objective insights into how our senior officers are likely to react in safety-critical situations and, at the same time, reveal an individual’s ability to cooperate in teams, along with identifying personal strengths and individual potential.”
The Ocean Learning Platform (OLP) is integral to CLSICO’s training strategy, enabling senior staff to access expert-developed content that supports training without requiring them to be seasoned trainers themselves.
This approach is particularly valuable when bidding for new business, as demonstrated by CLSICO’s success with the Qatar Energy tender, where their use of SIGTTO (The Society of International Gas Tanker and Terminal Operators) competencies and the OLP highlighted their commitment to excellence.
“With the QatarEnergy tender, the fact we had the SIGTTO competencies and were using OLP, showed our commitment as a manager, that we walk the talk,” Mr Wood said.
The Ocean Learning Platform is central to how CLSICO delivers and proves its commitment to crew development. The platform’s reputation for quality and effectiveness reassures auditors, clients, and crew alike.
“When auditors ask, ‘how do you do your crew training?’ and we can say ‘we partner with OTG’, it gives them confidence. They know Ocean Technologies Group, they know the platform, they know the reputation and the quality.”
Audits and inspections allow companies to prove their commitment to high standards and for the teams aboard to showcase their excellence. l
Crew Travel: Taking a leaf out of maritime’s book
Resilience is the name of the game for the crew travel sector as it attempts the circumnavigate the geopolitical issues facing global trade shipping. But while agility and resilience are in shipping’s DNA, could the same be said for the airline sector?
Sean Moloney reports
“Achieving a level status with the corporate and leisure markets has been an ongoing challenge for crew movement specialists, yet it is maritime that offers airlines a consistent business, even during the darkest days of the pandemic,” said John Harding, Managing Director of Energia Global Travel.
“The war in Ukraine has greatly affected our business from a crewing
perspective and this is compounded by sanctions, reducing our capability to move crew in certain regions with specific national carriers. Remedial effort comes from our hard work in sourcing best options, supporting our crewing departments and the welfare of the crew themselves, while the airlines continue to review their bottom line.”
This was a point reiterated by Nikos Gazelidis, Chief Commercial Officer, Marine Division, at ATPI, who stressed: “Geopolitical issues can significantly disrupt crew travel, impacting airline availability, flight routings, and overall journey security. Conflicts like the RussiaUkraine war and the Israel-Hamas war have caused regional instability, affecting
energy supplies, food security, and inflation, while changing international relationships with the US has potential to impact the sector. Disruptions from such issues often lead to longer air journeys and increased uncertainty for crew members. Real-time alerts and robust duty of care solutions help to ensure that stakeholders are informed and travellers are protected.
“Airlines are responding to these challenges by implementing scenario planning, enhancing financial resilience, adapting business models, and streamlining operational processes. While airlines focus on
John Harding
Nikos Gazelidis
mitigating risks, it’s equally crucial for shipping and cruise companies to remain agile. This is where Travel Management Companies (TMCs) like ATPI play a pivotal role, helping organisations navigate disruptions, maintain operational continuity, and ensure crew members reach their destinations safely and efficiently,” he added.
But geopolitics is not the only challenge facing crew travel at the moment. John Harding again: “As always, rather than ‘main’ challenges, it’s a combination of the usual ‘niggle factors’ such as a lack of standardisation through a failure of true globalisation resulting in additional bureaucracy, increased taxes in the name of the environment, sanctions driving enforced changes for crewing organisations, current challenges around availability resulting in complex itineraries and ‘airline retailing’.
“The latter, an effort by the airlines to disrupt the commercial relationship between themselves and distribution channels such as Amadeus & Travelport, involves a long running project to reduce their distribution costs but, to date, has managed to potentially restrict the end customer’s ability to access a full portfolio of fares. Fortunately, our valued marine and offshore fares are not affected but for how long? It is our role to provide the solutions to all these issues. It is important to remain flexible, to handle the ever-changing bureaucratic processes whilst being consistent and reliable, pressure the airlines to recognise the importance of our industry and its value and at Energia we make absolutely sure, our customers are at the forefront of everything we do.”
But as Nikos Gazelidis emphasised, global crew changes face a multitude of challenges that require comprehensive and adaptive solutions. “Key issues include
the impact of geopolitical events, which can lead to disruptions and necessitate on trip rerouting, as well as increasing pressure on travel infrastructure, where limited air seat capacity can cause delays and other problems. Weather conditions, flight cancellations, luggage mishandling, and last-minute vessel changes further underscore the need for reliable travel assistance.
“Costs and budgets remain a priority for shipping companies of course, making it crucial to balance efficiency with expenditure control. Crew change travel spending can certainly be reduced, by improving travel/ booking patterns, through the use of historical data and market intelligence. The duty of care to travellers is more important than ever as well. Ensuring crew safety, comfort, and well-being during their journeys is essential. Even lowcost initiatives like providing priority security passes can have a very positive impact.
“While there is more technological integration in the travel booking process today, it does present both opportunities and challenges: it facilitates smoother operations but there is a risk of ‘techno-stress’. Shipping companies are beginning to understand the value of travel data for strategic planning, however, but many still struggle to use this information effectively for crew travel. So, keeping travel management apps and platforms user-friendly is the key to ensuring the benefits of new technology solutions can be enjoyed,” he said.
Nikos added: “The cost versus efficiency debate in crew travel remains central, but it goes beyond airfares alone. Effective crew change planning and coordination can significantly reduce the Total Cost of Crew Change compared to minor savings achieved through cheaper
tickets or lower booking classes. For instance, solutions like ATPI CrewView optimise crew change planning by considering factors such as ports, seasonality, and booking patterns, helping to drive down overall costs.
“For shipowners in the mercantile sector, tight budgets mean maintaining low travel costs is essential. Conversely, the cruise and yacht industries often prioritise service quality while still keeping expenses in check. Cruise companies, in particular, leverage real-time data to enhance scheduling and reduce inefficiencies, ensuring smoother and more cost-effective crew changes.
“Better communication and less fragmented processes among stakeholders also minimise lastminute itinerary changes, saving both time and money. Coordinated efforts, supported by tools like ATPI D2D (Door2Deck), streamline crew changes, improving efficiency and reducing costs related to flights and port logistics,” he said.
Ultimately, smart planning that combines technology with expert guidance from specialised Travel Management Companies (TMCs) ensures costs remain manageable without compromising timely and efficient crew change travel, he stressed.
According to John Harding, the shift in the market post-Covid will result in a more competitive market emerging. “Despite pressure from environmentalists and increased taxes from governments on travel, any reduction in flight services is/was a short-term problem. Already numbers of travellers are exceeding pre-pandemic levels and we reached a peak of less availability combined with post pandemic increases in fares, resulting in somewhat of a perfect storm for those seeking out best prices.
“However, as airlines continue to increase services once more (and indeed new airlines appearing), I believe we will see a more competitive market emerge. Challenges such as reduced seat availability is nothing new for our resilient industry and our customers know they can expect both cost AND efficiency. It is our job to navigate these challenges and our track record at Energia reflects consistent service across all these areas,
including how we support our crewing colleagues by providing an end-to-end package of logistical needs,” he said.
Coming onto the issue of digitalisation in crew travel, to what extent is it driving in efficiencies?
John Harding again: “Digitalisation covers many technological aspects of the crew travel process, from the increased use of mobiles and associated Apps to communications across the services, with the seafarer at the centre. Such development is a gradual process, so it is easy to forget how far the industry has come in terms of efficiency through the use of software. We believe, for example, that AI will play a future role in the crew travel process, being an extension of machine learning and supporting the framework of current processes. What we do know and appreciate, is that experience will always play a central role in ensuring safe and compliant travel and our people will remain at the heart of crewing and crew logistics,” he stressed.
This was a view shared by Nikos Gazelidis, who explained: “Digitalisation is helping to transform crew changes, driving efficiencies in areas such as planning, reducing manual errors, and enabling quicker adaptation to changing circumstances. However, its focus often remains limited to airfare costs rather than addressing the broader crew change process, which is essential for achieving significant operational and cost savings. We believe a more holistic approach unlocks more value.
“While the maritime industry is accelerating its adoption of digital and automated systems, there is still a long way to go. A rush to embrace new technologies can sometimes lead to inefficiencies if not implemented strategically. Crewing departments, particularly in traditional maritime sectors, remain less tech-oriented, while the cruise industry is more active in adopting digital tools, at least for crew change management.
“The combination of digital solutions with human expertise remains important. Experienced crew managers and travel operators provide the context and adaptability that digital tools alone cannot achieve. In the future, AI is likely to play a larger role in optimising crew changes, offering predictive insights and enhancing decision-making processes,” he said. l
Crew Management Ripple making waves with ‘crew success software’
Ripple Operations describes itself as the market-leading provider of ‘Crew Success Software’. Felicity Landon asks – what does that actually mean for the seafarers on board?
Maritime software company
Ripple Operations has been making waves recently –announcing the acquisition of HR, payroll and crew management software specialist AdonisHR in September, followed by a partnership between Adonis and Certus Online in October.
The acquisition of Norwegian family-owned Adonis, backed by ‘substantial’ financial investment from New York-based software holding company Bleecker Street Group, was described by Ripple CEO Heather Combs as “a transformative moment for both our companies”.
She said: “By combining forces, we are set to build upon our leading market position and redefine Crew Success Software to optimise crew safety, efficiency and overall performance from a single, unified platform.” Ripple, she said, was proud to be the go-to platform “for all maritime HR needs, from seafarer recruitment to retirement”.
Ripple Operations was formed through the merger of New Orleansbased MarineCFO and Vancouverbased Marine Learning Systems (MLS), whose e-learning and skills assessment solutions are being integrated into the AdonisHR product suite. “Specifically tailored for the maritime industry, the
modules offer unparalleled ease of use, flexibility and reliability in managing seafarer training and performance assessment both onshore and at sea.”
AdonisHR had acquired onboard operations systems vendor Shipadmin in 2023. In October this year, having joined forces with AdonisHR, Ripple said it was now serving more than 380,000 seafarers on more 2,000 vessels in nearly 100 countries.
Combs joined Ripple in June 2024 – with a background in leadership, operations management, business development and strategy, she was hired as CEO to help integrate the four companies, she explained at a press briefing in London. “If we think about how these companies have come together, each of them represents one component part of software for an end-to-end solution really aimed at helping humans on board.”
She believes that digital platforms can support the human element ‘from recruitment to retirement’ – notably including seafarer recruitment and retention; improving safety; creating more dynamic training options; supporting scheduling and provide ease of crew change; and simplifying reporting and compliance.
“Our goal is to put it all together, so when crew data is uploaded into one
system, it talks to others – a real digital record,” she said.
Modularity is key for flexibility, so customers will be able to add modules as per their requirements, without having to purchase additional products from other suppliers, resulting in “a most cost-efficient and use-friendly experience”. Ripple, she said, is about ‘maximising crew success’.
So here’s a question – is Ripple on the side of the seafarer or the owner/manager?
“The idea is to create a system that solves the pain points of the organisation in a way that puts the seafarer at the heart of it,” said Combs. “This may be oversimplistic, but the industry is about those who serve the vessels and those who serve the
Ripple CEO Heather Combs
humans on board. We fall squarely on serving the humans on board. However, sometimes these things intersect – the idea is to help facilitate the workforce that wants to do the job and reduce the friction of that job.”
The new generation of seafarers do everything on their phones, and expect to do so, she noted. “For example, swipe in and out, rather than a paperbased system. I think that is what young seafarers will expect.”
Sigrid Kviteberg, COO at Adonis, agreed that digitalisation would be key to recruitment and retention of young seafarers. “If someone has to do something with pen and paper, they will likely move to somewhere else,” she said. Digitalisation is a growth sector, Kviteberg emphasised, particularly where technology can be used to ensure safety and, therefore, guard reputations. “A bad reputation if something happens can be so damaging.”
Digital records are more accurate than pen and paper records, “which are also sometimes done wrong on purpose”, she said. “Digitalisation can make sure that the seafarer is being paid appropriately – for example, tracking the pay rate according to where the ship is.”
Digitalisation could also transform ‘old-fashioned appraisals’ to include an evaluation model, including seafarers evaluating themselves, she added.
Alastair Izzard, COO at Ripple Operations,
explained that MLS does not provide content but provides the software platform. “Most sophisticated clients want to do their own stuff – maybe using third party content but also adding their own specifications. So we are content agnostic.”
An integrated platform offers the potential to pinpoint if a seafarer has been rostered to carry out a certain task but has not done the relevant training recently, he said. If the seafarer does not have the required capability, this could generate a block on the roster plans – or, by having an understanding of where crew are at any one time, the system could help schedule in a short refresher session. “Hopefully we can tie that into training.”
The Ripple team also said that the system could identify who will be onboard at any one time and tie this into MLC hours of work and rest. “Some companies don’t know when they go into potential violation of MLC hours – they are using pen and paper and only afterwards will see there was non-compliance. Now they can be proactive.”
There are plans to ‘close the loop’ on training – for example, if a seafarer taking part in a firefighting drill is seen to have not put on the correct equipment, it would be simple to enrol them into appropriate refresher training. “So rather than just training every two years automatically, you can see where people
are weak and target the training,” said Izzard. “There can be a correlation of training with the log – if it is noticed that that have been a lot of incidents, to make operations safer there can be targeted training in response. It will be interesting to see if the industry could drop standard training expectations in favour of a more dynamic, responsive training based on a body of evidence, i.e. less rigid training.”
Heather Combs said that since joining Ripple, her favourite part of the job has been going onboard and learning about vessels and individuals. “There are almost no conversations where I don’t learn something new,” she said. “And there have been some surprises. This is an industry that has not experienced the digital transformation of many other industries that I have been part of in the past 10 to 12 years. Coming into the maritime space, I was asking – who is the main competitor? The almost universal answer is – ‘pen and paper’ or sometimes someone fancy says Microsoft Excel. There are companies that do pieces of our puzzle but there is not really a universal market.”
Ripple, she said, was looking to buy other companies. “We are quite inquisitive in the market about what products and solutions to add to the platform. It could be partnership building or buying.”
Shortly after the press briefing, Ripple made its next move – entering Adonis under the Ripple Operations brand into a strategic marketing partnership with Certus Online, provider of maritime booking and operational solutions. The Certus Booking Platform, known for its advanced passenger booking and route management functionalities, will be integrated with the Adonis HR and payroll systems to offer a ‘fully unified platform’. l
Alastair Izzard
Sigrid Kviteberg
Alternative Viewpoint
Skirting around mental problems
By Michael Grey, MBE, an internationally respected maritime commentator
In an age of anxiety, with an extraordinary growth in mental problems, why should seafarers be any different from the rest of society? When wellbeing is being taken seriously and regarded almost as a human right, it is appropriate that this isolated segment of society represented by the seagoing workforce should equally well be the subject of attention.
There is probably no real mystery as to why seafarers suffer and one can list issues of isolation, the lack of connectivity with the shore-side world, a lack of friends in the cross- cultural and mixed language scenario afloat. The difficulties of generating any sort of ‘society’ in the small numbers of crew members rattling around in big ships of today are arguably important contributors to this lack of enjoyment in the 21st century seafaring life.
In the days of more generous manning, in a well-organised ship, there would be a crew member specifically appointed to make life aboard more tolerable. In the ships I sailed in, it was the most important task of the Fourth Mate, whose reputation was made on an ability to organise the crew with a range of diversions – competitions – tournaments – film and library replacements and the like. Probably regarded as confounded nuisance, the diligent 4th Mate kept the whole complement occupied and active during their leisure time and it was a useful task that sadly has now disappeared, with the arrival of personal ‘devices’ that keep people alone in their cabins and never talking to anyone.
When did this happen? In Robert Fox’s 1985 book on Antarctica and the South Atlantic, he cites the way that the arrival of video which “has completely changed the social pattern of lives aboard ships of the Navy”. Ten years before, as explained above, he reported “much thought and energy was expended in mess activities chess and card tournaments and quiz competitions.” Fox suggested that the crew of the ship he was aboard behaved in an “introverted” fashion.
Fox sums up the change perfectly, which was replicated in merchant vessels, exacerbated by the moves to multinational manning and the huge shrinkage in crew sizes. From there it was just a short technical hop to the rise of the personal device, people stuck in their cabins and a solitary life.
This exactly mirrors the way in which technology has changed behaviour ashore, and one might suggest that there is a clue here to the plague of mental problems that afflict modern society. You clearly cannot turn the clock back, but it is a fact that people have had technology inflicted upon them without any real effort to teach people how to use it.
Can seafaring be reinvented to make it a more pleasant and less solitary experience? You can provide decently furnished accommodation, with recreation spaces, of course, but you probably need to look more carefully at the composition of the crews you are hiring to foster greater compatibility. It is not much use expecting a cheery society to emerge when the only conversation that is not work-related is a request to “pass the salt”. Where is the ‘wellbeing’ in that sort of life? l
Mentorships play a crucial role in future-proofing maritime
The maritime industry is undergoing a period of change, and organisations need to respond in kind, investing more into mentoring resources that support and attract the next generation of leaders, writes Heidi Heseltine, Founder & CEO of Diversity Study Group.
Today’s maritime industry is complex and rapidly evolving. We need people that can meet the challenges and opportunities presented by the drivers of change, including decarbonisation and emerging technologies (on shore and on vessels), an increasing demand for data to inform strategic decisions making and the application of artificial intelligence (AI), and the growing focus on physical and psychological safety in workplaces.
To keep pace with this change, the shipping sector must adapt and future-proof its operations. The workforce will need to be nimbler and more flexible than ever before. And when factoring in an industry that is also facing a skills shortage, there is no better, or more urgent, place to begin to face the challenges ahead than in upskilling its current workforce.
Mentoring is a clear part of the solution: done well, it can nurture and refine talent already within companies to create future leaders that will determine the trajectory of our industry. It reinforces maritime as a solid career choice for wouldbe recruits and burgeoning professionals, where they can easily access opportunities to nurture their continued development
and progress career pathways. Ultimately, it is an investment in the continued success of shipping.
Growing popularity of mentorships
In recent years, mentorship programmes have become a popular resource for both attracting and upskilling workforces. Organisations are embracing mentorship programmes for a variety of reasons.
For one, employees who participate in mentorship programmes report higher levels of job satisfaction. According to the HR Research Institute, 78% of HR professionals said the professional guidance and emotional support from mentoring has “a positive impact on individual development”. Mentorship programmes provide positive reinforcement as they help individuals feel more confident in their roles and equip them with a stronger sense of purpose, which in turn increases the likelihood of them staying put.
As mentors provide guidance on career paths, offer advice, and provide crucial industry insights, employees can make more informed decisions, as well as more easily step on the upward mobility ladder within the company. Further, mentorship
programmes boost performance levels at work since employees are regularly learning new skills and receiving feedback on their progress.
In recognition of this, the Diversity Study Group (DSG) has launched its Crest Maritime Mentoring initiative, with a pilot programme running through early 2025. The scheme is designed to attract and retain the best possible talent across the maritime sphere. Working in partnership with founding members Bernhard Schulte Shipmanagement (BSM), Cargill Ocean Transportation, Northern Marine, Portsmouth International Port (PIP) and RightShip, this important initiative will help position maritime as a progressive and inclusive work environment.
The cross-sector programme will enhance the skills and knowledge of individuals who are at least mid-level in their careers by pairing them with highly experienced mentors. The pilot will initially involve 15 mentees, selected in cooperation with sponsor organisations and matched with an experienced mentor from DSG’s growing Mentor Pool.
Crest Maritime Mentoring initiative
Through participation, mentees will increase their knowledge base, expand their industry networks, and become better equipped and more confident to take the next steps in their career. They will also be able to learn about how other organisations and parts of the industry operate, as well as gain from the expertise and experience of their mentors and peer group.
Mentors will also be positively impacted, as they will be able to use their influence to help shape
the industry. At the same time, they will increase their understanding of what matters to up-and-coming generations, develop their own leadership insights, gain useful feedback, and refine their mentoring skills. They will also expand their own networks by being part of a diverse group of influential mentors.
But it is not just the direct programme participants who will benefit. Organisations will be able to provide employees with access to an expansive and diverse network of industry professionals from across the global sector, which is critical in a market that is heavily relationship driven. The broader rewards will be fed back into participating companies, with mentees bringing new insights, capabilities, connections and an influx of fresh ideas. Mentoring also leads to increased engagement and loyalty from those invited to participate and increases an organisation’s attractiveness as a place to work.
Additionally, mentorship programmes can act as a Diversity, Equity & Inclusion (DEI) catalyst, having a positive impact on an organisation’s ambitions and metrics for a more inclusive workforce. It can help dismantle barriers and facilitate career advancement, offering a structured framework for guidance and support. The mentorship process also fosters a heightened sense of belonging, which in turn can help to cultivate a more diverse and inclusive leadership environment.
The Crest Maritime Mentoring Core pilot programme will run over six months. Participants will attend a range of workshops, mentoring sessions, and masterclasses across six structured stages focused on interactivity, detailed, constructive feedback, network building, and
experience sharing between the mentoring pairs. This is designed to help mentees achieve and nurture a healthy combination of in-demand soft and hard skills.
Further to this, an Alumni Programme will be established for current and former mentees to come together every six months to share their ongoing experiences, meet new members, develop working relationships, and share practical solutions to challenges encountered both in work and in mentoring.
We encourage applications to be a mentee in the programme. To do so, individuals should be at midlevel in their careers or above, with at least five years’ experience in the industry. They should also meet a range of criteria, which includes being identified as in the ‘waiting room of talent’, with a track record of quality delivery and an upwards career trajectory in the organisation.
Mentees will commit to a series of high-quality developmental mentoring conversations and workshops over the duration of the programme. These sessions will identify priorities, deepen insights, develop skills and ultimately set them up to take practical steps to progress their careers in maritime.
The DSG team will actively support mentees throughout the process, providing them with supporting materials and a point of contact for any queries. Given there is a fee to participate, the DSG team is happy to speak directly with employers about the benefits of the programme. Alternatively, mentees can fund their participation individually.
For more information about becoming a mentee or mentor, please contact Heidi Heseltine at heidi@diversitystudygroup.com l
Regional Focus
Reviving past fortunes HONG KONG REPORT
After years of stuttering growth as a maritime hub, Hong Kong dropped out of the world’s Top 10 busiest container ports for the first time in latest figures published this April, overtaken by Dubai. As result, the Hong Kong Special Administrative Region (HKSAR) Government has doubled down on attempts to restore the territory’s previous prominence as a hub for maritime business.
Government plans to establish a new ‘Hong Kong Maritime and Port
Development Board (HKMPDB)”replacing the existing HKMPB but with an added D in recognition of its heightened ‘Development’ role - were outlined in the Chief Executive’s 2024 Policy Address published in October. The new body is intended to “strengthen research capacity and promotional efforts in the Mainland and overseas”, the government said, as part of a drive to “consolidate and enhance” Hong Kong’s existing advantages as an International Shipping Centre.
The government also pledged to “promote development of high valueadded maritime services such as ship broking, financing and leasing, maritime insurance, maritime law and arbitration”, “promulgate the Action Plan on Green Maritime Fuel Bunkering to advance
the development of a green maritime centre”, and “complete installation of a port community system to facilitate data exchange among stakeholders for further development of the smart port.”
Speaking a month later at the opening of Hong Kong Maritime Week in November, Acting Chief Executive Mr Chan Kwok-ki (pictured below) expanded on the plans, saying the government was “determined” to build on the territory’s maritime strengths. He explained the HKMPDB would be a high-level advisory body that will “assist the Government in developing policy and long-term strategy for the
maritime sector”, adding that it would include representatives from the maritime industry to ensure “that our policies are informed by those who understand the industry best”.
Meanwhile, the development of high-value-added maritime and professional services would be promoted by “encouraging shipping principals and maritime enterprises to establish a presence or expand in Hong Kong,” he continued. “That means promoting the tax exemptions we introduced in the past few years for ship-leasing businesses and half-rate tax concessions for marine insurance, ship management, ship agency and ship broking. We will also look to enhance these concessions to ensure that they remain internationally attractive.”
The government would also “explore tax measures to encourage commodity traders to look to Hong Kong for their future,” he added, as well as take a number of measures to help transform Hong Kong into a green maritime centre such as funding more green energy training courses and expanding promotion of a Marine Department initiative introduced earlier this year to offer cash incentives for Hong Kong-registered ships that meet international decarbonisation standards.
Finally, the government had just published its Action Plan on Green Maritime Fuel Bunkering, he informed. This included the development of
essential infrastructure, promoting reduced port emissions, and providing incentives for the use of green maritime fuels, he detailed, as well as emphasising collaboration with Greater Bay Area ports and working to create green shipping corridors with other ports.
The Action Plan sets out a number of targets, including following the emission reduction target set by the IMO to reach net-zero carbon emissions from international shipping by or around 2050; reducing carbon emissions from Hong Kong-registered ships by at least 11% (compared to 2019) and ensuring that 55% of the diesel-fuelled vessels in the Government fleet switch to using green maritime fuels by 2026; and reducing carbon emissions from the Kwai Tsing Container Terminals by 30% (compared to 2021), as well as ensuring that 7% of Hong Kong-registered ships take up green maritime fuels by 2030.
“In short, it will fast track our progress as a green maritime centre,” Hong Kong’s Acting Chief Executive stated. “Sustainability - transforming Hong Kong into a green maritime centre - is at the heart of our policy priorities.”
The Hong Kong Shipowners Association (HKSOA) was quick to publish its response to these plans, pointing out that these very much followed the recommendations of its own submission for the 2024 Policy Address Consultation. “We fully support the national strategic plan to consolidate Hong Kong’s position as an ‘international finance, shipping and trade centre’,” it said, pointing out that the city’s economic success “has its origins in shipping and trade, whose combination initiated Hong Kong’s growth as a global financial centre and a gateway where East meets West.”
In particular, the HKSOA said it welcomed moves to enhance the institutional framework for whipiing by what it called “the re-constitution of the existing Hong Kong Maritime and Port Board into the ‘Hong Kong Maritime and Port Development Board’. It has been the consensus of the industry for many years that an independent, industry-led body is needed for Hong Kong,” the shipowners’ body stated. “The appointment of a non-official to take up the chair of the new organization and the strengthening of its research, promotion and talent development functions are certainly the right step forward.”
Speaking at various events during Hong Kong Maritime Week, HKSOA Chairman Mr Angad Banga JP stressed the importance of global partnerships for shipping to achieve its Greek goals. He pointed out that Hong Kong’s hosting of the first overseas office of the London-headquartered International Chamber of Shipping (ICS) demonstrated the HKSOA deems its “unique role to effectively forge global partnerships”, further highlighted by recent events of both the ICS and Asian Shipowners’ Association being held in the city.
Also, reports of the decline of Hong Kong as a port may be exaggerated, Acting Chief Executive Mr Chan Kwok-ki suggested in his HKMW introduced, since it remains “one of the world’s busiest and most efficient ports”. He pointed out that in the latest International Shipping Centre Development Index, Hong Kong ranked fourth, overall, boasting more than 300 weekly international container-vessel sailings to
nearly 500 destinations”, and the average length of stay of container vessels in its port was 0.95 days, “about half the average of 1.85 days for the world’s top 20 container ports”, its efficiency having earned it the reputation of being a ‘catch-up port’.
Hong Kong-based ship owners and managers are also raising to the twin challenges of efficiency and decarbonisation, relying increasingly on Chinese yards for newbuildings and predominantly on Chinese crews for their manning needs.
Wah Kwong, for example, is one of the territory’s most well-established companies, in its seventh decade and run by the third-generation family member Hing Chao, Executive Chairman. It is now moving into the new segment of LR2 product tankers with a two-vessel newbuild order at Hengli Heavy Industry in China, the move described as part of the company’s ‘strategic shift towards tankers’.
Wah Kwong is also involved in a joint venture with China Gas and CSSC to build and operate LNG carriers. An initial two 175,000 cbm tankers were ordered from Dalian Shipbuilding Industry Company (DSIC) last year featuring WinGD dualfuel low-speed engines with integrated ICER exhaust gas recirculation, a reliquefaction unit, and GTT’s Mark III Flex membrane containment system.
Speaking at a Clean Energy Supply Chain Workshop event in November, Hing Chao said: “Perspectives and policies to decarbonise maritime must reflect the reality and potential of clean fuel supply changes originating in China, as well as Chinese technology and innovation that can electrify ports and short-sea shipping. There is also a huge opportunity for Hong Kong to play a role in green energy markets related to the supply of green energy.”
TCC Group, another bastion of Hong Kong shipping this time controlled by the Koo family, is also awaiting a pair of LR2 product tanker newbuildings, this time from Shanghai
Waigaoqiao Shipbuilding Co (SWS). The two 114,000dwt aframax vessels will be delivered in 2025 and are based on a design independently developed by SWS. The TCC Group enjoys a longstanding relationship with the yard, having cooperated with SWS on design of the first Capesize vessels ever built in China some 25 years ago.
Hong Kong’s major liner company, OOCL, in August named the last in its series of 12 new 24,188 TEU eco-friendly mega vessels, ‘OOCL Portugal’, at Nantong COSCO KHI Ship Engineering Co., Ltd. (NACKS) shipyard. The company says it has been seeking the appropriate timing to introduce larger, modern and energy-saving vessels into its fleet. With the current strong container market in mind, as well as the long waiting time for available newbuild slots at major yards, the company has also agreed with Seaspan the charter of six new 13,000 TEU vessels for delivery in 2026.
Hong Kong-headquartered dry bulk shipping company Pacific Basin is something of an exception, working with Japanese rather than Chinese yards. Following a two-and-ahalf-year collaboration with Japanese partners Nihon Shipyard Co. and Mitsui & Co., it has ordered a total of four 64,000 dwt dual-fuel low-emission vessels (LEVs) capable of running on both green methanol as well as fuel oil.
Two of the vessels are contracted jointly with Nihon Shipyard Co. and Imabari Shipbuilding Co., Ltd. for delivery in 2028 and 2029, and two are contracted with Mitsui & Co.
for delivery in 2028 and 2029. The vessels are all to be built by Nihon Shipyard Co. and are of a new design optimised for fuel economy with the newest and most efficient engines as well as extra upgrades to further enhance the vessels’ operational capabilities and safety features.
Generally speaking, however, the Hong Kong shipping community is working ever more closely with their counterparts in Mainland China, relishing their role as ‘super connector’ between China and the rest of the world and becoming thoroughly integrated in the Greater Bay Area - also incorporating Guangdong, China’s most populous province, and fellow SAR Macao. Notably the Hong Kong Shipowners Association sent a delegation headed by its Chairman Mr Angad Banga and Managing Director Ms Sandy Chan to Beijing in late September, saying it was honoured to be invited to national day celebrations which this year marked the 75th anniversary of the creation of the People’s Republic of China – the very historical event that led to the founding of Hong Kong’s modern shipping fortunes in the first place. l
Ship managers can be key enablers of the digital transformation
Hong Kong-based Wallem Group’s new Business Development & Marketing Director, Luis Benito, is passionate that keeping the human in the loop is critical to create business value and improve life at sea in shipping’s collaborative digital future, as he explains here
After three decades working in many roles at Lloyd’s Register, most recently as a Director of Innovation and Co-creation and Customer Success Executive Partner, I am passionate about the potential we still have to digitally transform shipping.
As maritime leaders, it is vital that industry partners collaborate to ensure that shipping’s digital transformation delivers value for vessel owners and operators and enhances wellbeing for seafarers.
Having joined Wallem just a few months ago I am impressed that seafarers are being directly involved in efforts to make the best use of digital technologies to improve safety and efficiency across the industry.
But there is more that can be done, with the adoption of Artificial Intelligence (AI) creating new challenges ahead.
At Wallem, we describe the process of enabling crews to use new technologies, which will improve life at sea and deliver value to our customers, as ensuring the Human is in the Loop. It is about making sure seafarers can see and understand the benefits of employing digital systems and in turn embrace those ways of working.
We recognise that these changes can be challenging, both to existing business models and regulatory approaches, which is why it is so important that major industry partners co-create new ways of operating together. We need to lead by example to demonstrate the advantages and help make it possible for others to replicate them.
Transparency is critical if industry stakeholders are to have confidence. As a ship manager this means sharing data with owners and customers about operational matters related to
voyage planning. route optimisation, ship maintenance and crew training and development. In a world of continuous KPIs, customers need full disclosure that voyage terms as well as their regulatory requirements are being met.
For Wallem, achieving these aims has involved developing its own database platform which integrates our 121 years of experience and connects with customers’ operating systems via Application Programming Interfaces (APIs). This results in a SingleSource-of-Truth Platform that combines our knowledge with operational data from today’s managing of ships to ensure the best practices for all stakeholders involved.
And we have developed our own ‘Wallem GPT’a database of policies, procedures and regulations that crews can search in seconds for advice and information on whatever they need to know. This can help them realise outcomes more effortlessly that are wholly consistent with best practices, to enhance their own safety and the safety of the ship, as well as the ship’s operational performance against customer requirements - including those driven by charterers. We can achieve alignment of action across the needs of stakeholders in near-real time, if we implement this technology to collaborate.
Faster and more agile connectivity is also playing a critical role in shipping’s digitalisation, supporting both quicker data
interchanges for better business and nautical decision making, and allowing seafarers to stay better connected with family and friends.
Technology that keeps the ‘Human in the Loop’ can also be a way of raising diversity as new systems require new skill sources attract different people into the industry. Wallem’s shore-based workforce, for example, is already 45% female. I believe that a more diverse talent pool will also trigger even greater digitalisation.
Discussions about AI in shipping today are now at a comparable stage to the ones we were holding on digitalisation back in 2015-2016, but I believe uptake will come much more quickly, partly because AI is already a part of everyday life and society is already exposed to its benefits.
While AI will augment the technologies we already use onboard, Wallem’s goal remains not to replace people but to make them more effective. Developing a hybrid way of working where technology enables humans to do what they do best will deliver more value for our customers and increase job satisfaction for our people.
By ensuring that the human remains firmly in the loop that integrates Wallem personnel with customers and stakeholders, ship managers can become key enablers of digitalisation and engage with customers as partners to co-create shipping’s workplace future. l
Anglo-Eastern turns 50 in expansive mode
Hong Kong-based Anglo-Eastern celebrated its 50th anniversary this summer, marking the occasion by acquiring Euronav Ship Management Hellas, tanker giant Euronav’s ship management arm. The move takes Anglo-Eastern’s fleet of ships under full technical management past 700 in number, with another 500 under crew management; enhances its footprint in the large crude oil carrier market, and cements a strong local presence in the Greek market.
Bjorn Hojgaard, CEO of AngloEastern, commented that the move would “enable both companies to focus on what they do best and reflects Euronav’s utmost confidence in AngloEastern’s ability to deliver as a ship manager and wider initiatives related to safety, quality, digitalisation, crew training and decarbonisation”.
As a concrete example of this new partnership, Windcat - an arm of
Euronav-linked CMBTech – has already entrusted Anglo-Eastern Technical Services (AETS) with overseeing the construction of six innovative dual-fuel Commissioning Service Operation Vessels (CSOVs). After delivery, beginning 2025, the vessels will be under Anglo-Eastern technical and crew management.
Hojgaard welcomed the move, saying: “Anglo-Eastern is grateful for the trust placed in us by Windcat to be a part of this innovative project developing the next generation of hydrogen-powered offshore vessels. By combining our deep industry knowledge and shared vision for a greener future, we are confident this investment in clean energy technology will pave the way for more environmentally responsible maritime solutions.”
At the same time, Anglo-Eastern passed another major milestone this summer by having a first manged
vessel – the handysize bulk carrier Federal Clyde - manned exclusively by officers (pictured) from its AngloEastern Maritime Academy (AEMA) in Karjat, India. To date AEMA has trained nearly 6,000 cadets since its founding in 2009.
Group Chairman, Peter Cremers, commented: “This achievement is a great moment for Anglo-Eastern as much as it is for me, personally. Training was a central part of my vision when we set up AEMA all those years ago. I believed then, and still believe now, that ship managers like us have a responsibility towards developing the skills of our seafarers. This ensures a certain quality standard in our industry and for our clients. I only hope others will recognise this and invest as we have done.”
On the digitalisation front, the Anglo-Eastern Fleet Performance Cenre (AEFPC) was set up in Mumbai in 2020, and the company continues to innovate in the area of IT and cybersecurity, including automatic switching between Starlink, VSAT, Iridium, FBB and 4G/5G networks aboard vessels to ensure optimum connectivity depending on the need and location of each vessel.
Layering on top of the above are Anglo-Eastern’s managing of novel ships that feature advancements in machinery and incorporate new fuel types. Ahead of taking on the aforementioned Windcat dual-fuel hydrogen-powered CSOVs, the company was recently appointed as technical manager for the Fortescue Green Pioneer, the world’s first dual-fuelled ammonia vessel to have successfully completed propulsion and manoeuvrability trials in the Port of Singapore.
Anglo-Eastern also prides itself on how it takes care of its 39,000+ seafarers and over 2,100 shore employees, saying it has deployed over 60 initiatives covering mental health, physical wellbeing, transparent communication, occupational safety and ESG. l
Chinese car exports fuel Sallaum Lines expansion
To cater for the rapidly increasing Chinese car exports and capitalise on the growing importance of Chinese OEMs (Original Equipment Manufacturers), Swiss-based Sallaum Lines has ordered six additional Pure Car and Truck Carrier (PCTC) vessels, opened an office in China and announced plans to expands its main European terminal.
The order was placed with the reputable Fujian Mawei Shipbuilding Co Ltd. (2 x 7.500 RT SDARI design) and China Merchants Jinling Shipyard (Nanjing) Co. Ltd. (4 x 7.400 RT Deltamarin design). Each vessel has a capacity ranging from 7,400 to 7,500 Car Equivalent Unit (CEU) Pure Car and Truck Carrier (PCTC) design.
This expansion will strengthen the infrastructure to accommodate fluctuating volumes efficiently and flexibly. These PCTC vessels incorporate forward-thinking and eco-friendly design elements that drastically reduce the
environmental impact. By utilising dualfuel LNG technology, the new buildings guarantee a reduction in carbon dioxide emissions by 25%, if not more, with additional retrofits further contributing to the company’s global commitment to combat climate change.
To further strengthen its ties with Chinese OEMs and facilitate smoother operations, Lebanese-owned Sallaum Lines has established an office in China.
In parallel, Sallaum Terminal, the central hub of Sallaum Lines’ shipping activities in Europe, has outlined a substantial investment initiative to sustainably enhance and expand its operations at the Port of AntwerpBruges, specifically at Haven 332. A key component of this plan is the construction of a multi-story Parkhouse covering 47,000 sqm. With the completion of phase one of its multi-story Parkhouse project, the terminal’s capacity is set to expand to 15,000 units, making a significant enhancement in operational space.
Upon the conclusion of phase two of the project, the terminal’s capacity will undergo further augmentation, reaching a total of 17,000 units, thereby significantly amplifying its capability to handle vehicle shipments efficiently and effectively. l
CSM celebrates 10 years in
China
Columbia Shipmanagement (CSM) has celebrated 10 years of serving the China maritime community with President and CEO Mark O’Neil highlighting the ‘wonderful diversity of shipping’.
CSM Shanghai hosted a special evening of celebrations in Shanghai, marking a decade of delivering its fleet of specialised services to the maritime industry in Asia. The event featured speeches from Madam X. L. Dong, Deputy Director of the Pudong Commerce Committee, and Mr. T. Xu, General Manager of Shandong Shipping Corporation.
In a speech delivered by Mark O’Neil, President and CEO of the Columbia Group, he highlighted how CSM had formed strong relations in the Chinese market, with mutual understanding and respect for the region reflected in the range of services the company is now able to offer through using the latest technology and optimisation techniques.
“The Chinese market has been a challenge for Columbia. There’s no doubt about that,” he said. “It’s very different. It’s a very different market from other regions.
“And it’s allowed to be a very different market. We, Columbia, have had to understand and we do understand that each one of our clients and each one of our regions is very particular to itself and it is allowed to be. And that is the wonderful diversity of shipping.”
Mr O’Neil also praised the dedication and commitment of the staff, including the company’s business partner for the region, Terence Zhao, Managing Director of Singhai Marine Services. He also thanked Demetris Chrysostomou, Managing Director of the Asia region, for his dynamic leadership under which the company has witnessed a substantial transformation of CSM services in Asia. l
Norsepower launches world’s first dedicated rotor sail factory in China
Norsepower, a global leader in wind-assisted propulsion for the maritime industry and pioneer of the rotor sail market, is proud to announce the opening of the world’s first dedicated rotor sail factory in Dafeng, China. This landmark development showcases Norsepower’s commitment to innovation, advancing sustainable solutions, and supporting the growth of wind propulsion in shipping.
The new factory, strategically located near key shipping routes and shipyards, will initially have the capacity to produce 50 Norsepower Rotor Sails per year, with plans to scale up to 100 units by the end of 2027. This increase in production capacity reflects Norsepower’s drive to meet the growing demand for sustainable maritime technologies. It also demonstrates the company’s dedication to providing timely, high-quality fuel-saving and emission reducing products for its global customers.
Heikki Pöntynen, CEO of Norsepower, remarked: “With this state-of-the-art facility, we are reinforcing our position as the leader in wind-assisted propulsion products. Norsepower is the pioneer of the entire industry. It coined the term ‘rotor sail’, opened the rotor sail market. Norsepower radically modernised the Flettner rotor concept, transforming it into a future proof, data-driven product. Today, we remain at the forefront of innovation and are proud to push the boundaries of Norsepower Rotor Sail™ production to help to create an even more sustainable maritime future.”
Norsepower’s new facility also represents a unique collaboration between Finnish and Chinese engineering expertise, joining a proud legacy of Finnish companies, including Nokia, Wärtsilä, and Rovio, that have expanded their operations in China. The factory is a paragon of combined know-how, featuring a diverse team of skilled engineers, scientists, and motivated industry professionals committed to Norsepower’s vision of sustainable shipping.
The new factory not only sets Norsepower apart from imitators but also strengthens the company’s ability to serve the burgeoning €60 billion wind propulsion market with its reliable and cutting-edge product. With more than a decade of experience and a proven track record, Norsepower product remains the most advanced and widely used in the world, with outstanding uptime track record on most of the installations to date.
Anu Vuori, Consul General of Finland in Shanghai, spoke at the opening ceremony, emphasising the importance of Finnish–Chinese cooperation: “This facility embodies the best of Finnish innovation and Chinese capability, and their shared bond as sea-faring nations. Norsepower’s work here in Dafeng shows how we can address global challenges together, bringing high-tech solutions that will benefit both our economies and our environment.”
The opening of the factory underscores Norsepower’s position as the original innovator in the rotor sail industry. With the most experience and a history of successful installations, Norsepower is poised to continue leading the way in windassisted propulsion, delivering impactful solutions to reduce emissions and improve fuel efficiency for ships around the world.
Mr. Jing Tang, Vice Mayor of Yancheng City, commented: “We are honoured to welcome Norsepower to Dafeng Distric here in Yancheng. This factory not only brings new job opportunities and strengthens our industrial base but also represents a significant step forward in sustainable maritime solutions. We are excited to support Norsepower in delivering advanced rotor sails to the global market.”
As Norsepower moves forward, the company remains committed to bringing novel innovations and modern technology to rotor sails, meeting the maritime industry’s needs for sustainability and efficiency, and helping protect the planet for future generations in the centuries to come. l
TÜRKIYE REPORT
Resilient amid regional tensions
“Türkiye with its strategic geographical position serves as a vital bridge between East and West. Its ports and shipping routes are not merely conduits for goods but are lifelines that sustain global trade and economic stability.”
These were the opening words of Tamer Kiran (pictured below), Chairman of the Turkish Chamber of Shipping, in his introduction to the Turkish-British Shipping Forum, organised jointly by the Chamber and Maritime London, with the support of P&I insurer NorthStandard, in Istanbul this October.
Kiran went on to outline the profound effect on the maritime
landscape of increased geopolitical and geographical ‘tensions’, particularly those affecting the Black Sea, Panama and Red Sea regions. In particular, missile attacks in the latter were causing many ships to divert round the Cape of Good Hope rather than passing through the Suez Canal - and hence the East Mediterranean – he noted, and despite increased freight rates had brought significantly higher operational and insurance costs for vessel operators. This was
particularly onerous, he observed, for trade entering areas deemed “high risk” and for “smaller shipping entities” - both of which might be considered as applying to most of the Turkish industry.
One of the few of the positives of the Red Sea situation for Türkiye may be that the country now presents an even more attractive trading partner for the rest of Europe than before, he added, especially with its rising output of high-value goods.
Meanwhile, the extensive sanctions imposed by the EU, UK and US on Russia have had “several notable impacts on Turkish maritime trade’, he continued, “due to trade disruptions, increased scrutiny, regulatory compliances, and economic pressures. Certain sectors within Turkish maritime trade - such as energy transport, shipbuilding & repair, financial serviceshave been particularly affected.
“Turkish ports have also experienced several impacts from the sanctions on Russia, such as decreased trade volume, increased compliance costs, [and] diversion of trade routes which particularly affect goods that would typically transit through Turkish ports on their way to or from Russia.” There has also been an overall dampening effect on maritime trade due to the “broader strained economic relations” between the two countries. All this has created “a challenging environment for Turkish ports, requiring them to navigate the complexities of international sanctions while maintaining efficient operations,” he said.
But despite these ongoing crises Turkish shipping has demonstrated “remarkable growth and innovation with a fleet that continues to grow and modernise,” the Turkish Chamber of Shipping chairman concluded, helping the country remain “a beacon of strength and stability” in the region.
Speaking at the same event, Metin Düzgit, Vice Chair of Düzgit Group and International Chamber of Shipping ViceChair for Türkiye, noted that the country’s shipping industry had survived numerous disruptions in the past, caused by events such as the closure of the Suez Canal (1967 – 1975) and various regional conflicts and blockades.
Fellow panellist Sadan Kaptanoglu, CEO of Kaptanoglu Group and Past President of BIMCO, agreed but added her personal view that shipping is better placed to ride out the turbulence this time around thanks to its “stronger regulatory framework”.
However, she went on to emphasise how decarbonisation was imposing a heavy additional burden on shipowning companies like her own, with uncertainty over future fuel options serving to stall newbuilding investment decisions. And while ordering vessels that were ‘ready’ to use alternative fuels in the future sounded a sensible approach, in practice this meant sacrificing cargo capacity for more complex machinery configurations, she noted, especially significant on the smaller vessel sizes favoured by Turkish ship owners.
TONNAGE GROWTH
“The tonnage of the fleet controlled from Turkey, which I may refer to as the Turkish Merchant Fleet, reached as of the end of November 2024,” informs Hüseyin Çınar (pictured right), Secretary General of the Turkish Shipowners Association (TSA). “When compared to the figures from November
2023, there has been no noticeable growth. However,the growth from the beginning of 2022 to 2023 was 23.32%. Furthermore, the most significant capacity increase occurred over the 23-month period up to the end of November 2023, with approximately a 65% rise.”
The structure of our fleet is shaped by raw material production in Turkey and neighbouring countries, he continues, rising exports of manufactured goods and related imports, as well as the demands of international maritime transport. Hence the composition of the fleet is 46% bulk carriers, 18.5% crude oil and crude oil/product tankers, 12.6% general cargo ships, 9.6% chemical/products tankers, and 4.9% container chips.
In fact, “Critical developments in the Black Sea, Red Sea, and the Bab-el-Mandeb Strait have led to a more rapid capacity increase in Turkish maritime transportation, driven by emerging needs,” the TSA Secretary General explains. “These geopolitical developments have positively impacted our sector for the following reasons.
“Firstly, Turkey’s neutral stance during the Russia-Ukraine war has significantly increased trade and transit cargo flows from these countries to Turkey and other destinations.
“Additionally, the insecurity caused by the war in both Ukraine and Russia has led companies in these countries to shift their commercial activities to Turkey, which they perceive as closer and safer.
“The war and related tensions have caused global maritime trade routes to undergo changes. These necessary adjustments have extended distances for ships from certain countries while allowing ships from Turkey and similar nations to carry the same cargo over shorter distances.
“Although there are other reasons, both large and small, these developments have greatly stimulated the appetite of Turkish investors in Turkey/Türkiye,” he concludes.
At present, there is no specific plan to implement a Tonnage Tax System to enable Turkish shipowners to compete on equal terms in the global arena and this is a frequently discussed topic among Turkish shipowners. The TSA conducted a study with the Turkish Chamber of Shipping four years ago, examining the systems of various countries and exploring how such a system could be adapt to the Turkish tax framework. The topic remains very much on the TSA agenda.
“While all of Europe and many maritime countries of the world are implementing this system, the absence of such a system is tying our hands, “says TSA President and Chairman of the Board Cihan Ergenc (pictured right, below) has said. “In this case, our shipowners may prefer to work on the flags of other countries in order to maintain this competitive power. Once something is gone it’s hard to come by! Especially it is very difficult for the ship owner to return.
But if the opportunities there are given in Turkey, I think those who left can come back.
“Our state will gain an incredible amount of added value with this system,” he added, explaining that the tax system the TSA aims to establish would not only generate significant foreign exchange inflows for the country but also strengthen the competitive power of Turkish shipping. “Turkish-owned vessels have the capacity to generate freight returns of approximately 17-20 billion USD,” he said.
FLEET RENEWAL
Meanwhile, Turkish shipowners are undertaking significant initiatives regarding digitalisation and decarbonisation with their larger tonnage vessels. To advance this process, they have formed a cluster focused on joint procurement, informs Hüseyin Çınar, within which needs are assessed, and suitable purchases are made.
“In addition, while large shipowning companies strive to renew their fleets in compliance with new regulations, small and medium-sized shipowning companies are making efforts to transition from smaller tonnage to larger tonnage vessels,” he says. “This creates a dilemma: on one hand, new vessels are entering the Turkish maritime sector, and on the other, older large-tonnage vessels are being introduced.
“However, we are facing greater challenges in adapting our coaster fleet, which operates short-sea
shipping and constitutes nearly half of our fleet in terms of numbers, to this process. The advanced average age of these vessels diminishes the motivation of their owners to invest in digitalisation and decarbonisation. We recognise the need to develop a specific project to address this.
“The most crucial project for these vessels is the renewal of nearly 700 vessels with an average age of 23 years. However, current financing difficulties stand as a major obstacle to the renewal of these ships. If financing can be arranged under favourable payment terms, both for shipyards and for shipowners purchasing these vessels, the Turkish coaster fleet could gain significant competitive strength in the Mediterranean region.
“Securing this financing would also present a significant opportunity for Turkish shipyards in terms of newbuild projects,’ he adds, although noting that Chinese yards still enjoy a significant competitive advantage in terms of cost due to their ship financing model and scale of shipyards.
Nevertheless, “If a proper financing model can be established and financing opportunities are created, the Turkish maritime transportation sector has the potential to offer attractive opportunities to investors,” concludes the TSA Secretary General. l
Shipyard lowers first block for Turkon Line newbuilding, largest containership ever built in Türkiye
Yards moving ahead with green newbuilds
According to latest available figures, the number of Turkish shipyards had increased to 85 by end-2023 with last year’s newbuild production totalling some 80m gt, of which nearly 50m gt were ‘green’ ships.
EU countries are the most important market for Türkiye’s shipbuilders with a noticeable trend towards environmentally friendly, alternative-fuel, electric and hybrid ships – areas where the country’s yards are fast amassing an enviable track record.
On June 1 this year Cemre Shipyard launched the world’s first e-methanol-fuelled offshore windfarm Service Operation Vessel (SOV). Under construction for Danish offshore operator Esvagt, the innovative 93-metre-long
dual fuel vessel will feature a diesel & battery hybrid propulsion power, as well as being capable of sailing on renewable e-methanol produced from wind energy and biogenic carbon. The SOV is intended to serve the world’s largest offshore wind farm, Hornsea 2, located off the UK’s Yorkshire coast in the North Sea.
Cemre is engaged in building two other vessels for Esvagt, one of which is a new compact SOV design again powered by batteries and diesel engines,
Also this summer, Cemre Shipyard launched the first two of four vessels ordered by Scottish ferry operator CMAL for its CalMac arm serving the country’s offshore islands. Isle of Islay and sistership Loch Indaal will be
Sedef
deployed on routes to the inner Hebridean islands of Islay and Jura, offering a substantial reduction in carbon footprint due to the vessels’ hybrid diesel/battery propulsion systems.
With two yards in Türkiye and a third under construction, Sanmar Shipyards has almost five decades of experience in the field of building tugboats where it enjoys a reputation for innovation and excellence. To sate it has built more than 300 tugs, including battery powered, LNG-fuelled, methanol, hybrid and autonomous vessels.
Among current projects are four electric battery-powered tugs that Sanmar is building for Türkiye’s state-owned BOTAŞ Petroleum Pipeline Corporation. based on the exclusive-to-SANMAR ElectRA 2500-SX design from renowned Canadian naval architects Robert Allan Ltd., the ground-breaking emissions-free tugs will each have battery banks producing 5,085 kWh, as well as backup diesel gensets for firefighting and range-extended endurance.
Regional Focus: Türkiye Report
boxships but will be the first vessels built in Türkiye to operate on five different fuel types - LNG, MGO, HFO, VLSFO and ULSFO.
Meanwhile, Sedef Shipyard is busy building a pair of 4,000 TEU containerships for the Kalkavan familycontrolled Turkon Line. These vessels, known as eco-ships, will not only be the largest nationally built
Commenting at the ceremony for the first vessel block being laid in the yard’s drydock (pictured), O. Alkın Kalkavan, Turkon Line CEO, commented: “Türkiye’s largest container vessel built by Sedef Shipyard will not only contribute to our company’s capacity but will also be a significant milestone for the Turkish maritime sector. With the completion of this giant project, it will stand out not only with the size of the ship but also with its environmentally friendly technologies.” l
Cemre Shipyard building ferries for Scotland’s CalMac
Turkish ports set to grow from redrawn trade routes
Geopolitics, shifting supply chains and increasing focus (and investment) on the ‘Middle Corridor’, or Trans-Caspian International Transport Route (TITR), are enhancing Türkiye’s status as a hub for global trade – and the nation’s key ports are responding with their own investments.
The TITR offers an alternative for connecting China and South-East Asia with Europe, avoiding the northern route through Russia or the southern route via the Suez Canal and Red Sea, where Houthi attacks on shipping continue. It runs through Kazakhstan, the Caspian Sea, Azerbaijan and Georgia, linking to Southern Europe via Türkiye, particularly Mersin. The links to Northern Europe are via the Black Sea to Constanta, or via Odesa in Ukraine – presenting obvious downsides while Russia’s attacks on Ukraine and in the Black Sea continue.
Earlier this year, the dredging group Jan De Nul announced that it was completing capital dredging for expansion at the Port of Mersin. Mersin International Port Management (MIP), a joint venture between PSA International, Afken and IFM, launched the US$455 million East Med Hub 2 (EMH2) project in November 2023.
Encompassing 124 hectares and with current maximum depth of 15.8 metres, Mersin offers container and multipurpose berths. It is already Türkiye’s largest container port with annual capacity of 2.6 million TEU.
EMH2 will increase capacity to 3.6 million TEU; the container quay will be extended by 380 metres to 880 metres with maximum depth 18 metres, allowing MIP to handle two ultra large container vessels of up to 400 metres in length simultaneously. The first phase is due for completion in quarter one 2025, with the entire project to be finished a year later. The investment also includes eight new automated RMG cranes and four additional ship-toshore cranes.
“EMH2 will contribute significantly to Türkiye and Mersin’s economy, said MIP. “It will create 500 direct jobs and 5,000 indirect jobs. Additionally, MIP has signed an MoU with Mersin Tarsus industrial zone to set up a logistics park on a 200,000 sq m area.”
MIP is connected by rail and road to the country’s industrialised cities, as well as Syria, Iraq and the CIS countries. It has described Mersin as “where five continents come together”.
“EMH2 will further consolidate and strengthen Mersin Port as a strategic location in the Eastern Mediterranean region,” said a spokesperson. “When we began this journey, we declared that routes will be redrawn and now we say – routes are being redrawn.”
Elsewhere in Türkiye, DP World and the Evyap group completed a merger in July (2024) to “bring together the strengths of two major ports on the Marmara Sea to create a new international logistics hub that will elevate Türkiye’s pivotal role in global trade”.
DP World has taken a 58% stake in Evyapport, and the Evyap Group has taken a 42% share in DP World Yarımca. The ports have been rebranded as DP World Evyap Körfez and DP World Evyap Yarımca. “DP World Evyap will help meet the increasing demand for sophisticated logistics in the region, boost Türkiye’s export and import volumes, open up the growth of new sectors and strengthen the country’s growing status as a major hub in international supply chains,” said DP World.
The merger has delivered a combined 2,088 metres of berthing space and will allow more than one ultra large container vessel simultaneously at both terminals. Total annual container handling capacity will exceed 2 million TEU, and the integrated operation includes project and heavy lift cargo services. l
Regional Focus: Türkiye Report
Besiktas Shipyard receives record-breaking new floating dock
Besiktas Shipyard, which claims to the most active ship repair yard in Europe, has reached a significant milestone with the arrival of its newly acquired floating dock, Dourado. The 85,000 TLC dock, measuring 345 metres in length, and 70 metres wide, has arrived in Turkey after an impressive journey through the Suez Canal, where it set a record as the largest unit ever to make the passage.
Purchased from Singapore’s Seatrium Group, the floating dock Dourado is strengthened to accommodate very heavy ships and platforms, such as oil rigs, FPSOs and cruise ships.
The Dourado’s journey from Singapore to Besiktas Shipyard in Yalova took 54 days, including its historic transit through the Suez Canal which was the biggest transit operation in the Canal’s history, the towed marine unit having a total beam of 90 metres. The operation required
meticulous planning and execution. The convoy, measuring 450 metres in total length with a gross tonnage of 91,000 gt, involved seven tugboats to ensure safe passage.
On its journey to the Dardanelles Strait, additional precautions were taken, including temporarily halting two-way traffic to facilitate the smooth transit of the dock. Coastal Safety Officers, three canal pilots, five tugboats, and a support vessel worked in coordination.
The arrival of the Dourado marks a pivotal moment for Besiktas Group, a leading Turkish maritime player, which operates three shipyards and handles over 300 sophisticated ship repair and maintenance projects annually. Once routine maintenance is completed, Dourado will begin hosting vessels in March 2025, significantly boosting capacity and enhancing the shipyard’s ability to accommodate a diverse range of vessels. l
Digitalisation Track record over trends –rethinking shipping’s digital priorities
By Stephen MacFarlane, Chief Information Officer, V. Group (V.)
The global maritime industry is no stranger to change. From shifting geopolitics to the increasing pressures of decarbonisation, our industry is one that has to continuously adapt and remain resilient to the pressures of outside forces.
Today’s challenges are no different. Recent events including the Russia-Ukraine conflict, the Red Sea attacks, the situation in the Middle East and even the droughts affecting the Panama Canal have made clear the fragility and interconnected nature of the global system of trade on which we all rely.
There are some opportunities to be found amidst the complexity, however. The current challenges facing the maritime industry, while daunting, also present avenues for innovation, growth, and strategic positioning. Companies that can nimbly navigate these turbulent waters may find themselves at a competitive advantage.
For instance, the push for decarbonisation is driving advancements in clean energy technologies for ships, potentially opening new markets and revenue streams. Similarly, the disruptions
in traditional shipping routes are encouraging the exploration of alternative passages and the development of more resilient supply chain strategies.
At the heart of all these transformations are ship managers, who find themselves both with an increasing voice to drive change and being required to provide greater reporting, use more data, support increased compliance and ensure continuously improved profitability.
Given these demands, it is no coincidence that digitalisation is also taking centre stage. Digital technologies are reshaping the way the industry operates, allowing companies to enhance operational efficiency and stability through real-time tracking, predictive analytics and enhanced communication. In other words, these technologies are enabling businesses to stay ahead of the curve and mitigate their exposure to market instability and operational risks.
It is for these reasons that shipping’s digital marketplace has exploded over the last few years. In the rush to solve the industry’s biggest challenges, new
ShipSure platform
suppliers and solutions are entering the market each month. However, as the digital space gets more saturated, shipowners are faced with a crucial dilemma: how can they pick the best digital partner from an increasing number of providers, all claiming to offer the next great thing?
The most significant differentiator in today’s industry is not cutting-edge technology alone, but rather the ability to display a proven track record and comprehensive historical data that can help ship owners effectively manage volatility and maintain their competitive advantage.
The ability to collect and analyse historical data is the kind of dependability which cannot be quickly imitated using this valuable data set to inform future outcomes. Blending data on fuel use, maintenance schedules and weather patterns with advanced technologies like AI provides invaluable insights on future events, helping with predictive maintenance, saving costs, managing risks, and much more.
In practice, this can also aid compliance with tightening environmental regulations to optimise energy use, today and in the long-term. Data can support with energy management and
V. reaches 40-year milestone
V.Group (V.) celebrated its 40th anniversary in November, the milestone coming as the company embarks on a new growth chapter bolstered by its recent change in ownership.
Since being founded in 1984, V.’s network has expanded from managing 35 vessels to servicing over 3,500 ships across the tanker, gas carrier, bulk, container cruise and offshore segments. Recent years have also seen V. grow its V.Services portfolio of marine services into a core part of its business, enabling the organisation to provide a holistic, end-toend solution for its clients, across ship management, crew wellbeing (catering, travel, digital payment cards), supply chain, technical services, insurance and more.
evaluating a vessel’s performance at sea, enabling organisations to identify trends and predict future performance. With this wealth of insight, shipowners can take a proactive approach to increase operational efficiencies across a vessel’s day-to-day operations.
Now more than ever, shipowners need a robust understanding of the past to chart a course for the future with confidence. On this journey, choosing the right, trusted partners can be the difference between strategic advantage, operational resilience and efficiency, and getting left behind. l
with advanced machine learning and human capital to help the industry better optimise energy use, evaluate a vessel’s performance, identify trends and predict future performance to effectively manage its vessels, voyages and crew.
René Kofod-Olsen, CEO, V.Group, comments:
At the heart of V.’s operations is its network over 44,000 seafarers across all segments, each of them supported by an onshore team of circa 3,000 colleagues in over 30 countries and 50 offices around the world.
Meanwhile, V. has also invested significantly in digitalisation across its operations and offers a unique end-to-end digital platform, ShipSure. This is described as combining V.’s wealth of historical data
“The last 40 years have been a rehearsal for the success to come over the next 40 years and beyond. As the industry continues to transform at an exceptional pace, our mantra remains as important as ever: ‘Never Not Act’. We’re at the ready to support our clients in navigating the industry’s complexities, backed by our proven track record, global scale, and digital-first way of working. It’s a strategy we’re laser focused on, as we continue to enable safe, profitable and sustainable operations.” l
Online auction technology offers fuel buyers the opportunity of reducing bunker costs ‘at source’
A contributed article by online auction platform AuctionConnect
Per Funch-Nielsen
Reducing the cost of fuel ‘at source’ needs to be included and considered as the first part of the optimisation process to mitigate against rising fuel costs, says AuctionConnect, the world’s first and leading online auction platform for bunker procurement within the shipping industry. This is even more important given the significant increase in the cost of future fuels that will drive the energy transition and enable the shipping industry to meet its decarbonisation targets.
Most procurement departments purchase marine fuels via brokers, traders or direct with suppliers. However, there is also the opportunity to utilise bunkering procurement technologies, available today and free-touse, that simplify the complexities of traditional price negotiation, increase transparency and reduce the cost of procurement by always ensuring that fuel buyers get the best possible price. Platforms like AuctionConnect enable buyers to invite multiple fuel suppliers to bid against each other in reverse auctions and drive bunker fuel prices down below Platts’ rates. Buyers can make substantial savings on each tonne of fuel they purchase, depending on the circumstances in the market and the specific bunkering port.
With future fuels being a key element of meeting the shipping industry’s decarbonisation targets by 2050, there is increasing concern in the market of the high cost of these fuels, which could be as much as five times more expensive in 2030 than fossil fuels. This could become a significant barrier to their development and uptake and impact the meeting of shipping’s sustainability ambitions. Many vessel owners’ immediate response to this challenge is to invest in clean technology and efficiency solutions. While they are an important part of the decarbonisation process and in reducing fuel costs, they are also a
significant capital investment on top of the increased costs of future fuels. Online auctions offer an easy and lowcost way for buyers to reduce fuel bills even before they consider the hardware or technology to improve energy and fuel efficiency.
Per Funch-Nielsen, Director, AuctionConnect, says: “Ship owners and operators are already familiar with the importance of using clean technology to reduce fuel consumption to mitigate against rising fuel costs, particularly in a future fuels’ world,
“Purchasing departments within these organisations now need to change their mindset in relation to fuel procurement and seize the opportunity of reducing the cost of fuel at source, which they should view as the first part of the vessel optimisation process. While the traditional elements of bunkering will always exist in the relationship between buyers and suppliers, the opportunities of digitalising and using technology for transactions are huge in creating efficiencies, transparency and reducing costs.”
AuctionConnect analysed 1.3 million tonnes fixed on the platform across a range of global ports over an 18-month period against a Platts benchmark, identifying total cost savings of $7 per tonne. In a future fuels’ world, this opportunity for cost saving is greater and even more important with the rising costs of fuel.
Funch-Nielsen concludes: “With fuel already the major constituent part of an owner’s operational costs, it is clear that any reduction in these bills is commercially critical, no matter the fuel being used. With fuel costs only rising over the coming years in line with the energy transition, reducing fuel costs, by stripping complexity out of price negotiations and increasing their transparency will be of huge value to owners and operators in an increasingly complex supply chain.” l
Collaboration and further integration of services needed to enhance crewing and operational efficiencies, says Boers Crew Services
All eyes in shipping are on the digital revolution, with the rapid development of Artificial Intelligence (AI) and new technologies constantly coming to the market for crewing and operational efficiencies.
However, says Peter Smit (pictured top right), co-CEO of Dutch crew specialists BCS Group—Boers Crew Services, further collaboration and integration of digital services are still needed.
The company has recently expanded its operations to Manila to ensure it has full operational capabilities overseeing the seamless journey of maritime professionals. It now boasts offices in Germany, the Netherlands, Belgium, and Manila.
Attending the Seatrade Maritime Crew Connect Global conference in Manila, Mr Smit discussed how the industry must collaborate and integrate services to ensure the care of seafarers and provide companies with the most cost-effective solutions to crew changes.
“Travel involves many complexities, and without it, maritime professionals cannot reach their vessels. It is a crucial part of the process that gets the crew to the ships. We oversee the entire journey, and our advantage is that people can throw the crew change over the fence. That’s where we are now; people say ‘you are the expert, please handle it’,” Mr Smit explained.
“The next step we need to consider is data integration, and the sooner this happens, the better. This also applies to contracts. When does a contract, or, for instance, the visa, end? When a contract concludes, there is an opportunity for a crew change. If we know this in advance, we can take proactive measures, and we must collaborate. We need to explore technological solutions that make the journey more cost-effective.”
With the rapid development of AI and the emergence of new technologies as the industry prepares for a transition to green fuels, 2025 is poised to be a year of change for the sector. While Mr Smit welcomes the benefits that AI has the potential to bring, he believes it is crucial not to overlook the human element involved.
He said, “We are still in a people business. If you use an algorithm in terms of AI, it will tell you what to do. My fear is that you will miss important details and rely too heavily on AI. We see this happening in aviation. Airlines are aiming for short-term profits because algorithms raise flight prices when demand is high. Consequently, customers are turning to other airlines that don’t have these algorithms and run the risk of losing a loyal client. I believe this is the challenge; we need to balance new technologies with ensuring we continue to offer our customers the best level of service.”
Mr Smit believes that companies should be more willing to collaborate with each other, and services can be streamlined through data and information sharing.
He added: “The manning agent is the last in line. When someone encounters an issue and is at the end of the line, it falls on the desk of the manning agent, and he must react quickly to solve the problem. This often happens with tramping vessels due to their typically last-minute schedules. Currently, we are seeking better integration in terms of technology and information to expedite this process. At present, the manning agent receives problems that need resolution. They send emails and make calls, but these emails and calls can sometimes go unanswered. Therefore, we are looking for technological solutions for integration that will make problem-solving much easier and faster.”
Boers Crew Services offers the full spectrum of crew change services, including accommodation, transport, paperwork, visa processing, and medical appointment arrangements. It prioritises operational excellence and the welfare of the crew members to ensure they can sign on and off the ship as efficiently as possible.
“We complete the last mile. That is why it is essential for all aspects of the crew’s journey and voyage to work together. Connecting all the pillars is crucial. We know everything is in motion, and we need one point to unify everything. Our operational department will evolve over the years as new technology becomes available. This will enable us to make better decisions by providing us with more information”, concludes Mr Smit. l
Tankers
Sire 2.0 inspection programme ensures human factors are not over-simplified
OCIMF’s increased focus on human factors through Sire 2.0 comes at a time when seafarers face a range of increasingly complex challenges.
Tanker safety has always been everyone’s business, and SIRE 2.0 is designed to make sure human factors take a central role. It is an evolution of the Oil Companies International Marine Forum’s (OCIMF) Ship Inspection Report Programme (SIRE) launched in 1993.
The Forum itself was formed in 1970 in response to the growing public concern about marine pollution, particularly by oil, after the Torrey Canyon tanker disaster in 1967. OCIMF has over 100 members united by the vision of a global marine industry that causes no harm to people or the environment. It focuses on promoting best practice in the design, construction, and operation of tankers, barges, and offshore vessels.
The aim of the voluntary but widely adopted SIRE inspection regime is to enable the energy majors that are the core membership of OCIMF to make judgements on the quality and likely future performance of a vessel before entrusting it with cargo. In conjunction with SIRE, OCIMF’s Tanker Management and Self-Assessment (TMSA) program provides operators with a way of measuring the effectiveness of their safety management systems as part of their preparation for SIRE inspections.
SIRE 2.0, in effect since September 2024, continues OCIMF’s original purpose and scope but includes more indepth reporting outcomes. “The release of SIRE 2.0 ensures this industry is better equipped to identify, understand and respond to emerging issues and to resolve root-causes of risk,” said Karen Davis, Director of OCIMF. “It represents an important step forward in our collective efforts to make sure
the safety of vessels, crews, cargoes and the environment are placed front-and-centre in all decision-making.”
There is enhanced focus on human factors which OCIMF defines as the physical, psychological, and social characteristics that affect human interaction with equipment, systems, processes, other individuals, and work teams. “Taking a human factors approach means recognising that it is the people on the ships and in the operations and support teams who make safety work, but that human error still occurs in interaction with conditions, systems, and/or other people. It is by addressing these interactions that the industry can reduce human error and so reduce incidents and improve reliability and productivity.”
Dr Rafet Emek Kurt, Director of the Maritime Human Factors Centre at the University of Strathclyde, and co-founder of maritime learning solutions firm WiseStella, says that the industry had reached a plateau under the previous SIRE regime where despite technical advances and more regulations, safety levels had remained fairly steady. “Everyone started to recognise that a paradigm change was needed.”
With SIRE 2.0, inspectors will expect to see good quality hardware and procedures in place, and they will also expect the humans in charge of the processes to be aware of what they are doing, he says. The stronger focus being placed on human factors means there are now questions to be answered by both junior and senior officers to ensure they understand equipment and procedures onboard.
It’s important not to under-value or over-simplify human factors, says Kurt. “Sometimes human factors are just considered to be ‘common sense.’ Unfortunately, this is not the case. Understanding human factors involves recognition of human limitations. This starts from understanding the cognitive load of seafarers during normal, day-to-day operation and then taking that to how they can be relied on during safety critical procedures.
“It also includes interface designs. Sometimes in our presentations, we provide visuals of different shapes, and we ask: Which one is grey? Which one is white? Our audience makes various choices, but actually, they are the same colour – we have just changed the background. The lesson to be learned from this example is that context is important, and the human brain can get confused if context is not considered carefully.”
Kurt points to contextual changes ahead including the adoption of decarbonisation technologies such as sails and air lubrication, new fuels, and automation. “The rush to install these technologies so ships can meet targets should not see human factors overlooked. We have smaller crews nowadays, and while the physical workload is being reduced, the cognitive workload is increasing significantly.”
The cognitive workload involved in undergoing SIRE 2.0 inspections has also increased, at least temporarily while the industry adjusts to it. SIRE 2.0 inspections are now handled digitally from tablets, and this facilitates the individualization of each inspection to suit a particular vessel and risk profile. Vessel operators and crews need to be prepared to answer questions sourced from a 1,600-page digest; core, recurring questions as well as a variety of other questions tailored to the vessel or specific focus areas for OCIMF safety campaigns.
The SIRE 2.0 process requires that the inspector observes officers and crew performing their normal day-to-day activities. Inspectors will also interview officers and crew on aspects of their duties which may not be undertaken during the inspection, such as the use and demonstration of life saving and fire-fighting equipment.
Inspectors have been trained to better understand the impact of the inspection on crews, and OCIMF has recognised that crew nervousness and fear are significant performance influencing factors. Sometimes, this may be due to the inspection itself or it may be a pre-existing factor amongst
a crew. In either case, it is expected to be recognised and reported by the inspector.
Inspectors will integrate photographs taken during the inspection with external reports such as those from Port State Control. Added to the question responses and observations, this will provide more detailed, reliable, granular, and comparable information, says OCIMF.
The new format and content of SIRE 2.0 is a challenge for operators and crews, says Kurt, as each will have to demonstrate a good level of knowledge. “Preparing for it is a multi-level task, and each will need practice, and perhaps guidance, on the specific intent of each potential question they will be asked.”
WiseStella offers a digital platform with a growing number of functional components that includes specific SIRE and TMSA support along with seafarer well-being monitoring. Combined on a shared database, the different functions allow for a company and fleet-wide approach to safety.
The company’s Wise SIRE 2.0 tool provides questionnairebased self-assessment and seamless reporting and assessment history. It also allows collaborative team-based assessment within the organization. WiseStella also offers personalised support, and in response to the evolving needs of the industry, Kurt is expanding the panel of experts that can provide that support to ensure that the industry is ready for the future.
OCIMF is well aware of the challenges associated with change. “SIRE 2.0 is a more comprehensive and robust inspection regime, and OCIMF appreciates that switching to it is a significant undertaking for all program users,” says Davis. “This is a necessary and exciting step forward in our collective ability to reduce risk and harm to people and the environment.”
Davis says the Forum will continue to work with its Programmes Committee to incorporate industry feedback and to adapt to the ever-evolving landscape of maritime operations, ensuring that SIRE 2.0 remains at the forefront of safety standards. l
Analysis
LNGCs - short term pain for long term gain
By Ian Cochran
Dire warnings of below breakeven LNG carrier short term daily spot rates were given by several leading owners and operators in early November.
For example, Petronas’ shipping subsidiary MISC said in its third quarter 2024 results presentation that the outlook for spot rates moving into the fourth quarter and beyond was softer, driven by a high number of vessel deliveries, limited additional liquefaction capacity, and moderate European demand.
As a result, LNGC players faced a potential asset impairment risk, as the lower rates may affect the longterm asset values.
Furthermore, heightened geopolitical tensions could disrupt certain contractual arrangements, which may have also an adverse financial impact.
Recently constituted, Capital Clean Energy Carriers’ (CCEC) head, Jerry Kalegiratos said that the LNGC 2-stroke spot market rate average for the third quarter of this year was $73,404 per day, compared to $160,308 per day in the same period last year.
RATES TO WEAKEN FURTHER
He agreed that spot rates had and will weaken further into the fourth quarter amidst firm fleet growth and delayed project start-ups.
Flex LNG’s Øystein Kalleklev, commented: “During this winter season, the freight market has come under pressure, due to a combination of high fleet growth, relatively small arbitrage between Europe and Asia, marginal intra-month arbitrage disincentivising floating storage, while export volume growth remained lacklustre at about 1%.
“Hence, we have seen spot rates behaving totally differently from the seasonal norm in the fourth quarter with spot rates for modern tonnage being pushed down to the $20,000s where you effectively trade steam tonnage out of the market,” he said in his results presentation.
Flex LNG
Speaking to analysts afterwards, Kalleklev explained: “We saw rates at around $85,000 in the middle of August, which is a historically good rate, but then the market fell off a cliff starting in September. And we are now in a market which is pretty poor if you are looking at the spot market, but longer term, as evidenced by the new contracts we are announcing, the market for longer term demand is still very healthy.”
Banchero Costa
Average spot rates fell to around $20,000 per day in the Atlantic and just $12,000 per day in the Pacific, according to Fearnleys’ weekly report on 13th November, however, Kalleklev explained that Flex LNG’s daily operating expenses were around $15,000 per day for the year.
“Demand is strong as evidenced from the LNG prices, but it’s really the supply, which is the bottleneck with projects coming on stream, some of them later this year and then into ’25 and ’26. We estimate around 6% growth next year,” he said, adding that this was only one of the explanations why the spot market was trading poorly.
“On the import side, Europe came out of the winter season with high storage levels, and has sourced less LNG this year, which has opened up the market for other players, like China, growing at a healthy 10%, and India at 18%.
“The volumes (ships) are not utilising the Panama or Suez Canals, but still the number of ships being delivered is outpacing tonne/mileage demand,” he said.
Asian buyers were picking up cargoes when European players were less eager to purchase, especially flexible US LNG.
China is running at around 10% growth and a reasonably healthy growth pattern was seen from the South Central Asian nations - India, Pakistan, Bangladeshwhere higher growth is forecast.
With shipping costs being so low, it makes sense to bypass the Panama Canal rather than paying the tariffs, Kalleklev said.
AMPLE SHIP SUPPLY
The number of available ships has been increasing, helped by the influx of ship deliveries. As a result, the market is amply supplied with LNGCs and rates, rather than picking up in September, have been going down to around $25,000 per day for modern tonnage, which means the higher fuel using tonnage was at $10,000 with all of the steam ships being priced out of the market.
The numbers of spot voyages this year, compared to previous year, picked up from 157 fixtures recorded from Q1 to Q3 last year to 278 this year.
He expected the market to stay poor for the remainder of the year, which will have implications for steamships of which there are still around 200 in the market. Around 21 of these are still quite modern. Many had been fixed on 20- to 25-year charters with several due offhire in the next couple of years.
As these ships are now technically and commercially obsolete, scrapping activity will increase, he thought, leading to a re-balancing of the market in 2027.
Newbuilding prices are stable, supported by a flurry of containership orders, which were still being negotiated, resulting in the yards being more or less full to 2028. Prices are down a bit from their peak, but were still at around $260 mill for 2028 deliveries.
With the higher interest rate environment, keeping the long-term rates steady at $85,000 per day will be needed for these investments. l
Banchero Costa
Banchero Costa
MSC reiterates call to minimise whale collision risk
Mediterranean Shipping Company has welcomed the launch of the second edition of the World Shipping Council’s (WSC) Whale Chart, a navigational aid for seafarers mapping all mandatory and voluntary governmental measures to reduce harm to whales, including from Underwater radiated Noise [see also Clean Oceans section].
The original Whale Chart, launched last November at MSC’s Geneva headquarters during an international event convened by the WSC, focused on helping seafarers plan their voyages and minimise the risk of whale collisions.
MSC was the first company in the industry to reroute ships off the coasts of Greece and Sri Lanka to protect endangered whales, and in 2023 the company adjusted the course of approximately 565 vessels. It also participates in voluntary speed reduction programmes in whale habitats.
In addition, MSC been exploring the use of data and new technologies to better detect whales – including trialling high resolution thermal cameras on vessels to monitor whale activity. l
IRS plays key role in Stitched Ship
Project
In a remarkable endeavour to celebrate and revive India’s ancient maritime legacy, the Stitched Ship Project is recreating a 4th-century common era vessel using traditional shipbuilding techniques.
The initiative, led by the Ministry of Culture in collaboration with the Indian Navy, M/s Hodi Innovations, and other stakeholders, draws inspiration from historical references such as Ajanta murals and ancient texts.
This project embodies India’s long-standing connection to maritime trade and innovation. Indian Register of Shipping (IRS) says it is proud to play a critical role in this project by ensuring that the reconstructed ship conforms with modern safety and design standards. While maintaining historical authenticity, the vessel’s design has been refined to comply with appropriate stability and strength requirements for the intended sea voyage retracing ancient trade routes, including a significant journey to Bali, celebrating the legacy of India’s cultural and economic exchange with Southeast Asia. l
CSC celebrates every ability with charity EMBRace Relay
Marking the end of its 35th anniversary year, the Cyprus Shipping Chamber successfully organised a charity ‘EMBRace Relay’ (3.5 km) along Limassol Seafront on Sunday, 8 December 2024. The event, also accompanied by a 35km Marathon, coincided with the International Day of Persons with Disabilities earlier that same week.
In the Relay Race, local children with disabilities surpassed the traditional limits of ability by carrying the baton, exchanging it every 750 metres and finishing together as a team, accompanied by staff from the Chamber’s Shipping Member-Companies and their family members.
The event concluded with the President of the Chamber, Mr. Themis Papadopoulos, presenting the net proceeds of the event to the Pancyprian Organization of People with Disabilities.
At a press conference held a few days beforehand, CSC Director General Thomas Kazakos unveiled the Chamber’s new brand name for all its charitable activities: ‘Cyprus Shipping Cares – CSC’. l
PSA unveils its Supply Chain Hub @ Tuas
PSA Singapore (PSA) carried out the ground-breaking for PSA Supply Chain Hub @ Tuas (PSCH), a central part of its strategic expansion within Tuas Port, in October.
This state-of-the-art facility, scheduled to be ready by 2027, will be seamlessly integrated with Singapore’s extensive supply chain ecosystem, acting as Regional Distribution Centre and Container Freight Station and including cutting-edge technologies such as advanced robotics, automation and smart warehousing systems.
“Rapidly evolving global trade patterns require us to rethink our business strategy and model,” said Mr Ong Kim Pong (centre left), Group CEO of PSA International. “With the PSCH on board, our collective strength and synergy will enable PSA to harness the full potential of our combined port and wider logistics network to deliver unmatched efficiency and reliability in service routes and networks.” l
Hapag-Lloyd christens flagship in namesake city
‘Hamburg Express’, the new flagship of Hapag-Lloyd, was christened in a ceremony at the Container Terminal Burchardkai in the Port of Hamburg in early November. She is seventh in a series of 12 containerships of 24,000 TEU being built at the Hanwha Ocean shipyard in South Korea - the largest boxships ever to sail under the German flag.
As the ship’s naming patron, Eva Maria Tschentscher – Hamburg’s First Lady and the wife of Hamburg’s First Mayor Dr. Peter Tschentscher – performed the traditional christening of the vessel which currently operates on the FE3 Far East service between Asia and Europe.
“With the ‘Hamburg Express,’ we are setting new standards in technology and sustainability,” said Rolf Habben Jansen, CEO of Hapag-Lloyd. “She will reinforce our status as the number one in quality and efficiency for our customers, especially on the strategically important Far East-Europe routes.” l
Mission to Seafarers celebrates decade of service in the Philippines
The Mission to Seafarers (MtS) has marked its 10 years of dedicated service to seafarers and their families in the Philippines. From its humble beginnings as a volunteer-led initiative in partnership with the Independent Church of the Philippines, the MtS’s presence in the country has evolved into a professional, globally connected support network.
Today, the family support network boasts 17 chapters and 120 dedicated volunteers nationwide, offering comprehensive welfare assistance to any seafarers worldwide with a link to the Philippines, often in partnership with companies in the industry such as the UK P&I Club, Shipowners Association and Pacific Basin.
Thomas O’Hare, Programme Manager at MtS, paid tribute to the Mission’s team and volunteers, calling their dedication “both humbling and inspiring. We have achieved so much in these past 10 years, and I look forward to seeing what we can do in the future.” l
Technical Addressing Electric Vehicle risks in a rising trade
By David Tinsley
The relative infrequency of fire outbreak in shipments of electric vehicles (EVs) does not translate to low risk.
There appears to be no conclusive evidence that electric vehicles (EVs) are more likely to catch fire than conventional fossil-fuelled cars. What is certain, though, is that a fire involving the lithium-ion (li-ion) battery pack powering an EV has distinct characteristics which can have substantial implications for crew, cargo and ship safety.
The problem lies in the fact that when such batteries ignite, they are inherently more difficult to control and extinguish, and can burn with considerable ferocity, all the while giving off dangerous gases, and with the capability of spontaneously reigniting hours or even days after having been apparently put out. Li-ion battery fires differ from other types of fire because of the propensity for a chain reaction known as thermal runaway.
EV fires are self-sustaining and not dependant on the availability of external oxygen, because the cathode material in the batteries generates its own oxygen source.
Viewed against projections for seaborne transportation growth, given that EVs are expected to account for between 30-40% of new cars by 2030, up from 18% in 2023 and less than 5% in 2020, there is a most pressing need for the industry and regulators to accelerate and align measures to mitigate risks.
While some dramatic incidents at sea over recent years entailing conflagrations on PCTCs (Pure Car Truck Carriers) with consignments of EVs has highlighted the risks and challenges presented by battery fires, the safety issue has begun to take on broader form through a series of events in the container shipping segment. A clear correlation is emerging between the rising volume of transported batteries and the increase in shipboard container fires.
Hitherto, charcoal has long constituted the freight causing most fires in the box shipping sector, but it appears that li-ion batteries are now becoming the predominant source.
PCTC Fremantle Highway ablaze off the Dutch coast in July 2023. The cause of the fire has yet to be established, but the fact that nearly 500 electric vehicles were among the 3,783 vehicle load has prompted questions over EV cargo safety risks (credit: Kustwacht)
A thermal event in a li-ion battery leading to cell failure can start in several ways, such as by spontaneous internal or external short-circuiting, faulty design or internal manufacturing defect, physical damage, overcharging or over-discharge, or overheating through exposure to high temperatures.
Cell failure results in a voltage drop and increasing heat release and signals the onset of thermal runaway, an exothermic chemical reaction that generates more heat than is being dissipated. The rapidly self-heating fire can cause a flash fireball or an explosion.
The runaway process exhibits accelerating temperature and heat release, together with the venting or gassing-off of flammable, toxic electrolytic vapours. Thermal propagation creates a domino effect through the adjacent cells. Whether EVs in multi-deck PCTCs, or battery consignments in containers, shipments are tightly packed, facilitating the quick spread of fire. Access limitations and the release of dangerous gases heighten the challenges and risks facing crew and first responders.
Yet immediate action by the crew is essential if a thermal runaway event is to be averted or controlled, and typically calls for copious amounts of water to be directed at the source of fire for a protracted period.
While water is an effective medium for extinguishing a battery fire in an EV shipment or a containerised cargo, the sheer amount of water required has potential deleterious consequences for ship stability. Moreover, salt water could occasion short circuiting in EV power packs. CO2 and foam firefighting systems may have limitations in respect of EV battery fires that can be self-sustaining for long periods.
The magnitude of the firefighting task confronting typically small crew complements is all the greater where specific training in dealing with EV fires is lacking.
Research has shown that significant amounts of vapour per kWh can be produced during thermal runaway with a li-ion battery. Even when the accumulations (clouds) are able to disperse, potential toxic effects may still occur at lower concentrations. While attempting to control the blaze, ships’ crews and also stevedores and first responders may encounter what might seem to be smoke, but is in fact a mix of toxic gases, often pooling at floor level due to density. Whereas individuals would normally keep low to avoid smoke inhalation in conventional fires, doing so with such battery fires is likely to prove problematic. Accumulations can also remain combustible as well as poisonous.
Freight insurance provider TT Club advocates a range of measures to mitigate the extra risks posed by gas release during li-ion fires, starting with risk assessment and early detection using cameras and thermal imaging (TI). The company proposes equipping the crew or other operatives with certified, full-face, self-contained breathing apparatus,
chemical-resistant boots and other protective gear, such as drench showers for post-response decontamination.
To the industry’s credit, certain operators in both the ferry and PCTC domains were relatively quick off the mark in implementing proactive measures, ranging from pre-loading assessments of battery condition to extra investments in advanced detection and firefighting equipment.
Close attention to the state of charge (SoC) of batteries in EVs for loading is one of the most critical factors in reducing the risk during sea transport. Currently, new EVs transported by ship typically have an SoC of 50%. It is widely acknowledged that the risk of thermal runaway is markedly reduced when the SoC is no more than 30%, indicating that the battery charge factor should be a fundamental factor to be considered in the context of future guidelines or mandatory requirements.
Other expedients could potentially embrace special fire extinguishing chemicals or agents, fire blankets, batterypenetrating jet extinguishers, and ro-ro cargo lane criteria dimensions for EVs in PCTCs and ro-ros.
“It is apparent that most fi-fi methods can only suppress battery fires to some extent, “ says Norwegian marine insurance specialist Gard. “Therefore, it is crucial to prioritise fire suppression, boundary cooling and fire containment as effective measures for managing a fire until professional assistance is available......The unique risks posed by lithium battery fires must be thoroughly addressed during training and when dealing with actual incidents on board. Routines for evacuation will have to be re-assessed, particularly for ferries.”
Munich-headquartered financial services multinational Allianz took an early stance, first highlighting concerns in 2017 over the risks associated with the shipping of electric vehicles and li-ion batteries. Its latest missive noted the fundamental importance of displaying clear and precise identification on the windshield(windscreen) all EVs for transportation, detailing electric powering type, be it battery-electric vehicle (BEV), hybrid electric vehicle(HEV), or plug-in hybrid(PHEV). Labelling is of added consequence for EVs with low ground clearance, out of consideration of loading and discharging criteria set by vessels’ access and internal ramps and deck fittings.
As well as confirming that an EV’s battery system is undamaged and in an acceptable state of charge, all liion battery-installed vehicles for shipment should have passed pressure, temperature, crushing and impact tests in accordance with the UN Manual of Tests of Criteria sub-section 38.3. Particular attention should be paid to proper securing of EVs during transits so as to prevent shifting, and charging should never be undertaken on the voyage.
Among measures under development, exploration or tentative introduction by the industry, Allianz regards the use of fire-proof blankets devised specifically for EVs as a potentially valuable initiative. From an insurance perspective,
PCTC Positive Challenger, awarded ClassNK’s new notation for safe transport of electric vehicles (credit: ECL Shipmanagement)
the company has supported the idea of vessels purpose-built for the transport of EVs, whereby the risk of fire is substantially reduced through bespoke design and equipment.
United European Car Carriers (UECC) has recommended that a vehicle’s battery management system should emit a warning as soon as an irregularity is detected. Immediate shutdown is to be effected in the event of unexpected heat increase, voltage change, or misbalance in cells or modules. The company has also suggested the adoption of individual cell housings so as to protect against thermal runaway, integrated cooling heat sinks and provision for venting of gases, and the use of fire-retardant materials for battery casings to protect against external fire hazards.
Enhanced crew training in EV and battery fire response, with an emphasis on averting or controlling thermal runaway, is a vital and urgent topic for the industry. In the ro-pax domain, Brittany Ferries is in the vanguard of operators who are investing in training programmes so as to equip crew with the knowledge and skills to handle EV-specific emergencies. The company has a dedicated training and firefighting centre in St Malo, which serves as a hub for in-house research, fire-fighting exercises and training.
Besides pre-embarkation ID of EVs, Brittany Ferries has instituted plan to install both mobile and fixed thermal detectors across the fleet, starting with ships serving its longest routes (UK/Ireland-Spain), as well as fitting fire blankets that can be used by the crew.
The pre-emptive approach adopted by Tokyo-based Eastern Car Liner and its affiliated ECL Shipmanagement, as expressed in a retrofit scheme involving the 3,930CEU Positive Challenger, has been endorsed by ClassNK. The 2011-built PCTC has been equipped with a system embracing three anomaly detection functions using artificial intelligence (AI) cameras, focusing on smoke, heat, and rapid temperature rise. Should abnormalities such as the generation of flammable gas or a rise in vehicle body temperature be detected, the crew is alerted.
The society has awarded the ship its FD notation, having confirmed that the new arrangements enable earlier identification of fire outbreak in the vehicle cargo compared to conventional smoke detectors.
An updated guidance note issued last year by the UK Maritime and Coastguard Agency (MCA) said that ship operators should instruct onboard fire patrols to check for evidence of black ‘smoke’ coming from vehicles, indicating the discharge of nanoparticles of heavy metals, followed by white vapour. Attention should also be paid to any ‘popping’ sounds, which could indicate the onset of thermal runaway.
The organisation also advocated the use of CCTV or thermal imaging(TI) monitoring and new fi-fi methods such as special water lances and upward-facing hoses to cool batteries from below, and also the use of water curtains to inhibit the spread of fire to adjacent vehicles. The inference is that standard, pressurised and fixed water drench arrangements may be insufficient in dealing with EV fire incidents.
Although IMO issued interim guidelines several years ago, there are currently no IMO mandatory regulations in place governing EV transportation and associated fire risks. In March 2024, IMO’s Sub-Committee on Ship Systems & Equipment agreed on a road map to address the fire risks presented by EVs carried on vessels. The proposals, embracing reviews of scientific, technological and casualty information and identification of the particular hazards relating to electric and ‘new energy’ vehicles, will be submitted to the December 2024 meeting of the Maritime Safety Committee (MSC 109) for consideration and endorsement.
IMO acknowledges that there are diverse opinions as to the dangers presented by the seaborne transportation of EVs and the methods to combat related fires. The organisation has been moved to act on the question of fire safety following accidents that have resulted in fatalities and major material losses, such as the Fremantle Highway (2023), Felicity Ace (2022), and Sincerity Ace (2019).
Firefighting aboard a ship with a crew of 20-30 is no easy task in any situation, let alone where the challenges are exacerbated by the particular characteristics of lithiumion battery fires. The consensus is that only through a concerted effort by stakeholders throughout the supply chain and maritime community, can the risk and rate of incidents be reduced. l
Technology
Nippon Paint Marine uses biomimetics to unlock the next generation in hull coatings
Nippon Paint Marine, a leader in marine coatings, has published its whitepaper, ‘Breathing life into science; creating the next generation of hull coatings using biomimetics’, detailing the role that biomimetics has played in the development of its patented HydroSmoothXT™ technology.
A specialist team from Nippon Paint Marine’s R&D programme, which included experts in polymer science, biochemistry, fluid dynamics and marine science, studied the natural characteristics of marine life to inform the development of the HydroSmoothXT™ technology that would be used in their industry leading coatings. This approach to technology development, of imitating nature, is known as biomimetics. The performance of Nippon Paint Marine’s antifouling coatings range –which include LF-Sea, A-LF-Sea, and FASTAR – has been enhanced using this technology, and has been applied to more than 5,000 vessels.
By replicating the natural surficial film found on the skin of marine life, Nippon Paint Marine researchers have been able to develop coatings that minimise friction, reduce fuel consumption, and lower vessel emissions.
In collaboration with institutions including Kobe and Osaka Universities, the project team focused on replicating these natural characteristics to aid in the development of specifically designed hydrogels for paints; the scientific theory being that a hull coating could be created that essentially ‘traps’ a layer of seawater against the surface membrane, which increases the boundary layer around a vessel’s hull, and reduces friction. Subsequent products such as LF-Sea and A-LF-Sea, which incorporated this enhanced performance hydrogel, generated fuel and emissions savings of up to 12.3%.
The development in Nippon Paint Marine’s antifouling range was further enhanced by the introduction of nanotechnology. The FASTAR product range uses a unique hydrophilic and hydrophobic nanodomain resin structure to achieve unparalleled antifouling performance, which can deliver fuel savings of over 14% thanks to an average speed loss of just 1.2% over a 60-month period, compared to the market average speed loss of 5.9% over a similar time period.
As the industry looks to innovative technologies to help achieve the industry’s decarbonisation targets, Nippon Paint Marine’s R&D team are committed to drawing inspiration from the unique characteristics of our natural environment to inform the development of coating technologies that will support customers in their efforts to reduce their carbon emissions.
Kazuaki Masuda (pictured above), Corporate Officer, Technical Division Director, Nippon Paint Marine, said: “The development of our patented hydrogel and nanodomain technologies typifies our commitment to customer-centric innovation. Maritime owners and operators face a web of constantly evolving challenges, and it is the mission of our R&D team to deliver pioneering technology that supports the industry as it navigates these challenges.
“At Nippon Paint Marine, we believe that by studying the secrets of the natural environment, we can continue to develop even more innovations that will play a vital role in contributing to the maritime industry’s efforts to decarbonise.” l
Case Study: Evolution of coatings for WAN HAI
Earlier this year, Nippon Paint Marine reported that its antifouling products A-LF-Sea and FASTAR have delivered up to 8% fuel and emissions savings for Taiwanese shipping company WAN HAI Lines Ltd.
“We have been very impressed with the performance of both A-LF-Sea and FASTAR,” said WAN HAI Lines. “Both coatings have enabled us to achieve significant fuel and emissions savings, which aligns with WAN HAI’s corporate and sustainability goals to comply with environmental regulations as well as supporting the industry in meeting global decarbonisation targets.”
Then in November Nippon Paint Marine announced the successful application of AQUATERRAS, Nippon Paint Marine’s biocide-free, low-VOC, SPC solution, to a Wan Hai vessel, in China. The AQUATERRAS coating provides sustainable protection for the hull from fouling to deliver fuel savings of up to 14.7% over 60 months compared to the market average speed loss, whilst also reducing carbon emissions.
In July 2024, Wan Hai Lines’ 71,336 DWT container vessel, M/V Wan Hai 613, entered Zhou Shan Chang Hong Shipyard, China, for scheduled ship repair and maintenance. During the dry-docking, Nippon Paint Marine applied a full coating with a newly developed low-VOC AQUATERRAS SPC solution.
Kazuaki Masuda, Corporate Officer, Technology Division Director at Nippon Paint Marine, said: “The first application of AQUATERRAS in China is a significant milestone in our product development and we are thrilled to take this step forward with our longstanding customer and trusted partner, Wan Hai Lines. The incorporation of lowVOC technology into the coating builds on AQUATERRAS’ legacy of protecting our marine environment, whilst also maintaining the industry standard in antifouling performance.” l
Shaping the future of navigation: New data framework S-100
By Tom Mellor, Head of Technical Partnering at UKHO
The shipping industry is evolving faster than ever, driven by digitalisation, new technologies, and increasing regulatory pressure. During this transition, the industry’s relationship with data will also shift. With ever increasing volumes of data at the fingertips of maritime professionals, utilising this data in the best way to boost efficiencies and report against regulatory requirements will be essential. Underpinning this is a transformative
Developed by the International Hydrographic Organization, S-100 is a universal data framework that will enrich and enhance the way maritime data is collected, shared and used. It’s designed to eventually replace the current hydrographic data transfer standard S-57 with a more versatile framework that will enable the development of next-generation Electronic Navigational Charts (ENCs) and other digital products. This is largely due to the interoperability of dynamic data layers - such as realtime tidal information and high-resolution bathymetry - which will facilitate safe and more efficient navigation of the globe’s increasingly complex waterways.
The better, more seamless, and interoperable data that is at the core of S-100 is set to help provide solutions to some of the biggest challenges facing the industry today.
SOLVING CHALLENGES
Currently, mariners need to refer to disparate data sources in order to build a complete picture of the maritime environment. S-100 will bring these data sources together in one clear view, unlocking a far richer, and more detailed picture of navigational routes. Additionally, fundamental to an adaptable maritime industry is having access to up to date data that can inform better in-the-moment decision making. Current ENC updates are typically released on a weekly basis, meaning that it takes a number of days to deliver new
information. The new S-100 standards will allow for realtime updates, ensuring that mariners always have access to the most current and relevant data to improve situational awareness, especially in dynamic shipping areas.
This will help to enable a key industry goal: “just in time” arrivals. Real-time data, as well as the integration of additional data sets like tidal, current and water-level information will create an enhanced view of the physical environment at any given time. This can then enable more optimised voyages and just-in-time arrival calculations - based on real-time conditions - ultimately reducing fuel consumption and lowering emissions to help shipping companies take steps towards reaching the industry’s decarbonisation goals. Ports could also use this data to adjust berthing schedules and improve coordination and safety during port entry and exit.
With the rise of digitalisation and interconnected systems, the industry is experiencing more advanced cyberattacks. S-100 will bring new opportunities to strengthen cybersecurity. The standardisation of data formats as part of S-100 will make it easier to apply uniform security measures like encryption and authentication across multiple systems to mitigate against cyber breaches resulting from inconsistent security protocols. All data will also be required to come from official sources such as hydrographic offices, and will be digitally signed to increase confidence in end users that the data can be trusted.
Finally, S-100 has been developed to accommodate future technological advancements, ensuring it can meet the requirements of emerging technologies like autonomous vessels. Accurate, real-time data on surroundings and environment will be critical to the success of autonomous vessels - this is the data that will form the essential navigation baseline, enhanced by on-board sensors, to support the functionality and operability of these ships. S-100 is therefore ensuring a faster, safer transition for the technologies that will shape the future of the industry.
ADOPTION PATHWAY
While the benefits of S-100 are clear, the transition period to adopting the new standards presents challenges that the industry must evolve to meet, outlined in a new industry-wide report by maritime technology research company, Thetius.
There are a number of factors that will determine the exact timeframes for S-100 implementation, as well as the readiness of products to support it. Given the evolving nature of the framework, ongoing collaboration among all stakeholders will be critical to raise awareness, reduce uncertainties and support a smooth transition.
One of the major priorities is additional training for mariners involved
in bridge operations. This should ensure clarity on changes to what can be viewed on Electronic Chart Display and Information Systems (ECDIS), and how to interpret and apply the data. These developments are being made with the mariner in mind, so while there will be some upskilling required, mariners should not be overwhelmed with substantial or illogical changes.
Ports and shipping companies will also need to consider the short-term financial implications of the shift. While the standards aim to bring long-term financial benefits, upfront investment will need to be made to upgrade current technology.
Finally, ECDIS manufacturers and the IHO must use this transition period to thoroughly test software updates to avoid any issues, whilst also gathering evidence-based results into the advantages of S-100 to boost adoption.
To conclude, S-100 marks a new era in navigation. The framework is set to deliver greater value than ever before in navigational efficiency and create an abundance of opportunities for safer and more data-based navigation. Those who begin preparations now will ultimately reap the greatest benefits once the framework has been fully implemented. l
Bathymetry
UKHO Standard ENC
Clean Oceans
Reducing underwater radiated noise a win-win for emissions and ocean
By Chris Waddington, Technical Director at the International Chamber of Shipping
The maritime industry’s push toward decarbonisation brings an unexpected benefit: the reduction of underwater radiated noise (URN). While the sector focuses intensively on emissions reduction and fuel efficiency, these same measures are quietly contributing to a healthier acoustic environment in our oceans. For ship owners and operators already investing in green technologies, addressing URN can be a natural extension of existing environmental initiatives, offering a dual benefit for both emissions and marine life.
One of the key insights from recent research is the natural alignment between energy efficiency measures and noise reduction. Most interventions aimed at improving a vessel’s fuel efficiency also contribute to reducing its URN output. Speed limitation, a fundamental tactic for lowering fuel consumption, simultaneously reduces propeller cavitation and, consequently, URN. Technologies like air lubrication systems, which reduce friction between a ship’s hull and the water, not only improve energy efficiency but also help in minimising noise pollution.
The IMO’s Energy Efficiency Existing Ship Index (EEXI), effective from January 2023, limits the power output of ship engines, indirectly contributing to URN reduction. More advanced technologies, such as wind-assisted propulsion and techniques to ensure Just-in Time Arrival, hold promise for further mitigating both emissions and noise pollution.
Underwater radiated noise refers to the sound energy emitted from ships into the ocean. This noise originates from various sources, with cavitation from propellers being the most significant contributor. Cavitation occurs when water vapour bubbles form and collapse near the propeller blades due to pressure changes, releasing energy in the form of sound. This constant hum of cavitation and other machinery adds to the ambient noise in the ocean, contributing to a long-term increase in sound levels.
ENVIRONMENTAL IMPACT
Since the 1930s, studies have indicated that URN levels have risen by an average of three decibels per decade, largely driven by shipping activities. This steady increase disrupts the natural acoustic environment, posing challenges for marine life that rely on sound for navigation, communication, and reproduction. While recent studies show some variation in trends across different regions, the overall impact of shipping on the underwater soundscape remains a cause for concern. For marine species, especially those that depend on echolocation and sound-based communication, URN is akin to human exposure to constant noise pollution. The continuous noise can interfere with essential behaviours, such as hunting, mating, and social interaction, leading to a cascade of negative effects on marine ecosystems. Species like whales and dolphins are particularly vulnerable, as they rely on sound for long-distance communication and navigation. Coastal waters, where marine biodiversity is often concentrated, are especially sensitive to URN.
Regulatory bodies such as the International Maritime Organization (IMO) have begun addressing this issue. The IMO’s URN guidelines encourage stakeholders to adopt noise reduction measures, and national and regional measures are providing focused protection for particularly sensitive coastal areas, e.g. through mandatory or voluntary slow down zones.
Achieving significant reductions in URN requires a multi-faceted approach. Beyond technological innovations, there is a need for stronger incentives. Ports and harbour authorities, as highlighted by the IMO, can play a crucial role in encouraging ship owners to adopt quieter technologies. The International Association of Ports and Harbors (IAPH) is already taking steps to include URN reduction in its Environmental Ship Index (ESI), rewarding vessels that minimise their environmental footprint.
Local initiatives, such as Vancouver’s proactive noise-reduction schemes, demonstrate the potential for regional action to address this global issue. Expanding these efforts to a broader scale, with the support of international bodies like the IMO, could create a framework for URN management across the maritime industry. Instruments such as Particularly Sensitive Sea Areas (PSSAs) offer a way to protect critical local habitats by imposing stricter controls in designated regions.
TOWARDS A MORE SUSTAINABLE FUTURE
Looking ahead, the goal set by the Okeanos Foundation to reduce ambient deep ocean URN by three decibels per decade over the next 30 years is ambitious but achievable. Existing energy efficiency technologies, which also reduce noise, can help the industry meet these targets. The challenge lies in encouraging ship owners to choose the right technologies, scaling
these solutions and ensuring that the incentives and guidance align with environmental objectives.
As the maritime industry continues its journey towards decarbonisation, addressing URN must remain a priority. The environmental and economic benefits of noise reduction are clear. By embracing energy-efficient practices which give the co-benefit of noise reduction, ship owners and operators can play a pivotal role in safeguarding the oceans for future generations. The conversation on URN has begun, but the real work lies ahead in transforming this awareness into action.
ICS AND BIMCO COMMIT TO REDUCING UNDERWATER NOISE WITH PRACTICAL GUIDE FOR INDUSTRY
Recognising the growing concerns around underwater radiated noise, the International Chamber of Shipping (ICS), in collaboration with BIMCO, has taken a proactive
step by releasing the Underwater Radiated Noise Guide. This guide provides shipping companies with a comprehensive toolkit to address and mitigate noise pollution across their fleets. It details the primary sources of URN, emphasising the strong synergies between noise reduction and energy efficiency, offering opportunities for significant co-benefits. The guide outlines practical design and operational measures that are proven to reduce noise levels, helping companies develop and implement effective noise management plans.
For more information and to order the Underwater Radiated Noise Guide please visit: https://www.ics-shipping.org/ publications/underwater-radiated-noiseguide-first-edition l
Stronger regulations needed to protect our oceans
By Peter Lanzén, Co-founder of Marinfloc, which
specialises in cleaning wastewater via a process of flocculation – adding coagulants to increase the bonding of particles making them easier to separate.
Every ship leaving a shipyard with a substandard water treatment system will pollute the oceans for the next 25 years.
The abovementioned is a hidden crisis that fails to reach the public even though it is pretty wellestablished among those whoever sailed on a commercial vessel and even some regulatory bodies, yet its impact on our marine ecosystems is devastating.
The MARPOL Convention, which governs ship pollution, is simply not enough. The regulations allow ships to meet minimal standards, enabling them to operate with wastewater treatment systems that fail to properly handle harmful substances. These ships continue to release pollutants such as black, grey and oily water into the oceans for decades, contributing to long-term environmental degradation.
WEAK REGULATIONS
One might point out that there are fewer detentions related to MARPOL Annex I violations today than in the past. However, this does not mean that the equipment being used is any better than it was 20 years ago. The reality is that even Port State Control seems to have lost focus in addressing the issue. They no longer prioritise these inspections or hold ships accountable for failing wastewater systems. A quick look at SkyTruth reveals just how serious the problem still is.
The issue lies in the weakness of the current regulations. MARPOL sets the bar too low. Shipowners comply with
the bare minimum instead of investing in advanced technologies that were already available 30 years ago and remain so today. Systems capable of reducing pollutants far beyond current regulatory standards.
As it stands, there’s no incentive to adopt these technologies. Instead, loopholes allow ships to legally pollute, with no accountability for the damage they cause. Every vessel equipped with outdated systems continues to discharge waste into our seas, while we turn a blind eye to the real environmental cost.
THE SOLUTION IS SIMPLE
We need to close the gaps and enforce stricter requirements that mandate the use of advanced water treatment technologies from Day One. The shipping industry must be held accountable for its environmental footprint, and wastewater treatment must become a priority in maritime regulations.
This problem cannot remain hidden from the public any longer. The future of our oceans depends on immediate action. If we continue to allow ships to leave shipyards with substandard systems, we will be paying the environmental price for decades to come.
This issue needs to be addressed, or our oceans will continue to suffer in silence. l
Objects of Desire
» OO electric
According to pundits this ‘is’ the future of Jaguar and it’s proving somewhat controversial. This all-electric four-door GT is the first new Jaguar in years, built on a brand-new electric platform. Revealed (in December) this massive milestone for the British manufacturer, has intensified the debate about Jaguar’s move into luxury cars where it aims to rival Rolls-Royce, Bentley and Aston Martin. So far praised for its bold design and luxury detailing, the concept is a preview of the three new, all-electric, luxury Jaguars that go on sale from 2026, launched at an exclusive event during Miami Art Week.
All-electric OO GT
£100,000.00 jaguar.co.uk
» Louis Vuitton fans
» Affordable art?
While the most expensive paintings in the world are out of reach for many investors, the scene is still vibrant and varied should you decide to get involved. Savvy investors can make huge sums by buying pieces with potential via auction houses offering various price points providing diverse ways to enter the market, if you aren’t already there. Pieces that have been on the list as some of the most highly valued in recent times, include a Mark Rothko that sold for $82.5 million, Alberto Giacometti’s ‘Le Nez’ at $78.4 million and Andy Warhol’s ‘Nine Marilyns’ that went for $61.1 million.
newbondstreetpawnbrokers.com
For the famous fashion designer there’s no end to its creations which go far beyond just clothes. Avid fans can bring a touch of Louis onto the course with the Albatros Golf Head Covers, featuring a mix of monogram canvas and black leather, created by Virgil Abloh for the ‘Leather Goods Collection.’ The set includes three different-sized covers, each lined with shearling for an elegant finishing touch.
Albatros Golf Head Covers
£1,560.00 uk.louisvuitton.com/
» Daily voyage
» Transforming oceans
The ICE 68, which takes its name from an iceberg that according to experts transformed the ocean, is a luxury superyacht built to exceptional standards by Ice Yachts. Designed by Sinot Yacht Architecture & Design and Hot Lab Studio, it features striking aesthetics and unmatched comfort and at 68 metres long, with 1,780 GT, it boasts an expansive deck, including a 5.6-metre swimming pool, a beach club, a spacious garage for an 8.6-metre tender, and a helipad. With seven staterooms accommodating 12 guests and 19 crew members, it offers both luxury and privacy for those who can afford such exquisite style.
This bucolic bag from Hermès is a champion holdall of ingenious design, exuding effortless, sporty elegance. Now designed for men, featuring spacious volume, it’s the perfect companion for daily activities or adventures! The Clou de Selle snap closures on the sides allow for adjusting pocket openings and the signature strap means it can be carried by hand or, conveniently over luggage handles for bigger trips. In H Plume Hermès Pacific canvas.
L 49 x H 36 x D 25.3 cm
Garden Party 49 voyage
£4,800 hermes.com/uk
» Whisky connoisseur
Picture the pleasure of your experience when enjoying a sip of 18-year-aged single malt. Well, that’s the feeling Kilian Paris Old Fashioned Eau de Parfum bottles evoke for the whisky aroma adding another twist to this potentially exquisite gift! Delectable and refillable, this scent mimics the taste of the finest whisky, housed in a chiselled glass bottle to resemble your drink in its tumbler.
Kilian Paris Old Fashioned Refillable Eau de Parfum £310.00 johnlewis.com
De Kas, Holland
restaurantdekas.com/
De Kas, housed in a 1920s greenhouse in Park Frankendael, in East Amsterdam, offers a sustainable farm-to-table dining experience. An airy, rustic setting features gardens that inspire its daily-changing, seasonal menu. Minimalist dishes highlight fresh vegetables, herbs, and occasional proteins, attentive staff add depth with insights into the origins of the ingredients grown on site. This is perfect for nature lovers seeking refined simplicity, its philosophy is to provide quality ingredients which are harvested in the morning and on your plate in the afternoon, and was one of the world’s first of its kind.
Mealtimes With My Maritime Friends
By maritime journalist Edwin Lampert
The Brun Bear Foundation announces ‘Mealtimes With My Maritime Friends,’ a charity cookbook celebrating global maritime culture through 60 unique recipes from industry leaders. Paired with personal stories, this culinary journey supports vital good causes and features maritime luminaries like Arsenio Domínguez and Ugo Salerno. It’s available in paperback and Kindle formats and can be purchased on Amazon.
Egypt of the Pharaohs
Atelier des Lumières, Paris
One of the top art exhibitions in Paris running into spring is “Egypt of the Pharaohs: From Cheops to Ramses II” at the Atelier des Lumières. Open until March 2025, this immersive display brings ancient Egypt to life through digital projections, showcasing iconic monuments like the pyramids, temples, and treasures of Tutankhamun. The exhibition merges art, history, and technology in a stunning visual experience! Visit atelier-lumieres.com/fr for more details.
The Years, by Eline Arbo
haroldpintertheatre.co.uk/
This sell-out theatre production, currently showing, is adapted from Annie Ernaux’s semi-autobiographical novel. Directed by Eline Arbo, The Years explores memory and identity against the backdrop of societal change. Following its success at the Almeida Theatre and Internationaal Theatre Amsterdam, it will transfer to the Harold Pinter Theatre in London until 19 April 2025. With powerful performances by Deborah Findlay, Romola Garai, and Gina McKee it’s a must-see show. The popular Victorian theatre first opened its doors in 1881 as The Comedy Theatre, staging hugely popular productions in its time.
Ski or not to ski
St. Anton, Austria
One of the top ski resorts in Europe happens to be St. Anton, Austria, part of the Ski Arlberg area. Known for its world-class off-piste terrain and impressive snow record, St. Anton offers steep trails that are ideal for advanced skiers. The lively après-ski scene is a huge highlight with as you’d expect, excellent lift systems and expansive slopes, plenty of accommodation to choose from including chalets and hotels. Ski resorts are fast becoming a destination for activities other than skiing, as the climate dictates a generally shorter snow season. This is, however, a most stunning part of the world to explore any time of the year … and party late into the night!
Editorial credit: Joss Woodhead on Unsplash
THINK of Diversity and you’re more likely to think of a dance troupe than a major car manufacturer deviating away from what they know and do best. But that’s just what Lexus are up to with their latest offering.
Acknowledged as a maker of safe and luxurious SUVs and saloons, the new LBX is anything but. It’s as small as Toyota’s Yaris Cross, has about as much rear space for passengers as the aforementioned, yet comes with a hefty price tag for such a small car.
But what it does offer is a healthy smattering of luxury in a sector that has rivals that bear none of the features the LBX majors on and are about as appealing as a fridge freezer with windscreen wipers.
Billed as a premium small SUV, LBX stands for Lexus Breakthrough Crossover and while its pricetag puts it up against small EVs, the LBX is a petrol electric hybrid.
There’s appeal there for those still not convinced to go fully electric, as the hybrid combination offers decent economy and none of the range anxiety that is still at the back of the mind among some sections of the motoring public.
Obviously with these compact dimensions it falls a bit short of the requirements for a full family vehicle, but as a second car it’s a smart addition to the garage, and as a ‘round-towner’ it’s able to present a smaller profile to squeeze in and out of compact parking spaces.
It has 1.5-litre three-cylinder petrol engine with an electric motor and battery, tuned to make 134bhp. Like the Yaris Cross, the LBX is available with front or four-wheel drive, the latter a bit of a rarity in the small SUV class.
It’s been built to be a wee bit bigger than the Yaris Cross, but it’s still snug inside and rates highly on the comfort scale. They make up for it with the plusher than you’d expect fit and finish and the use of premium materials throughout.
Every version comes equipped with a 9.8 inch touchscreen featuring navigation, voice control, and overthe-air updates, and you can use your own apps with Apple CarPlay and Android Auto.
Opt for a more expensive spec and you’ll get a 12.3 inch digital instrument cluster and heads-up display.
The central screen can also swiftly pick up favourite functions as it memorizes the ones accessed most often – a press of an on-screen button accesses them. Handy if you want to deactivate the car’s roadsign recognition software, which beeps every time a roadsign is detected and alerts you when you’ve gone over the last detected speed limit – even by 1mph. To be fair it’s just a subtle beep and easy to get used to.
LBX also has the E-Latch doors first fitted to the NX. These need a squeeze of the exterior handle to open but opening them from the inside requires a certain skill - you push the door and thumb the release at the same time to open it.
On the road, the LBX is comfortable and you don’t get suspension crashing about like a drawer full of cheap cutlery.
The hybrid system is well subdued, with enough sound deadening on board to make the three-cylinder petrol engine almost undetectable when it does fire up.
You’ll get a distant thrum when accelerating, but really there’s no obvious engine noise when you’re cruising along.
Prices range from £29,985 to £40,545 for example in the UK. l
Lexus LBX Takumi Design
Price: £39,245
(£39,915 as tested)
Engine: 1.5 litre, three cylinder, hybrid Power: 134bhp
