Marine Log August 2022

ARINE OG M L www.marinelog.com

HELPING MARITIME PROFESSIONALS MAKE INFORMED DECISIONS

August 2022

VOYAGING

OPTIMALLY

MARITIME CYBERSECURITY & the unseen threats

WORKER SHORTAGE What can employers do?

SMART PROPULSION What’s in the wind?

SETTING THE COURSE TO LOW CARBON SHIPPING

ZERO CARBON OUTLOOK

Download your copy today www.eagle.org/outlook2022

CONTENTS

25 DEPARTMENTS 2 EDITOR’S LETTER Seafarer wellbeing and morale is on the up 4 INLAND WATERWAYS Yesterday’s price is not today’s price 6 WELLNESS Musculoskeletal Disorders Part I: Impacts beyond injury 8 VESSEL OF THE MONTH M/V Mark W. Barker: First newbuild Great Laker in 40 years is no echo of the past 10 UPDATES • Keppel AmFELS delivers first of LNG-fueled Pasha pair • Why used tugboats are getting hard to find

18 FEATURES

18 21 23 25

SMART PROPULSION Propulsion: What’s in the wind?

Could the next big transition be a return to sail?

CYBERSECURITY Unseen threats can sink the ship With so much of the global supply chain riding on maritime shipping, it’s imperative that we understand the scope of cyber threats MARITIME TRAINING Managing the worker shortage in-house With unemployment lower than it’s been for decades, maritime employers are struggling to attract workers VOYAGE OPTIMIZATION Using data to solve the industry’s biggest challenges One of the biggest challenges we face in unlocking its full potential is in breaking down the data silos and demystifying the data ocean we are sailing in

15 INSIDE WASHINGTON New bill on ship emissions introduced in House 27 NEWSMAKERS Galbiati named CEO of Fincantieri Marine Group

Cover Photo Credit: Shutterstock/Green Oak

28 TECH NEWS “K” Line to fit Seawing kites on three more ships 32 SAFETY Tools for mitigating distraction on vessels

August 2022 // Marine Log 1

EDITOR’S COLUMN

MARINELOG AUGUST 2022 VOL. 127, NO. 8 ISSN 08970491 USPS 576-910 SUBSCRIPTIONS: +1 (402) 346-4740 Fax: +1 (847) 291-4816 Email: marinelog@omeda.com PRESIDENT Arthur J. McGinnis, Jr. amcginnis@sbpub.com PUBLISHER Gary Lynch glynch@sbpub.com EDITOR-IN-CHIEF Heather Ervin hervin@sbpub.com

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Seafarer wellbeing and morale is on the up

he Mission to Seafarers released its latest Seafarers Happiness Index report. It shows an improvement in overall seafarer happiness (which reached a record low last quarter). Overall happiness has increased from 5.85 to 7.21 out of 10, with levels rising across all categories.

The survey, undertaken with the support of the Standard P&I Club and Cardiff, Walesbased international ship inspection specialist Idwal, reports on second quarter 2022.

According to the Mission to Seafarers, the survey shows that the influx of industry solutions to tackle seafarer wellbeing has finally begun to lift morale and the mindset onboard. With more vaccinations, more frequent crew changes, wage rises and new amendments to the Maritime Labor Convention (MLC), there has been a knock-on effect for seafarer optimism.

The biggest contributing factor to an improvement of mood has been that the most fundamental aspect of seafaring now appears more certain—knowing when you are going home. The data from Q2 reflects that the industry is getting better at making crew changes more regularly, with 41% of seafarers onboard for between just one and three months.

Related to this, the fact that COVID-19 restrictions are easing across the globe has helped, too. Seafarers are able to move more freely and have more certainty about whether

they can go ashore and when they will next be able to go home.

The survey also shows that efforts are being made to improve seafarers’ quality of life while on board vessels and that this focus is paying off.

This latest data shows there are signs of better things ahead for seafarers. However, any recovery in seafarer happiness should be treated delicately and can easily be lost.

The survey says that it is important that the industry continues the work to improve crew wellbeing and does not rest on its laurels. The data shows there is still a way to go and there is further work to be done to reach those seafarers who are struggling, who feel lost, frustrated and are in need of help.

“It is great to see seafarer happiness increase after such low satisfaction in the last Seafarers Happiness Index report,” said the Rev. Canon Andrew Wright, secretary general of The Mission to Seafarers. “As always, there is much to be learned from hearing directly from seafarers on how they feel about life at sea—the positives and negatives. ”

ART DIRECTOR Nicole D’Antona ndantona@sbpub.com GRAPHIC DESIGNER Hillary Coleman hcoleman@sbpub.com MARKETING DIRECTOR Erica Hayes ehayes@sbpub.com PRODUCTION DIRECTOR Mary Conyers mconyers@sbpub.com SALES MANAGER David Harkey dharkey@sbpub.com SALES REPRESENTATIVE KOREA & CHINA Young-Seoh Chinn corres1@jesmedia.com CLASSIFIED SALES Gary Lynch glynch@sbpub.com CIRCULATION DIRECTOR Jo Ann Binz joann@qcs1989.com CONFERENCE DIRECTOR Michelle M. Zolkos mzolkos@sbpub.com CONFERENCE ASSISTANT Maureen Cooney mcooney@sbpub.com CONTRIBUTORS Emily Reiblein Crowley Maritime Corporation Tracy Zea Waterways Council Inc. SIMMONS-BOARDMAN PUBLISHING CORP. 88 Pine Street, 23rd Floor, New York, NY 10005 Tel: (212) 620-7200 Fax: (212) 633-1165 Website: www.marinelog.com E-mail: marinelog@sbpub.com

HEATHER ERVIN Editor-in-Chief hervin@sbpub.com

Marine Log Magazine (Print ISSN 0897-0491, Digital ISSN 2166-210X), (USPS#576-910), (Canada Post Cust. #7204564; Agreement #40612608; IMEX Po Box 25542, London, ON N6C 6B2, Canada) is published monthly by Simmons-Boardman Publ. Corp, 88 Pine St. 23rd Floor, New York, NY 10005.

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PRICING: Qualified individuals in the marine industry may request a free subscription. For non-qualified subscriptions: Print version, Digital version, Both Print & Digital versions: 1 year, US $98.00; foreign $213.00; foreign, air mail $313.00. 2 years, US $156.00; foreign $270.00; foreign, air mail $470.00. Single Copies are $29.00 each. Subscriptions must be paid in U.S. dollars only.

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2 Marine Log // August 2022

SENIOR EDITORIAL CONSULTANT Nicholas Blenkey nblenkey@sbpub.com

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INLAND WATERWAYS

With towboats holding up to 110,000 gallons of diesel fuel, rising costs are passed to the towboat operator company, the shipper, the farmer, etc.

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nyone who’s shopped for groceries, dined at restaurants, paid rent or pretty much purchased anything these past months knows we are facing economic challenges unprecedented to many of us. Surging prices for everything hurled inflation to a new four-decade peak in June. According to Moody’s Analytics, it’s costing the average American household an additional $327/ month, totaling $4,000/year. Consumer pr ices have so ared 9.1 p ercent compared with last year, the largest 12-month increase since 1981, according to the U.S. Department of Labor.

The ink of the Infrastructure Investment and Jobs Act (IIJA) was barely dry before this crisis hit us all in the wallet.

And where has it been most apparent this summer? At the pump. Surging gasoline prices started in April and peaked (we hope) in June, where gasoline costs rose nearly 60 percent compared to June 2021.

International crude prices have doubled since the end of last year. There are myriad causes—Russia’s invasion of Ukraine and the responding sanctions by the U.S. and others, and America’s reduced refining capacity, to name some.

Our capacity to convert oil to gasoline is down 900,000 barrels per day since the end of 2019, according to the Department of Energy. Shuttered refineries can’t reopen overnight. And increased energy consumption heightened with people returning to travel as we leave COVID in 4 Marine Log // August 2022

the rear-view mirror.

Inland waterways aren’t immune to these economic challenges. For the transportation sector, increases in fuel costs are spread throughout the supply chain.

In a CNBC Special, Inflation USA from

The industry will continue to improve as responsible stewards of the environment and a reliable component of the supply chain.

May 28, Mike Ellis, CEO of American Commercial Barge Line, said that up to 30% of his company’s costs is fuel. “When our fuel costs double, our prices have to go up.”

Towboats have a unique relationship with fuel compared to other modes. Sure, diesel fuel powers these boats, but fuel is also a necessary part of balancing a towboat. The weight of fuel is crucial for ballast, and its distribution aids in overall efficiency. With towboats holding up to 110,000 gallons of diesel fuel, rising costs

are passed to the towboat operator company, the shipper, the farmer, the refiner, the consumer, and even the federal agency responsible for modernizing the system to become more efficient and competitive. And the products have to move, as Ellis pointed out later in the CNBC special, saying, “If we don’t move, America doesn’t move.”

Rising fuel costs are only one contributing factor to why this year’s dollars won’t go as far as last year’s dollars. Looking back at IIJA, that was a huge win in large part because it funded so many projects to completion—or so we thought, under normal circumstances. Now the completion of these projects is certainly going to be impacted by price increases of all sorts.

Metallurgic coal and steel particularly are threatening the efficacy of not just IIJA funding but could impact annual appropriations dollars from Congress and even the Inland Waterways Trust Fund.

For example, at April’s Inland Waterways Users Board meeting (the first in more than a year, thanks to a zero-based moratorium on adv isor y committees under pur v iew of the Depar tment of Defense), the Kentucky Lock project will require an additional $332 million in construction funding, bringing the project’s total cost to $1.5 billion and extending its completion date by several years.

To put that into perspec tive, Kentucky Lock was authorized in the Water Resources D e ve lopment Ac t of 1996 for a total cost of $393.2 million. It’s unknown whether other projects will face the same fate.

But there’s hope. New lock chambers through IIJA construction will improve the system with 1,200-foot locks, further leveraging barge transportation as the most fuel-efficient mode of surface transportation. The industry will continue to improve as responsible stewards of the environment and a reliable component of the supply chain. And as always, the resiliency of the industry will prevail through these unprecedented challenges.

TRACY R. ZEA

President/CEO, Waterways Council Inc.

Photo Credit: Shutterstock/Earl D. Walker

Yesterday’s Price is Not Today’s Price

The marine access revolution has begun.

The offshore industry is considering its operations in the face of demands for increased safety in parallel with reduced costs. The marine access market is no exception.

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WELLNESS COLUMN

Musculoskeletal injuries occur over time as a worker makes the same unchecked, poorly constructed pattern over and over again.

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usculoskeletal disorders (MSDs) can have long-term, debilitating effects on worker health, wellness and resilience. Work-related MSDs affect two million workers annually and accounted for over 600,000 lost time injuries afflicting American workers.

The Occupational Safety and Health Administration says that the direct costs of MSDs are $15-$20 billion annually, with total costs that may well be double that. Claims and lost work hours associated with these injuries can be calculated, but there are hidden costs as well. These costs include mental health challenges and a deterioration of trust between workers and their employer. When we take a deeper dive into the world of work-related MSDs, the statistics above barely begin to scratch the surface on the impact they make in our work environments.

MSDs are injuries or disorders of the muscles, nerves, tendons, joints, cartilage, and spinal discs. Work-related musculoskeletal disorders (WMSDs) are conditions in which the work environment and performance of work contribute significantly to the condition; and/or the condition is made worse or persists longer due to work conditions. They are often a result of actions that are repetitive, forceful and /or where postures and positions do not align with the capability of the musculoskeletal system.

6 Marine Log // August 2022

These injuries occur over time as a worker makes the same unchecked, poorly constructed pattern over and over again.

When pain becomes evident, over-thecounter painkillers often mask it and the poor pattern continues. Surgeries, prescription medications, and weeks to months of rehab can aid recovery, but still a worker may not regain 100% of their movement.

The World Health Organization identified that there are 150 conditions or disorders that effect our musculoskeletal system limiting mobility, dexterity, and reducing a person’s ability to work and socially engage.

The psychological impacts of chronic pain are well studied and wreak havoc on those who suffer from MSDs. One aspect of pain is an increase in social isolation from loneliness. In return the effect of the loneliness is bi-directional on pain and triggers more of it. A worker experiencing the pain of an MSDs can often find themselves stuck in this cycle as they keep working or as they stop working in more debilitating cases.

Anxiety and depression can follow chronic pain as well. A study published in Pain (July 2016) found that more than half of study participants with chronic pain also had depression. Chronic pain takes a heavy toll on one’s mental health and quality of life.

Further challenges arise when a worker attempts to report work-related MSDs to their employer. With no single event to

pinpoint the cause of the injury, such as a gaping wound or broken bone, many of these injuries go unreported or go under reported due to fear of retaliation and claims denials.

And because injured employees often need surgeries and recovery time, there are periods where no income is coming into the employee’s home. At the same time, worker’s compensation claims are routinely denied.

The study above showed that 79% of employees diagnosed with Carpal Tunnel Syndrome had their claims initially denied by the insurer, yet 96% of these claims were eventually deemed meritorious. The unemployed worker may bear the burden of lost income, added medical bills, no medical insurance, and no worker’s compensation during the time of coverage denial.

Musculoskeletal disorder statistics extend their “hard-to-claim” reputation beyond computer workers into industries like manufacturing and industrial facilities where fewer than 5% of employees report work-related MSDs. 26% of the workers feared job loss, status, or overtime and 25% assumed pain or discomfort were part of the job. Lastly, 10% of workers said that they feared disciplinary action if they reported their issue.

There is no doubt that past management practices of these work-related claims have an effect on workers timely reporting of them, their decision to treat, and their recovery. These practices and decisions can all lead to a potentially chilling effect on workforce retention and resilience.

Calculating the real cost of a workrelated MSDs goes beyond an insurance claim and medical bills. Energizing focus on poor movement patterns that can lead to a work-related MSDs, facilitating trust in reporting and compassionate claims management that can include mental health support thorough recovery can help endear workers in our hard-to-fill positions.

Nothing in this article constitutes medical advice. All medical advice should be sought from a medical professional.

EMILY REIBLEIN

Director-Health, Safety, Security and Environment (HSSE) Crowley Logistics

Photo Credit: Shutterstock/PBXStudio

Musculoskeletal Disorders Part I: Impacts Beyond Injury

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VESSEL OF THE MONTH

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early three years after the first cut of steel at Fincantieri Bay Shipbuilding, the first Great Lakes freighter to be built in almost 40 years, the 639-foot M/V Mark W. Barker is now in operation with The Interlake Steamship Company.

“T his is a monu menta l day for ou r company and the U.S. f lag f leet as our much-anticipated freighter departs on her f irst voyage in what w ill be a long life of service on the Great Lakes,” Mark Barker, president of The Interlake Steams h ip C ompa ny a nd n a me s a ke of t he vessel, said as it departed on its maiden voyage. “The construction of this vessel, which was made from steel manufactured in Indiana, from iron ore delivered by vessel from Minnesota, reinforces our long-term commitment to shipping and delivering essential cargoes for our customers throughout the region.”

Interlake’s first new build since 1981, the modern laker is very far from being a repeat of the vessels built four or more 8 Marine Log // August 2022

decades ago.

The M/V Mark W. Barker is the f irst ship on the Great Lakes with engines that meet EPA Tier 4 emissions standards. It is powered by twin EMD main engines generating 8,000 total horsepower and turning a single four-blade, controllable-pitch propel ler t hroug h a Luf k i n twin-input, single-output gearbox. It is outfitted with 1,000-hp Kongsberg bow and stern thrusters and a Kongsberg highlift rudder optimizes the wake through the vessel’s controllable pitch propeller.

Measuring 639 feet in length and 78 feet wide and 45 feet high, the 28,000-dwt ship will carry all types of cargo throughout the freshwater Lakes and River systems and has been designed to navigate the tight bends of the Cuyahoga River in Cleveland.

Her hull has been optimized for efficiency and all systems have been designed to ensure low energ y consumption. A Kongsberg high-lift rudder optimizes the wake through the propeller.

The Interla ke Stea mship Compa ny, Fincantieri Bay Shipbuilding, and Bay

Engineering jointly designed the bulk carrier, complete with advanced vessel and unloading systems automation.

Five la rge hyd rau l ic a l ly cont rol led stackable MacGregor hatch covers, more usually found on ocean-going vessels, offer enhanced f lexibility for project cargoes and expedite loading operations.

Unlike most Great Lakes freighters, the M/V Mark W. Barker has a square-shaped, f lat-bottomed cargo hold instead of a traditional V-shaped hold that funnels bulk cargo onto conveyer belts for offloading.

The combinat ion of la rger hatch op e n i ng s a nd add it ion a l c a r go hold s pac e w a s de sig ne d w it h f ut u re c a rgoes in mind to include w ind-turbine blades and project cargo.

In addit ion, t he un loading boom is located on the forward end of the ship, of fe r i ng f le x i bi l it y for c a r go op e r at ions in congested por ts. Ma ny Great La kes customers f ind t he for ward boom more adva ntageous to a l low placement of cargoes in preferred areas for access at their docks.

Photo Credit: The Interlake Steamship Company

M/V Mark W. Barker:

First newbuild Great Laker in 40 years is no echo of the past

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UPDATE

KEPPEL AMFELS

DELIVERS FIRST OF LNG-FUELED PASHA PAIR

HAWAII-BASED PASHA HAWAII has

taken delivery of the M/V George III from Keppel O&M’s Brownsville, Texas, shipyard, Keppel AmFels The ship is the first of two new Ohana Class containerships to join Pasha Hawaii’s fleet, serving the Hawaii/Mainland trade lane.

Designed by Keppel Marine & Deepwater Technology (KMDTech), Keppel O&M’s ship design and development arm, the Ohana Class vessels are named for George Pasha III and Janet Marie, the late parents of Pasha Group President and CEO George Pasha IV, marking three generations of service to Hawaii.

Operating fully on natural gas from day

one, the new Jones Act vessel surpasses the International Maritime Organization (IMO) 2030 emission standards for ocean vessels. It is also the first IGF Code compliant vessel certified by the United States Coast Guard.

Energy efficiencies are also achieved with a state-of-the-art MAN B&W 7S80ME-GI Mk 9.5 engine, an optimized hull form, and a high-efficiency rudder and propeller.

“As we welcome the new M/V George III to the Pasha Hawaii fleet, we stand incredibly proud of the perseverance and commitment of our partners at Keppel AmFELS, and the skilled men and

women at the shipyard on this tremendous accomplishment,” said George Pasha, IV. “We look forward to beginning service to Hawaii in August and taking delivery of the Janet Marie later this year.”

“We are pleased to deliver Pasha Hawaii’s first LNG-powered containership,” said David Wedgeworth, president of Keppel AmFELS. “By working closely with Pasha Hawaii, we were able to resolve operational challenges posed by COVID-19 and deliver the vessel to their satisfaction. Built to Keppel O&M’s proprietary design, M/V George III exemplifies our engineering and design expertise as well as our in-depth experience in LNG.”

IF YOU’RE LOOKING TO BUY A USED TUGBOAT RIGHT NOW, you will likely

have to look a lot harder than you would have last year. Coupeville, Wash.-based shipbroker Marcon International has released its latest May 2022 Tug Boat Market Report, with data from the firm’s extensive databases on tugs for sale in the U.S. and worldwide.

As of May this year, Marcon reported 409 tugs officially on the market for sale out of 5,198 tracked. This is down 13.89% from one year ago and 31.03% from five years ago. Marcon has closed ten sales to date in 2022 and 10 Marine Log // August 2022

says it has several additional sales pending.

“Activity has nearly doubled compared to 2021 (our worst year ever) and it seems we have finally broken out of the COVID19 overhang,” says Marcon. “Operating tugs and barges are in short supply both in the U.S. and international market. Across the age spectrum, the lack of inventory on the second-hand market is our biggest challenge as brokers. The rise in diesel prices has refocused buyers on fuel efficiency, creating greater demand for lower BHP ‘right-sized’ tugs.”

“Gone are the days of buying or

chartering a 6,000 BHP tug to do a job that a 4,000 BHP tug can do,” says Marcon. “Inflation in general has driven up prices to maintain and reactivate tugs and barges, driving the prices of units with current certificates higher. We have also seen several examples of engine and other part shortages, pushing some buyers away from taking on laid-up vessels. Higher oil prices have driven marginal demand for offshore towing and barges, hitting an already tight market. Anticipation of wind projects has several owners holding onto various currently under-utilized tugs and barges.”

Photo Credit: Pasha Hawaii

Why used tugboats are getting hard to find

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UPDATE

Salvage industry sees only “modest” recovery in gross revenue MAJOR SALVAGE CASES continue to

make the headlines and, according to insurance sources the costs of these cases are rising.

Indeed, according to Allianz Global Corporate & Specialty, the near two-year salvage operation for the car carrier Golden Ray “cost in excess of $800 million.”

Given the sorts of numbers that start flying around whenever there’s a major casualty, it may come as a surprise that the International Salvage Union’s just-released statistics for 2021 show only a modest recovery in ISU member gross revenues. They reached $391 million, compared with $301 million in 2020.

• ISU members provided 189 services in 2021, compared with 182 in the previous year.

• Lloyd’s Open Form (LOF) cases continued to decline, down to just 29 cases compared to 40 in 2020. Still, LOF revenue was up, at $122 million, more than double the $60 million reported for 2020.

• Wreck removal income reached $108 million from 56 services, compared with $98 million from 101 services in 2021.

insurers. And, taken alongside the ISU’s pollution prevention statistics, these numbers demonstrate a dynamic industry which most years performs some 200 salvage services.”

“Professional salvors protect the environment, reduce risk and mitigate loss. They also keep trade moving, which is demonstrated so clearly when there are large containership cases. We continue to work closely with key stakeholders to ensure that there is continued global provision of professional salvage services.”

The 2021 ISU statistics show a historic low level of LOF cases—29 for ISU members—generating income of $ 122 million.

It compares with 40 cases worth $ 60 million in 2019. Revenue from LOF cases amounted to 50 per cent of all emergency response revenue and LOF cases accounted for 15 per cent of emergency response cases in 2021.

SCOPIC revenue at $41 million in 2021 was up from $24 million previously.

Re ve nu e i n 2 0 2 1 f ro m op e r a t i o n s

conducted under contracts other than LOF was $120 million, effectively the same as in 2020 ($119 million). The average revenue from each non-LOF contract was therefore $750,000.

Wreck removal is an important source of income for members of the ISU but 2021, with $ 108 million from 56 operations (28% of the total income), showed the same trend as 2020 ($98 million received from 52 services – 33 per cent of the total).

The ISU statistics are collected from all ISU members by a professional third party, which aggregates and analyzes them. The statistics do not include the revenues of non-ISU members but are the only formal measure of the state of the marine salvage industry.

The statistics are for income received in the relevant year but that can include revenue relating to services provided in previous years and there can be an element of “time lag.” The statistics are for gross revenues from which all of the salvors’ costs must be met.

Photo Credit: Portuguese Navy

Challenging economic conditions “Economic conditions are challenging and activity and income for our industry is volatile year-on-year. The general trend towards a smaller number of larger and more complex cases enhances that annual variability,” said ISU President, Resolve Marine Group’s Captain Nicholas Sloane. “The numbers in this survey reflect the period when the world was still fully contending with the COVID pandemic which made operations and logistics more challenging. Throughout those difficult times ISU members showed time and again their problem solving and willingness to overcome obstacles to provide services to their clients, the shipowners, and their

While major casualties like the Felicity Ace may cost insurers big bucks, a surprisingly small proportion of those costs go to salvors.

12 Marine Log // August 2022

UPDATE

Blount Boats delivers icebreaking buoy tender DELIVERED EARLIER this year by the Blount

Boats shipyard in Warren, R.I., an icebreaking buoy tender ordered in July 2020, the M/V Eddie Somers, is now in service with the Maryland Department of Natural Resources.

Homeported at Somers Cove Marina port at Somers Cove Marina in Crisfield, Md., the 94 foot long, 27-foot beam vessel will replace the M/V J. Milliard Tawes after nearly 50 years’ service.

Designed by BMT Designers and Planners, the shallow draft vessel is powered by Cummins QSK19, Tier III marine engines, each producing 750 hp @1,800 r pm, Twin Disc MGX-5202SC marine generator sets and two 42- by 27-inch, five blade NIBRAL propellers. The boat additionally has a 5-ton knuckle boom crane for buoy and debris removal applications.

In addition to placing buoys and performing other functions, the boat will serve as the primary icebreaking asset for Crisfield Harbor and Smith Island.

As was the M/V Tawes, the M/V Eddie Somers will also be a lifeline to Smith Island when the waters surrounding it freeze over, with the boat clearing a path for supply and shuttle boats.

Under a cooperative agreement with Virginia and the U.S. Coast Guard, the M/V Eddie Somers will also provide this service to Tangier Island in Virginia when

requested. During heavy ice seasons, all food, fuel, medicine, and emergency transport going to and from the islands are supplied by the vessel.

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Photo Credit: Blount Boats

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17.03.22Log 16:04 August 2022 // Marine 13

UPDATE

BIZ NOTES W&O SUPPLY HAS NEW OWNER MiddleGround Capital has acquired PVI Holdings Inc., the parent company of W&O Supply, Setpoint Integrated Solutions and A-T Controls. Jacksonville, Fla., headquar tered W &O Supply is one of the world’s largest suppliers of pipe, valves, fittings as well as actuation and engineered solutions to the maritime and upstream oil & gas industries. It operates a strategic branch network of stocking locations worldwide. Outside of the U.S., W&O has branches in Canada, Europe, and Asia.

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RIDGEWOOD INFRASTRUCTURE A N D S AVAG E ACQ U I R E WORLDWIDE TERMINAL S FERNANDINA Transpor tation Infrastructure Par tners, a joint venture

between Ridgewood Infrastructure LLC and Savage, has acquired Worldwide Terminals Fernandina, LLC (Fernandina), the manager and operator for the Port of Fernandina, Jacksonville, Fla., a strategic intermodal terminal handling essential bulk, breakbulk, and containerized cargo.

The port provides mission-critical transport, logistics management, and product handling services to a diverse customer base. Ridgewood Infrastructure, a leading infrastructure investor in the U.S., and Savage, a global transportation and materials handling company, established Transportation Infrastructure Partners to jointly acquire and operate essential transportation and logistics infrastructure throughout the U.S. Fernandina is Transportation Infrastructure Partners’ second acquisition, complementing the joint venture’s successful Carolina Marine Terminal operations in Wilmington, N.C. The port is a strategic intermodal terminal handling essential bulk, breakbulk, and containerized cargo.

FMD L AUNCHES NEW TR AINING AND SERVICE CENTER IN CHESAPEAKE Fa i r b a n k s M o r s e D e f e n s e ( FM D ) , a por t folio company of Arcline Investment Management, is launching a 45,000-square-foot training and service center campus in Chesapeake, Va. The defense contractor will move its existing service center from Norfolk, Va., to the Chesapeake campus to add a stateof-the-art training facility and further expand advanced service support for its customers. The move represents a $13 million investment in the community.

“Training is the forefront of good maintenance practices, and Fairbanks Morse Defense’s training center is incorporating our cutting-edge mixed reality training technology to provide the most comprehensive, interactive marine equipment training solution available,” said Jamie McMullin, FMD president of services. On completion in 2023, the site will create approximately 50 new jobs.

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1/6/22 3:08 PM

INSIDE WASHINGTON

New bill on ship emissions introduced in the House

T

here have long been warnings that failure by IMO to act more aggressively on shipping decarbonization would lead more countries and regions to introduce their own measures. Already, the EU is moving to include shipping in its Emissions Trading System. Now, the discontent with IMO actions has reached the U.S. Congress in the form of a new Clean Shipping Act. Congressman Alan Lowenthal (CA47), who represents the Port of Long Beach, recently introduced the Clean Shipping Act, legislation aimed at zeroing out pollution from all oceanshipping companies that do business with the U.S. The bill is cosponsored

by Congresswoman Nanette Barragán (CA-44), who represents the Port of Los Angeles, which with the neighboring Long Beach port comprise the busiest container port complex in the Western Hemisphere.

“Since my earliest days of public service on the Long Beach City Council three decades ago, I have worked to clean up the maritime industry,” Congressman Lowenthal said. “This legislation continues this effort.”

If passed, the Clean Shipping Act would amend the Clean Air Act to require the U.S. Environmental Protection Agency (EPA) to, among other things: • Set carbon intensity standards for fuels used by ships; and • Set requirements to eliminate inport ship emissions by 2030.

“The Clean Shipping Act of 2022 is bold legislation that will make the United States a global climate leader in addressing pollution from the shipping industry and protect the health of port communities in Los Angeles and around the country,” Barragán said. “This is a big step forward for climate-smart ports and a clean energy future for every

community. Proud to support this legislation as an original co-sponsor. Thank you to Congressman Lowenthal for your leadership and partnership to clean up the maritime industry and advance the greening of our ports.”

“We no longer have the luxury of waiting to act,” Lowenthal said. “We must face the fact that we are at a tipping point in the climate crisis; we must move beyond fossil fuels, and that includes air, land and sea transportation sources. No emissions sources can go overlooked. This legislation will set clear standards and drive the investment and innovation we need to transition to a zero-carbon future. It will clean up our ports once and for all, with a straightforward nationwide policy. This bill is the right policy for the future of our planet, for the health of our communities, and ultimately for the resiliency of goods movement.”

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t’s often said that shipping is faced with making a change in propulsion systems as big as that from sail to steam. Could it just be that the next transition will be a return to sail? While that may be partly so, what’s certain is that major transition is already underway.

Clarkson’s Research reports that the first half of 2022 saw a record 268 alternatefueled newbuilding vessels ordered, totaling 22 million gross tons and with a total contract value of $38 billion. This constituted 61% of all newbuild orders in tonnage terms, 38% on the basis of vessel numbers and 68% of overall contract value. Excluding LNG carriers, the number of vessels was 174, totaling 11.9 million gross tons with a total

18 Marine Log // August 2022

contract value of $18.4 billion (equating to 46% of gross tonnage, 29% of vessel numbers and 51% of contract value).

More than half (59%) of these alternately fueled newbuilds will be LNG dual fueled.

Another 1.6% will be methanol fueled and 0.3% will be ethane fueled and 0.8% include battery hybrid propulsion. In addition, a further 16.3% of orders were “ammonia ready,” 0.8% of orders were “LNG ready” and 0.1% of orders have been “hydrogen ready.” This all adds up to more than 100% of the alternativefuels-capable total as there is an increasing trend for orderers to opt for multiple fuels/ fuel-ready vessels to provide future optionality.

Clarkson’s also reported that energy saving technologies (ESTs) have been fitted

on over 5,300 ships, accounting for 23.6% of fleet tonnage: including propeller ducts, rudder bulbs, rotor sails, wind kites and air lubrication systems. While the handful of rotor sails and other wind-assistance systems currently out there are, indeed, basically “energy savings devices,” there are plenty of advocates for ship designs where wind power could do rather more than that.

In the Wind Oslo-headquartered Wallenius Wilhelmsen is planning to go far beyond that by building the world’s first full-size, primarily wind-powered pure car and truck carrier. To be called Orcelle Wind, the 220- by 40-meter ship will have the capacity to carry 7,000 vehicles at speeds of

Photo Credit: Wallenius Wilhelmsen

ENGINES & PROPULSION PROPULSION

PROPULSION

PROPULSION: WHAT’S IN THE WIND?

By Nick Blenkey, Senior Editorial Consultant

Wallenius Wilhelmsen plans to build the world’s first full-size, primarily wind-powered pure car and truck carrier.

10-12 knots under sail—a speed that can be increased with the help of an onboard supplemental power system. In addition to cars, the wind-powered vessel will also be able to transport heavy machinery and breakbulk products.

The main energy force comes from wind, using the Oceanbird wing sail concept developed by maritime consultancy Wallenius Marine, These have more in common with airplane wings than traditional sails. The wings consist of a core and a flap, optimizing the aerodynamics forces and are segmented. When entering harbors, passing under bridges or if the surface area needs to be reduced due to strong winds, the smaller segment folds into the other before the whole wing sail is tilted.

The design is planned to produce emission

reductions of up to 90% relative to today’s best vessels.

Outside of a few starry-eyed visionaries, however, few people see a wholesale return to sail as being the answer for most ships on most routes.

Main Focus: Green Fuels As the stats from Clarkson’s Research suggest, most of the mainstream focus is on new green fuels and on existing fuels that that can serve as a bridge to them. That implies that the internal combustion engine is going to be shipping’s prime mover for quite a long time.

What about steam turbines? The only oceangoing commercial ships in which they linger on in any significant number are some

now rather elderly LNG carriers. However, if we take a little detour and consider nuclear as a possible future zero-emission fuel, the story changes. Those small molten salt reactors that have been promoted as a sort of “nuclear battery” for ships, don’t directly produce electricity, they produce heat. To turn that into electricity requires steam ... and a turbine.

With the nuclear option yet a while away, LNG is head and shoulders the alternative fuel option most owners are considering and right now engine manufacturers and designers putting a lot of attention into reducing the methane slip emissions—particularly a problem with low-pressure Otto cycle gas engines — that have long been pointed to by critics of LNG as a marine fuel.

Engines that can burn methanol and ethane are already on the market and ammonia-burning engines will be with us long before green ammonia is widely available as a fuel.

Then there’s hydrogen. The smaller, the vessel, the more the possibilities open up.

Mostly, hydrogen has been seen as most attractive for use in fuel cells and, in April this year, leading fuel cell developer Ballard Power Systems achieved an industry-first in gaining DNV type approval for its for its FCwave marine fuel cell module. The compact 200 kW FCwave modules can deliver up to 1.2 MW (6 modules) on a single skid occupying 5.5 square meters of floor space.

Meantime, hydrogen can also be burned in diesel engines and, as we reported in June U.K.-based Windcat Workboats has already taken delivery of the first CTV to be powered by a pair of MAN V12 diesels.

All of the Above?

Kongsberg Maritime has produced a design for a 2,000 TEU container feeder aims to future proof the owner’s investment by coupling the best of what’s state of the art today with provision for technology that’s still on its way.

The open-top vessel has no heavy cargo hatches, reducing cost, weight and handling.

A forward deckhouse will help protect the cargo against green water coming into the ship, with tarpaulins to provide further protection for the containers, which will slot between tall cell guides.

“These partitions are watertight below the main deck and mesh above,” says Oskar Levander, svp business concepts, Kongsberg Maritime. “The cell guides will speed up the loading and unloading process, because the containers don’t need to be lashed so much: on more conventional containerships, they’d normally need to be tied down to each other.”

“By making vessels which are efficient at port operations, we can facilitate fast turnarounds with fewer crewmembers August 2022 // Marine Log 19

PROPULSION required,” adds Levander. “Saving time in port allows vessels to maintain their schedule with lower speeds at sea, and consequently reduced fuel use.”

A fundamental aspect of design is that it is modular and can be readily reconfigured to allow for later installation of battery containers and any other future innovations requiring extra space, such as additional tanks for alternative fuels. These can be located below the container stacks without reducing the cargo intake, since the number of containers that can be placed on top of one another is limited to nine by the container strength, not the space in the ship.

The vessel’s wide beam gives it ample stability. This can be further enhanced with Kongsberg Maritime’s optional container loss safety system, which combines active stabilizers with intelligent weather routing and steering to minimize the risk of cargo loss – already unlikely because of the use of cell guides.

Fuel Choices “A shipowner can be quite certain that if they buy a ship today, that ship will experience fuel transition during its working lifetime,” says Levander. “So how do you prepare for that? Our solution is to design a ship that

can easily evolve with time. The fact that its components will definitely be changed and upgraded has been taken into consideration from the very beginning.”

Kongsberg Maritime’s approach is to start with LNG, which gives a solid basis for conversion to most of the alternative future fuels currently being suggested.

“There is already an infrastructure for LNG—we can use it now,” says Levander.

“In time, shipowners can easily switch to liquid biogas or synthetic LNG, using the same engine whenever that fuel becomes available at an attractive cost, because it’s essentially the same fuel. Basically, LNG is methane, biogas is methane and synthetic LNG is methane: it’s the same molecule, it’s just produced in different ways.”

Most of the design’s fuel system components are modular, plug-and-play items, which are easy to retrofit, upgrade and convert. Other, more expensive parts such as engines and tanks will be able to smoothly weather the transition with only minimal adjustments to parts such as valves and connections, says Kongsberg.

Fuel storage is one of the most likely areas to demand significant change, especially for high-volume fuels such as ammonia. The design’s two pre-installed C-type LNG tanks

have been designed to be ammonia-ready, and the open-top, modular design makes installing further storage as simple as possible with the option to add extra tanks below the cargo.

Kongsberg says the core of its solution is the installation and integration of a hybrid shaft generator as standard, enabling both PTO (Power Take Off ) and PTI (Power Take In) functions. Kongsberg’s research has demonstrated that use of a PTO can deliver significant efficiency benefits by leveraging unused power generation capacity from the propulsion engines and reducing the level of auxiliary generator support required for vessel operations. This delivers lower emissions together with fuel savings of up to 12%, and is especially beneficial in reducing methane slip by minimizing use of the four-stroke auxiliary engines.

Adding batteries takes this a step further.

The PTO can be used to charge batteries when the engines are running at otherwise low loadings. This stored power can then be used for a range of purposes including blackout reserve, spinning reserve, peak shaving and—an option, which will doubtless be attractive in sensitive areas—to power the unit as a PTI for zero-emission propulsion and cargo transfer operations..

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CYBERSECURITY CYBERSECURITY With so much of the global supply chain riding on maritime shipping, it’s imperative that organizations understand the scope of cyber threats to their OT systems and what can be done to defend against them.

Unseen Threats

CAN SINK THE SHIP Photo Credit: Shutterstock/Askhat Gilyakhov

By Ryan Moody, President and CEO, ABS Group

T

he maritime industry is under siege. A recent survey showed that 93% of respondents experienced breaches linked to supply chain weaknesses, while another study showed the number of cyber attacks on operational technology (OT) in the maritime industry increased 900% between 2018 and 2020.

With so much of the global supply chain riding on maritime shipping, it’s imperative that organizations understand the scope of cyber threats to their OT

systems and what can be done to defend against them. The problem is that most of these attacks are indistinguishable from innocent system malfunctions on the surface—and the surface is all that can be accessed by most crewmembers who are tasked with troubleshooting these issues at sea.

What Makes Maritime Unique?

The maritime industry itself is massive. Its reach spans borders in ways that those of other critical infrastructure sectors do not.

With 80% of all global trade dependent on maritime shipping lanes, a single disruption (like the Suez shutdown in 2021) can have devastating effects on the global economy and the availability of goods across the globe. While the Suez incident was not an attack, it illustrates the kind of far-reaching impact a cyber attacker with access to a ship’s controls could have. Furthermore, the demands of a ship are wholly unique.

Each vessel must keep a full crew safe and secure for the entire time it is at sea. Unlike a water treatment facility, ships are also August 2022 // Marine Log 21

While regulations are slowly catching up, the cyber threats to OT have already arrived, even if they go unnoticed.

employees’ homes. When a ship is compromised, it presents an ongoing threat to the crew—especially if that compromise means the crew is unable to disembark.

This potential for widespread damage is made more concerning by the maritime industry’s unique model within the world’s OT environments. While most critical infrastructure facilities are tightly controlled and have highly regulated levels of access, the comings and goings on ships are difficult to track. Vessels tend to rely on third-party vendors to keep systems up to date and operating as normal. Even if none of these individuals are bad actors, the risk of connecting a device infected 22 Marine Log // August 2022

with malware goes up with every person on board and every connection made. To compound this risk, ships’ systems are rarely as segmented as in other OT environments, allowing attackers who do gain a foothold to move laterally throughout the ship’s systems and gain access to anything from navigation controls to engine rooms and beyond.

We Can’t Fight What We Can’t See, So It’s Time to Seek It Out Unlike infor mation technolog y (IT ) environments, attacks on OT environments—and particularly those aboard ships—are easy to miss. Crews are not

there to monitor OT systems. They’re aboard to ship goods, steer the vessel, feed fellow crew, or do any number of jobs unrelated to cybersecurity. If a ship’s system is compromised and impacted, operators and crew alike assume it’s a malfunction. Just as when you hear hoofbeats, you don’t think zebras, crewmembers seeing their GPS system glitch don’t think there is underlying intent.

Luckily, the industry is waking up to the danger that a lack of OT cyber policies poses. They’re beginning to recognize that sometimes, you need to look for the zebra—sometimes, a malfunction is more than you think. For example, IACS requirements UR E26 (cyber resilience of ships) and UR E27 (cyber resilience of on-board systems and equipment) both aim to create an approach to building ships that are secure by design. All ships built after January 1, 2024, will have basic guidelines to follow for good OT cyber hygiene. These guidelines will ensure that engineers and crews follow best practices and ships are outfitted with the technology they need to detect and defend against attacks.

However, these requirements won’t apply to the thousands of ships currently on the water. Without enforceable regulations, it is unlikely operators will take any action to bring legacy vessels in line with IACS’ requirements unless they see a strong business case to do so. And now, as attacks that once remained invisible to operators continue coming to light, IACS compliance, along with adapting security by design to emphasize the importance of robust monitoring equipment and procedures, is a clear-cut business imperative.

While regulations are slowly catching up, the cyber threats to OT have already arrived, even if they go unnoticed. Organizations need to install monitoring on all ships, not just those that will be constructed in 2024 and thereafter. The lack of segmentation in ship’s systems means an attack can move quickly, but it also means monitoring for an attack is easier.

Setting up passive monitoring and detection onboard a vessel can help to identify an issue before it becomes a life or environment-threatening situation. With the current lack of education as to what good cyber hygiene looks like in operational systems, these problems will continue to grow and threaten the maritime industry. Only by increasing detection and monitoring— and incentivizing that process—will the industry gain the tools necessary to safeguard itself and our global ports against bad actors.

Photo Credit: Shutterstock/pinkfloyd yilmaz uslu

CYBERSECURITY

MARITIIME MARITIME 4.0 The so-called “Great Resignation” of workers leaving the workforce in recent years is benefiting workers still in the workforce.

By Jonathan Hawes

M ANAGING THE

Photo Credit: Shutterstock/PeopleImages-Yuri A

WORKER SHORTAGE

W

ith unemployment in the bro a d industrial marketplace lower than it’s been for decades, maritime employers are struggling to attract workers and this is forcing them to make a change of focus. While technical skills are still needed, an employee’s management experience and ability to be trained

IN - HOUSE

for management is taking precedence for many companies.

“The collective ‘we’ in shipping has known we’re always interested in techn i c a l s k i l l s , b u t n o t a s i n te re s te d i n people skills,” said Phil Parry, chairman of Spinnaker Global Ltd., an HR firm ser ving the maritime industr y. “Now, s k i l l s l i ke l e a d e r s h i p a n d p e r s o n n e l management are sought.”

The new focus of employers can help with employee retention, Parry noted. “If you get the people management fit right, the results are motivated people, and long-term, happier staff,” he said.

But are maritime employers getting this message?

“People seem to get that you’ll have better safety if you invest in managem e n t ,” Pa r r y s a i d , a d d i n g t h a t l o w August 2022 // Marine Log 23

MARITIME 4.0 unemployment is bringing new workers from other sectors into maritime. “More qualified people are entering the sector and moving it forward.”

At the same time, the so-called “Great Resignation” of workers leaving the workforce in recent years is benefiting workers still in the workforce.

“We’re seeing employees vote with their feet and move on to other companies,” Parry said. “Jobs are viewed as stepping stones leading to other stepping stones.”

So, to attract and retain better employees, invest in personnel development, and try to promote for management in-house, maritime experts say. Doing these things addresses common pain points.

“Every chief executive’s biggest headache is staff-related. Management helps keep staff motivated, keeping them in business,” Parry said.

Not every employer is recognizing or addressing this need for better-trained longer-term managers, partly because of the stress of trying to fill open jobs. High turnover of employees in maritime also has historically been a problem, due in part to the rigorous work.

“It’s difficult in the current market to find good people, especially at the entrylevel,” Parry said.

Some maritime employers might want to reconsider their hiring process, though, Parry suggested. They might want to hire a prospective employee for the person’s qualities and not simply based on a goodlooking resume.

“I think people should hire more for personality and attitude. They need to be willing to re-train people, even people who don’t have a university degree,” Parry said.

Taking such proactive moves is a matter of maintaining the competitiveness of maritime employers not just with their competitors, but also with employers in other sectors.

“Our industr y is now competing with other industries for workers,” said Thomas Montgomery, CEO of Heartland HR. When Montgomery started in maritime 25 years ago, the unemployment rate in the sector was 5%-6%. Now, the overall unemployment rate in the U.S. is 3.6%.”

Workers are expecting different things than earlier generations, too. Some want a job that promises the chance for advancem e n t , a n d o t h e r s w a n t t h e b e s t p ay possible, right now.

“While the industry offers long-term career opportunities, if your company can prov ide these oppor tunities (i.e.

24 Marine Log // August 2022

engineering, steersman, other internal positions), the values of the upcoming workforces are different,” Montgomery said. “The values of the baby-boomers (who are retiring) are significantly different from Gen Xs. Millennials are different from each of the other two, so that’s adding to the mix.”

To address the need to lure good workers, many maritime employers are actively recruiting them, and some have training programs in-house.

Others are recruiting existing maritime pros from competitors. The federal government is tr ying to help with the training, as well, to provide a readier workforce for the sector.

MARAD supports training The U.S. Department of Transportation’s Maritime Administration is supporting community colleges, technical colleges and maritime training centers that edu-

Opportunities abound, pay is very competitive, and a worker can move up to the top in maritime these days.

cate students for maritime careers by inviting them to apply for designation as Centers of Excellence (CoE). The Maritime CoE program is a voluntary effort of MARAD that’s meant to help training facilities and communities attract and keep well—trained workers.

The DOT and MARAD now are collaborating with CoEs to further recruitment and training of students and faculty and to enhance facilities. The collaborative effort also helps by providing surplus equipment and the use of MARAD vessels to accredited institutions that become CoEs. Government officials work alongside educational institutions in this effort, rather than leading it from top-down.

“MARAD does not devise or determine curriculum, but ensures the quality of content and delivery meet expectations.

Centers of Excellence are incubators of innovation and opportunity; MARAD’s efforts are aimed at strengthening their

outreach and achievement,” a MARAD spokesperson said.

Community College of Rhode Island (CCRI) is currently a CoE for Domestic Maritime Workforce Training and Education. The college is reapplying this year to showcase its new maritime programming and continue its partnership with MARAD, said Cody Fino, director of industry partnerships for CCRI. C C R I a l s o i s wor k i n g cl o s e ly w i t h its employer partners to ensure worker interest within the maritime industr y, Fino said. “CCRI eng ages in var ious ac tiv ities from youth eng agement to paid advertisement to ensure potential students learn about the many opport u n i t i e s t h e R h o d e Is l a n d Ma r i t i m e Industry has to offer,” he said.

A combination of activ ities also is addressing the worker shortage.

Many maritime employers are actively recruiting workers, and some have training programs in-house meant partly to attract employees. Others are working to recruit existing maritime pros from competitors.

“Larger companies can usually offer better benefit packages than smaller companies. The biggest draw right now is the daily rates,” Montgomery said, noting that increased pay is helping companies land the right candidates. “Usually the bigger companies are doing this with things like sign-on bonuses and immediate benefits.”

It’s a good time to be a maritime worker, especially those doing inland work. “ T h e re a re m a ny d i f f e re n t op p o rtunities within the maritime industry, from recreational boating to submarine ship building. … In Rhode Island, many em p l oyer s h ave wor ke d h a rd to s t ay competitive, with increased salaries and benefits over the past two years,” Fino said. “Employers within Rhode Island have leveraged CCRI as their training partner to help combat labor shortages.”

Oppor tunities abound, pay is ver y competitive, and a worker can move up to the top in maritime these days. Where does a new maritime worker start? A good place to go may be inland work.

“The inland maritime industry offers a challenging career that many industries cannot offer. It’s one of few industries where you can ascend as far as you want to,” Montgomery said.

“Workers are looking for competitive wage and benefits packages and recession-proof employment. They want to know that the work they do matters,” Fino said.

OPTIMIZATION By bringing relevant data into one platform, owners and operators can ensure they unlock the full potential of every vessel and voyage—and make tangible and immediate progress on decarbonization goals.

UTILIZING SHIPPING’S DATA OCEAN TO SOLVE INDUSTRY CHALLENGES

By Pelle Sommansson, Chief Product and AI Officer, ZeroNorth

Photo Credit: ZeroNorth

T

he digitalization and decarbonization of g lobal trade go hand in hand. Despite the complexities and uncertainties, the data the industr y needs to progress towards its sustainability goals already exists. However, one of the biggest challenges we face in unlocking its full potential is in breaking down the data silos and demystifying the data ocean we are sailing in.

Shipping is currently sailing across two sorts of oceans. The first is the one we k n ow a n d mu s t pro te c t f rom t h e worst damages of climate change.

The second is becoming increasingly prominent—shipping’s data ocean— and it is already dramatically reshaping the way that the industry operates and makes decisions.

And what bigger decisions does the industry have to make than those on how to decarbonize? It’s now the inescapable truth that shipping cannot decarbonize if it doesn’t digitalize first—but only if we do it in the right way.

The shipping industry already has the data it needs to respond to the pressure to decarbonize, but we can’t unlock its full potential when it is dispersed across multiple systems. By bringing relevant d a t a i n to o n e p l a t f o r m , ow n e r s a n d operators can ensure they unlock the full potential of ever y vessel and voyage—and make tangible and immediate progress on decarbonization goals.

To be able to profitably decarbonize, it’s cr itical that we raise the urgency of technology-based decision-making within shipping. At the top of the a g e n d a f o r m a ny o p e r a t o r s t o d ay i s the IMO’s Carbon Intensity Indicator (CII), so that is as good a place as any to start the conversation.

Imagine having the data and analytical power to accurately analyze, forecast, and proactively improve a vessel’s CII rating. Ship operators could visualize the best routing option from a commercial perspective while keeping the effect on their vessels’ CII rating in mind. They could calculate year-to-date CII rating

as well as year-by-year performance, historically and predictively into the future.

T h i s wo u l d h e l p t h em pre p a re for a profitable and sustainable future as CII rating thresholds become increasingly stringent towards 2030.

Imagine being able to include bunker pricing and procurement into the c a l c u l a t i o n o f a n o p t i m i z e d voy a g e route—and fine-tuning a vessel’s predicted bunker consumption to reflect the use of scrubbers onboard. Then, imagine being able to compare outcomes for different warranted speeds, fixed speeds or against speeds calculated to suit weather conditions and arrival windows.

T h e f a c t i s t h a t , to d ay, t h e i n du s tr y does not need to imagine. Data is already a true commercial differentiator—and one that comes with nearly no barrier to entry.

Platforms like the one that ZeroNorth has brought to market can already do all of this and more. Without a requiremen t for ha rdw a re in s ta l l a t ion, and with low ongoing costs, advanced digital August 2022 // Marine Log 25

OPTIMIZATION solutions can also pay themselves back extraordinarily quickly.

A l re a d y, voy a g e o p t i m i z a t i o n h a s become an indispensable tool for the industr y to keep operating costs low.

Efficiency gains w ill come into e ven starker focus w ith the adoption of expensive future fuels.

Excitingly, we are only at the beginning of what we can achieve with data.

Few are properly considering the very real and imminent power of the data network effect, which will take hold as shipping utilizes more of its data.

The data network effect—sometimes called a data flywheel—is the positive feedback loop created when advanced software solutions inter pret data. In simple terms, the more data that is interpreted, the more robust insig hts are generated, and smarter products attract more users with more data.

What does this mean for shipping? It means more granular and deeper optimization potential across voyage and vessels, reduced bunker consumption and emissions, and more assurance in the recommendations made by software.

It also means different individuals within businesses and across value

Pelle Sommansson

c h a i n s c a n b e co m e m o re co n n e c t e d with each other and work towards shared goals.

It is clear that shipping is beginning its voyage across the data ocean. Collectively, we must continue to prioritize collaboration, connectivity, and good data standards, which are some of the key pillars that ZeroNor th’s working

group Impact Today is focused on.

If we can properly demystify the d e p t h s o f t h i s d a t a o ce a n a n d m a ke it wor k for the s e c tor, the p ossibilities are almost end less—and we w il l gain a ke y tool in the toolkit to help advance maritime decarbonization in the immediate term. That’s something to be excited about.

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FORWARD TOGETHER.

26 Marine Log // August 2022

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NEWSMAKERS

Galbiati named CEO of Fincantieri Marine Group MARCO GALBIATI, who has been general manager of Fincantieri Marine Group (FMG) since 2018, has been appointed CEO, succeeding DARIO DESTE, who was recently promoted to lead the Naval Vessels Division of parent company Fincantieri and remains FMG’s president.

CHRIS MACK JR. has been promoted to chief operating officer of Seattle-based Saltchuk Group member Foss Maritime. In that role, he is responsible for all harbor services activities of Foss Maritime. A 2005 graduate of California Maritime Academy, Mack joined Foss Maritime in 2005 as an able-seaman in its ocean fleet.

Huntington Ingalls Industries’ Newport News Shipbuilding division has made promotions that see MATT NEEDY move to vice president and chief transformation officer, from vice president of Navy programs. BRYAN CACCAVALE moves to vice president of Navy programs, from vice president of material and manufacturing.

Finnish propulsion solution specialist Steerprop has made two key appointments at its newly established Houston-based subsidiary Steerprop, Inc. HANK MORGAN has been appointed president, responsible for developing business operations and providing new and existing customers with a high level of support. SAMULI JÄRVINEN has been appointed COO.

Hull air lubrication specialist Silverstream Technologies has appointed CLAIRE GARDINER as chief commercial officer. In that role, she will oversee the company’s expansion efforts in Asia and Europe. With over 16 years’ experience in commercial and engineering roles, she comes to Silverstream from Babcock LGE. DIRK LESKO, whose retirement as president of General Dynamic’s Bath Iron Works (BIW) in April caught many by surprise, is to assume the role of president of Canada’s Irving Shipbuilding Inc. A 32-year BIW employee and third generation shipbuilder, Lesko served as president of BIW from 2017 to 2022.

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August 2022 // Marine Log 27

TECH NEWS

“K” Line to fit Seawing kites on three more ships

A I R S E A S , t h e Fre n ch te ch p i o n e e r founded by former Airbus engineers, has won orders for three more of its Seawings systems from Kawasaki Kisen Kaisha (“K” Line). This will bring to five the number of “K” Line ships using the Airseas wind propulsion technology to reduce their emissions.

The three latest Seawing systems for “K” Line will be installed on post panamax bulkers. The two initial installations, on capesize bulkers, will see the first 210,000-dwt vessel fitted with the system in December of this year, to be followed by an installation on a newbuild LNGfueled vessel currently being built at

Nihon Shipyard.

The Seawing systems consist of parafoils that fly around 300 meters above sea level, harnessing the power of the wind to propel the vessel and reduce the main engine load, aiming to save an average of 20% fuel and emissions.

The systems will use digital twins and advanced automation systems, drawing on aerospace exper tise, to ensure that the Seawing systems can be safely deployed, operated and stored at the push of a button with minimal input needed from crew.

In addition, Airseas and “K” Line have signed a technological cooperation partnership to integrate Seawing and “K” Line’s vessel data platform, Kawasaki Integrated Maritime Solutions, to maximize the performance of the systems.

“We have adopted an ambitious netzero GHG emissions target by 2050 and deploy ing technologies such as w ind propulsion is a key component of our strategy.” said Michitomo Iwashita, managing executive officer at “K” Line. “We are proud to be partnering with Airseas, a leader in the wind propulsion field, that has done so much to bring the technology into the next generation via the development of Seawing. We look forward to seeing it deployed on our fleets in the coming years.”

U.S. Navy deploys its first shipboard 3D metal printer

28 Marine Log // August 2022

and print parts when and where they need them,” said Tali Rosman, general manager of Elem Additive.

The ElemX leverages Xerox’s liquid metal AM technology that uses standard aluminum wire. There are no metal powders with ElemX and no need for special facility modifications or personal protective equipment to operate the machine.

The printer also requires minimal postprocessing and therefore provides a faster time-to-part.

This ability to produce reliable replacem e n t p a r t s o n - d e m a n d re d u c e s t h e dependency on complex global supply chains for deployed forces.

To withstand the various sea states and environmental challenges that warships encounter, the ElemX was installed in an industrial shipping container to ruggedize it.

Trials have already begun aboard Essex

to establish operational guidelines and technical feasibility studies to determine applications and use cases. A team on board USS Essex will design and print shipboard items and provide feedback to NPS and Commander, Naval Surface Force Pacific.

Xerox ElemX 3D metal printer installed on USS Essex (LHD 2)

Photo Credit: Airseas, Xerox

XEROX says that an ElemX liquid metal printer recently installed on board USS Essex (LHD 2) is the first metal additive manufacturing machine to be deployed on a U.S. Navy vessel.

The Xerox ElemX was placed on the ship last month in Pearl Harbor, Hawaii, with at-sea trials beginning immediately.

The installation is the latest step in the U.S. Navy’s strategy of using additive manufacturing (AM) to increase operational readiness for the fleet.

It a l s o b u i l d s o n t h e re l a t i o n s h i p between the U.S. Navy and Xerox Elem Additive that began with the Naval Postg r aduate School (NPS) in Montere y, Calif., receiving the first-ever installation of the ElemX in 2020.

“The military supply chain is among the most complex in the world and putting the ElemX on USS Essex means that sailors can now bypass that complexity

TECH NEWS

Olympic group CSOVs will feature Ampelmann access systems FOUR Construction Service Operation Vessels (CSOVs) just ordered at Ulstein Verft by Norway’s Olympic group will feature Ampelmann’s W-type access systems. The electric motion compensated systems will be permanently integrated into the vessels.

The W-type is one of Ampelmann’s latest electric motion compensated systems. The system is height adjustable and can withstand sea states up to 3.5 meters. Tailor-made to individual vessels, the modular system is well suited for construction, commissioning and maintenance work on wind farms. Its variable height and automated landing software are designed to enable a safe and quick turnover of personnel and cargo during extended campaigns that require efficient servicing of multiple turbines.

Outfitted with a lift and a gangway that doubles up as a crane, the Type W can safely transfer both personnel and cargo up to 2,000 kg and remote-controlled trolleys can transport 400 kg of equipment across the gangway.

“We are pleased to continue our longs t a n d i n g wo r k i n g re l a t i o n s h i p w i t h Ampelmann. Olympic has been working more or less continuously on offshore renewables projects for the last ten years, and these new investments shows our intent to continue to serve the renewable

energy markets and clients also in the coming decades. The Ampelmann W-type gangway permanently integrated onboard Ulstein SX222 CSOVs will optimize our workability in a safe and efficient manner,” says Frode Andreassen, vice president commercial renewables at Olympic.

“We would like to extend our gratitude to Ulstein and Olympic for putting their trust in our systems and services,” says Caspar Blum, Ampelmann’s area manager for business development for Europe

and Africa. “We share a deep commitment to bringing sustainable, safe and energy efficient access solutions to the renewable energy market and we hope this will lead to a thriving and prosperous partnership.”

O l y m p i c h a s a f l e e t o f 1 0 f l ex i b l e ve s s e l s op er a t in g w ithin subsea and renewable. The company plays an important part of the maritime cluster on the northwest coast of Norway, where Olympic has invested several billions in new and modern technology from local yards.

Photo Credit: Ulstein, Scania

Scania quad V8 engines will power Patriot Offshore CTV SCANIA engines will power a 27-meter aluminum crew transfer vessel (CTV) on order at Gladding-Hearn Shipbuilding for Patriot Offshore Maritime Services. Vineyard Wind has chartered the Incat Crowther-designed catamaran for support of the construction and management of its 800-megawatt Vineyard Wind 1 wind farm project 15 miles off the coast of Martha’s Vineyard.

Capable of carrying up to 24 people, the CTV will be powered by four Scania DI16 082M 800 hp engines supplied by Mack Boring Parts & Company and will initially operate from New Bedford and other Massachusetts ports transporting personnel and equipment in support of the Vineyard Wind 1 project.

Built on a compacted graphite iron (CGI) engine block and employing a simple wastegate turbocharger, the quad Scania DI16-liter engines deliver top-of-class performance without the need for additional turbos or superchargers. The resulting

lighter weight, combined with Scania’s proprietary Engine Management System (EMS) and common rail extra high-pressure injection system (XPI), optimizes fuel delivery enabling impressive torque, lower noise and exceptional fuel efficiency.

“The demanding conditions that offshore CTVs encounter and the rigid schedules that they must stick to make speed and efficiency of the utmost importance,” said David Hughes, marine products sales manager, Scania USA. “Our DI16 engines provide the performance that Patriot was looking for and we are thrilled to be involved in this project.”

“Vineyard Wind is relying on us to ensure that the construction stays on schedule and that future management of this project operates smoothly,” said Michael Landry, president, Patriot Offshore Maritime Services.

“To that end, we selected one of the most accomplished shipyards in the area and spec’d the highest quality components for the build.

We were very impressed with the performance

of the Scania engines and are confident that they will exceed our expectations.”

“We have a lot of experience building boats for the demanding applications our customers operate in,” said Peter Duclos, president, Gladding-Hearn. “Although this will be our first CTV powered by quad Scania engines, we are confident the highquality build of the Scania engines will have no issue meeting those demands.”

August 2022 // Marine Log 29

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30 Marine Log // August 2022

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August 2022 // Marine Log 31

SAFETY FIRST

S

ince coming on board as the American Waterways Operators’ (AWO) Director of Safety and Sustainability, I’ve had the opportunity to travel the country to meet our members, who operate towing vessels and barges on our nation’s rivers and coasts. No matter the geographic region or operational sector, all of them are exploring and integrating new technologies into their operations.

The tugboat, towboat, and barge industry is already the safest and most environmentally sustainable mode of transportation, but innovation and the incorporation of technology can make us even better—and also ensure we remain an attractive choice for current and future mariners and customers.

AWO’s Distracted Operations Subcommittee, which is developing best practices for mitigating distraction on vessels, has given me an opportunity to work with a broad group of operators to look at the safety considerations our technology demands. For many, the phrase “distracted operation” conjures images of an operator staring at a cellphone. In reality, there are many potential distractions: email, VHF, alarms, sensors, and more notifications, all of which contribute to a complex system of bells and whistles that would have been unimaginable just a few decades ago. As a result, the conversation has shifted: what is a distraction, and what is a useful tool?

One tool that is helping reduce distractions is an electronic charting system (ECS). Not so long ago, an ECS was “nice to have,” but now these systems are widespread. The benefits of an ECS are substantial, offering an electronic

32 Marine Log // August 2022

option that meets the Coast Guard’s requirements for chart carriage and reduces the time a captain must spend collecting updates to light lists, river stages, and other dynamic information. An ECS is decidedly useful, but it requires training to ensure proper use, as an unfamiliar captain may fail to complete a voyage plan, not update tow dimensions, or make other omissions or mistakes that increase the chance of incident.

I recently spoke with Joe Sluka of Rose Point Navigation, the leading ECS system for commercial navigation in the U.S., about its program.

“We’ve developed tools in the latest Rose Point edition that make the system easier to use as we are constantly making improvements informed through our partnership with industry and government partners. Some of the most valuable feedback we receive comes from the captains and crews using our software on a daily basis,” said Sluka. “Their feedback led to voyage planning updates and layering tools that can reduce paperwork, highlighting the importance of getting feedback and using it to reveal opportunities for improvement.”

Following my talk with Joe, I reached out to Rick Schwab, senior director of the Delgado Maritime and Industrial Training Facility, to speak about ECS training programs and another high-tech tool, simulators. Delgado’s four state-of-the-art simulators are so popular that they are booked through the end of this year. They allow managers to design real-world scenarios, immersing captains in an environment that tests their reactions to situations

closely resembling safety challenges that might occur on the water.

In addition to vessel simulators, Delgado has also developed a Coast Guard-approved simulator course in Advanced Firefighting. The system is an example of a growing movement to train captains in leadership and wheelhouse emergency management, replacing tired and repetitive hose handling and nozzle spray pattern courses of the past.

“We want it to look and sound like a real emergency, and we can make that happen with the simulator, while maintaining a safe learning environment,” explained Schwab.

These navigation systems and simulators illustrate the growing role of technology in safety and training, but they are only the tip of the iceberg. Companies like Sea Machines Robotics are building and testing remotely operated and autonomous vessels that can be used in dangerous operations, allowing mariners to respond and control an incident from a safe distance.

“There are instances in the industry today where people are put in harm’s way to save assets,” explained Arthur Seaman, Sea Machines’ product manager. “We can avoid that exposure by deploying specialized vessels that can be on scene quicker and perform operations that would avoid putting crewmembers at risk.” He sees these innovations as an opportunity to improve safety while creating sustainable jobs for current and future mariners.

It is every safety professional’s goal to eliminate or substitute risk before putting people in unsafe conditions, which is why it is imperative the safety professional stay abreast of new advancements and find ways to utilize them in reducing risk in operations.

Technology will continue to advance at a rapid speed, providing opportunities and challenges along the way. By building safety culture, making risk-based decisions, and developing feedback loops from the deck to shore, we can provide our people the access and understanding they need to use these high-tech tools and promote continuous improvement in safety and sustainability.

MICHAEL BRESLIN Director – Safety and Sustainability The American Waterways Operators

Photo Credit: Shutterstock/Evannovostro

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