Wavelength #71

ISSUE 71 MARCH 2020 To reach our Seafarers

In this issue 3 Company News

4 Main Engine Failures and Blackouts

8 Precautions against the Coronavirus Disease How to Improve Interpersonal Relationships on board 10

Manila Forum Safety First Bay of Bengal Historic Vessels

11 12 18 20

Editorial Dear seafarers, Once again, there is a theme that connects several articles in this issue of Wavelength. This time these articles are linked by the word ‘prepare’ and its derivatives.

In the Technical article, Mr. Yiannis Pantos emphasizes how important it is to be prepared to cope with a main engine failure or blackouts so as to avoid a worst case scenario. In this article, being prepared equates to identifying the difficulty, knowing the possible causes and applying the correct remedy efficiently. In the Safety First section, Elli Moretti indicates that seafarers and indeed, all of us, should be prepared to face mental health issues. This involves accepting that our state of mental health changes and knowing when to request support and help while realising that doing so has no stigma whatsoever attached to it.

The word ‘prepared’ in the Manning and Training article has a slightly different meaning: ‘willing’. Chara Markatzinou clearly points out how seafarers can develop and maintain strong interpersonal relationships and why they should be prepared to do so if a vessel is to be run smoothly and safely. In the Marine Operations section, the word ‘preparedness’ underpins the article on COVID-19 submitted by Georgina Veroropoulou and Fivos Christopoulos. The serious connotations of this word are borne out by the World Health Organization having declared the coronavirus situation a pandemic. In this case, preparedness refers to knowing what to do to reduce the risk of infection, calmly following scientifically-based advice or instructions and ignoring disinformation from sources that are not credible.

In each of these articles and, to some extent, others in this issue, the derivatives of the word ‘prepare’ basically mean having the relevant knowledge and implementing it correctly. Without such knowledge or effective implementation there can be no proper preparation.

Finally, I would like to welcome the submissions from the new contributors to Wavelength 71. I hope this trend continues as the new perspectives they offer can only serve to enrich the content of the Company’s quarterly publication. I would also like to invite our Seafarers to contribute articles as they would undoubtedly add a new dimension to our forthcoming issues.

I sincerely hope you enjoy this issue of Wavelength. If you have comments, suggestions or questions regarding the content, please do not hesitate to contact me at comment@wavelength.gr.

Best wishes, Nick Seaman

Voyage to Murmansk Thanks are due to Capt. Oleksiy Gayovy, the Master of M/T Ce-Bermuda, for sharing these photos that give an indication of what winter voyages to northerly latitudes are like.

Disclaimer: The contents provided herewith are for general information purposes only and are not intended to replace or otherwise contradict the detailed instructions and procedures issued by the owners, managers, flag etc. The articles presented and the views expressed in the bulletin do not necessarily reflect those of the publishers. Editor: Nicholas Seaman • Email: contact@wavelength.gr

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Issue 71-March 2020

Promotions on board The fourth quarter of 2019 saw 26 officers and ratings gain a promotion. The list of seamen promoted in this quarter together with their vessels and promotion details appears below in chronological/alphabetical order.

Dates of Promotion

Name

Vessel

Promotion Details

01.10.19

DHARKAR Gaurav Vikas

Semeru

2/M to C/O

01.10.19

LYSYI Vitaliy

HAMILTON

4/E to 3/E

08.10.19

PACHECO Richard

POLYMNIA

CTR to OS

15.10.19

ARTEMENKO Artem

PSERIMOS

AP/EL to ETO

15.10.19

SURSHKO Denys

MIKAELA

3/E to 2/E

27.10.19

CANDELARIA Ricky

CAPTAIN A. STELLATOS

ASD to BSN

1.11.19

KUMAR Prem

APANEMO

3/M to 2/M

1.11.19

NAYAK Premchandra

NAMRATA

TME to 4/E

1.11.19

PLACIDO Ryan

CORAL ISLAND

OS to ASD

1.11.19

THANGARAJAN Janakiraman

MERAPI

4/E to 3/E

11.11.19

CASTIGADOR Leo

BERMUDA

DTR to OS

14.11.19

GAUDIA Aram

POLYMNIA

MMAN to C/COOK

19.11.19

ESPIRITU Wayne Clyde

APAGEON

CTR to OS

22.11.19

ANINO GIANFRANCO

CALLIOPE P.

MMAN to C/COOK

22.11.19

ARCALES Eladio

CALLIOPE P.

DTR to OS

22.11.19

DELA CRUZ Reyven

NIRIIS

ENG TR to OLR

26.11.19

KOMARNYTSKY Borys

BERMUDA

3/E to 2/M

26.11.19

SKARLAT Sergiy

GEORGE S.

3/M to 2/M

27.11.19

BOICHUK Eduard

HAMILTON

AP/OFF to 3/M

01.12.19

BOQUILA Jaypee

APNOIA

OS to AB

01.12.19

GANGAN Ivan

HAMILTON

AP/EL to ETO

01.12.19

TORRANTO Al-Dween

NAMRATA

OS to ASD

11.12.19

SABADO Richman

CASTA DIVA

3/E to 2/E

18.12.19

SOTTO Bobster

LENI P.

CTR to AC

20.12.19

OSEA Randell Edward

CORAL ISLAND

ASD to 3/M

27.12.19

DONGGON Lord Byron

SEMERU

ENG TR to WPR

The fourth quarter promotees took the total the total for the year to 118. This is a clear indication that our Seafarers have demonstrated a positive attitude to their career development with the Company.

In recognition of this, the promotions reflect the Company’s acknowledgement of the officers and ratings’ capacity to take on greater responsibilities. It is hoped that our Seafarers will continue to progress and move forward with the Company so that they and their families can secure a brighter future.

Congratulations are due to everyone on the list for their work ethic, which will stand them in good stead along their career paths.

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Technical

Main Engine Failures and Blackouts

a. Introduction In the recent past the shipping industry has noted an increasing number of blackouts and main engine failures, which can result in a total loss of propulsion and steering capability. The risks to the vessel and crew become critical and may result in a major casualty when they occur while maneuvering in restricted areas (traffic lanes, channels), entering or leaving port or navigating close to a coast during heavy weather.

b. Consequences of Propulsion Loss The most serious consequences of a blackout or propulsion loss are contact, collision and/or grounding.

c1. Possible Causes of Main Engine Failure The main possible causes of main engine failure are as follows: • Starting failures • Fuel supply issues • Improper fuel changeover procedure when entering or exiting ECA areas • Mechanical failure • Control equipment failure • Blackout • Human error • Other causes

By Yiannis Pantos, Director/Technical

c1.1. Starting Failures Difficulty

Fig. 1: Collision

Possible Cause

Remedy

The pressure in the starting air receiver is too low.

Start the main air compressors.

Check that they are working properly.

The valves on the starting air receiver or the starting air distributor are closed.

Open the valves.

There is no pressure in the control air system.

Check the pressure (normally 7 bar). If it is too low, change over to the other reducing valve and clean the filter.

The main starting valve is locked in the closed condition.

Lift the locking plate to the working position.

The main starting valve does not function due to the activated turning gear locking device.

Release the turning gear locking device.

The pistons in the starting air distributor are sticking.

The starting air distributor is to be overhauled.

The starting air distributor is wrongly adjusted.

Check the timing marks.

Re-adjust the starting air distributor.

The control valve for the starting air distributor is sticking.

Overhaul the control valve slide.

The starting air valves in the cylinder covers are defective.

Pressure – test the valves. Replace or overhaul the defective valves.

Fig. 2: Grounding

Furthermore, a significant number of claims for third party property damage, many of which were enormously expensive, could be attributed directly or indirectly to main engine failures or electrical blackouts.

c. Possible Causes of Propulsion Loss According to a detailed analysis of claims related to propulsion loss by UK P&I Club for a period of five (5) years, the main causes of propulsion loss are as follows:

Insufficient or ineffective maintenance

Equipment failure

Human error

Fire

Other

It is worth mentioning that blackouts and main engine failures tend to occur when the vessel begins maneuvering in confined waters or enters and leaves port. Under these operating conditions, the stable electric load during the sea passage is replaced by variable electric power requirements i.e. additional electric load of steering motors, deck machinery etc.

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The main engine fails to turn on the starting air after the START order has been given.

It should be noted that an excessive number of main engine starts / stops while maneuvering will deplete the pressure in the main air bottles. This may lead to main engine starting failure. It is, therefore, very important to monitor the main starting air pressure while maneuvering and for the pilot and bridge team to be aware of the maximum number of consecutive engine starts they can demand.

c1.3. Control Equipment Failure Difficulty

Fig. 3: Main air compressor

Fig. 5: M/E - Main air starting valve

Fig. 4: Main air receivers

Fig. 6: M/E – Main air distributor

The main engine turns on the starting air but stops after receiving the order to run on fuel.

Possible Cause

Remedy

The puncture valves of the fuel pumps are not deaerated.

Find the cause of the stop – order and correct the fault.

There has been an engine shutdown.

Check the pressures and temperatures.

Check whether the trips for high cooling temperature or low lub oil pressure are functioning properly.

There is a faulty adjustment of the maneuvering gear.

Check the rod connections.

Check that the fuel pump index corresponds to the shop test results.

There is a fault in the governor.

Locate and rectify the fault.

The solenoid valve coil does not receive voltage for the desired direction of rotation.

Locate and rectify the fault.

The main engine does not reverse control air when order is given. The signal for the Fig. 7: M/E – Starting air valve

desired direction of rotation does not reach the engine.

Find the defective valve or pipe which stops the signal.

Repair or replace the valve or pipe.

c1.2. Fuel Supply Issues Difficulty

Possible Cause

Remedy

The fuel filter is blocked.

Clean the filter.

The fuel pressure is too low.

Increase the pressure.

The main engine turns on the fuel, One or more but runs cylinders are not unevenly and firing. will not pick up rpm.

There is water in the fuel.

Check the suction valve and puncture valve in the fuel pump.

Check the individual index. If there is no index, check the rod connections and the safety shutdown system.

If no fault is found, change the fuel valves.

Fig.9: M/E fuel p/p puncture v/v

Fig. 10: Solenoid v/v for ahead/ astern

Fig. 11: M/E pneumatic control system

Fig. 12: M/E governor

Drain the settling and service tanks.

Improve the efficiency of the fuel oil separators.

Fig. 8: M/E Fuel pumps & puncture valves assemblies

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c1.4. Mechanical failure The following mechanical problems can lead to main engine failure: • Lack of compression • Scavenge fire • Crankcase oil mist • Loss of lubrication • Intermediate shaft bearing failure • Stern tube bearing failure

Fig. 13: M/E Oil mist detector

Fig. 14: Intermediate shaft bearing

c1.5. Propulsion loss when entering or exiting ECA There have been several reported propulsion loss incidents which have been associated with improper fuel changeover procedures when entering or exiting an Emission Control Area.

(ECA). Furthermore, the use of ultra low sulphur distillate fuels may cause fuel leakages from fuel pumps, fuel pump and fuel valve wear, and the sticking of fuel pumps barrels/plungers.

Fig. 15: Damaged fuel pump plunger

Fig. 16: Fuel pump leakage

c1.6. Blackout – Loss of electrical power A significant percentage of engine maneuvering failures is attributed to a loss of electrical power i.e. blackout.

c2. Blackouts c2.1. Definitions Blackout: A “blackout situation” means that the main and auxiliary machinery installations, including the main power supply, are out of operation but the services for bringing them into operation (e.g. compressed air, starting current from batteries etc.) are available.

A detailed list of the possible causes of blackouts can be found below: a. Human error The highest number of blackouts was attributable to human error e.g. stopping or tripping an on-load generator, pressing the wrong button etc. b. Control equipment failure • Governor failure • Defective trips for high cooling temperature or low lub oil pressure c. Automation failure • Automatic Voltage Regulator (AVR) defect • Load control / sharing failure • Loss of exciter voltage due to diode failure d. Electrical failure • Overload • Reverse power trip failure • Preferential trip failure A significant number of blackouts is caused by electrical failures when starting large electric motors (e.g. for mooring winches, cranes etc.) and the available electrical power is not sufficient. Starting large motors may trip breakers and lead to blackouts. e. Fuel issues • Blocked filters • Improper changeover procedures • Poor fuel quality i.e. water in fuel • Fuel supply piping and pump failure f. Mechanical failure • Lack of compression • Engine seizure • Loss of lubrication • Overheating g. Other causes - Fire in electrical panel/main switchboard

Dead Ship Condition: Dead Ship Condition is the condition under which the main propulsion plant, boilers and auxiliary machinery are not in operation due to the absence of power.

In addition, no stored energy for starting and operating the propulsion plant, the main source of electrical power and other essential auxiliaries is available. c2.2. Possible Causes of Blackouts According to UK P&I Club data, the main causes of blackouts are as follows:

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Fig. 17: Diesel generators & alternators

Fig. 18: Main switchboard

Fig. 19: Automatic voltage regulator (AVR)

- Emergency Generator In the case of a blackout, it is of paramount importance to ensure the proper operation of the emergency generator.

The emergency generator shall be started automatically upon failure of the electrical supply from the main source of electrical power and shall be automatically connected to the emergency switchboard.

The automatic starting system and the characteristic of the prime mover shall permit the emergency generator to carry its full rated load quickly as long as it is safe and practicable, up to a maximum of 45 seconds.

As per the SOLAS regulations, the capacity of the emergency generator shall be sufficient to restore propulsion to the ship in conjunction with other machinery as appropriate, from a dead ship condition within 30 minutes after blackout.

All engineers should be fully aware of the following possible causes of emergency generator failures: • Batteries in poor condition • Switchboard selector switch not in “auto” start position • Failure of starting system • Poor quality or contaminated fuel oil • Fuel oil starvation

Fig. 20: Emergency generator

Fig. 21 Emergency switchboard

Fig. 22 Emergency generator starting batteries

- Operational guidance for preventing main engine failures and blackouts There are a number of recommendations for preventing main engine failures and blackouts, thereby reducing the risk of propulsion loss.

Preventive Actions 1. The maintenance of all equipment should be carried out as per the Company’s “Planned Maintenance System” (PMS).

2. Main engine and diesel generator safety devices (alarms & trips) should be operational and regularly tested as per the PMS.

3. The main engine pneumatic control system is to be kept well maintained as per the Maker’s recommendations and the PMS. The control air to be kept clean and dry.

Therefore, it is of paramount importance that the air dryer is in good working condition and properly maintained.

4. The changeover procedures from one grade of fuel to another should be in accordance with the Maker’s recommendations. All engineers should be fully familiar with all engine room systems and their pipelines, including the changeover procedures.

5. During maneuvering operations, the starting air pressure is to be carefully monitored.

6. During maneuvering operations or when on standby, run two (2) generators in parallel whilst ensuring there is sufficient electrical power availability should one generator either stop or trip. Monitor and balance the switchboard power loads equally.

7. Test the astern operation of the main engine prior to arriving at the pilot station and, if practicable, before approaching the berth.

8. All engineers should be fully familiar with the operation & control of the main engine from the engine control room and locally from the emergency control stand.

9. Ensure that no maintenance is carried out on filters or fuel systems when on standby or approaching restricted navigational areas.

10. Ensure water is regularly drained from the fuel oil tanks in order to avoid water build-up and carryover in the fuel.

11. Test & Operation of the Emergency Generator • Ensure that weekly tests of the emergency generator are carried out with the battery charger disconnected from the mains.

• Ensure that the batteries are checked as part of the weekly routine.

• Ensure that all means of starting the emergency generator are tested and that all crew members are familiar with them.

• Ensure that the emergency generator is operated on load as close to the maximum capacity as possible, for at least one hour, every three (3) months.

12. Over-current tests for main generator breakers have to be carried out to the satisfaction of the Class Surveyors during periodic surveys.

13. A regular thermographic survey of the switchboard should be carried out to check for loose connections or overheating equipment.

14. Establish procedures to ensure that there is adequate electrical power available before starting up mooring equipment or other heavy equipment, bearing in mind that the simultaneous starting of large electric motors will lead to a large power surge and possible overload.

15. All crew members are to be familiar with the recovery procedure after a blackout or “dead ship condition”.

16. Ensure that any blackout and/or propulsion incident is investigated and a root cause is determined.

17. Ensure that the corrective actions of a possible previous blackout/loss of propulsion have been duly implemented in order to prevent a reoccurance.

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Precautions against the Coronavirus Disease (COVID-19) First identified by the Chinese authorities in the city of Wuhan in early December 2019, the coronavirus (COVID-19) has not only managed to affect many people’s everyday lives, but also multiple workspaces worldwide. The World Health Organization made the assessment that COVID-19 could be characterized as a pandemic on 11th March 2020.

It is of the utmost importance for every crew member to remain calm and take the necessary precautions as recommended by the World Health Organization.

Common symptoms of the coronavirus may include fever, dry cough and/or shortness of breath, fatigue and aching muscles. Less frequent symptoms are phlegm buildup, headache, hemoptysis (coughing up blood) and diarrhea. A runny nose and sore throat are considered atypical symptoms for coronavirus.

Please note the following precautions for preventing the transmission of the virus: 1. Place great emphasis on hand and respiratory hygiene.

Wash your hands frequently, regularly and thoroughly with soap and running water for approximately 20 seconds or an alcohol-based hand rub (at least 65-70%).

These actions may help to kill germs and viruses on your hands.

2. Avoid touching your eyes, nose or mouth.

3. Keep a safe distance (at least one metre or three feet) from all colleagues, and especially those who are showing respiratory and related symptoms such as coughing,sneezing and fever.

4.

ways to reduce the risk of exposure to the virus. AVOID SHAKING HANDS. 8. Place a mat impregnated with chlorine on the main deck next to the gangway. Ask visitors politely to step on the mat before proceeding towards the ship's accommodation.

9. Make sure that all visitors are using PPE. If they are not, crew members should supply them with masks or respirators and disposable gloves.

The virus is most likely to spread from person to person through close contact and when respiratory droplets from coughs and sneezes land on a nearby person's mouth or nose.

5. Maintain good respiratory hygiene. Covering your nose and mouth when coughing or sneezing with a tissue or flexed elbow will help to protect others from getting sick and minimize the spread of germs. Additionally, the World Health Organization indicates that after use, the tissue should be promptly be disposed of into a waste bin and hands should be washed.

6. Wash clothing frequently.

7. Minimize the number of visitors from ashore on the ship and reduce physical contact. These are two effective

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By Georgina Veropoulou and Fivos Christopoulos

Issue 71-March 2020

10. Escort visitors to a designated room (e.g. Suez Cabin).

Each visitor’s body temperature must be checked with a non-contact infrared thermometer. Visitors with symptoms of coronavirus (fever, coughing etc.) must not be allowed to enter the ship’s accommodation.

11. Isolate crew members with symptoms of coronavirus in the ship’s hospital in order to reduce the risk of transmission and seek medical attention as soon as possible. Colleagues taking care of the patient should wear respirators (FFP2 or N-95) and gloves.

Since symptoms may appear 2-14 days after exposure to the virus, it is important to maintain all the aforementioned hygiene habits and implement them daily.

Countless viruses and their mutations exist all over the world.

As the COVID-19 outbreak has spread to more than eighty countries, misleading articles and unproven theories have been circulated. The safest path is to refer to information provided by the World Health Organization and national medical authorities.

Doctors and health organizations cannot stress enough that apart from maintaining good hygiene, it is vitally important to maintain a strong immune system to fight viruses.

Prevention is always better than cure!

Eat properly, drink a lot of fluids (preferably warm), sleep well, take a daily stroll in the sun and carry out moderate exercise to fortify your body’s immune system.

In response to the COVID-19 outbreak, our Company has issued an Outbreak Management Plan (OMP), which is already on board each vessel.

As the situation is continuously developing, we invite our Seafarers to always follow the instructions contained in the OMP, the updates provided by our Company by email and WHO guidelines.

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Manning and Training

How to Improve Interpersonal Relationships among Seafarers on board Ships

A

s the effective running of a ship is heavily dependent on team effort, it is imperative that good interpersonal relationships among crew members exist. When such relationships are established, operations can be performed smoothly and safely so that our target of HSSE Excellence can be achieved.

Due to the fact that there is a limited number of people working on ships, there are greater chances of ego clashes and dissatisfaction among crew members. These clashes that arise from egocentric behaviour can cause friction and disrupt smooth operations, so it is always important for crew members to consider the other point of view before reacting.

By thinking before responding, people are more likely to be able to exhibit empathy, which facilitates helping behaviours and thus, promotes a healthier working relationship.

Working on ships is no easy task and can create stress, which, in turn, causes dissatisfaction and demotivation. As a result, stress can lead to unwelcome behaviours that can be misunderstood if the root cause is not identified. At this point, it is necessary for the Chief Engineer or Captain to intervene, end the discontentment and reinforce the importance of developing strong interpersonal relationships.

However, the Chief Engineer or Captain cannot do this alone. Everyone on board should work towards creating a healthy work environment.

One way this can be done is by getting to know other crew members so as to understand their values and acknowledge their skills and knowledge. This occurs through communication and can help the Chief Engineer or Captain ensure that all team members can interact positively both when they are at work and off duty.

The situations below can facilitate the cultivation of stronger interpersonal relationships on board: 1. Morning meeting (Toolbox / DWP Meeting): At this meeting, there is a great opportunity for communication among team members so that they can voice their views and opinions face-to-face. Allowing each and every team member to contribute to the discussion instils a sense of responsibility and worth. Furthermore, being given the chance to make suggestions about improving the work process and safety precautions helps the crew improve their performance and enhance their interpersonal relationships.

2. Tea breaks: Tea breaks can readily be used to get team members together to discuss the working in progress and, therefore, strengthen the teamwork ethic.

3. Onboard training sessions: At onboard training sessions, which are most effective when the maximum number of crew members can attend, experiences can be shared. As sharing experiences improves relationships and gives crew members the chance to learn from each other, bonding

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among the team is strengthened. The Goal Zero Scheme is a particularly good example of team members valuing each other’s input, thereby emphasizing the need for teamwork to be given priority over individual egos.

4. Spending time together: It is far from unusual for officers and rating to spend their time in their cabins outside working hours rather than in By Chara Markatzinou, Training Coordinator their respective lounges. As such, they miss out on the all-important face-to-face interactions that come with playing games or talking about a film after watching it together. Spending time together is also highly beneficial for mental well-being, while offering comfort in times of stress, or celebrating happy events together are a clear indication of caring, an element crucial to the enhancement of interpersonal relationships.

5. Arranging events/sports days: Participating in team sports or recreational events are excellent opportunities to instil team spirit in crew members and strengthen their relationships.

6. Get-togethers: Getting together to relax and escape from a potentially stressful working environment is an excellent way to bond and repair any strained relationships through communication and honesty. Celebrating a festival is a prime example as the focus is on a shared culture and not any perceived differences.

The aforementioned situations facilitate the enhancement of interpersonal relationships on board ships. Not only do they bring the crew together to improve mental well-being, but they also increase job satisfaction, contribute to smoother operations and lead to safer practices on board as well.

Sources: www.marineinsight.com, www.psychologytoday.com, www.mindtools.com

Manila Forum November 2019

T

he 12th Manila Forum was held at the Sophitel Philippine Plaza Hotel in November 2019.

It was a two-day event for officers and ratings that focused on the Company's motto: ''BE AWARE,TAKE CARE - EVERY TIME, EVERYWHERE.''

Dimitris Sarantis (Technical Reporting Supervisor), Elli Moretti (Deputy DPA), Andreas Chandris (Operator), Natassa Sakelariou (Environmental & Energy Performance Engineer), Chara Markatzinou (Training Coordinator) and Capt. Rommel Reyes (SBTRN) were all involved in delivering presentations. External speakers included Dr. J. Reyes of Halcyon Clinic, K. Katsoulieris of the North of England P&I, G. Dovles director of TQC and Capt.

A. Taleno of the Norwegian Training centre.

At the end of the Forum, a gift of appreciation was presented to the following seafarers in recognition of their long and loyal service: Rank /Name

The first day included presentations related to everyday operations. These were given to both deck and engine officers.

The second day targeted subjects such as Safety Culture, Goal Zero and Mental Health. These presentations were addressed to all crew members.

The Forum was chaired by Panagiotis Bartzis (M&T dept.) and by Anthony Lambros (DPA). Company representatives

Years with CENMAR

Capt. PINEDA, Grenhald

7

C/M GALLEON, Adrian Paul

14

C/E VALDEZ, Randy

6

2/E PAMEROYAN, Alfredo Jr.

11

BSN FESTIN, Dean

28

After the end of the second day, all the participants met in downtown Manila for the traditional basketball game. Four teams were created with the names of Philippine and Greek islands (Luzon, Visayas, Mykonos, Santorini).

The Luzon team lifted the trophy after beating the Mykonos team in overtime in what proved to be a really thrilling game.

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SAFETY FIRST!

Safety Bulletin

Message from the DPA Dear seafarers, Let’s start by reviewing some fundamentals: 1. We strive for an accident-free industry.

2. There are plenty of hazards on board.

3. Most accidents are due to failures in the human element.

4. People, by nature, make mistakes.

From the above, it would seem that we are fighting a battle against all odds; that there is no way to win.

Nothing could be further from the truth. Our track record is getting better. The total number of Serious Incidents was one every 7 days in 2012, and now it is down to one every 42 days (source: Partners in Safety, Shell).

We must start changing our mindset and start identifying failures not as an anomaly, but as a normal part of the job. As we said, people make mistakes. However, every mistake is an opportunity to learn and improve. The first target is to create the environment in which people can fail without suffering the serious repercussions of an accident. We want to become safer, and one way is to fail softly and effectively, learning from our failures each time.

A simple example is that of people working aloft wearing a

Our first edition of Wavelength (edited by Cmdr Nicholas Iliopoulos) hit the press in October 2001, and we introduced our “Safety First!” and “Message from the DPA” columns in October 2007. Almost thirteen years later this is my last message as DPA. It is with great pleasure that I handover this task to our new DPA / SQE Manager, Ms. Elli Moretti, whom you already know from her visits on board and at the various forums. Elli has a long service with the company and has earned this position.

More importantly, she has a deep commitment to safety and I am certain will manage to point our Safety Culture in the right direction. I invite all our colleagues ashore and aboard alike to work closely with her and ensure that our safety record continually improves.

As for myself, rest assured that you have not heard the last of me – I am not so easy to get rid of!

Anthony Lambros

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safety harness at all times. Should they slip, they will not suffer the consequences of a heavy fall. So, we’ll continue to be proactive: we’ll assess the risks, think about the task, train our people, ensure that they are capable and rested, but if they fail they will not bear the negative outcomes, and, as a result, they will learn from any mistake.

Such an environment where we can fail safely is closely related to a strong No-Blame Culture. Apart from the obvious (not blaming people for mistakes), this culture also encompasses the concepts of Fairness, Trust and Respect.

Let’s try to inspire and motivate our people and ourselves.

Let’s create an honest and safer working environment so that we start receiving quality feedback from our people. Let’s try to focus on the positive points. Don’t forget that most of the time the job is well done, but by nature we tend to focus on problems or mistakes. Since the inception of this Company in 1992, we have never had a fatality due to an accident. This is our success, but most of all, it has been possible because of you. So, let’s keep it that way!

I wish you calm seas and safe voyages, Anthony Lambros

ZERO ACCIDENTS Goal Zero promotes our Mental Health What is Mental Health?

Mental health is increasingly recognised within the shipping industry as an important issue. There is a growing awareness that seafarers suffer a higher level of mental ill health and suicide compared to land-based workers. However, we may find mental health issues difficult to talk about.You move up and down the scale all the time; we all do.

Why is it hard to talk about mental health?

It is important that we do talk about mental health, and when we do: • It has a positive effect on our health.

• We realise that we may all struggle at some point in our lives.

• We can recognise where our own mental health is and get support and help when required.

• We learn from each other and get other people’s views.

• We focus better. If we are worried or distracted, we may not pay attention at work, which can cause accidents.

• We find that it’s so much better to live and work in a supportive, understanding environment.

• Your state of mental health can change rapidly from day to day, hour to hour, minute to minute. One moment you are struggling and the next the problem is resolved and you feel positive again. The reverse can happen when you encounter a new problem after a period of positivity.

• We all struggle at times – this is a part of life. It’s good to know what help and support is available to help you to resolve the problems.

• 1 in 4 people have a mental illness at some point in their life. This can take the form of depression, anxiety etc. These illnesses are treatable and with the right support people can get back to normal mental health again.

• We are all somewhere on the scale all of the time: WE ALL HAVE A STATE OF MENTAL HEALTH We all have a state of mental health in the same way we have a state of physical health.

Your state of mental health can change constantly and it’s good to recognise the positive and negative influencers on it.

Understanding that we all have a state of mental health and that at times we can struggle, allows us to help ourselves and each other.

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Nostalgia

In

this edition of Wavelength, we would like to introduce a new section called “Nostalgia”. We plan on taking a trip down memory lane with the help of photos from previous years and, of course, with your help as well. Our Company will soon have completed its 40th year of operation. Although our values remain the same, many things have changed. Photos can illustrate this by linking the past to the present and highlighting the progress made since they were taken. We invite you all to participate by providing photos of your life on board from the old days. So, start going through hard disks and drawers, get your scanners warmed up, and send us your photos by e-mail to contact@ wavelength.gr. Don’t forget to mention for each photo (as far as possible) the name of the ship, the date, location and the names of any seafarers in the photo. The most suitable ones will be selected and included in the coming editions of Wavelength.

We are starting out with the photo that inspired this section. This is Capt. Georgios Tsaousis on board the first M/T Sereno (single hull aframax tanker built in Poland in 1983). This photo was taken on 08.08.1995 while the vessel was in transit at Kalamata, where Greek officers had the opportunity to re-unite for a few hours with their families. Capt. George has since retired to his home island of Andros. However, his legacy with the Company is carried on by his daughter, Operator Margarita Tsaousi.

The next two photos of the old Sereno in her prime and today, after having been converted to a crane carrier for leading Chinese company ZPMC. Despite the conversion, she is still immediately recognizable due to her distinctive pyramid shaped funnel.

Also, as you know, there is another Sereno presently in the fleet (LR1 tanker built in 2009 at STX Korea), and her present Master is Capt. Mohan Lal Raikwar.

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In the photo below you can see our present day Marine Operations Director Mike Kapsorrachis, in his superintendent days. He was apparently ahead of his time as he was interested in green transportation solutions back then. This photo was taken at Ningde, China in 2007 during the drydocking of M/T CE-Pacific (single-hull aframax tanker built in Hyundai, Korea in 1988).

Mike was keen on green transportation even earlier than that. Proof of this can be seen in the next photo from Guangzhou in 2004, while he was attending the drydocking of M/T Semeru (double-sided aframax tanker built in Imabari, Japan in 1991). This vessel was later converted to a double-hull tanker, and was eventually broken up in 2013.

Finally, let you be the judge of how time takes its toll by seeing if you can guess who this young Superintendent Engineer is in the following photo. He is doing rafting on board a suezmax tanker during his early career with another company close to 30 years ago. You can check out the answer on page 19.

That’s all for this edition, but it is only the beginning. Please keep sending your photos from the old days, even photos when you were much younger to see if people can correctly match the photo with the person. It will help the older ones amongst us remember old friends & vessels, and the younger ones may learn a thing or two.

Calm seas and safe travels, Eleftheria Lemontzoglou, Operator

Issue 71-March 2020

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Warming Waters Pose Threat to Sonar I f there is one lesson we should have learnt in modern times, it is that the consequences of change can be very surprising indeed.

Take warming seas, for example. If someone had mentioned the possibility of sonar being affected by warming seas, the very idea would probably have been dismissed out of hand. And yet that is exactly what might happen in certain regions.

The effect of warming seas on sonar is, of course, not a direct one.

Instead, it involves the behaviour of a small crustacean called a snapping or pistol shrimp. This creature, which has featured on many a wildlife documentary due to its ability to snap its claw so fast that it stuns fish senseless, is a major contributor to the underwater soundscape. Apart from this skill of creating a bubble whose implosion renders its prey helpless, the snapping shrimp creates crackling noise by which it communicates, defends its territory and hunts. When enough of them make this sound, there is sufficient noise to prevent sonar instruments from working properly.

Researchers Aran Mooney of the Woods Hole Oceanographic Institution and his colleague Ashlee Lillis conducted experiments on snapping shrimps living in tanks to determine the effect of warming seas on the behaviour of crustaceans. They discovered that as the water temperature rose, the rate of snapping and the loudness of each snap increased. This finding has obvious implications in the marine environment as snapping shrimp could amplify the background noise of the ocean. Such amplification could affect instruments used to detect mines and cause sonar fish

Tandoori Chicken T

he modern version of tandoori chicken can be described as having taken three steps over a long period of time. The first concerns the appearance of a tandoor, a cylindrical clay pot of various shapes and sizes, thousands of years ago. In this vessel burns a fire fuelled by wood or charcoal that can raise the temperature to 480oC. The second is recorded as having taken place during the Moghul era (early sixteenth century to the mid eighteenth century), when the tandoor was used to prepare meat, including chicken. The third involves the culinary expertise of Kundan Lal Gujral.

It is widely believed that Kundan Lal Gujral began cooking tandoori chicken in Delhi in 1947. More specifically, he prepared the dish at the Moti Mahal restaurant, which gained a global reputation and played host to such esteemed figures as Ghandi and John F. Kennedy. The problem Kundan Lal Gujral had to overcome was ensuring that tender juicy pieces of chicken were served to customers. If the chicken were overcooked it would be dry and if it were undercooked, it would certainly not be tender. He solved the problem by introducing innovations into the recipes. Indeed, his solution revolutionized the cooking of chicken in India.

The first step in the modern way of cooking tandoori chicken is marinating, which serves to tenderize the meat, make it juicier and infuse it with flavour. Key ingredients in the marinade are often lime juice and yoghurt although the latter may be substituted

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Issue 71-March 2020

A species of snapping shrimp with a massive claw that can create an aquatic shock wave.

Source: folio.ca. Courtesy of: Arthur Anker

finders to give misleading information. What is more, enhancing the underwater soundscape may lead to the communication between members of other marine species being disrupted.

Other relevant facts about the snapping shrimp that may impact on sonar and the communication among marine species in the same soundscape are also worth mentioning. The first is that some snapping shrimp live in colonies, which could exacerbate their disruptive interference of sonar. The second relates to the level of sound they can produce as they can produce a noise loud enough to break a glass jar. Last but not least, like lizards that can grow their tails again, the snapping shrimp can regenerate its large snapping claw if it is broken through intense pressure.

The researchers involved in this finding plan to follow up on their experiments before they reach any firm conclusions. Until these have been completed, the notion of unforeseen circumstances should always be borne in mind when change occurs.

Sources: www.sciencedaily.com, www.thoughtco.com, www.leonardo-newtonic.com

Food Culture Tandoori chicken served with Basmati rice, salad, condiments and naan bread.

Source: www.thespicehouse.com

by coconut milk. Some cooks may prefer to use vinegar instead of the former. Other possible ingredients in the marinade are ginger, garlic, turmeric, chillies and black pepper etc. Obviously, the choice is down to preference. As regards marinating time, the absolute minimum is a few hours.

Following the marinating process, the chicken is coated in a paste that can include turmeric, cardamom, cumin, cloves, coriander and any other ‘special’ ingredient the cook has ‘discovered’. The actual cooking process nowadays usually takes place in an oven/a pizza oven, but in some remote rural areas without a gas supply, the tandoori is still in use.

Once the juicy tender chicken blanketed in the crispy paste is ready, it is most often served with Basmati rice, lemon wedges, cucumber salad, tomato, red onion and naan or tandoori roti.

Of course, the combinations are numerous, but it is the skill of the cook that determines how well this iconic dish goes down with seamen and landlubbers alike.

Sources: www.desiblitz.com, www.food52.com, www.indiamarks.com

Culture Corner

Greek Wooden Boats It has been estimated that the art of boatbuilding in Greece is some 2500 years old and that the art became technically proficient in the thirteenth century. It has also been documented that the evolution of a boatbuilding tradition in Greece dates back to the Bronze Age around 5000 years ago.

The maritime heritage of the wooden boat called the Kaiki (caique) remained strong until the 1990s as boatbuilding secrets were able to be handed down so that the cultural heritage could survive. The preservation of this culture relied on apprentices learning about the properties of pine, oak, elm and mulberry etc., the concept of design and decoration, the equipment required and the cultural practices associated with hand crafting boats that have lent a splash of vibrant colours to the seas around Greece. Over the past three decades, though, external forces have conspired to pose a severe threat to the Greek heritage of building wooden boats.

One such threat has come in the form of the ready-made fibreglass boat, which in some areas is regarded as a preferable alternative to the traditional kaiki. Secondly, the Mediterranean has been identified as one of the most overfished areas in the world, so Greek fishermen have seen their catches dwindle by up 50% in recent years. This coupled with increased running costs, higher taxes and the impact of the economic crisis has led to the kaiki becoming a non-viable means of earning a living.

Additionally, in response to the dramatic reduction in fish stocks, the EU has offered full compensation to those fishermen who either scrap their boat or a partial subsidy to those who change the purpose of their kaiki to a tourist or passenger vessel.

Due to the financial pressures faced by kaiki owners and the compensation they can receive to have their boats destroyed being perceived as relatively generous, the vast majority of the small fishing boats no longer grace the seas. Indeed, figures suggest that only about 14% of the Greek wooden boats in existence 20 years ago still remain. It has also been projected that when the EU policy expires a further 7% will have been scrapped, leaving just over 700 caiques to save this element of Greece’s maritime legacy. Furthermore, the lack of demand for Greek wooden boats has resulted in only a handful of boatbuilders, caulkers, riggers, sailmakers and apprentices plying their trade in the country.

It would be very easy to lay the blame for the threat to the craft of wooden boatbuilding that constitutes an intangible cultural heritage on the EU policy and the lack of governmental intervention. This, however, would be pointless as the EU has acted in good faith on expert advice and the government has suffered greatly from the global economic downturn. In addition, the EU does not subsidize conservation and Greek museums have limited resources. After reviewing the situation, concerned Greek citizens who value their maritime heritage reached the conclusion that action should begin at an individual level.

Fortunately, several people took up the cause, but because rescuing boats is neither inexpensive nor easy, it soon became apparent that a more coordinated effort was essential to ensure that enough boats survive and that they are well maintained.

This was a lesson learned by the Danes, whose counterpart to the Greek Kaiki disappeared after the twenty that had been saved failed to be properly maintained. So, organizations have been founded in Greece to find solutions that will allow for the protection of traditional wooden boats.

A Greek wooden boat on the water at sunset Source: https://flymetothemoontravel.com

Agios Isidoros on Samos – one of the last traditional wooden boatbuilding yards in Greece Source: www.youtube.com

One such organization is the Traditional Boat Association of Greece, which was set up in 1999. Members of this group are dedicated to saving the kaiki by taking such measures as recording the last remaining traditional boats in Greece, preserving and restoring old wooden hulls, raising awareness through events like shows and forums and supporting museums.

They also promote laws favouring traditional boat yards.

For their part, the Greek government has introduced a law (No.3028/2002) relating to the protection of cultural heritage, including the craft of wooden boatbuilding. Other organizations that have lent their invaluable support to the preservation of Greek wooden boats are the Working Group on the Protection and Promotion of Traditional Seacraft and Wood Crafting and “Proteus”. These are committed to the conservation of shipbuilding and seafaring heritage. Last but certainly not least, there is the Society for the Protection of Prespa, which has been gathering records of traditional practices that are dying out with the aim of using tradition to attain a sustainable contemporary way of life.

The fight to preserve Greek wooden boats is similar to other stories of the clash between money and culture that have surfaced across the globe. Often it is the former that wins out without too much of a struggle, but those who deem the kaiki an integral part of Greek culture are resilient, resourceful and dedicated enough to prevent the iconic Greek wooden boat from disappearing altogether. These attributes indicate that neither their actions nor the loss of boats by one of Greece’s northern EU partners will be in vain, and that the colourful kaiki will continue to grace the seas around Greece for years to come.

Sources: www.dw.com, www.youtube.com, www.widerimage.reuters.com, www.wired.com, www.medusandi.com, www.wip.culture.gr, www.ekathimerini.com, www.abfelix.com, www.politicalcritique.org

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Bodies of Water

The Bay of Bengal

F

ormed after a collision between the Indian subcontinent and Asia some 50 million years ago, the Bay of Bengal in the North-East sector of the Indian Ocean covers an area of about 839,000 square miles (2,173,000 sq. km). The average depth of this body of water is 8,500ft (2,600m) with a maximum depth of 15,400ft (4,694m). The sea bed comprises a huge plain on which the Java Trench, a seismic zone, is located.

Several rivers, including the Ganges, Bramaputra, Krishna and Mahanadi, flow into the Bay of Bengal, bringing with them substantial sediments from India and the Himalayas. Indeed, the sedimentary matter from the Ganges River is between 5 and 7 miles (8-11 km) wide and the thickest in the world. The riverine input has an effect on more than one physical aspect of the Bay of Bengal. To the north, river drainage creates wetlands, marshes and mangroves, all of which support populations of nearshore species of fish that are caught by small scale fishing operations. In addition, the inflow of the rivers affects surface salinity that varies markedly throughout the year. Another effect is related to the net increase of water in the Bay of Bengal as riverine input and rainfall exceed evaporation annually. As regards rainfall, the vast majority of precipitation falls during the two monsoon periods and at times when tropical storms hit the region The Bay of Bengal is fairly rich in oil, gas and mineral deposits.

Petroleum and natural gas has been discovered with the largest fields being located near the Godavar and Manandi deltas, while deposits of titanium and rare earth metals have been found off NE Sri Lanka and NE India respectively. Heavy mineral sands have been found near Chennai and the coastal areas around Vishakhapatnam. These consist of ilmenite (iron/ titanium), rutile (titanium), sillimanite (aluminium), manganite, garnet and zircon.

Healthy marine life at the Bar Reef Marine Sanctuary

Source: tlc.lk

Containers stacked at the port of Colombo, one of the Bay of Bengal’s major ports

The principal trade routes for large tankers en route to the Strait of Malacca from the Persian Gulf are situated to the south of the Bay of Bengal, so ocean transport in this region is predominantly limited to vessels carrying cargoes between Sri Lanka, Bangladesh and India. There are also important shipping routes for other countries bordering the Bay of Bengal as well as for landlocked countries such as Nepal and Bhutan. The major ports in terms of container volume are Colombo (5m TEU per year), Chittagong (over 2m) and Chennai (1.7m). Other major ports include Kolkata, Chidambaranar Port Trust, Vizag, Dhaka, Mongla, Akyab and Yangon, while

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Issue 71-March 2020

Created by NormanEinstein

the ports of Haldia, Paradeep and Vishakhapatnam have vital iron ore terminals.

Apart from the aforementioned small scale fishing, there is commercial fishing in deeper waters. Two marine species that are significant export crops are prawns and tuna. Fishing is an industry that provides full-time employment to just under 2 million people and part-time employment to around 8 million individuals. This industry is particularly significant to Bangladesh as fish account for 15% of this country’s exports.

Due to the dependence on fishing, certain areas have come under increasing pressure. In response to this, Indian Ocean fishery research and development programmes have been carried out. The countries cooperating in these programmes are Bangladesh, India, Myanmar, Sir Lanka, Indonesia, Malaysia, Thailand and the Maldives. Other marine traffic comes in the form of cruise ships. Passengers are attracted to the area by sites of cultural importance as well as protected areas such as the Gahirmaratha Marine Sanctuary in India, where limited numbers of tourists can observe nesting turtles.

All the activity in the Bay of Bengal has put certain marine ecosystems at risk. As a result, the Bay of Bengal Large Marine Ecosystem (BOBLME) was formed almost a decade ago to address problems like habitat degradation and land based pollution. The eight countries bordering this body of water have collaborated to resolve such issues. They have succeeded in protecting Sri Lanka’s Bar Reef Marine Sanctuary, the Andaman Mangrove Reserve, coral reefs and areas where sea grass is fundamental to marine life together with other areas that have been in danger of destruction. As such, the necessity for cooperation to maintain sustainability has been reinforced by the concerned countries around the Bay of Bengal.

Sources: www.britannica.com, www.wikipedia.org, www.theguardian.com, www.slideshare.net

1. Make the names of two countries using all the letters in the following sentence: BANGA IS SOUR. 2. Which four-letter word can be used to complete the following words: B_ _ _ _Y, SP_ _ _ _ED, D_ _ _ _AGE and T_ _ _ _ING? 3. What can you keep that no longer exists when you share it or give it away?

4. My name rhymes with that of a port. I am worn by both the tall and the short. I come in many colours, including blue, green and red. And my place is on top of the head. What am I? 5. In four steps change the word LOSE to FIND by changing one letter at a time.

6. Amir, Bobbie and Viktor go shopping together. They have a combined total of £200 to spend.

Bobbie has three times as much money as Viktor. Amir spends half of his money, while both Bobbie and Viktor spend two thirds of theirs. The three of them spend as much as Bobbie and Viktor had between them before they went shopping. How much did Amir have left at the end of the shopping trip? your 7. Mark likes to tell stories of adventures he has had. Some are true, but some are not. One of his favourites is when he broke his leg at the top of Mt Everest, where a helicopter had to rescue him and take him to hospital. Is this one of his true stories?

8. The letters in the chemical symbols for aluminium, helium, rhenium and vanadium can be used to make the name of a port in northern Europe. In which country can you find this port?

Test Brain

Answers at the foot of the page

Quiz 1. Approximately how many ships pass through the Panama Canal on a daily basis?

A. 15 B. 25 C. 35 D. 55

6. What do the letters ‘CO’ in BIMCO stand for?

A. Council B. Cooperation C. Conference D. Coordination

2. Which submarine was the first to circumnavigate the globe without surfacing?

A. USS Nautilus B. USS Skate C. USS Alaska D. USS Triton

7. What country does the current Secretary-General of the IMO come from?

A. Japan B. Greece C. South Korea D. Canada

3. Which explorer purchased the Endeavour?

A. Roald Amundsen B. Ernest Shackleton C. Robert Falcon Scott D. James Clark Ross

8. According to the 2018 Paris MoU Annual Report, which of the following categories accounted for the largest percentage of deficiencies?

A. Labour conditions B. Life-saving appliances C. Documentation D. Fire safety

4. Which of the following straits has the shortest width at its narrowest point?

A. Strait of Magellan B. Strait of Gibraltar C. Strait of Messina D. Strait of Dover

9. About how many people are estimated to have sailed from Plymouth to the New World aboard the Mayflower in 1620?

A. 50 B. 70 C. 100 D. 130

5. In the Arabian Sea which organic nutrients have present in such a high concentration that they cause oxygen levels to become depleted?

A. nitrates B. sulphates C. chlorides D. phosphates

10. Which of the following port destinations is furthest from the Port of Rotterdam when the shortest voyage route is taken?

A. Los Angeles B. Rio de Janeiro C. Chennai D. Cape Town

Answers at the foot of the page

Find a keyword associated with at least one article in this issue by solving the clues and rearranging the letters in the boxes with black borders.

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2. Clay cooking pot (7)

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O E

3. Winning team in Manila (5)

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4. New section in Wavelength (9)

O

T

5. Greek boatbuilding island (5)

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S E

6. Symptom of COVID 19 (5) 7. Possible consequence of a blackout (9)

O

8. Bay of Bengal port (5)

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Hint: Having relevant knowledge

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N

I

K

Answers

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TEST YOUR BRAIN answers: 1. GABON, RUSSIA 2. RAIN 3.

A secret 4. A turban 5. LONE, LINE, FINE, FIND 6. £40 7. No, because helicopters cannot fly at that altitude 8. France (Le Havre) QUIZ answers: 1.C 2.D 3.B 4.A 5.D 6.A 7.C 8.D 9.C 10.A

Y

KEYWORD SOLUTIONS: 1. Clydebank 2. Tandoor 3.

Luzon 4. Nostalgia 5. Samos 6. Fever 7. Collision 8. Dhaka Keyword: INFORMED Mystery person: Of course, the person is Anthony Lambros

1. Queen Mary built here (9)

Keyword

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Historic Vessels N

amed after King George V’s wife, Mary of Teck, the Queen Mary was ordered in April 1929 as a response to the German Blue Riband sister ships, the SS Bremen and the SS Europa that had been launched in the previous year. The Queen Mary was built by John Brown & Co in Clydebank, Scotland at a cost of £3.5m (£223m today). She was launched in September 1934 in front of an enthusiastic crowd and began her maiden voyage on 27th May 1936. Three months later, this iconic vessel got the Blue Riband and retained it until 1952 (after having briefly lost it in 1937). The new SS United States finally deposed her as the fastest ship to traverse the Atlantic Ocean.

The Queen Mary was 1019.4 ft (310.7m) in length and had 12 decks. She could attain a speed of 32.8mph (52.8km/h) and her passenger capacity was 2139, 776 of whom could occupy first class cabins. Her facilities included two swimming, beauty salons, libraries, a music studio, a lecture hall and outdoor paddle tennis courts. She also provided kennels for those passengers like Elizabeth Taylor who wished to be accompanied by their dogs and space for 36 cars. Kitchens covered an acre of space on board, an area in which 50000 meals were prepared during each crossing from Southampton to New York. One of her celebrated features was a mural in the main dining room on which there was a crystal model of the ship that tracked her progress during the voyage, which cost first class passengers $1,070 in 1936 (around $70,000 today).

On 2nd October 1942 the Queen Mary was involved in one of the most infamous incidents at sea. While following a zigzag course, she accidentally struck her escort cruiser, HMS Curacao, amidships, cutting her escort in half and causing the

SS Rotterdam

https://commons.wikimedia.org

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icknamed ‘La Grande Dame’, the SS Rotterdam was the fifth vessel of this name to sail for the Holland-America Line (HAL). Originally, she was to be launched as a partner to the New Amsterdam, launched in 1939, but these plans had to be shelved after the outbreak of WWII. A decade after the war had ended, an order for her construction was given to Rotterdam Drydock Co. Built at a cost of $30,000,000, the SS Rotterdam was launched in September 1958. She was christened by Queen Juliana at a ceremony that attracted huge crowds.

When her sea trials were completed, the SS Rotterdam embarked on her maiden voyage with 1200 passengers, including the Crown princess. At 728ft (228m) long, she had ten decks and her two steam turbines could propel her at up to 24.7 mph (39.8 km/h). During the first 10 years in service, as one of the best known post WWII Dutch passenger ships, she sailed on the Rotterdam-New York transatlantic route and served as a cruise ship in the off season.

In 1961 and 1962, she made a world cruise, before returning to transatlantic crossings. These ended in October 1968, when the

RMS Queen Mary

Courtesy of: David Jones

loss of 337 officers and crew. Under orders not to stop due to the U-boat threat, the Master ensured that the Queen Mary forged on. In retrospect, it was a very cruel decision, but one that reflects how priorities can change during wartime.

Two years after the war, she returned to service and, together with the Queen Elizabeth, dominated the transatlantic passenger trade until the jet age. In December 1967, the Queen Mary was retired following her 1000th crossing of the North Atlantic after carrying 2,112,000 passengers over 3,792,227 miles (almost 8 times to the moon and back). Retirement resulted in conversion and permanent mooring in Long Beach, California, where she functions as a tourist attraction, hotel, museum and event venue.

Sources: www.telegraph.co.uk, www.wikipedia.org, www.queenmarycruises.net

jet age effectively put an end to the Golden Age of transatlantic voyages.

At this point, it was announced that she would operate exclusively as a cruise ship and following renovations, she plied her trade in the Caribbean during the winter and in Alaska during the summer months. In 1997, she was renamed ‘Rembrandt’ by the US-based Premier Cruises, who believed there was a market for passengers wishing to experience a cruise aboard a steam-turbine driven vessel. Her role in this niche market was short-lived, leading to a series of transactions and projects.

One of the major players in the next phase of her history was the Steamship Rotterdam Foundation, whose commitment to preserving the ship as maritime heritage eventually led to the Rotterdam (she had her name changed back after being bought from Premier Guises

by Rotterdam Droogdok Maatschappij (RDM)) being permanently moored in Holland. Over a period of 5 years, she underwent work in Gibraltar, Cadiz, Gdansk and Wilhelmshaven before returning to Rotterdam, where crowds lined the quays to welcome her home.

Today, the SS Rotterdam is a major attraction in her home port.

Visitors can stay aboard for the night in one of the hotel rooms, dine in top class restaurants, have afternoon tea or go on a tour of the ship. There is also space available for weddings, meetings, conferences and other events on board.

Like the Queen Mary, the SS Rotterdam has managed to fulfil a new function after the jet age put an end to the Golden Age of transatlantic liner crossings. At the same time, their very existence ensures that their maritime heritage has been fully preserved thanks to the gallant efforts of individuals who recognize the importance of such preservation.

Sources: www.ssortterdam.com, www.wikipedia.org