Monthly Maritime News Roundup - April 2020

MARITIME REVIEW AFRICA

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NEWS ROUND-UP APRIL 2020

INSIDE PORTS

Two new cranes for PE

Renewed hopes for liquid bulk terminal

Crude oil comes ashore in Saldanha

New straddle carriers for Cape Town Container Terminal

Cranes mark the start of port upgrade for Nigerian port

Port investment aims to bolster terminal productivity

Largest vessel caller for Maputo

Largest vessel recorded in Namibian ports

Electronic payment solution rolled out

SHIPPING

Providing a gateway for crew changes

ENGINEERING

R86 m tender awarded for workboats

Boatbuilders face losses and retrenchments amid lockdown

Conditioning monitoring partnership announced

Ship repairer loses no sleep to fabricate beds

BLUE ECONOMY

New way of working for essential service providers

Essential services help keep international trade unlocked

2020 VISION

Paul Maclons | AMSOL

Dr Cleeve Robertson | NSRI

SAFETY & SECURITY

The Managing Director of Nigerian Ports Authority (NPA), Hadiza Bala Usman, commissioned two new multimillion-dollar, state-ofthe-art Mobile Harbour Cranes (MHCs) at Apapa Port, Lagos, this month.

See story on page 11

Foreign crew appear in court on attempted murder charges

Chinese fishing trawlers fined for being in South African waters

Port fatality

Crew abandoned off Africa at the height of COVID-19 pandemic

PEOPLE

Setting a new precedent in maritime law

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BLUE ECONOMY

New way of working for essential service providers SOUTH AFRICA: Responding quickly to President Ramaphosa’s decision to place the country into lockdown to curb the spread of the coronavirus meant that most of the maritime companies providing essential services to the sector were forced to nimbly implement new working protocols and obtain the required authorisation for members of their workforce to operate outside of their homes.

Application process In order to continue to operate during this lockdown, companies are required to apply through the CIPC online process that seems to have been designed to ensure a seamless issuing of permits. Most of the companies that we spoke to confirm that they were able to receive authorisation to remain operational very quickly, with some citing time periods of minutes while others confirmed they were issued a certificate within a day.

Maritime-related services are listed on the full list of essential services under points 21 and 28 for cargo shipping, dockyard services as well as logistics. Even with a permit to operate, however, companies are asked to do so with the minimum staff necessary to operate safely.

Clare Gomes, Strategic Planning & Communications Executive at AMSOL points out that the process goes beyond this, however. “Before the lockdown began, we engaged proactively with all of our clients and the port authorities to confirm essential service status. We, in turn, did the same for companies in our own supply chain who are essential to us during this period in terms of supplying and supporting our fleet and operations,” she explains.

Kevin Kelly of Xtreme Projects reports negotiating some changes to permit content requirements, but agrees that the process was quick.

“We had to issue company permits for staff to travel to and from work, permits from the ports to allow entry to the staff and an online application from CIPC stating that we are an essential services. There were various changes during the week as to permit content requirements, however we got through it rather quickly making necessary changes,” he says.

Reports in the media of companies in other sectors trying to falsely claim essential status do not seem to be prevalent in the maritime space.

“During the application it is made clear that anyone providing false

information or applying under false pretences will be arrested. I believe they have random checks to verify any certificate issued is above board and also rely on the public to report any company falsely claiming to be an essential service provider,” says Vincent Joynt of SMD. Michael Timm of Helix Marine notes that, while the process seems robust enough, the term “essential service” within the maritime context could refer to anything. “A boat goes to sea for 30 days at a time before its next port entry – so what is not essential (to that boat)?” he asks.

“None of our businesses are fully operational. We are currently running with small standby crews to respond to customer demand.

Standby teams represent more or less 10 per cent of normal staff complement,” says Marcus Twine, CEO, of Hesper and NovaMarine.

in place.

James de Jong of Seascape Marine Services confirms that their workshop technicians are available and on standby for all commercial customers who are also performing essential services during the lockdown period only.

AMSOL’s Emergency Response Plan has been updated to include an Outbreak Management Plan which supports protocols communicated by relevant authorities. “Access to our sites and vessels for third parties is being tightly controlled,” emphasises Gomes who adds that temperature testing is being rolled out.

Explaining that their business compromises of an office department and workshop department, Samantha Olivier of Stone Marine Services notes that, while their office personnel including management do not classify under essential service, their workshop department can continue to complete works on propeller repairs and maintenance as well as receipt of propulsion spares required for customer’s vessels. “I would say that 40 per cent of the staff classifies as essential services that need to be onsite,” she clarifies.

Essential activities While some of the companies currently trading have had most or all of their operations designated under essential services, others report that only a portion of the business is deemed to be within this category.

In addition, those employees who can continue to function effectively from a home office have been empowered to do so – but workers who are required to go out into the field, have to fall within the ambit of the definition of essential services.

For Xtreme Project that number is higher. “I would say that about 70 per cent of our services are currently operating,” confirms Kelly. “Our operations’ staff work full time out in the field, our admin staff mostly work from home and only come in if there is really something they cannot do at home. We are operating with about 60 per cent of our staff working and the rest are on leave,” he adds.

This means that while one aspect of a company’s services may be categorised to continue to work out in the field, others may not. And, as stipulated by the permit conditions, the staffing level of those in this category should be kept to a safe minimum.

“Our OPL services out of Table Bay and Algoa Bay are continuing seamlessly, even though no personnel changes are taking place,” says Godfrey Needham of Offshore Maritime Services.

Explaining this further, Joynt notes that all of SMD out-of-country services have been put on hold during the lockdown period.

Sturrock Grindrod Maritime’s (SGM) Divisional Director, Tracy Leah, confirms that 100 percent of their services to vessels remain operational. The bulk of these services can be undertaken electronically.

“In some instances we are needed to physically attend the vessels, but this is changing as we search for electronic solutions,” she explains.

“Only repairs services and supply of goods critical to the continued safe operation of vessels are deemed to be of an essential nature,” he says adding that these are mostly in the fishing and bulk sectors supplying fresh or essential goods into the country. He adds that Off Port Limit (OPL) services have been curtailed to the extent that they cannot send service attendees out to passing vessels.

Putting protocols in place But it is certainly not business as usual for these companies.

Stringent protocols and additional measures are being implemented to ensure safety of their employees and mitigate risk. The costs associated with these additional measures, however, appear to be being absorbed by the individual companies.

At AMSOL, whose marine services include bunker delivery and offshore terminal management to support continuity in client operations in the energy and fuel sector, these remain essential and operational.

“The bulk of our workforce on duty is seagoing and vessel based, and are confined to the ship for this period. Other employees such as those working shifts on bunker barges and operational marine personnel travel in daily, with relevant hygiene precautions in place,” explains Gomes.

Face masks, hand gloves and sanitising regimes, of course, top the list of newly implemented protocols.

But, in some cases, it goes further than this as port areas as well as clients put additional requirements

2 APRIL 2020

“Many clients also implemented their own measures to limit risk of exposure for their staff, where we need to submit health declarations prior to attendances,” explains Joynt.

Managing Director of Hio-Tek, Rob Hiuo admits that they have taken the decision to avoid worksites such as cruise ships where there is a high probability that the virus may be present. “We have instituted temperature testing before and after interactions, and teams watch each other to ensure there is no face touching. In addition, teams must strip and wash overalls at the close of each shift,” he says.

“Staff that attend to vessels are required to keep a daily log of exactly who they interact with,” says Leah of SGM. The obvious concern revolves around finding a positive case amongst one’s crew. For many companies the implementation of regular temperature testing has become a mandatory requirement that helps identify potential positive cases amongst their staff as early as possible.

“Our workshop personnel have been issued with an infrared thermometer which is used prior to anyone (staff, contractors or customers) entering the facility to check for high or low grade temperature of 37°C or more. Should this temperature be recorded the person in question is advised that they need to depart immediately,” says Olivier of Stone Marine Services.

All employees have been equipped with the necessary information about the Coronavirus, how it spreads as well as the risk of infection at the companies that are sending personnel into the field; and have been tasked with reporting any change in health immediately to their supervisors.

While most of the additional protocols that have been implemented will also have an impact on the cost of providing some of the these essential services, most companies indicated that these costs were not being passed onto their clients or were being managed to ensure that there were no excessive cost increases.

Staff morale Understandably, the situation has put added pressure on these work-

MARITIME REVIEW AFRICA ers who will necessarily stress about potentially bringing the virus into their own homes and families. In most cases, those living with at-risk family members have opted not to be included in essential work teams that expose them to this risk.

Staff engagement has been key and most report that the desire to continue working despite the risks has also been motivated by the obvious economic benefits that this provides for their staff.

Timm of Helix Marine says that, understandably, staff morale is not at its highest. “Staff morale is not high. It’s a risk to work and they have to go back home and this is a big problem,” he explains.

Gomes agrees that this is a challenging time for their staff. “Employee health and wellbeing is a priority – and many employees at sea have been affected by the cancellation of shore leave and suspension of crew changes,” she says adding that shore-based workers are also having to navigate the work/life balance in a new environment.

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“However, every employee understands and appreciates the importance of business continuity and keeping our company operational,” she says.

“All staff would prefer to not be on lockdown, but recognise the importance of maintaining the status quo,” says Timm.

A new normal All agree however that, whether your company is operating as an essential service provider or not, the option of going back to business as usual simply does not exist.

Many of the companies that have introduced new protocols for their workers will be maintaining at least a portion of these going forward.

“Some protocols around additional PPE are likely to remain. Also, many of the electronic solutions currently implemented are more efficient and we hope they will continue,” says Leah of SGM. “We know that new ways of work will result as a consequence of living through a global pandemic and we will ensure that whatever measures that support the health of employees and business continuity remain in place where it makes sense to do so,” agrees Gomes of AMSOL. For Hiuo of Hio-Tek, the shift to working remotely during this time may have a profound effect on the way they structure their business going forward. “Working from home is now definitely more feasible and if staff are not required in the office; are more satisfied working from home, and prove themselves capable of self-motivational homework, we may considered a decentralised operation going forwards, based

SOME OF THE MARITIME COMPANIES OFFERING ESSENTIAL SERVICES TO THE SECTOR around a virtual office,” he explains.

if not completely disappeared. The 2020 Vision that many business owners and CEO’s had in January will require a major overhaul as the world economy continues to feel

The future looks uncertain for most industries and companies. It is clear that the goalposts have been moved

3 APRIL 2020

the ramifications of this situation for some time to come.

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BLUE ECONOMY

order for world trade to continue. With crew changes almost impossible throughout most of the world at this present time, some seafarers have been onboard for many months and potentially face many more months at sea before they can return to their loved ones.

It is important that they receive the equipment and stores they need.”

Essential services help keep international trade unlocked SOUTH AFRICA: As South Africa nears the end of its first week of the nationwide lockdown aimed at containing the spread of COVID-19, a number of maritime-related as well as logistics companies have successfully applied to be classified as essential service providers in a bid to keep trade moving, ports open and international seafarers supplied with spares and supplies.

Authority (TNPA), was successfully lobbied by local service providers even before the lockdown to maintain Off Port Limit services to passing ships, but ISSA undertook to write to the heads of the International Maritime Organisation (IMO) and the World Customs Organisation (WCO) asking for ship suppliers around the world to be given essential worker status.

On an international level, decisions relating to restrictions being applied across the global port landscape prompted the International Ship Suppliers and Services Association (ISSA) to step in as an advocacy partner to ship suppliers who were being prevented from delivering to ships in some international ports.

ISSA President Saeed Al Malik commented: “ISSA is speaking out on behalf of the world’s ship supply community to ensure that ships and their crews can receive vital supplies. We are an important part of the supply chain and it is essential that we are able to bring much-needed food, medical supplies and spare parts to ships in

Admirably, Transnet National Ports

ISSA has issued guidance to its 1,600 members worldwide on how to keep safe when delivering supplies to vessels at port, but he acknowledged that the task facing suppliers was getting tougher.

Meanwhile the Port Equipment Manufacturers Association (PEMA) has praised the commitment of ports and terminals for playing their role in keeping global trade flowing.

“All around the world, ports and terminals continue to operate as normally as possible thanks to the dedication and commitment of staff, suppliers, producers and others,” says PEMA President and Chairman of the Board, Ottonel Popesco.

Maintenance and repairs

PORTS

But it is not only the provision of actual supplies that needs to be addressed at this time. Maintenance and repair of critical equipment must necessarily remain a strong focus to ensure that on board systems do not fail.

Two new cranes arrive for PE SOUTH AFRICA: The Port Elizabeth Container Terminal took delivery of two new Liebherr mobile harbour cranes this week as the Happy Dragon docked for offloading after sailing for 20 days.

Having lost a crane recently due to gale force winds, the terminal sorely needs the additional capacity ahead of the start of the reefer season.

“The arrival of these two modern cranes will ensure that our promise to industry is realised”. She added that the cranes arrived at a critical time when the company’s terminals nationwide were prioritising the movement of much needed goods in the Eastern Cape, South Africa and abroad. “We are at the start of the 2020 Citrus season and we are very pleased that we are able to contribute positively towards the growth of this economy, especially during these challenging times,” said Transnet Port Terminal’s Acting Chief Executive, Michelle Phillips.

Realising this, a number of technical service companies have proactively taken the step to register as essential service providers and have their team of technicians on standby ready to move into the field or onboard vessels where necessary.

“During this extremely challenging time our four business divisions are ready for all eventualities and challenges that might be required.

All certified as essential services we have SGM for ships agency and vessel husbandry, Grindrod Logistics Africa for complete logistics, NovaMarine for survival and safety equipment and Hesper Engineering for engineering and maritime technology requirements,” says Andrew Sturrock, Chief Executive Officer of Sturrock Grindrod Maritime.

Modern and highly efficient, the cranes have multi use capability, can lift up to 104 tons and move up and down the quayside according to berth activity – boasting an ability to handle new Panamax container and Cape size bulk vessels alike. They are also designed for versatile and efficient cargo handling.

“A simulator has been onsite for the past month with Liebherr providing training to our employees which was built in our purchase arrangement – and we are quite impressed with the skills employees are demonstrating,” said Phillips. She added that both customers and employees had been looking forward to these two pieces of equipment, which arrived as semi knocked down units. “We look forward to the commissioning of these cranes and to an improved operation in the PECT”.

On the list of priorities is the country’s fishing fleet and Chevaan Nordien of Allweld reports that they currently have a team working on I&J vessels, while MRAD’s technicians are on standby for their fishing clients to ensure continued operation.

Other companies that have geared up and have their service technicians on standby and ready to assist include AMSOL, SMD, Atlantic Commercial Diesel Services, Peninsula Power Products, Anchora Enterprises, Proliquid, Aqualis Braemar, Seascape Marine Services, Viking Life-Saving Equipment, Helix Marine and Garship Marine Surveying and

4 APRIL 2020

Consulting – essentially ensuring that the essential marine maintenance remains on track during this time within South African ports.

Staff moral and safety Without exception, however, companies are reporting an immense willingness of employees to meet the current challenges. Companies are working with their employees to ensure that they remain safe and protected while attempting to minimise risk.

“I know that for our employees and their families, it is a time of some anxiety and concern about what may lie ahead in the weeks to come,” says Paul Maclons, CEO of AMSOL Group, who expressed his gratitude to his staff and highlighted that the strength of the company lies in its people.

“We will interrogate each callout prior to exposing our staff to potential risk,” says Helen O’Brien of Lovemore Bros who adds that their services will be under strict adherence to Health and Safety protocols without compromise.

“Our greatest concern, far above meeting the requirements of the local authorities, was to ensure the safety of our Launch Crews. They could not access transport to and from their homes, in time to meet the round the clock operational times. OMS therefore had to engage our drivers to collect the crews from their homes, duly permitted and documented, with all crew wearing appropriate PPE,” says Godfrey Needham of Offshore Maritime Services (OMS).

Linsen Nambi’s Managing Director has adopted the same approach to his coalface workers; “We continue to put the safety of our people as our main priority, instituting stringent safety measures, to reduce human contact as well as increase hygiene,” he says.

“All services will be rendered with strict health and safety regulations, and protocols stipulated by the South African government during the lockdown period,” says Keith Govender of Anchora Enterprises echoing the commitment of all of the companies to introduce more stringent precautionary measures during these times.

Looking ahead, many are concerned that the lockdown could extend beyond the three weeks initially announced by President Cyril Ramaphosa. Despite having been given the opportunity to offer services and supplies, restrictions and risks do apply. In addition, the reality of a shrunken market that awaits after lockdown will no doubt effect even these companies that are currently operational.

MARITIME REVIEW VESSELS | CREWING | AFRICA TRAINING SHIPPING

Providing a gateway for crew changes In March at least nine African countries still offered an opportunity for crew changes to occur, albeit under strict conditions. This situation, however, has changed and African countries have followed the lead of most jurisdictions in shutting down their ports for crew changes in an effort to curb the spread of the coronavirus with the exception of Liberia.

Liberia’s strict restrictions that stipulate that no crew changes will be permitted for crew from countries where there are more than 200 cases, however, do not effectively offer much opportunity or relief.

South Africa remains closed for crew changes having adopted this measure early on in its attempt to curb the spread of coronavirus, but with international maritime groups and even some local maritime stakeholders advocating on behalf of seafarers, many believe that the country is well-placed to provide a gateway for crew changes.

Seafarers who normally work and live onboard a ship for up to 10 months at a time are currently facing extensions with no end date in sight as maritime employers introduce a temporary freeze of crew changes. This will not only have an obvious impact on morale on board, but could also have an impact on safety at sea.

One source suggests that South Africa’s position on the East-West trade route provides the country with a unique opportunity at this juncture – noting that the steaming time to and from South African ports to the East or West can be adjusted to ensure that crew essentially undergo a 14-day quarantine while at sea.

Travel restrictions within the country as well as the collapse of

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The International Labour Organisation (ILO) released a statement towards the beginning of April urging governments to put procedures in place to classify seafarers as key workers and exempt them from normal travel restrictions so that crew changes can take place.

“If solutions are not identified soon, then governments will be responsible for jeopardising the supply chain and the safety and wellbeing of the world’s seafarers. Ultimately this will threaten the supply of the essential goods including medicines that their citizens desperately need,” the statement reads.

In a personal letter to the world’s seafarers, Secretary General of the International Maritime Organisation (IMO), Kitack Lim, says that he has written to all IMO member states to recognise seafarers as keyworkers and remove barriers as well as lift national travel restrictions.

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“The difficulties the maritime industry has faced in conducting crew changeovers, providing medical care for sick and injured crew, allowing for shore leave and the inability to resupply or repatriate crews concern me greatly,” he writes.

SLOVAKIA

COLOMBIA

Given South Africa’s election as the president of the IMO Assembly at the end of last year, many believe that there should be no further impetus to see the country urgently put the measures in place to facilitate crew changes on one of the world’s most important trade routes.

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MARINE ENGINEERING

companies in particular.

R86m tender awarded for workboats

The entrance channels to the drydocks at the Port of Cape Town have been historically, extremely confined, with workboats the only vessels capable of servicing the area.

SOUTH AFRICA: Veecraft Marine, subsidiary of Paramount Maritime, has been awarded a R86m Transnet National Ports Authority (TNPA) tender to design, manufacture and assemble two twin-screw, diesel powered workboats to spearhead harbour activities, including conventional escort, Light House Services (LHS) assistance and towing support for the port of Cape Town.

The tender, which closed in February last year, attracted bids from three boatbuilders including Veecraft and was awarded to the lowest bidder. With an 18-month build programme in place, Veecraft will build the two boats simultaneously with the aim of scheduling delivery during 2021.

The 100% South African-developed, 19.5m (LOA) maritime vessels, manufactured with 60% local content, will feature a 7.25m beam, fixed-pitched propellers and twin rudders, offering 15T bollard pull (short tons-force).

Over the course of the past few decades however, after years of service assisting up to 300+ foreign fishing vessels per annum, the existing vessels have suffered from fatigue, recurring breakdowns and require regular maintenance which can be costly to maintain. In addition, the older vessels are causing increased air pollution due to outdated engine technology, compounded by potential oil leakages into the fragile ocean environment.

The vessels will assist in servicing small to medium-sized craft pilotage into the port, the towing of vessels, lashing up next to dead ships and undertaking conventional escort operations.

This additional capacity will have a direct and indirect impact cross-sector on industries operating within and around notably one of the most demanding trade routes in the world, serving as a critical component of the value chain of fishing

PEOPLE

Setting a new precedent in maritime law SOUTH AFRICA: Seeking to redefine the way in which she practices as a maritime lawyer, Anneke Whelan has taken the bold step to establish her own legal firm, Anneke Whelan Attorneys, and spoke to Maritime Review about what she aims to offer the sector.

“The legal profession is characterised by conformity, adherence to precedent, leverage, and preservation of the status quo. Most firms are undifferentiated, offering the same practice capability at similar prices. In order to change I had to leave (my former employer),” she explains.

Whelan, who grew up far from the country’s coastline, was introduced to shipping matters in the late 1990s as a lawyer at a firm in Cape Town.

“Shipping matters came across my desk and piqued my interest. I telephoned Prof John Hare on a July afternoon with a view of enrolling for the Shipping Law Master’s degree offered by UCT (University of Cape Town) in January the following year. He suggested I join the class that evening. The rest is history,” Whelan recalls of her initial introduction to maritime law.

Admitting to having always had a love for the ocean with a background as a SCUBA diving instructor as well as holidays to remote SCUBA diving destinations, Whelan sees her affinity to the practice of maritime law as a natural step.

With a Masters’ Degree in Shipping Law and her then employer not keen to set up a shipping division, Whelan decided to go solo for awhile before joining Shepstone & Wylie in 2009.

“It wasn’t long thereafter that the Alina II, a bulk carrier berthed at one of the two berths at the Langebaan Iron Ore terminal in Saldanha Bay after loading a cargo of 175,000 mt of Sishen

Stuart McVitty, Chief Executive Officer of Veecraft Marine, stated that: “It is our privilege offer the latest available technologies in

iron ore fines, took on a port list and was down by the head,” she says highlighting one of the early incidents that resulted in a five-year long case for the maritime team.

“Investigations revealed an ingress of water into the No 2 double bottom port ballast tank caused by a fracture at frames 227-228 that had caused the list. A plethora of contentious and non-contentious issues arose that took us all the way the to the Supreme Court of Appeal, with a couple of turns in London attending arbitration proceedings in Fleet Street over a period of some five years,” she explains.

Having gained significant experience during her time at Shepstone & Wylie, Whelan is now a Commercial Litigation expert with Maritime Law expertise. “I advise owners, charters and their insurers on issues of liability and the like in both South Africa and Namibia,” she says.

But with convictions to change some of the underlying structural practices in many of the established law firms, Whelan says that now is the time for the legal profession to undergo broad, deep and enduring changes.

Explaining, she notes: “I provide my clients with an estimate of the costs associated with the provision of work and bill in accordance with the agreement reached. There are no surprises when our client receives an invoice from us.”

She believes that this will create a more “palatable” pricing structure for clients. “Clients understandably demand more choice, transparency, competition, price predictability, and direct access to the service provider,” she adds.

“We believe that it is important to engage the appropriate resources and expertise to produce results that achieve long-term solutions to our clients’ challenges.

Such solutions must be efficient, risk-appropriate, and cost-effective. They must add value to the client. Service providers that can consistently deliver legal services this way - whether employing internal resources or collaborating with others - will be dominant players.”

With a small team that currently consists of an Associate, Michelle Schoeman as well as a paralegal, Chantal Harris, Anneke Whelan Attorneys has set itself the challenge of gearing up to deliver long-term satisfaction that promotes trust; and that will expand at a pace dictated by clients’ needs.

6 APRIL 2020

both manufacturing and deploying these next-generation workboats to the Port of Cape Town, offering a dramatic reduction in cost of doing business, increased operational efficiencies, safer working conditions and a reduced carbon footprint in the process.

These are turn-key solutions pertinent to South African geo-commerce and the responsible utilization of our ‘Ocean Economy’, proudly in line with Veecraft’s nearly 20-year heritage. We look forward to playing a continued role in the South African maritime supply chain, proudly an indigenous enterprise supporting this historic yet global marketplace”.

Veecraft confirms that additional workers will be hired for the duration of the build programme and that an Enterprise Supplier Development programme will be put in place.

SECURITY

Foreign crew appear in court on attempted murder charges SOUTH AFRICA: The seven crew on board the MV Top Grace were awaiting their next court appearance in Richards Bay after being charged with attempted murder for allegedly throwing two Tanzanian stowaways overboard after leaving the Port of Durban in March.

The two stowaways are alleged to have boarded the vessel by climbing up the mooring ropes and hiding in the chain locker while the vessel was berthed in Durban at Maydon Wharf. The Tanzanians claim that they were thrown overboard with a make-shift raft, life jackets and some bottles of water, and spent two days at sea before washing out at Zinkwazi beach on the North Coast of KwaZulu Natal.

The South African Maritime Safety Authority (SAMSA) is currently assisting the South African Police Services investigate the incident, but the vessel has been detained in the Port of Richards Bay. Seven crew including the Ships Master, Chief Officer, Third Officer, Chief Engineer, First Engineer, Second Engineer and Bosun were taken into Police Custody and charged with attempted murder before being released on bail. The crew were allowed to return to the vessel until their next court appearance.

MARITIME REVIEW AFRICA

7 APRIL 2020

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PORTS

that will delay development of the terminal, TNPA is committed to deliver infrastructure to facilitate and enable the development of a Liquid bulk Terminal in the port. To date, TNPA has completed all the design work and all major construction work is in progress and scheduled to be completed by September 2020.

Renewed hope for Liquid Bulk Terminal SOUTH AFRICA: Following an announcement in February that the development of a liquid bulk terminal for the Port of Ngqura had stalled due to lack of customer interest, Transnet National Ports Authority (TNPA), has confirmed that they are currently engaging with stakeholders to formulate and implement a plan that will see the terminal brought back online.

TNPA reports that they are “on track” with their part of the development and that the civil work at Berth B100 is expected to be

completed during August 2020.

The surfacing of the 15 000 m² area covers 50% of the Multi-Purpose Terminal, which is the area dedicated for the liquid bulk berth operations. “The completion of the paving will represent a step closer to our dream - unlocking the potential of the berth to ultimately increase cargo volumes and port revenue,” said Tandi Lebakeng, Port Manager of the Port of Ngqura.

“TNPA is currently engaging OTGC, the Port Elizabeth oil companies, stakeholders and all the relevant authorities to formulate and implement a way forward. A comprehensive impact assessment is being undertaken by all the relevant parties and the way forward will be communicated in due course,” said Lebakeng.

Despite the announcement by Oiltanking Grindrod Calulo (OTGC)

PORTS

Crude oil comes ashore in Saldanha SOUTH AFRICA: Oiltanking MOGS Saldanha (OTMS) received its first tanker of crude oil, following the successful docking of the MT Sonangol Cabinda during the country’s lockdown this mont.

The vessel, on its maiden call to the port, brought in approximately 143,000 cbm (900,000 barrels) of crude oil as part of the commissioning of OTMS’s new crude oil terminal in Saldanha.

The new crude oil terminal is situated outside the boundary of the port and adjacent to the Strategic Fuel Fund (SFF) premises. The facility complies with the highest safety and environmental standards. The terminal is equipped to blend crude oil and has been connected to an existing jetty which can accommodate vessels up to VLCC (Very Large Crude Carrier) in size. OTMS will use the existing infrastructure which includes the crude-oil jetty and pipeline to transport its product to and from the facility.

MARINE ENGINEERING

Boatbuilders face losses and retrenchments amid COVID-19 lockdown SOUTH AFRICA: An electronic survey issued by the South African Boat Builders Export Council (SABBEX) to its members, highlights the plight of local boatbuilders as the country’s lockdown enters its second week with fears that it may be extended beyond the original end date of 16 April.

Almost half of the membership responded to the survey which paints a bleak picture for employees at many of the boat building companies.

While about half of the respondents indicated that they are currently paying full salaries, at least 30 percent have already reduced salary payouts while the remainder have been forced to put employees on unpaid leave or try to access UIF and TERS funding.

Saldanha Port Manager, Vernal

Three respondents admitted to having already begun retrenchments while another has postponed the employment of two new staff members. The wage bill shortfall ranges between R90,000 and R1,000,000 per month for those who responded with a figure.

The lockdown period will not only affect employees, however, as many report struggling to pay suppliers and other creditors. As such the knockon effect will be felt across the boatbuilding supply chain.

Despite the availability of government relief funds, many are battling to access the resources and expressed concern about the process of registering for funds from UIF for example. Many believe that their only option at this point is to access government help.

The outlook will surely worsen should the lockdown be extended with additional retrenchments or indefinite layoffs likely to become more widespread.

“We need to get back to work as ASAP to avoid loss of orders and to meet future show dates for longer term marketing,” said one respondent neatly summing up their predicament.

8 APRIL 2020

Jones, praised the efforts of the Port of Saldanha’s essential frontline teams for being on duty to provide critical services during the COVID-19 national lockdown.

“The successful docking of the vessel involved close planning and execution between the office of our Harbour Master, incorporating Vessel Traffic Services, Pilots and Pollution Control, as well as the Marine Services department including Berthing Services, and finally the TNPA Fire Services teams. These skilled individuals were supported during the operation by our port’s world-class marine craft including the new generation, 70-ton bollard pull tug Osprey and supported by the tug Merlot and pilot boat Avocet,” he said.

“Due to the type and size of the MT Sonangol Cabinda vessel, careful consideration had to be given to the prevailing weather to ensure the continued safety of the vessel during and up to completion of the discharge activity,” he added.

“The new crude oil terminal has the potential to develop Saldanha into a major international crude oil storage, blending and transshipment centre, supported by the Port of Saldanha’s strategic location, port capacity and infrastructure,” he said.

The first phase of the terminal comprises nine tanks with a total storage capacity of 1.6 million cbm (9.9 million barrels) which will be brought into operation in phases, with the final phase expected to be completed in the 3rd quarter of 2020.

According to OTMS, depending on the developments in the crude oil market, the terminal has the potential to be expanded with three further tanks of 175,000 cbm (1.1 million barrels) each for which an investment decision still has to be taken. This possible expansion would bring the total capacity of the terminal to 2.1 million cbm (13.2 million barrels) of storage capacity.

MARITIME REVIEW AFRICA Salman said, “Complete stoppage of straddle carriers occurs when wind speeds reach 90km/h compared to 72km/h for RTGs. With Cape Town experiencing about seven months of windy weather between October and April, which also sees the peak of the reefer season – this acquisition will improve equipment availability on days of windy weather”.

PORTS

New straddle carriers for Cape Town Container Terminal SOUTH AFRICA: Transnet Port Terminals (TPT) has taken delivery of four new-generation straddle carriers for the Cape Town Container Terminal (CTCT) in preparation for region’s windy next windy weather season in an attempt to mitigate

congestion within the port.

TPT has received criticism in the past for investing in rubber tyre gantry (RTG) cranes, which can only operate in wind speeds below 72 km/h. TPT Acting General Manager: Engineering Maintenance Maisa

This R71 million investment is part of a broader TPT equipment boost of R2 billion in this current year alone. “We have heeded industry calls for equipment that will improve operational performance,” says Salman adding that the terminal is aspiring to achieve on-time-delivery.

The straddle carriers arrived in parts on board the vessel Santa Rosa and will be assembled on site with the assistance of engineers from Poland on behalf of original equipment manufacturer (OEM) Kalmar once travel restrictions are lifted after the country’s lockdown period.

The straddles complement an existing terminal fleet of equipment largely servicing the agricultural industry, with containerised cargo moving across trade markets like Asia, Europe, America, Australia and East and West Africa.

9 APRIL 2020

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vative and, to some extent, reinvent and continue to reinvent ourselves, both in South Africa and on the rest of the continent. Being the best at what you do, diversifying, displaying agility, cultivating partnerships and delivering increased value for clients are the strategies that in my opinion will win the day.

10. What is your outlook for your company in 2020?

Despite extraordinary circumstances and a challenging business environment, the outlook for the company remains stable at this time, but certainly below expectations. As an ‘Essential Service Provider’, we have been able to support our clients and ensure continuity in their supply chain during the lockdown. In turn, this has also ensured that a number of our service providers and suppliers have remained operational. I thank and appreciate our employees who have displayed exceptional teamwork and professionalism during a very difficult time.

2020 Vision | Paul Maclons Name and Surname: Paul Maclons Organisation:

AMSOL (African Marine Solutions)

Current Position:

Chief Executive Officer

1. What qualifications do you have and from which institutions?

Senior Executive Programme for Southern Africa (Harvard University and University of the Witwatersrand) Leadership Development Programme (Erasmus University, The Netherlands) Breakthrough Program for Senior Executives (International Institute of Management Development, Switzerland) Advanced Management Program (Samford Business, Global Utilities Institute, USA) MSc in Engineering Management (University of Pretoria) BSc in Physics, Chemistry (University of the Western Cape) I am also a qualified Industrial Electrician.

can be strongly directive, depending on the situation but also enjoy a more learned collaboration style.

6. What motivates/drives you in your daily work life?

I have always been driven by achievement and success. However, since our Management Buy-Out in 2016, from Boskalis International, I find that I am more motivated by achieving success on behalf of our employee-owned company. We have a driving ambition to transform our company into the African marine service success story.

2. How long have you been working in the maritime industry?

I joined the maritime industry over 15 years ago.

8. Have you spent any time at sea during your career?

3. Are you a member of any professional associations? (Please list them)

I am not a seafarer. I have spent time on short voyages, but no more than five days.

Registered as a Professional Natural Scientist with SACNASP

9. What is your outlook for your maritime sector in 2020?

Member of the Institute of Directors in Southern Africa

The maritime sector is not immune to trade wars, geopolitics, national politics, state of the global economy and sanctions – and thus gets heavily influenced by macro and economic factors. Prior to the COVID-19 Pandemic and its national and global impact – I would have had a positive outlook; now I am cautiously optimistic about the specialist marine sector, with a downturn in 2020 and a gradual recovery in 2021, through 2022.

The correct answer would be when the Board of Directors and Shareholders decide that I am not adding any more value.

5. How would you describe your leadership style?

I am a decisive, forceful and strategic leader that likes to take charge. I

11. What geographical markets is your company currently active – operational or pursuing new business?

Southern Africa (South Africa, Mozambique, Angola and Namibia) and West Africa (Ghana and Liberia).

7. What skill (business or pleasure) would you still like to master?

I have recently revived a hobby that I last practised over 20 years ago: Bonsai. A Bonsai miniature tree needs stillness, focus and patience for it to grow healthy and aesthetically. After a stressful day, it is the perfect break.

4. How many years are you from retirement?

AMSOL enjoys an excellent market reputation in terms of credibility, competence, managing risk, and understanding the business of its clients. It has on-going medium to long term contracts ensuring stability in a volatile and cost sensitive market.

12. What are the current challenges facing your sector of the maritime industry?

Particularly in the spotlight due to the impact of COVID-19: the state of the South African economy – especially forecasted low economic growth, lack of infrastructure investment, low impetus in achieving the goals of Operation Phakisa, perceived lower importance of the Maritime Sector/Ocean Economy and how it is supported and enabled politically as a key economic sector and employer. We must raise the profile of our maritime sector/ ocean economy particularly as a public/private collaboration – and work co-operatively together, especially in these increasingly tough economic times.

Finalisation and clarity on the revised Maritime Transport & Services Sub-Sector B-BBEE codes in South Africa – in support of continued economic transformation.

An ageing specialist skills profile is a major cause for concern, coupled with poor economic growth and lack of new and viable projects, make it difficult to sustainably give

We will have to become more inno-

10 APRIL 2020

effect to employee transformation, training and development of specialist skills to seamlessly replace the ageing skills pool. However, we have been able to increase representation of youth (under 35) in our workforce to 42% - and growth will support continued efforts.

More broadly in Africa (our target growth market), the pace of decision making, financing ability by governments and SOE’s, viable and sustainable partnerships, and skills availability is a challenge to overcome in identifying growth opportunities.

13. How should we be addressing these challenges during 2020?

The maritime sector in general is still very fragmented despite a number of recent efforts. It is vital that we have a truly united front to support the implementation of the Comprehensive Maritime Transport Policy. Currently, every company is competing for its ‘piece of the (diminishing) pie’ and losing focus of the big picture: employment, growth and continued transformation.

A strong partnership with government (for support, incentives, creating and enabling a growing and vibrant sector and inclusion of both new players as well as established employers) will allow us as a sector to address these challenges. We can learn from strong maritime nations to see how a unified industry and government work together to grow their economy and specific maritime sectors. This will be even more important as we look towards an economic recovery from the impact of the COVID-19 pandemic.

14. How is AMSOL embracing the Fourth Industrial Revolution and disruptive technologies?

We are in many ways still a traditional company (strong operationally); but have embraced important changes in optimising paperless ship management and reporting systems, cyber security, enhanced remote communication and associated online platforms. The COVID-19 Lockdown has fast tracked the implementation of our digital strategy on a number of levels.

Our ICT team were able to support our entire shore-based operation’s transition to effective remote work within a week, trouble shooting and resolving problems quickly and effectively.

However, in a service business where our client partnerships are relationship based; human intervention and expertise remains key to our value proposition.

15. What changes do you anticipate in your sector of the maritime industry over the next two decades?

MARITIME REVIEW AFRICA We’re living through an extraordinary period in time where we hardly know what the next 24 hours will bring and are all navigating extremely challenging and dynamic business conditions. Looking ahead through the decades is a bit like crystal ball gazing – but I know a few things to be true: we will always need skilled, experienced and competent marine professionals; shipping of cargos by sea will remain the foundation of the global economy; the industry will remain highly regulated and the focus on health, safety and wellbeing of people will elevate and increase in the years to come.

We are already seeing changes in the concept of Green Ships, reducing carbon emissions and the introduction of low sulphur fuel requirements. LNG powered ships, tankers and barges and a greater degree of automation give us a sense of future trends. These changes have already been initiated in most OECD countries and developed economies (at the forefront of technology innovation).

16. How relevant and effective do you think strategies such as Operation Phakisa, AIMS 50 and the African Maritime Decade are to help progress the continent’s Blue Economies?

These initiatives are of course necessary and relevant. They raise the profile of the potential of the maritime economy. But more importantly they increase awareness, provide an education opportunity for our under exposed sector and encourage people in countries on the continent to think differently about how our sector can support development of local skills, businesses and supply chains – and bring about economic transformation without dependence on foreign or imported assets and expertise.

17. How can African countries collaborate to collectively benefit from the Blue Economy?

We only need to see how African countries are starting to coordinate efforts on the COVID-19 Pandemic to get a sense of what is possible, if there is: Political will; An African Union that starts leading countries like the European Union does, with a collective and shared vision and view of Africa as an economic and trading block (SADC vs.

ECOWAS etc.); Sharing and exchanging of expertise, competence, resources and utilising such instead of still thinking, believing and acting as if everything from outside Africa must be better; ONE cohesive vision for our continent;

A collective will to stop the culture of entitlement, corruption, allowing resource exploitation and seemingly not caring about the structured socio-economic development of this very rich continent.

I will be watching developments relating to the implementation of the African Continental Free Trade Agreement closely as this is an opportunity to think collectively about what is in the best interests of Africa.

18. If you could have a superhero power, what would it be?

Maybe mind control! So that I could get all partners in the maritime sector to work together for the benefit of our country and our continent.

19. What would you like your legacy in the maritime industry to be?

I don’t think about my legacy at all as it will inevitably take care of itself. I am more concerned about now - for AMSOL, for its employees, shareholders, partners and clients. I want AMSOL to be the best specialist marine company in Africa.

20. Please nominate another maritime leader (from the African continent) that you would like us to include in our 2020 Vision series.

Mario Gomes – Cofounder of Groupo Simples Oil, Angola

Thermal coating Medium sized boat (newbuild) Hydraulic pump/piston repairs Hopper repairs Hopper repairs (2) Lights, lamps LED Winch Lifesaving equipment Pumps maintenance and servicing Cranes and cold storage servicing RO plants and gearboxes servicing Main generator servicing Drydocking and repairs

Consultants, contractors, supplier registration Vessel insurance Dredging Environmental port study Fisheries management capacity building Fisheries governance study Training metal workers Fishing gear and nets Auxiliary materials Fishing equipment Fishing boats (newbuild) Surveillance and rescue boats (newbuild)

“We are also working with terminal operators to increase the barging of containers to take pressure off the roads. We have noted a significant growth in barging capacity and operations with more containers moved daily by barges from the port,” she said.

PORTS

Cranes mark the start of port upgrade project for Nigerian port NIGERIA: The Managing Director of Nigerian Ports Authority (NPA), Hadiza Bala Usman, commissioned two new multimillion-dollar, stateof-the-art Mobile Harbour Cranes (MHCs) at Apapa Port, Lagos, this month.

Head of Terminals, Africa and Middle East region of APM Terminals, David Skov, commented that this latest acquisition was in addition to previous investments of US$ 358million in port infrastructure development, information technology upgrades and modern cargo handling equipment to improve both quayside and landside operations.

The new cranes were acquired as part of APM Terminals’ additional investment of US$ 80 million (N33.

6billion) for the year 2020-2021, bringing the total investment by the company in Apapa since 2006 to US$ 438 million.

While commending the management of APM Terminals for acquiring the new cranes, Bala Usman said, as the ports become more efficient, efforts must be made to enhance cargo delivery processes and free the ports of longstanding cargo. “We are engaging with the Nigeria Customs Service to remove overtime containers from the port to free vital space for incoming cargo.

He said, “The additional investment we are making is to handle the increased trade volumes into Nigeria.

Trade in Nigeria is growing due to the many favourable efforts and policies of the Federal government of Nigeria including but not limited to the policy on ease of doing business; stabilization of foreign exchange; closure of the land borders

11 APRIL 2020

which has increased the use of our sea ports; and diversification of the economy.

“The additional investments will create capacity to handle the growth in the economy to support the Federal government’s efforts on trade growth and improve service delivery across the logistic chain in Nigeria.”

He said with the acquisition of the new cranes, the terminal now operates with a total of 10 Mobile Harbour Cranes; 23 Rubber-Tyred Gantry Cranes; six Empty Handlers; 48 specialised Truck Terminals, six Reach Stackers and 11 Forklifts.

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sincerity and trust as well as volunteers believing that you have their safety top of mind; and believe in their mission to save lives at sea.

I also question everything! Particularly policy and systems from more senior sectors, because there are always better ways of doing things and because the fact that something comes from above doesn’t mean it’s right. At the same time, I accommodate questions and reflection from people I work with!

You can learn from everyone!

6. What motivates/drives you in your daily work life?

I think I believe I can make a difference, every day, one life at a time!

2020 Vision | Cleeve Robertson

7. What skill (business or pleasure) would you still like to master?

Name and Surname: Dr Cleeve Robertson

Peace! I think in today’s world achieving balance is critical. As a leader I have the autonomy to try and achieve that, but often trying to create the right balance creates its own conflicts!

Organisation:

National Sea Rescue Institute (NSRI)

Current Position:

Chief Executive Officer

1. What qualifications do you have and from which institutions?

I graduated from UCT with an MBChB in 1983 and was registered as a Specialist in Emergency Medicine on the recommendation of the Emergency Medicine Division at UCT after we had created the Specialty.

2. How long have you been working in the marine industry?

This is a difficult question. I guess from the moment I started SCUBA diving in 1981, I started to make medical contributions to various programmes as well as the South African Underwater Union, the Red Cross Ship Captains Course, Divers Alert Network, Two Oceans Aquarium and others. I also became a Small Vessel Instructor and Surveyor early on in my career. As the Head of EMS in the Western Cape I was responsible for a Diving Rescue Group at METRO Rescue and, for as long as I can remember, I was the Department of Health representative on the Maritime Sub-Committee of the South African Search and Rescue Organization. I was the Honorary Medical Advisor to the NSRI from the late nineties and more recently I’m directly deployed in the industry as the CEO of the NSRI. 3. Are you a member of any professional associations?

Compulsory registration with the Health Professions Council of South Africa.

4. How many years are you from retirement?

Too few! I have another five years to go! I am dreading it: imagine having

8. Have you spent any time at sea during your career?

to go SCUBA Diving every day!

5. How would you describe your leadership style?

I’m largely a weekend warrior when it comes to the sea, I own a museum piece, a 7m cold moulded ply Hartley that was home built by John Corser (Zero Industries legend), which I use for diving.

I think my style has adapted to the environment, by necessity. In the Emergency Services with 2,000 employees in a highly complex and pressurised environment, I think my style was perhaps more autocratic (than it is now) - although I had a very firm policy of open communication, which allowed anyone from the cleaner to my immediate deputy to walk into my office at any time and have a conversation.

I’ve always been a participative manager who remains directly involved in operations so that there is a direct interaction with staff at the coalface. This provides unique insights into the system you manage from training, competence, equipment, procedure to technology. I remember excusing myself from senior management meetings to respond to emergencies all over the province and as such our experience and my staff experience of us was unique in the Department of Health.

My big regret was that I never took the opportunity to go to the ice when my father-in-law was First Officer on the SA Agulhas.

I did do several trips up the Mozambique Channel to dive Madagascar, Bassas Da India, Comores, Bazaruto Archipelago, Punto De Ouro, Lazarus Banks …… all while there was a war on in Mozambique! I learned many maritime lessons on those trips and even got arrested for selling fish without a permit on Grand Comores! My biggest lesson was probably going aground on Chason Del A Mare, on Robben Island, during the long haul of Rothman’s Week in 1986!

9. What is your outlook for maritime response and tourism sector in 2020?

I am always surprised at how small our small vessel sector and tourism is given the huge potential and variety of our environment and I think we need to look very hard at how we facilitate non-consumptive activity to benefit coastal communities. We need to build entrepreneurs in small coastal communities and ensure that the people who ‘get their hands wet’ actually derive the direct benefit financially. I think there’s huge potential given the right support.

There’s clearly a distinction in style between management of an emergency, which is more in the command style and completely decisive by nature, and the management style in an office environment - which is participative and consultative. What I find lacking today in many businesses and services is decision making. You have to make decisions and keep your business moving forward.

Now, managing almost 2,000 volunteers is different in a sense that giving direct instructions is more difficult and what carries is integrity,

I think with that goes for the evolution of a safety culture and ensuring that people are safe at sea.

12 APRIL 2020

Oceana’s concept of a ‘maritime training facility’ is a start, but we need a national footprint of facilities educating and training people in a range of jobs that could exist in this sector. The feeder to this is a school programme that introduces learners to these opportunities. Maritime safety has to be integral to this initiative. We should think less about the ultimate goal of being a Master Mariner and more about the roles within the broader sector.

10. What is your outlook for NSRI in 2020?

I think COVID – 19 is providing unprecedented challenges, but hopefully we can recover to regain any lost ground this year. Fortunately, we have a well-trained group of volunteers and a competent staff complement and our fleet is in very good shape with two new 14m ORCs under construction at Two Oceans Marine, so our people and equipment will sustain us through this period.

I think the challenge to everyone is going to be financial. Like every other business, we are going to have to work hard to achieve the donation levels necessary to sustaining our service. We had to create a virtual call centre within six days before the COVID lockdown and are slowly building our capacity from home, but we will suffer some decline in donations. The South African public and business communities have always responded however and so we’re confident we can struggle through!

Given COVID this year we’ll be happy just to be able to sustain our service to the country and with a little good luck to complete most of our planned projects! We won’t miss an opportunity to prevent a drowning or save a life!

11. Which sector mainly makes up the bulk of your responses (ie fishing industry, leisure, shipping etc) Can you provide some insight into the type of incidents that NSRI responds to and which constitutes the most of your call outs?

Our responses span a range of sectors recreational, subsistence fishing, shipping, commercial fishing and land based SAR. 12. What are the current challenges facing the maritime response industry (please exclude COVID-19 or include as an addition to other challenges)?

I think our biggest challenges lie within the maritime industries themselves and the less than ideal safety culture within a South African community. Coupled to this is the fact that very few of 60 million South Africans can swim to survive!

South Africans can’t swim, in fact probably most people working in

MARITIME REVIEW AFRICA maritime industries can’t swim, and so when they have to go into the water in an emergency, life jacket or not, they are not prepared.

Add to this a culture of not wearing Lifejackets and the unavailability of good lifejackets in South Africa and we have a rescue soup!

We need to address the basics first and get those right, fundamental to that is a belief by everyone in the industry that these things make a difference. We are winning, but slowly!

Our ferry industry and the cruise line industry pose massive mass casualty risks and the industry currently doesn’t deploy effective mass casualty evacuation systems.

13. How should we be addressing these challenges during 2020?

We need a fundamental safety culture transformation within administrators, regulators, organisations and society. The rest will follow.

14. How is the NSRI embracing the Fourth Industrial Revolution and disruptive technologies in its operations?

I think we embrace technology with enthusiasm, understanding its potential to make huge impacts and the encouraging aspect is how easily technology is adopted if it is intuitive enough to use. Take SafeTRX for example. We now have over 6,000 subscribers to a cellphone application that saves your life in an emergency! It’s not only the facility that the application provides for rescue but it’s also the awareness that it creates within a community of water users. I have no doubt that surf skiers are safer today because of this App not only because they have it, but because they think about safety. Not only have they adopted the App but they all wear PFDs and carry basic safety

gear at sea.

Internally we have to be ahead of the curve and with the help of partners we do so. OCIMS and the CSIR are an example, improving our predictive search capacity.

Communication is a key driver of success in SAR and Cellular Technology, on-board connectivity, Satellite Telephony, GPS, RDF, AIS all play a central role in ensuring safety and achieving search success.

We recently had discussion with other role players about the affordability of Military Spec Rotor Wing UAVs within a cost sharing model so that we can afford technology that can operate within austere environmental parameters. We still struggle for example, to find small boats in the fog!

16. How relevant and effective do you think strategies such as Operation Phakisa, AIMS 50 and the African Maritime Decade are to help progress the continent’s Blue Economies and ability to ensure safety at sea (explain your answer)?

at least a sustainable service that delivers progressively on preventing deaths on water!

The only way these initiatives will impact positively is if the foundation is solid and safety runs through every programme as a theme.

People are central to the success of an industry and we have to get the building blocks right in the development of people that are accessing the industry. This starts with evolving a population of people who have an affinity for water, can swim and want to work on or around water. Safety starts there.

Morne Christou DAN South Africa

17. How can African countries collaborate to collectively benefit from the Blue Economy?

We love ‘toys’, if they augment our capacity to save lives!

What I can say is that we find it very difficult to assist other African countries because, while Governments deal with one another on a Policy and Agreement level, there is very little practical and operational interaction to enable services in those countries, We have knowledge, skills and assets to share, but the network to facilitate the conversation needs to be created.

15. What changes do you anticipate in this sector of industry over the next two decades?

I think to survive we are by necessity agile and flexible in our approach, within the boundaries of affordability.

If the weather keeps changing so will our incidents and operations. At NSRI we need to: Expand our footprint, along the coast and inland with more facilities, personnel and vessels.

Scale our public safety facilities (like Pink Rescue Buoys) nationally to all water bodies.

Massively scale uur Survival Swimming Program into mainstream education.

We have assisted in Uganda, Tanzania, Namibia, UAE and Mozambique but I don’t think there is adequate Government support from either side to sustain evolution.

18. If you could have a superhero power, what would it be?

To change the tick box approach to the administration and application of regulation into one which places safety central to its purpose!

Beyond that, safety advocacy and adoption has to improve across the sector; passenger transport must invest in safety systems and quality personal safety devices need to be available and affordable.

19. What would you like your legacy in the industry to be?

Zero deaths from drowning, or

PORTS

goods at Conakry Terminal.

Port investment aims to bolster terminal productivity

Financed by Conakry Terminal to the tune of €6.8 million, the new equipment supplements the four yard gantries of the same type received in 2018. To put them into service in the coming weeks, the company has carried out civil engineering works estimated at €5 million and also recruited 40 young Guineans.

GUINEA: As part of the plan to modernise the activities of the container terminal, Conakry Terminal, a subsidiary of Bolloré Ports, took delivery of four RTG gantries at the beginning of April.

The new investment will enable the Guinean supply chain to increase the productivity of the terminal with a view to bolstering the country’s competitiveness and boosting trade.

Despite the difficult economic environment stemming from Covid-19, these investments reflect the commitments made by Conakry Terminal as part of the concession agreement signed with the Autonomous Port of Conakry.

Built by Konecranes, the four gantry cranes were designed specifically for handling containers at port terminals. They were successfully received by the Conakry Terminal teams. With a lifting capacity of 40 tonnes each, the ultra-modern gantries will improve container storage capacity at the terminal, increase the pace of deliveries and reduce handling times for

20. Please nominate another maritime leader (from the African continent) that you would like us to include in our 2020 Vision series.

SECURITY

Chinese fishing trawlers fined for being in South African waters SOUTH AFRICA: Six Chinese fishing trawlers were detained and issued with fines after they had entered South African waters without the required permission.

The trawlers were detected entering the South African Exclusive Economic Zone (EEZ) off the Northern Cape coast on 3 April 2020, after being ordered out of Namibian waters by the Namibian authorities.

The Fishery patrol vessel, the Sarah Baartman, later intercepted the vessels off the Western Cape coast and ordered them to the outer anchorage of the Port of Cape Town. Following the interception of the vessels on 7 April, the Chinese Embassy submitted a Diplomatic Note requesting permission for the vessels to shelter in Cape Town from adverse weather conditions.

The vessels were then boarded by an integrated Operation Phakisa Initiative 5 team and inspected. No fish were found aboard and all fishing gear was stored as per the Marine Living Resources Act. All the vessels were subsequently fined for entering South African waters without permission.

Once the fines had been paid, the six trawlers were released and monitored as they transited South African waters.

Whilst off Port Elizabeth, the vessels requested permission to shelter in Algoa Bay from adverse weather conditions. The request was approved by the South African Maritime Safety Authority. After departing Algoa Bay, the vessels sailed up the coast and left South African waters late on 19 April and early on the morning of 20 April 2020.

There was no evidence of illegal activity whilst in South African waters.

13 APRIL 2020

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PORTS

MARINE ENGINEERING

Largest vessel caller for Maputo

Conditioning monitoring partnership announced

MOZAMBIQUE, Maputo: Arriving at the container terminal in the Port of Maputo in April, the Santa Catarina, officially clocked in as the largest vessel to dock in the port.

Operated by Maersk shipping Line, besides being the largest in length (with 299.9 metres) and beam (42.92 metres) ever to call the Port of Maputo, the Santa Catarina also set a new record for the highest TEU per single vessel interchange of 3,310 TEU. The container terminal, which is sub-concessioned to DP World Maputo, aims to offer a gateway for the Southern Africa market. Through the terminal’s Fixed Berthing Window program and available berth capacity, no vessel waiting time is consistently achieved.

Since completing the first phase of completely redeveloping the terminal, which now offers solutions for transit cargoes from the hinterland in 2018, the terminal throughput has been growing exponentially.

The 2019 volumes grew 53% vs 2018, as more and more hinterland exporters/importers are reaping the benefits from the exceptional supply chain solution via the Maputo corridor.

SOUTH AFRICA: WearCheck and Swedish condition monitoring instrument manufacturers, SPM, have entered into an agreement that will allow WearCheck to sell and support their products in South Africa, Zambia, Namibia, Mozambique, Zimbabwe, Botswana, DRC, Ghana, Dubai and India.

The full SPM range features portable condition monitoring products, online systems, maintenance tools, technologies and expertise, all using techniques that help customers to achieve the highest possible uptime of critical assets.

WearCheck’s technicians have been trained to use, apply and install the SPM equipment, which performs many reliability solutions techniques, including vibration measurement and analysis, balancing, orbit analysis and laser shaft alignment, bearing and pulse checking, lubrication assessment and root cause analysis.

SPM’s Condmaster software - the platform via which all the SPM devices interact - supports the full product range including handheld devices for measuring vibration data, alignment and balancing.

The software also governs online systems for continuous monitoring, such as wired multichannel systems and wireless monitoring systems, as well as supporting external user directories such as Microsoft Azure AD and REST API.

The best-sellers in the range include the Leonova portable vibration analyst tools, the Intellinova online system and the maintenance tools – accessories such as transducers to measure vibration and shock pulse, portable bearing and vibration checkers and the electronic stethoscope.

Coupled with WearCheck’s comprehensive condition monitoring programme, the SPM tools provide the knowledge needed to evaluate machine condition: a complete bearing catalogue, lubricant data, bearing life calculation, evaluation in green - yellow - red, ISO limit values, spectrum and time domain analysis, fault symptom detection, and more.

WearCheck and SPM offer online guarding solutions in the form of the SPM Intellinova range of online condition monitoring units, which combine wired and wireless (Airius) platforms into one cloud-based/onsite server application.

Tough economic times dictate that

SAFETY

PORTS

PORT FATALITY

Largest vessel recorded in Namibian ports

SOUTH AFRICA: Transnet Port Terminals (TPT) confirmed that a 47-year old male port worker was fatally injured in an accident at the reefer year of the Durban Container Terminal this month.

Operations were immediately suspended. The cause of the incident is unknown at this stage and TPT has confirmed that the SAPS have opened an inquest.

Employees on duty at the time of the incident are receiving counselling.

TPT Acting Chief Executive Michelle Phillips, together with terminal leadership visited the employee’s home to notify the family of the tragic incident.

A full investigation is underway to identify the root cause of the occurrence.

NAMIBIA: The Namibian Ports Authority (Namport) received the largest vessel to ever dock in Namibian waters. The 335.41 m long, 43.16 metres beam and a 7,500 TEU capacity Maersk Sheerness, which is similar to a 9000 TEUs class vessel, called along the Port of Walvis Bay earlier today, today and expected to depart later in the day.

The shipping industry has over the past months adopted a new modus operandi of using bigger vessels as opposed to multiple small vessels to transport cargo.

This is in the aim of saving operational costs and consolidation of resources. For the entity to be able to compete with other ports, Namport last

14 APRIL 2020

companies need a thrifty approach to maintenance, without compromising on quality and tweaking an operation’s lubrication programme is equivalent to capturing the low hanging fruit to save money.

All equipment is available in standard and Ex versions (intrinsically safe without compromising on performance). SPM technology is currently applied globally in many industries, such as mining, pulp and paper, marine and offshore, automotive, chemical, power products, oil and gas and many more.

ABOVE: WearCheck staffers, Philip Schutte (reliability solutions manager) (second from left) and Annemie Willer (RS senior sales technician) (fourth from left), visited SPM’s head office in Sweden recently to seal the deal between the two companies.

year officially inaugurated its new container terminal valued at N$4 billion and it is due to this that the country is now in a position to accommodate such large vessels. In addition, a milestone of this nature shows the significance of Namport’s investment into the future by equipping and preparing its staff members with the required skills for similar jobs ahead of time.

The plans to bring Maersk Sheerness started mid last year and it is indeed a historic achievement which is worthy of celebration.

MARITIME REVIEW AFRICA SAFETY

Crew abandoned around off Africa at the height of the Covid-19 pandemic.

The ship’s engineers remain stranded on the Liberian flagged MV Ptolemeos and MV Arrybas on the Horn of Africa, despite illness and requests for their repatriation from the International Transport Workers’ Federation, the Greek Government and insurers.

“We have been on board eight months,” M/V Arrybas Chief Engineer Dimitrios Siakas said via WhatsApp on April 18. “We be at anchorage without salary eight months, without going outside the harbour, without money.”

Siakas said there were still 11 crew on board on the ship, mostly from the Philippines. The majority of crew on the sister ship are from Sri Lanka.

On board the M/V Ptolemeos, Dimitrios Falkos Second Engineer wrote on Facebook to a friend: “Hey man [it’s] 2.5 months [they] left us and we tried to leave,” he said. “I didn’t have a phone call for so long. May Saint Nicholas help all of you.”

That was December 4. Falkos has made no posting since.

“Mr Falkos should have undergone surgery in October 2019,” said Mohamed Arrachedi, ITF Arab World and Iran Network Coordinator. “He may not be receiving the medical care ashore as needed.”

Arrachedi said he understood the ships had been arrested over debts owing.

“We always respect court process and national laws worldwide,” he stressed. “But these seafarers have to go home. We want Djibouti authorities to collaborate with us.

Djibouti is a signatory to the Maritime Labour Convention.

“The seafarers must also be given priority. It is inconceivable they have to wait so many months. It is time to find a solution. The Djibouti maritime authorities must honour their commitment to the MLC and end the abandonment of the seafarers stranded on the Ptolemeos and Arrybas.”

“We insist on the crew’s repatriation,” said Arrachedi. “Two have been hospitalised. Others have health problems.”

Djibouti authorities are taking Athens based Probulk Shipping and Trading to court over US$10M in debts to banks and suppliers, according to IHS Markit Safety at Sea. Both vessels have been forced to wait at anchor offshore.

ENGINEERING

PORTS

Ship repairer loses no sleep to fabricate beds

Electronic payment solution rolled out

NAMIBIA: Ship repair company Namdock, situated in Walvis Bay on the west coast of Africa, stepped up to help assist the country’s response to the coronavirus by using its fabrication expertise to provide much-needed assistance to the Walvis Bay state hospital.

By helping with the maintenance and repair of hospital beds, trollies and bedside cupboards, Namdock has played an active role in the national fight against COVID-19.

“While national infection rates and fatalities are currently low, COVID-19 has the potential to trigger a major health crisis in Namibia. We have already seen the global impact of the virus, and have taken the approach that ‘forewarned is forearmed’. For the sake of all those affected, everyone needs to proactively seek opportunities to use their skills and expertise to pioneer initiatives which will mitigate the impact of the pandemic,” says Namdock Marketing Manager Quintin Simon.

Over two weeks, the company’s technical and fabrication teams carried out inspections and structural repairs to operational and mechanical assemblies. A total of 25 beds, 3 trollies and 10 bedside cupboards were repaired.

“We wanted to do everything in our power to ensure local medical facilities are well equipped to care for those near and dear to us,” explains Simon.

The ILO databank reports most of the Filipino crew were allowed to return home before Christmas and two Greek seafarers were repatriated in December and February.

Both ships are listed for sale with Singapore based Bronco Shipbrokers, and are listed as “currently at Djibouti anchorage, Status: Out of class, out of flag and arrested.

Cargo Status: Empty.”

Probulk (formerly Entrust Maritime), however, had reportedly already sold the Liberian flagged MV Ptolemeos for scrap in September last year, according to one industry publication.

The MV Ptolemeos first came to the attention of the ITF in August 2019 when the crew reported that they had not been paid for three months when the ship docked in Kenya.

Kenyan Port State Control detained the vessel for MLC violations.

An ITF inspector who visited the ship, reported that the Filipino crew was fearful of blacklisting if they complained. They had been forced to sign falsified pay slips saying they had been paid. The ITF secured the crew’s owed wages before the ship was allowed to sail.

However, on arriving in Djibouti both ships were arrested.

The ITF has responded to calls of assistance on behalf of the Greek crew on humanitarian grounds.

In his first email correspondence to the Djibouti Port Authority, Arrachedi called for urgent assistance.

“We have been informed that there is a legal course against the ship, which we do respect of course,” he wrote. “But we also consider that the seafarers are already suffering

abandonment in this case and cannot be the ones who pay for the situation that they have not provoked.”

The port authority did not respond.

In a second email dated November 15 addressed directly to Mohamed Abar at Djibouti Port Authority, Arrachedi wrote: “The ITF is very worried [about] the situation of abandonment [for] many months now.”

He said the ITF was following this breach of the seafarers’ right to be repatriated and paid for their work.

“As you know, the chief engineer has been hospitalised, and declared unfit. The others do suffer a very severe psychological and mental depression, and they have expressed many times their will and desire to be repatriated,” Arrachedi wrote to the port master.

He said the Greek Government had informed the port authority a relief crew were ready to join the ships.

“There should be no problem or reason for refusal,” he said. “Please facilitate as a Port Master, their … repatriation home.”

Arrachedi said the absence of a reply or any collaboration was worrying.

“The ships have not been allowed to go into the port, and the seafarers, or at least the Greek seafarers who have requested it repeatedly, have seen all their requests ignored.”

Arrachedi called for ship to be allowed alongside to assure that the crew can attempt to sustain a more normal life. The crew should not be forced to stay on the vessel until the court process is finalised, which may take months or years,

15 APRIL 2020

SENEGAL: As part of the measures introduced to address Covid-19, Bolloré Ports is stepping up the implementation of electronic payment solutions at Dakar Terminal, the operator of the Ro-Ro terminal in the Senegalese capital.

The IES web portal enables the payment of invoices via the TouchPay platform by InTouch, which aggregates payment means (Orange Money, FreeMoney, YUP, MasterCard and VISA) to limit physical interaction, reduce cash payments and save time by simplifying the customer journey.

Thanks to this solution, developed in partnership with Bolloré Ports and the InTouch aggregator, each user has a customer account and can generate invoices and pay them online. With Covid-19 and the requisite social distancing measures, Dakar Terminal is enabling its customers to continue operations in complete security.

JÉRÔME BESEME, MANAGING DIRECTOR OF DAKAR TERMINAL Bolloré Ports, a forerunner in digital solutions developed with African startups, is supporting the digitalisation of trade operations in Africa. The company is helping to facilitate trade, simplify administrative processes and improve times and costs at the ports where it operates terminals.

“We are delighted to be part of this project. It will contribute to the digital transformation of Bolloré transport & logistics, and considerably simplify the transactions of its customers,” said Omar Cissé, CEO of the InTouch group. he stressed.

The Greek Government is trying to reach an agreement with the Djibouti authorities.

“All this started before Covid-19,” said Arrachedi. “Now we have even more difficulties with repatriation.

The seafarers are dispirited. There is no sign of a solution.”

Arrachedi said cases of crew abandonment were growing as nations locked down their borders during the global pandemic.