Caliber Maritime is a relatively new name in the ship management space, but its vastly experienced team brings a fresh and invigorated look to the industry. Andy Probert sat down with Managing Director George Skrimizeas to learn more about the Greek company’s evolution and why the sector needs to do more for seafarers.
Since launching in 2019, Caliber Maritime has quietly thrived as a fully integrated ship management company, offering a full spectrum of services to its clients, both traditional shipowners and institutional investors.
From commercial to technical, operations to crewing, and IT&T to HSEQ aspects, everything is handled in-house by a dedicated, vastly experienced team.
“The concept of establishing Caliber came from our vision to establish a fresh,
innovative and even disruptive approach to all aspects of managing an oceangoing vessel, both in how the company operates and our r elationship with clients and industry stakeholders,” reflected Managing Director George Skrimizeas.
“We have the flexibility to adapt to shipping’s everyday challenges and the capacity to absorb extra tonnage without jeopardising the efficiency and effective ness of our service provision.
“Caliber always strives to be a pioneer: to develop, propose and implement new ideas innovatively. We hope this will lead to more colleagues following in our footsteps.”
Commitment to quality
Today, Caliber manages eight bulk carriers and two container ships with a 20-strong team onshore at the company’s Athens headquarters, and a crew pool of 300 seafarers from the Ukraine and Philippines. The vessels, primarily owned by US and European concerns, range between 37,000 and 82,000 DWT and operate globally.
Mr Skrimizeas added: “Our commitment to quality is of paramount importance, and we have infused this philosophy across our organisation. There cannot be any future in the shipping industry without actual and meaningful focus on quality. That’s why 100% of our fleet is enrolled
on the United States Coast Guard’s QUALSHIP21 program.
“Yet one cannot talk about quality without having a competent and loyal crew. We make considerable investments in human capital, because the best crew you can have is the crew you have developed.”
Caliber recruits seamen from maritime academies and develops them to the highest ranks. Continuous training is also key for the company’s personal and professional growth.
Since inception, Caliber’s business growth has averaged 55% per annum, and Mr Skrimizeas stated: “we are very proud to have formed a substantial presence in a short space of time.”
“I consider it a significant achievement that leading corporations and financial institutions (who have very strict and demanding criteria), entrusted Caliber to manage their vessels, and soon after rewarded us by increasing their business with us. We have proven we can be efficient and successful in difficult periods.
“I believe these organisations appreciated our philosophy: transparent modus operandi, high standards of governance, and the cost-efficient way we run vessels. Moreover, clients share the same vision with us, and are equally committed to creating an impact on the industry.”
Caliber has been contemplating several innovative projects for the last few years,
testing biofuels, installing different energy-saving devices on-board and using innovative painting solutions to reduce consumption and emissions.
Crew welfare
Another area where the business aims to be a pioneer is Caliber’s human element, especially the crew. “We were among the first to embrace the Code of Conduct, an initiative introduced by Rightship,” confirmed Mr Skrimizeas.
“We have already achieved intermediate level and aim for the excellent level in 2023. From day one, it seems our approach has been appreciated, and we have been in active discussions with Rightship on how to improve the Code further.”
Mr Skrimizeas highlighted: “Crew welfare should be first in the list of each ship management company. Life at sea is not easy. We have to significantly improve the quality of life on board to attract and retain highly skilled and competent crew. It is they who essentially make our plans and strategy happen.”
He revealed Caliber is primed for further expansion: aiming to increase its fleet to 20-25 vessels within the next three years
and establish offices in Singapore and Dubai. “Since Asia and the Middle East have more tonnage requiring management services, we feel our presence in these hubs will bring us closer to potential clients.
“However, we are very selective regarding new business, and we follow a strict due diligence process. We have to be assured any potential client is dedicated to the same principles, respects and appreciates the crew and is willing to invest in quality.”
Plans to establish manning agencies in Indonesia, Vietnam and India to help widen the pool of seafarers, and develop their careers, is also on the agenda.
Mr Skrimizeas acknowledged the biggest challenge during the pandemic was the crewing crisis, with crew changes almost impossible, forcing Caliber to find ways to better protect their seafarers.
“We worked daily on how to better handle the fatigue on board and safeguard the mental health of our seafarers. Unfortunately, despite the various voices and the loud statements of many different parties, only a few solutions were given.”
He added: “Even today, in many countries, crew changes follow very
strict procedures, yet many parties have exploited, opportunistically, the pandemic to increase their income.
“Hypocrisy in this matter must stop, and real solutions must be implemented. The human factor will be the biggest challenge of the future, and it is disappointing to see that in shipping, the human element and its contribution have been underestimated.”
He added compliance will be another challenge. “Not because ship managers and owners cannot cope, but mainly because on many occasions, new rules are imposed by parties
who do not understand shipping in its entirety.”
As a disruptive force in the sector, Mr Skrimizeas asserted that Caliber is a differentiator.
“To put it briefly, we go beyond theory; we are doers. We run ships at very competitive daily operating expenses, while achieving excellent utilisation rates. Our long-standing commercial contacts with first-class customers offer an extra attraction to shipowners who are assured the vessels are chartered to majors on attractive terms and with minimal counterparty risk.”
“From inception, it has been Caliber’s strategic decision to base its development on human element and innovative technology”
Long-term relations
Most importantly for Mr Skrimizeas is Caliber’s commit ment to operate transparently, offering tailored MIS with real data through constant financial tracking and live streaming of vessels via an in-house designed mobile app.
“We ensure every ship owner feels like their ship is managed in-house and Caliber Maritime serves their interests as if it were their own private entity. This enables long-term relationships with all our business partners.”
He asserted: “We strongly believe that only this strategy pays back and generates considerable benefits in the long run. The first parameter towards a long-term business relationship is to be very diligent when we choose our business partners. Whether it is suppliers, service providers, shipowners or charterers, they are all considered business partners who will contribute to Caliber’s development.
“We treat them with respect, clear terms and conditions, transparency and reliability. We make our expectations
clear, understand their needs, adopt a commercial approach and honour our commitments. And that is what we expect in return.”
Mr Skrimizeas said: “I firmly believe that, in the shipping industry, we should not stick to past successes. What worked well in the past is not necessarily efficient t oday and will most likely be obsolete soon. The rules of the game are changing drastically, and only those who adapt quickly and proactively will enjoy a secure, prosperous and sustainable future.
“From inception, it has been Caliber’s strategic decision to base its development on human element and innovative technology. We feel now ready for further expansion. I say ‘now ready’ because I am a firm believer that rapid expansion, as Caliber’s has been so far, requires breaks at certain intervals. These breaks allow you to assess the performance, identify weaknesses, decide about your next steps, your next investments, your strategy. I think we are well positioned for the future but are never complacent and always contemplating new ideas.”
