Wallem Pulse Issue 1

Page 1







Feel The



t has been nine months since I took the helm at the Wallem Group and it has been an exciting time. We have launched many new initiatives and given birth to our new vision and strategy. We have transformed our branding and today we introduce the heart of our messaging and communications. The all new Wallem Pulse reflects the traditional values of Wallem but also brings forth our new focus and vision for the future. Reading through the magazine I was struck by how our core values and focus is contained in the articles and thoughts of the contributors. We discuss modernisation and the use of technology to enable the industry of tomorrow. Do not forget our people, the core of our business. Without our staff at sea and ashore we would not be able to deliver the service and aim for the safety and quality that is in our core values. At the core of Wallem is the mission to deliver world-class customer service and support. This means a quality product which in our industry relies heavily on a strong committed workforce. Our people are our value and our lifeblood. We owe it to them, to our customers and ourselves to provide the best conditions, the best tools and the best environment for the level of service we want to provide to our customers. I think the staff inside this magazine embolden this value and it is humbling to read of their commitment to the Wallem brand. As you will see we have strengthened the team, we have added new ships to the fleet, and we have exciting plans for the future. Our industry is undergoing substantial change and the world of ship husbandry is no different, the pressures on our clients have never been more complex and higher. Regulatory, environment and operational pressures have meant we have to be smarter and better prepared to help navigate the challenges. Feel the pulse and enjoy the read. Frank J Coles Chief Executive Officer Wallem Group wallem.com






Ensure approved documents are onboard before Jan 2020

Are the crew aware of the impact and effects of prolonged use of compliant fuel on on the machinery?





Prepare accordingly and send for approval

Arrange crew training You are ready for the IMO2020 Sulphur Cap Compliance

REMARKS Procedures: 1. Fuel oil tank cleaning 2. Tank modification


Will the vessel install a scrubber?


Please consult Wallem for guidance on the procedure and appropriate steps to be taken for installation of scrubbers on board


Has the owner made a

Vessel to use compliant fuel

Does the vessel have suitable tank capacity to bunker the fuel commingle?


decision on what type and specification of the compliant fuel will be used by the vessel?

SEA VIEW 11 Wallem seafarers talk about life at sea





REGULATIONS: Roadmap to IMO2020 Compliance


SUBSCRIPTION AND QUESTIONS: marketing@wallem.com




Two VLCCs join Wallem fleet

Two VLCC newbuilds owned by Singapore’s Sentek are the latest additions to the Wallem fully-managed fleet. The 300,000 dwt Neptune M was delivered from Hyundai’s Mokpo shipyard in May. She follows the Pacific M, also Hyundaibuilt, delivered in January. Under the leadership of Mr Pai Keng Pheng, Singaporean owner Sentek Marine & Trading, is focusing on the VLCC market to consolidate its position as a leading bunker supplier. The sister ships are equipped with open loop scrubbers, selective catalytic reduction (SCR) systems and U.S. Coast Guard approved ballast water treatment system (BWTS). They also use environmentally acceptable lubricants (EAL’s) and have ECO-ship notations for the protection of the environment. Both vessels are on long term charter to an oil major and will trade worldwide, calling at ports in the U.S., EU, Middle East and the Far East.

Wallem adds four DSD Shipping tankers to its managed fleet

Wallem has been selected by the DSD Shipping AS headquartered in Stavanger, Norway, to manage four newbuilt MR Tankers, currently under construction in

Vietnam at Hyundai-Vinashin Shipyard. The first vessel, “Stavanger Pioneer” will be launched on 8th July and delivered on 21st October 2019, with the remaining three vessels being delivered in June, September and November of 2020 respectively. The vessels are 49,999 DWT IMO 2 product/chemical tankers, with Framo cargo and ballast systems, and a range of state of the art environmentally friendly and compliant technologies, including a UV type Ballast Water Treatment System, SOx Exhaust Gas Scrubber, and an MAN 6G50 ME-9.5C “Green” Ultra-long stroke Main Engine with HP-SCR- (High Pressure Selective Catalytic Reduction), which is designed to optimise fuel efficiency, and to meet the challenging NOx Tier III requirements in Emission Control Areas. Wallem currently manages four tankers for the DSD Shipping. With four more vessels joining the fleet, Wallem is proud to continue the long-term relationship with the DSD Shipping and provide world-class asset management services.

Wallem to roll out BASSnet™ fleet management system

Wallem Group is rolling out a new fleet management system marking a major step forward in realising our company vision of becoming the world’s first provider of technology-driven maritime solutions. By enabling greater standardisation, the introduction of BASSnet will bring significant benefits in the way we manage the operation, safety, maintenance and financial performance of ship across the Wallem fleet. Implementing a complete enterprise solution will allow Wallem to leverage the potential of big data in our business processes and improve transparency. Read full story on page 16-17


Wallem assists Hong Kong cruise terminals fact-finding mission

In May, Wallem assisted a fact-finding mission by local government officials from Okinawa, Japan to two cruise terminals in Hong Kong. The delegation visited Ocean Terminal and Kai Tak Cruise Terminal to learn more about their operations in preparation for the opening of two new cruise terminals serving Japan’s southernmost chain of islands in 2021.




Dimitrios Tasios, whose motto is “nothing is impossible.” Coming from a maritime family, he believes he was destined to join the industry. To this day he remains deeply fascinated by the sector and the challenges it brings. “Recent indicators show renewed signs of global economic growth and an uptick in global trade suggesting the shipping market is about to turn a corner and come out of a long and deep recession,” says Dimitrios. “The prolonged downturn has had a profound impact on shipowners, affecting nearly every aspect of their business – not least their decisions on asset management and selecting the right partner. Okinawa unveiled a roadmap to develop the southern island prefecture into a major hub for international cruise ships in East Asia in 2018 - rather than simply a way-point.

stay professional and be flexible so that I can do the best job no matter the circumstances.”

The ‘Caribbean of Asia’ initiative will see infrastructure upgrades to expand capacity for receiving cruise ships and passengers, including piers and port terminals.

Installing a dedicated team in Cyprus is essential in supporting our clients and partners more effectively and efficiently. It will provide customers across southern Europe and Middle East greater access to the Wallem’s global resources.

Japan office provides ship agency services for windfarm project

Wallem’s team in Japan provides agency services, including vessel husbandry, cargo discharging at Shichiri-Nagahama port, Aomori to support a General Electric offshore wind farm project, comprising a total of 12 shipments, 132,000FT. Wallem’s Japan Operations team, led by Grace Kakimoto, worked closely with the cargo carrier Zeamarine, the vessel, stevedores and other stakeholders. Four shipments have been already completed, with eight more to fulfill before September. Grace joined the company in 1997 making her one of the founding members of the Wallem’s team in Japan. “I am the main operational point of contact for our Japan agency services, and together we cover all ports in Japan. Ensuring that our customers get the best quality service can be a challenge when there are so many unexpected things that can happen, some of which are out of our control. The important thing is always to



“As a global maritime solutions provider, Wallem Group takes on new business with responsibility, professionalism, and transparency, providing the best quality services in the shipping industry.”

“I’m convinced that the most valuable asset of any company is its people. Every success is the result of tireless teamwork and cooperation,” concludes Dimitrios.


Wallem Cyprus: every success is a result of teamwork

Wallem expanded its European presence in February when it opened a new office in Cyprus. Primarily serving markets in southern Europe and the Middle East, the new base will help Wallem tighten its relationship with customers in the region. The team in Cyprus is managed by

Nathalie Quiquempoix wins award for diversity & inclusion promotion

Nathalie Quiquempoix, general manager for business process in Wallem Group, picked up an award for her work supporting diversity and inclusion at an international charity gala in May.

Quiquempoix won the accolade for the shore-based employee who made the most significant contribution to seafarers’ welfare at the Mission to Seafarers annual awards ceremony, which this year was held in Singapore. As a charity organisation dedicated to seafarer welfare, the Mission to Seafarers’ awards programme recognises the efforts of seafarers, shore-based staff, volunteers and companies around the globe who have made outstanding contributions to the welfare of seafarers both at sea and ashore. Her passion for promoting diversity and inclusion among seafarers is admirable and inspiring. “I have always believed in the power of people, no matter their background, skin colour, religion or gender”, she told Wallem Pulse. “We all deserve an equal chance to achieve what we want in life. Working in shipping for more than three decades has taught me not only how important it is to give someone a chance without prejudice but what incredible results this can bring. Over the years, I have also learned to give a helping hand to others and to work with my heart and head together. This is where my passion comes from.” Wallem is committed to driving change across the industry, to ensure a gender diverse working environment both at sea and on shore and encouraging seafarers to repsect each others differences.

John-Kaare Aune appointed as MD for ship management

John-Kaare Aune joined the Wallem team in July taking up a new role as managing director for ship management. Aune brings a wealth of experience to the organisation having spent 15 years at the Cayman Registry and half as long again at the Norwegian Maritime Directorate. “The opportunity to join Wallem was something I couldn’t resist,” Aune said on accepting his appointment. “The company has an illustrious and much celebrated history. What really attracted me, however, is its vision for the future and the possibility of charting a completely new course in our industry. This was something I wanted to be a part of with a great team.

a time of significant commercial growth. He also worked as a principal surveyor. Before that, Aune spent seven years with the Norwegian Maritime Directorate (NMD) advocating Norway’s interests on several IMO and EU expert committees. He is a qualified Naval Architect with a degree from the University of Newcastle upon Tyne, United Kingdom. John also served as the executive secretary to the Cayman Islands Ship-owners Advisory Council.

“Our mission now is to realise the full potential that exists within the company for the benefit of our customers and to accelerate Wallem’s transformation. I am proud to be joining such a dynamic team in a period of growth and innovation.” John joins Wallem from the Cayman Registry, where in his capacity as regional director for safety and compliance he ensured the registry maintained its whitelist status on the Paris and Tokyo MOUs at

OPINION Incentivising shipowners

Big cargo charterers could do a lot to encourage or create a market for owners who choose to invest in technology. I believe it is an incentivisation. If someone builds a green ship, e.g., LNG-powered, battery backup, fully paperless, etc., they should be able to get a long-term charter at a higher freight rate. The fact is, if you incentivise people or if we create a two-tear market or a green market, it’s worth discussion. But we don’t do it; we just penalise the owners. “Put a scrubber onboard

or have a completely confusing technological waste moving forwards”. We have the technology we need to transform a large part of the industry. But we don’t have the infrastructure or leadership. We don’t have the incentives in place for the owners to adopt digitalisation. Frank Coles, Wallem Group CEO





hipping needs to modernise, embrace technology and increase transparency to avert a race to the bottom and all the risks that entails, writes Frank Coles, Wallem Group CEO. Giving owners a clearer view of fleet performance and operational status paves the way for building a more constructive relationship.



In the maritime industry today, we have the technology, we could create the new business model, but the future is not looking great because we don’t have the right attitude, and don’t understand or don’t want to understand how to do what is necessary for the future world of digitalisation. Digitalisation means a new business model, a new approach to operations, to management and processes, and it starts at the regulatory level. Which is also where it all starts to go wrong.


digitalisation of the maritime sector depends on creating the right conditions and environment for change.

New technology is everywhere, and the availability of technology is not the issue in our quest to become a transformed efficient industry. The issue is that digitalisation is much more than adding technology. In fact, it almost has nothing to do with the technology. Digitalisation is the change of attitude, a new business model, and we are a long way from this model in almost all parts of the industry. Therefore, the future of the industry depends on the transformation, which will only happen with leadership focused on changing the industry infrastructure, the business model, and the use of data and intelligent data-driven decisions.

One problem with technology in maritime is the fragmented approach to the development of the solutions and applications. We have a market of multiple vendors who produce multiple applications all very similar, all disconnected from one another and generally without a clear standalone business case. This is because we still operate in a fragmented structural environment. A ship and the maritime industry are an ecosystem; it needs a collaborative system of systems approach. Whether this is at the ship or fleet and office level, or across the trading environment, true digitalisation of maritime will not take place until we can create the right environment

(ecosystem) for the change. This will take leadership and a realisation that to keep doing everything the same way will not result in change. We have the technology we need to transform large parts of the industry, but we do not have the infrastructure, leadership, or business models in place to make this change happen for some time to come. We do not have incentives in place for the owners to adopt the modernisation of the business or have failed to show the benefits of the digitalisation of their operations.

Digitalisation is a word that has become almost a buzzword in maritime, and I fear is greatly misunderstood. I prefer to use modernisation at this point because that is what large parts of this industry have to do. Digitalisation is in effect modernisation, but it is one step further, it is the reinvention of the business models. Modernisation alone is simply improving operations models; digitalisation improves the business model. The maritime business model has not changed for hundreds of years. So many elements of digitalisation are misunderstood or ignored when a company decides to roll out a program involving technology. Most of the time, it boils down to three things. Top of the list is a lack of leadership from the top, both in engagement and in understanding. The second element is a failure to remove, adjust the processes to fit a digitalised system and thirdly, implementation of only a part of the complete solution to get the complete benefits on offer. These factors inevitably lead to poor outcome in several ways. For instance, cyber risks, full benefits are not achieved, additional workload is placed on staff because the technology doesn’t remove but adds to the workload.




The industry is fragmented, and the attitudes are so diverse towards the proper implementation of a modern transport ecosystem that we will continue to struggle to make any real headway until we accept that this requires a new way of doing things and a new business model. We cannot expect to make any progress while we continue to do the same thing over and over again. How do we expect a different result? According to Einstein, that is the definition of insanity. Yet we do it time and time again.

“Digitalisation will require a new way of doing business and that means leaving the past behind...

Consider how maritime has implemented ECDIS, Ballast Water, 2020, STCW, these are all examples of a flawed regulatory, structural ecosystem. At the very least it is no longer fit for purpose for digitalisation of the maritime operations environment. Now we have discussions about the future of navigation; we have designs of unmanned ships. Unless something changes, the same thing will happen, because we are doing the same things again. Automated ships that are operated using big data decisions and using analytics for smarter operational decisions within a paperless logistics environment and working between smart ports is not that hard technologically. It is called the aviation industry. In May this year, 9000 flights flew in the UK on the same day, without a single incident. Yet maritime cannot organise a simple ECDIS roll out



We cannot expect to make any progress while we continue to do the same thing over and over again.

over 20 years. Maritime stumbles into the 2020 requirements and only when we create the right environment for digitalisation will it happen.

The recent Boeing incident shows what happens when corners are cut, safety standards are not met, and software is improperly tested. Yet we are having conversations about unmanned ships running around the ocean, without considering the infrastructure. Aviation operates in a strong ecosystem with strong safety rules; by comparison, maritime is almost non-existent. The future of shipping should be about a new ecosystem and a new way of doing business. It should be about standardisation in operations and design. It should be about smart analytical decisions. However, unless something changes, it will be about stumbling from one poor decision to the next in a fragmented and fractured manner. We have the ways and means in terms of technology, but maritime is stuck in a time warp. By Einstein’s standards, the maritime regulatory environment and business model is insane. It keeps doing the same thing over and over again and expects a different result. Digitalisation is going to require a new way of doing business and leaving the past behind. It requires a focus on attitude, the human factor, and changing out old processes. It requires standardisation, and it requires a higher level of safety and training. Technology demands it. The future of shipping depends on it. ∎


Building a Safety Culture

Frank Coles

Lee Whiteoak

“Wallem stands for quality and I believe that quality is a function of ship safety. Considering safety from the outset, taking the necessary precautions and being conscientious when carrying out tasks will lead to a safer environment and better run ship. If anyone at Wallem doubts a situation, they have my full support to speak out and have the safety of the operation checked.”

“We all have different tolerances to risk but the robust safety culture at Wallem depends on us having a common attitude. A series of safety culture workshops we ran not long ago impressed upon me the importance of listening to and engaging with people. Safety culture is built on open communication and trust. Together they make the company stronger and ensure everyone will get home safely.”

Sanjoy Das

Ben Shao

Capt. Jesse A. Buela

“Wallem has a worldwide reputation for safety. Its people work in a safe environment, stay up to date with proper training and follow safety guidelines. This is a joint responsibility.”

“Culture embodies the shared beliefs and values of a group of people that determine the commitment to, and quality of, that group of people’s overall performance. It’s about mindset. It’s about walking the talk even when no one is looking. Being safety conscious in everything we do is the culture here at Wallem.”

“Wallem is the only company I know that has built an exceptional reputation in the shipping industry and ship management on the basis of maintaining high levels of safety. This is partly due to teamwork and collaboration. Shore staff are very hands-on and supportive of their crew members.”

Delivering ‘Quality through Safety’ is a core value of Wallem Group. Safety is more than a corporate attitude; it is a responsibility of each and every individual in the company. Whether at sea or on shore, whatever the job or task in hand, safety is our utmost priority. We asked several people from across the organisation to find out what safety culture means in practice and how we can drive it forward.

P.C.O., MV Sonangol Cazenga


Head of Learning and Development

Head of Safety and Compliance

Master in command, MV KSL Santos





Safety Management and Compliance

Asset Management


Asset Technology Management Consultancy


Safety SafetyManagement Management Safety Management and Compliance and Compliance and Compliance

Ship Asset Agency Management

Support Technology Training Services Consultancy

Ship Crewing Agency

Technology Technology Technology Consultancy Consultanc Consultancy

Crewing Crewing Crewing

Commercial Commercial Commercial Management Training Management Management

Ship Safety Management Technology Agency and Compliance Consultancy

Support Services 10 w a l l e m . c o m

Commercial Training Training Training Management

Support Asset Support Support Services Management Services Services

Technology Consultancy



Wallem seafarers talk about why they joined the company, what makes them passionate about sea and what drives them in their work.

“Normal is boring!”, says Capt Devashish Chanana who is sailing as a Master on MV Morviken. Coming from Chandigarh, India, he joined Wallem in 2010. “Working for Wallem provides opportunities not limited to only sailing on ships but being involved in projects for the owners’ ships managed by Wallem. Shipping never stays still for long. The way ships operate, the demands of our clients, and the needs and aspirations of my colleagues at sea and ashore are constantly evolving. We need to recognise and accept change in order to lead the industry.”

Ashim Kumar Bandyopadhyay has been with Wallem for 38 years. Today, he is a Chief Engineer on MV Chinook. “I joined Wallem because I wanted to grow together with the company. New challenges, crossing the sea, and serving the world is what drives me in life.”

Ronalyn C. Ferrer is presently sailing as second officer onboard MT Eikeviken. Born and raised in Manila, Philippines, she graduated from the PMI College with a degree in Marine Transportation. “I joined Wallem in 2011 after graduating. At the time not many shipping companies accepted female seafarers, but Wallem opened its doors for me. I joined a cadetship program and never looked back. Today, Wallem is like my second family and I plan on staying with the company for the remainder of my seafaring life. Cheers to modernisation and diversity.”

In 2016 Amreen Bano became the first woman in India to receive the Electrical Technical Officer (ETO) Certificate of Competence. What’s more, she passed the exam first time – no retakes needed. She quickly joined Wallem and has been happily sailing on her ETO ticket ever since. “I always wanted to join a company known for its safety record, supportive work culture and that would every day offer me new opportunities to excel. Without a doubt, I knew Wallem was the company that would take me to sea, as it met all those conditions and offered excellent prospects for career growth. Finding a way into the industry was difficult, as most shipping companies shun female candidates simply because they are, well, female. However Wallem is different. It treats all employees equally, regardless of gender, and that’s as true for seagoing roles as shore-based office positions. Women’s empowerment is not just lip-service for Wallem; they really do walk the talk. “In my experience, working at sea is rarely boring. Nearly everyday I encounter some new situation or challenge that tests my skills and knowledge. The hands-on nature of finding a practical solution to these problems gives me a feeling of accomplishment and keeps me going. And getting to travel around the world while doing makes me even more happy.”




Lambodar Das joined Wallem 20 years ago at the beginning of his sailing career. Today, he is a 6E/F on the MT New Joviality. “I applied to Wallem because of its reputation for setting the standards that others follow. Today it is known for its safety-focused working culture. But there are other things that make it different. It has zero MARPOL violations, and it is a very transparent organisation.”

Randhir Singh is a Pump Man on the Harbour Splendour. He started sailing in 2009 and joined Wallem five years ago. “I am pretty sure that Wallem rewards everyone who is capable of growing and achieving desired goals in life. In my case, being a pump man is a step on the journey with the destination of becoming a Navigating Officer. “Wallem is not run by hero individuals. It is teamwork and the collective effort which allows us to grow and expand. I believe that carrying out our duties diligently and to the best of our ability is essential to achieving great results. I am proud to be honest in my work and attending to all my responsibilities on my ship.”

Lorraine S. Traña is from San Carlos City in the Philippines. She’s been sailing with Wallem for nearly two years, and today is a deck cadet on board Golden Savannah. “I remember being very small and taking the ferry whenever we had to visit the bigger city of Cebu. I loved being on that boat – I enjoyed it even when the crossing was rough. “Thinking back that’s probably what triggered my fascination with the sea. And now that I am a seafarer, despite being in the minority of this male-dominated profession, I want to position myself at the forefront – to be the BEST that I can be.”



Chief Officer Saurabh Rathore, originally from India, has been sailing with Wallem since 2005. “I joined Wallem because it was an established and renowned company with a very high retention rate, which spoke volumes about contentment of its employees.”

Dmitro Galchenko is a Chief Engineer on the PCTC Opal Leader. Originally from Odessa, Ukraine, he is continuing his family tradition as a seaman and has been with Wallem since 2010. “I find the working conditions at Wallem are better than in other companies, especially when it comes to compliance with the international rules and regulations, such as SOLAS, MARPOL, MLC, etc. I also believe that with our new strategy and new systems like BASSnet, we will be the leader in the modern leet management market.”

Searching for a meaningful career at sea is what motivated Gautam Kumar Singh to join the Indian Maritime University and embark on his sailing career. He joined Wallem in 2017 and hasn’t looked back. He is currently a deck cadet on the RO-RO Volans Leader. “Wallem provides excellent training and always supports its seafarers. As a result, they deliver the best services to its customers. I am proud to be part of the Wallem Group.”

Abhishek Duggal wanted to launch his career working for the industry’s best ship manager. Little wonder he knocked on the door of Wallem. Some 15 years later, he’s still here, currently serving as a chief officer on the crude oil tanker Island Splendor. “Working at sea requires expertise at every stage of the voyage. Extraordinary people are needed to meet these challenges. But this means you gain extraordinary satisfaction from successfully completing each voyage and fulfilling each contract whilst maintaining the highest safety standards. The enthusiasm to achieve the best for the company is a great motivator on a day to day basis.”

Inspired to go to sea having been enthralled by model ships in his youth, Sherwin Joy Laureta Caldito became a part of the Wallem family in 2015. He is currently sailing as an able seaman on the oil/chemical carrier Celsius Perth. “One day when I was young, my eyes fell on model ship and I was immediately captivated. I thought I want to build one of those, so I rushed out and bought some tools. To this day, I carry that toolset aboard each time I sign on and whenever I have spare time on a long voyage, I study the vessel plans and construct a scale replica. It’s my way of overcoming stress and homesickness. My collection started with two oil tankers, the Sonagal Kassanje and the Sonagal Cabinda. The third vessel in my miniature fleet will be the Celsius Perth, which is the most challenging to build due to the short voyages and hectic run. I have always admired Wallem and I am grateful of the opportunity to serve on the vessels they manage.”

Zhou Liang comes from Anhui province in China. He’s been with Wallem for five years after graduating from the Shanghai Maritime University.“Wallem is a major company, with a reputation for high standards. Every day we learn something new.”

Alok Marval’s childhood dream was to pursue a career as a seafarer. He joined Wallem in 2015 and today is sailing as the 4th engineer on board the oil products tanker Shandong Weihe. “It’s an amazing to think we are a part of a global industry that connects nations and drives the world economy. I was selected to join Wallem through a campus placement session. Since then I’ve come to realise that it was the best thing that ever happened to me. The working atmosphere and safety culture at Wallem are second to none. It’s always a pride to belong to an organisation that has such a strong brand and long heritage in the shipping industry.”





as it is supposed to be

Wallem is rolling out a new suite of integrated software to manage our entire fleet. The system from BASSnet™ will allow us to utilise our data to increase transparency and deliver a better service to our customers.


ur approach was to pick a single platform built around a single database and avoid the spaghetti that results from getting multiple systems to talk to one another. “Understanding the complexities of ship operation, compliance and the regulatory environment, I was keen to not reinvent the wheel,” says Frank Coles, Wallem Group CEO. “We have chosen to install a cloud-based solution that we can use off-the-shelf without customisation. This is how digitalisation is supposed to be done. “We are going to defy the myth that ship operation and management is somehow special or exceptional. In fact, it does not need all the disparate or heavily customised homegrown systems that seem to dominate the industry. These are fictions that have emerged due to a lack of understanding or old-fashioned beliefs, or more likely, both.” The new system is scheduled to go live in company offices by year-end with four test ships fully linked. Customers will then be

migrated to the system fleet-by-fleet over the next two years. The project is being carried out in close cooperation with our partners at BASSnet. BASS CEO and managing director, Per Steinar Upsaker, comments: “We set out to create a streamlined experience for the full range of ship management needs, and we believe we have succeeded in this. A complete solution like BASSnet gives thorough and interconnected end-to-end coverage for the entire fleet’s business processes, prioritising safety at all levels.” “Big data and machine learning are key focus areas. Most shipping companies realise they are sitting on a vast quantities of data gathered from across their fleet, but it is impossible to exploit without a unified suite of tools for systematically collecting, organising and analysing it. Without the correct tools, that data amounts to an ad-hoc assortment of random statistics, which is unmanageable especially on fleet-wide scale.” He continued: “On the operational side, a unified solution allows shipping companies to BEHIND THE SCENES: As project manager, Abhijit Ghosh is overseeing the sidestep the compatibility issues that inevitably implementation of BASSnet™ implementation at Wallem. Here he gives arise when trying to sew together multiple a behind the scenes glimpse of what’s happening in the roll-out: “We’ve systems from different vendors.” assembled a team of superusers, data reviewers and key end-users for Greater transparency, smarter analytics and each BASSnet module. They started by mapping out the operational business intelligence are critical elements in practices needed to accomplish the system work-flow without any special the way forward for high-performance fleet customizations and meet the desired quality levels.” Once the cloud-based management. Or as Coles puts it: “Implementing system is fully up and running, Wallem will be ready to provide analytics a complete enterprise solution from BASSnet will and business intelligence and integrate the power of big data with its allow us to integrate the power of big data across business processes. Ghosh concludes: “The time for digitalisation is here and now.” our business processes. We are going to walk the talk.” ∎



Abhijit Ghosh

Per Steinar Upsaker

A complete solution like BASSnet™ gives thorough and interconnected end-toend coverage for the entire fleet’s business processes, prioritising safety at all levels.




ROADMAP TO THE IMO 2020 COMPLIANCE IMO MEPC 70 requires that after 1st January 2020, all vessels will have to use fuel oil on board with sulphur content of no more than 0.5% m/m, compared to the current limit of 3.5%, introduced in January 2012. The interpretation of “fuel oil used on board” includes the use in main and auxiliary engines and boilers. In addition, MARPOL Annex VI requires that fuel used within must have sulphur content less than 0.1% m/m.

Shipowners have four main options to comply with the IMO 2020 regulations: 1. Use compliant fuel with Sulphur content less than 0.5% m/m 2. Use engines operating with LNG or other Sulphur free fuels 3. Install Exhaust Gas Cleaning Systems (EGCS or scrubbers), which allows operation using fuel with Sulphur above the set limit 4. Use other blended fuels with Sulphur content less than the set limit

Will the vessel install a scrubber?


Consult Wallem for guidance on the procedure and appropriate steps to be taken for installation of scrubbers on board

Consult Wallem for further information Prepare for the use of the agreed fuel oil specification


Vessel to use compliant fuel



Has the owner decided on the type and specification of the compliant fuel to be used on the vessel?


Ensure approved documents are onboard before Jan 2020

Are the crew aware of the impact and effects of prolonged use of compliant fuel on the machinery?


Are all plans, drawings and manuals updated for the modifications?

Is the equipment ready for prolonged use of the compliant fuels?


Arrange crew training You are ready for the IMO2020 Sulphur Cap Compliance

Obtain confirmations from the manufacturers and operational feedback from the vessels





Prepare accordingly and send for approval

Procedures: 1. Fuel oil tank cleaning 2. Tank modification

Consult manufacturer / order required kits and spare parts carry out necessary modifications

Plan: 1. Fuel oil bunker and consumption plan 2. High to low TBN cylinder roll transition plan

Owners Actions: Tank modification (ship specific)


Bunker and consumption plan agreed together with the owners and managers Execution of the plan

1. Agree with charterer on bunker specifications 2. Agree with charterer on bunker consumption 3. Agree on the planning for the transition


Does the vessel have a plan for the supply of compliant bunker and consumption of existing HSFO prior to Jan 2020?


Tank cleaning and preparation

Does the vessel have suitable tank capacity to bunker the commingled fuel?