THE WAY FORWARD
2017 Issue 1
Navigating the Digital Seas • Out with the Old, In with the New • Facing up to Shipping’s Digital Shift
• Wallem’s Journey of Collaboration
• Safety is a full-time job; not a part-time practice
Delivering Maritime Solutions www.wallem.com
s we welcome in a New Year, I would like to send a personal message to thank all of our seafarers who have spent time at sea away from their families over the holidays. Your dedication and professionalism is very much appreciated. Looking back at the year 2016, it is true to say that it marked one of the most difficult years in maritime history for the industry as a whole, with some sectors suffering more than others. Despite this tough environment, 2016 brought many successes for Wallem. We are continuing to grow our ship management and port agency businesses at a steady and sustainable pace and look forward to welcoming more business in the coming year. Our seafarers continue to give back in the spirit of seafaring; whether it be by carrying out at sea rescues (special Congratulations to Captain Deepan Ganguli who was awarded Lloyd’s List Seafarer of the Year) or by taking part in industry forums and conferences. 2016 also marked a fresh start with the move to our new HQ in September. Turn to page 17 to read how the office move presented the perfect opportunity for a structured collaboration project from inception to completion.
The theme of this issue is ‘The Future of Shipping’. With 2017 upon us and as we move into an ever more sophisticated, transparent and connected world, we take a closer look at the developments and advances occurring in the shipping industry on this theme. Turn to our Lead Story (pages 3-6) to read more on about what Big Data and Digitalisation mean for the shipping industry and to get some industry insights from our Wallem experts. Looking ahead, we realize what must indeed be flexible and adaptable as we move further into the digital age; even if some old hands such as our Procurement Director (see page 18) have difficulty keeping up! One person who knows about the importance of moving with the times and adapting to change is our Superintendent, Damian Castelino who first started his career with Wallem back in 1978. Damian tells us on pages 19-20 about how the role of seafarer has changed over the years, the importance he places on safety in both his work for Wallem and his role as a Quality Safety Ambassador for one of our customers and what essential talents he thinks a seafarer of the future will need. Safety is indeed something we will continue to relentlessly pursue at Wallem throughout 2017 and beyond. On pages 21-22, our Compliance Director, Glyn Thompson explains why Wallem is embarking on a project to advance its Safety Management System and why contribution from our seafarers is crucial to its success. Indeed in our interview with the MD of SeaSafe (Wallem’s in-house lifeboat servicing company) on pages 23-25, we learn how it is in a league of its own driving lifeboat safety best practice and how this, its pricing model and company structure make it stand out from the competition. The industry has another challenging year ahead but this presents huge opportunities for Wallem as more and more owners and operators are becoming convinced by the value proposition of a leading Maritime Solutions Company! Thank you from our Shareholders, Directors and Senior Management to all our staff at shore and at sea for their continued commitment and hard work. Please stay safe!
Simon Doughty Wallen Group CEO
TRUE NORTH THE WAY FORWARD
CONTENTS Lead story
Out with the Old, In with the New Facing up to Shipping’s Digital Shift
News & Events
Awards & Recognition
Wallem Fleet Officers’ Meeting, Odessa
Third Officer, Mona Lisha
onboard the FSL Osaka.
Wallem’s Journey of Collaboration
From Sea to Shore
Safety is a full-time job; not a part-time practice
All rights reserved by Wallem Group. Permission may be granted for reprints in any format upon request by contacting the Editor at address below. Editor: Kristen Beattie
Guest Editor: Robert Outram
Issue 1 2017
Out with the Old, In with the New
Facing up to Shipping’s Digital Shift
ig Data and Digitalisation are the continued themes of many recent maritime industry conferences and publications. What do Big Data and Digitalisation mean for an industry facing difficult times and how can they be useful? In today’s information intense world, Ioannis Stefanou Mark Haslett Tapiwa Samkange shipping is being pulled into a world where Big Data matters and Digitalisation is the norm. We spoke with Ioannis Stefanou, Group Technical Director for Wallem Ship Management, Mark Haslett, Wallem’s Procurement Director, and Tapiwa Samkange, IT Manager for Wallem Europe, for some insight on the next frontier of proactive and reactive industry-wide developments on this issue.
Big Data and Digitalisation Defined “Big Data” is the processing of previously unused or unavailable data a company has access to (including the non-traditional) into valuable intelligence allowing for operation in a more economical fashion. The idea revolves around consistent, good quality data, using a wide range of different data sets rather than just large quantities (although this can be so), including those which are more unconventional, to achieve maximum efficiency. “Digitalisation” on the other hand, is the process of turning information into a useful digital format. In shipping, this means moving away from scattered reporting and manually input paper-based logs (traditionally the most common method of sharing data and information), and their associated inefficiencies. Digitalisation instead focuses on the implementation of various technologies on and off vessels, primarily sensors, to record data and in turn make the whole shipping process streamlined and more efficient. The value in using Big Data depends directly on the capacity and capability of the relevant tools and instruments with which to process it. Therefore if the Digitalisation of the industry has not advanced sufficiently, the data collected cannot be exploited. The two processes are inextricably linked.
Current Forms and Benefits It’s quite easy to see how implementation of Big Data and Digitalisation can be a positive step. There are numerous TRUE NORTH THE WAY FORWARD
case studies of their benefits facilitating Advanced Supply Chain Management, linking purchasing and logistics, resulting in a much more coherent and less costly shipping process. Tapiwa Samkange, IT Manager for Wallem Europe who was a panellist at 2016 SMM Hamburg Digital Ship says; “The greater the amount of the cognitive load that the systems in place can take away from staff, the better”. Despite the professionalism prevalent in the maritime industry, human error happens and mistakes can be expensive. By reducing the data input and processing burden on seafarers and letting sensors and computers take over, the risks of human error and mistakes can be lowered dramatically.
The Technicalities Ioannis Stefanou, Group Technical Director for Wallem Ship Management, gives us an expert’s insight into the technical aspects of Big Data integration and uses; “I think it can all be summed up in one sentence - analytics or real time data will allow companies to make real time proactive decisions leading to efficiency increases and risk mitigation.” A good example of risk mitigation is the detection of leading indicators that would alert the crew to carry out overhaul of machinery earlier than planned thus avoiding any catastrophic failures that may have occurred if a simple time-based planned maintenance system was followed. With digitisation of operations, monitoring trends has become easier and today an increasing amount of reporting
is done through digital systems. This allows filtering and analysis of important data. At Wallem we have already started seeing the benefits of digitalisation, for example, vessel “noon report” monitoring is done through a system that allows for trending and basic analysis of voyages. Taking this a step further, we have developed an internal mobile Wallem App, currently in beta testing with our Superintendents. The App allows our shore-based Superintendents to monitor the speed and consumption of the vessels under their care, and shows a three-day historical trend snapshot of the same data. Should a vessel (for whatever reason) be underperforming, the Superintendent will receive a notification from the App allowing them to immediately follow up with the ship. This App means our Superintendents are continuously updated and can take action no matter their location. After the beta testing phase we plan to release the App to clients providing them mobile access to their vessel’s daily performance.
The Human Factor The most effective current use of digitalisation in the market is in business processes and administration. For example; extensive capture of financial data is easing the process of vessel valuation. Most newbuilds today are fitted out with sensors allowing for automated data collection – some allow for future retrofitting of sensors thus future proofing the investment. Benefits include integrated traffic management, the ‘just in time’ receipt of data so individuals can invoke appropriate processes and an increase in operational efficiency with improved safety.
A less obvious manifestation of digitalisation currently making itself known in the shipping world is ‘telemedicine’. Currently a service offered by a small number of private firms, the premise is the remote medical care of seafarers at sea. One provider offers an early diagnosis system utilising video conferencing and wireless technology to make cost and time efficient decisions should a medical diversion be required. On-board Medical Officers can measure vital signs and transmit these to shore support and advice is transmitted back. Assessments can then be made more accurately. The current extent of medical examination in shipping begins and ends with the Pre-Employment Medical Examination (PEME) despite costly medical diversions occurring on over 20% of vessels annually. The cost of this service is minimal compared with the saved costs. This is a very typical example of the application of digitalisation, non-traditional video calls and remote monitoring of vital signs – two measures that previously noone would have considered as affecting profitability in shipping, yet they can have an impact on operational efficiency.
Autonomous versus Smart Ships We’ve read how both human health issues and human error can be costly for shippers. The Big Data measures taken to mitigate these highlight their importance. So what of the ships of the future with little or no crew? Maritime news has given significant limelight to autonomous ships, with Rolls Royce leading the way in research and concept design. Our Technical Director has this to say; “Ships with considerably reduced manpower will be here in the very near future. Issue 1 2017
LEAD STORY Remote controlled ships will be a reality much sooner than the masses believe in my opinion. Completely autonomous ships, I think will come later.” Ioannis explains that the industry knows the technology is already here but current ship designs are not built with the required redundancy to operate autonomously, particularly on trans-oceanic inter-continental trips. Soon many vessels will have redundancy systems enabling them to be controlled remotely.
Cost, Timing & Technological Infancy These technological developments will result in one of two outcomes; first is the continuation of crewed vessels but with minimal crew complement; second is completely autonomous ships. “At the end of the day, it will always come down to the cost, because like any new technology, autonomous ships will find it very difficult to draw investment when there is no economic motive.” Indeed, Ioannis explains, many in the industry are simply trying to stay afloat.
“I think it can all be summed up in one sentence - analytics or real time data will allow companies to make real time proactive decisions leading to efficiency increases and risk mitigation.” – Ioannis Stefanou Ioannis adds that much of the complex equipment required is still at a relatively grassroots stage - the tech has yet to be tested properly. What might work well at land will be different at sea. Firstly the harsh environment, salt, water and vibrations all take their toll on even the toughest of equipment. High tech sensors can find their lives shortened with increased fatigue cycles. The second is bandwidth. On land it works, at sea a continuous internet connection with a high bandwidth is a gift, “there remains a large portion of the global fleet disconnected from the internet, and even when there is connection, it is rarely consistent or of high bandwidth. Many ship owners have invested heavily in better digitaltechnical equipment on board, to then find that there is only so much data that you can send without disrupting day-to-day operations or communications”. This is something Tapiwa reinforces, saying there are concerns that “Implementing the Internet of Things’’ can TRUE NORTH THE WAY FORWARD
be at the expense of general on-board system stability. ”As a result of these shortcomings, there is a lack of confidence in potential operational changes. Therefore funding for this type of R&D (from a traditional, conservative industry) is, still unsurprisingly, sparse’’.
Competition not Cooperation Having invested in technology to produce the right Big Data there is, naturally, an unwillingness to share. If you then add in unknown cyber risks (hacking etc.) that occur with increased technology usage there is a distinct lack of a united front driving developments in Big Data and Digitalisation in shipping. Tapiwa describes the situation as companies attempting to “reinvent the wheel when it comes to the software they use, instead of focusing more on turning the data they already collect into valuable information by making greater use of data analytics”. He goes on to highlight that the competitive advantage for most companies in any industry is “not based on creating in-house software, but rather on understanding their customer better through capturing and analysing the right data”. Our conservative industry also practices the ‘rush to wait’, compounding the issue, resulting in no net gains for shipping as a whole. Greater transparency and cooperation between stakeholders could improve the situation including sharing data and tech to overcome common difficulties.
Disconnected Stakeholders Wallem’s Procurement Director, Mark Haslett tells us that, “There is a fundamental disconnect between procurer and ship owner because, more often than not, the ship owner will always have the final say.” Implementation, therefore, of new tech and use of Big Data can presently only go so far. Wallem is moving in the right direction with an in-house automated matrix that optimises efficiency. Acting as a mediator in owner/supplier meetings Wallem helps bridge this owner/supplier/manager gap. By using our Big Data expertise in an advisory capacity we can open clients’ eyes to more efficient ways to spend budgets on their vessels (such as recommending a specific paint to increase hull efficiency based on data and our managed fleet experience). Mark tells us that, “Big Data is also helping us to improve the performance of our suppliers.” Instead of doing general analysis on orders that have some problem, thanks to Big Data we can now give them more detailed information. For example; before we would tell a supplier, “You delivered 500 orders and only 10 had a problem, that’s 98% which seems quite good.” whereas nowadays we can tell them “You delivered 500 orders. Most were fine but you supplied us substandard filters on 10 occasions”. In this way we are improving the supplier’s own quality control process. Ioannis tells us one of the challenges he faces is to “persuade ship owners of the benefits of implementing new technology” where it makes sense. In any case, Ioannis states that when new technology does make its way onto a Wallem-managed ship, the Technical
Manager’s function is to ensure the crew take full advantage of it so they can reap the rewards it may provide. Ioannis tells us that we have vessels that use performance monitoring systems, useful for evaluating and observing gains in efficiency. However, he says, “Not everyone in the industry is taking advantage of these because they just see them as an increase to their reporting burden.” We strive to change the mentality onboard and ashore through training and refresher courses, so that the systems are seen as something that are beneficial for all parties. An effective association between technical and crew management teams is absolutely necessary here in order for vessels to be operating at the efficiency they were designed for. This is something we at Wallem focus our energy on, creating the best possible situation for our owners whilst taking an advisory role when focusing on technical developments. With our expertise, Wallem is in a good position to advise owners on available monitoring equipment to gather data. We also have the ability to evaluate data analysis systems in order to leverage the results. We have already had cases of improved efficiency and cost savings to customers in various areas such as lube oil consumption and extension of equipment overhaul times through extensive use of monitoring systems. Big Data allows us to implement the theory of marginal gains into shipping. That is that if we break down ship operations into the fine details, then improve each element by 1%, we would achieve a significant aggregated increase in performance and efficiency. And now, with increasing availability of advanced analytics, we can measure these small gains to find trends
in each area. This will allow us to immediately spot leading indicators in order to take corrective action.
As far as the industry goes, a lack of a ‘united digital front’ driving the industry forward may create opportunity for industry outsiders. Tapiwa recalls that at Digital Ship, it was raised that the conservative approach the shipping industry shows towards new ideas is leaving room for possible disrupters such as Uber or Amazon to enter the shipping technology space. Ioannis reiterates this point, “Usually in shipping the systems and platforms available offer an incremental benefit to the user and the industry as a whole. However, there hasn’t yet been a platform or a product that will bring disruptive change and will change the way we contact our business and manage our ships, much as Uber and Tesla did for their respective industries.” The possibility of digital ‘disrupters’ bringing newer technology to the market is very real. With Amazon seeking new economies of scale in every area of its international supply chain, it may be more of a risk for companies not to invest in digitalisation than it would be to carry on business as usual. As the shipping industry wakes up to the digital age, Wallem is adaptable and proactive in catering to the needs of our clientele. By staying current with technology and focusing on future developments, our clients will continue to receive the highest quality delivery of their maritime solutions, with insights and advice from our team of experts. Issue 1 2017
NEWS & EVENTS
Wallem Commercial Services Adds another Ship
Chittur Subramanian conducting the marine insurance seminar.
The Largo Sea.
allem Commercial Services has added another MR tanker under its commercial management fleet. The Korean built 49,900 DWT Largo Sea was delivered from SPP Shipbuilding yard on 8th of September. Similar to her sister vessel Largo Sun, Largo Sea will be on Clean Petroleum products run. The vessel completed her maiden voyage loading gasoline from South Korea and Taiwan and discharged in Malaysia. Captain Ghura and his team did an excellent job for a smooth takeover of the vessel and safe maiden voyage operation. After its maiden voyage, the Largo Sea called at Singapore for bunkering and tank cleaning operations where Chartering & Operations Executive, Sophie Lu and Commercial Executive Jennifer Hsieh had an opportunity to visit the vessel.
Visit onboard the M.V. True Patriot
Representatives of the vessel’s owners pictured with the Captain and crew of the M.V. True Patriot and Wallem Technical Superintendent Georgios Spyrou (second from left).
T Commercial Executive Jennifer Hsieh and Chartering & Operations Executive, Sophie Lu onboard the vessel.
Wallem Hold Exclusive Marine Insurance Training
n September 2016, we invited representatives from the Export-Import Bank of China Shanghai Branch to take part in a special exclusive seminar on marine insurance arranged by Wallem’s Business Development Manager for China, Karen He. The entire transport finance team from the bank attended the seminar and were very impressed with the presentation given by our resident expert, Head of Insurance, Chittur Subramanian.
TRUE NORTH THE WAY FORWARD
he Captain and crew of the M.V. True Patriot were delighted to welcome a group of guests onboard while the vessel was berthed at the port of Amsterdam. The guests comprised of a delegation representing the vessel’s owners; in addition to Wallem Technical Superintendent Georgios Spyrou. Thanks to the Captain and his crew for giving them a guided tour of the vessel, which they found to be in excellent condition. Our guests were impressed with hospitality shown by Wallem and with the good job we have been doing not just managing their vessel but also in protecting and maintaining their asset.
Wallem China Visit Customer in Peru
n mid-October, Wallem Shipping China General Manager, Pony Chen and Operations Manager, Win Wen travelled to Peru to visit our client Antamina; as well as other existing and potential clients. Antamina is one of the biggest copper-zinc concentrate suppliers in the world. They send a large number of vessels to China every year
NEWS & EVENTS
MBS Goes from Strength to Strength
The Wallem Shipping China team with the Antamina team.
and always appoint Wallem as general agent in China; as stated in their charter party. Our good relationship with Antamina has been strengthened over the past 15 years, with Antamina appointing us for around 150 calls per year.
Wallem South Africa Perform Successful STS Operations
he end of 2016 was good for Marine Buying Services. Following two years of excellent service by Purchasing Supervisor, Cyrus Ma and his team, Uni-Asia and Wealth Ocean extended their contract for full procurement services, from the initial two vessels, to their entire fleet of ten ships. Similarly RHL (Reederei Hamburger Lloyd) asked us to extend our Contract Procurement Services to another five ships and two more of our clients each adding an extra ship to our fleet. Business is building in all aspects of the MBS business and we are very excited about the expected growth of the company.
Wallem Team in Japan Support German Research Vessel
Operations Manager, Grace Kakimoto alongside the R.V. Sonne.
ur South African agency colleagues helped to arrange two double banking Ship-to-Ship (STS) operations (when two vessels perform operations alongside each other at berth) for one of our customers. The first was the double banking operation which had to be arranged at short notice since the port was unable to move a ‘dead vessel’. The second STS operation was done across the quayside (as is normally done) as by then the repairs had been completed on the ‘dead vessel’ and it had moved off the berth. The operations, which can be challenging, went smoothly thanks to Wallem’s expert execution, resulting in a very happy customer. Well done to the Wallem SA team!
he German Deep Ocean Research vessel, R.V. Sonne arrived in Japan in the summer of 2016 before embarking on deep sea research at Kuril Kamchatka trench. Our Agency team in Japan helped to arrange for much of the vessel’s specialized equipment, instruments and provisions supplied at Tomakomai Port in Hokkaido. The vessel called at Yokohama International Cruise Terminal in September and in November and again Wallem was proud to act as ship agent for the vessel. The Wallem team, led by Operations Manager, Grace Kakimoto helped with various arrangements such as vessel maintenance, provision of science equipment, crew changes and disembark /embark of international scientists. Issue 1 2017
NEWS & EVENTS
Busy End Year for Wallem Agency Hong Kong
Wallem teams across business divisions and different geographies can come together to provide maritime solutions to our customers.
Presenting the Höegh Trotter!
Photo showing “Voyager of the Seas” and “Mariner of the Seas” at Kai Tak.
he end of 2016 was a busy time for Wallem Agency in Hong Kong. Among other ship visits, the cruise ship, “Legend of the Seas” had to make three additional calls to Hong Kong due to a typhoon affecting the vessel’s initial port rotation. Despite the very short notice, the agency team in Hong Kong managed to arrange for Custom, Immigration and Quarantine (CIQ) for both arrival and departure clearance to be completed on time. In October, Wallem Ship Agency welcomed two Voyager class cruise ships to Hong Kong, marking the first time that Kai Tak Cruise Terminal handled two cruise ships of this size on the same day. In November, the Wallem Agency team handled a further two double ship days!
On 8th December 2016, Höegh Wallem Ship Management took delivery of the Höegh Trotter. The vessel is the sixth and last newbuilding in the series of the New Horizon Class - the world’s largest car carriers with a capacity of 8,500 CEU, and built to a very modern, energy efficient specification.
Train the Trainer Workshop
Wallem Committed to Protecting Assets of Hanjin Fleet
ollowing the wellpublicised bankruptcy of Hanjin Shipping, Wallem has been involved in project management and asset protection of 22 of Hanjin’s container ship fleet on behalf of a number of head owners and financial institutions. Congratulations to the Wallem teams led by Chris Hassall, Samar Das, Kaushik Neogy, Praveen Shukla, KF Chan and Jason Jeon for providing support and services to these assets through Ship Management in Hong Kong, Commercial Services in Singapore and Ship Agencies in Hong Kong and Korea. Thanks also to Vishvesh Mehta in Wallem India for his leadership. The team have received a number of messages of appreciation from the key personnel at the banks involved, for the integrated services provided by Wallem. This is a perfect example of how
TRUE NORTH THE WAY FORWARD
Ben Shao (far right) with representatives from DSD Shipping and Wallem Europe.
ead of Learning and Development Ben Shao was invited to deliver a Train the Trainer Workshop for our client, DSD Shipping and several members of the Wallem Europe Office in Hamburg in early November. The objective of this workshop was to transfer the knowledge and skills of training delivery to the attendees in order for them to carry out training at shore and at sea in the future. This interactive workshop covered topics such as presentation skills, different learning styles, dos and don’ts of using visual aids during training and facilitating and managing group discussion. The attendees were presented with their completion certificate after delivering a successful 30-minute training simulation in the end of the workshop. This bespoke workshop marks the first time that Wallem has sold its shore-based training service to an owner directly.
Group Technical Director, Ioannis Stefanou (top row, 5th from left) attended the ABS Committee Meeting on behalf of Group CEO Simon Doughty who is a committee member.
Wallem Represented at ABS Committee Meeting
he 2016 ABS Joint China National & Hong Kong SAR Committee Meeting was held in Hangzhou, China on the 27th September. The aim of the forum was to discuss the current challenges in the shipping market, learn about new initiatives and also to view the shipping market outlook as per ABS Forecast Simulation models. The forum was attended by representatives of the major Ship Owners and Ship Managers from Hong Kong, China and Taiwan; as well as representatives from major shipyards and ship design offices.
The conference was centred around the topic of how to protect the marine environment. Special mention was given to the role that several Ship Owners and Ship Managers (including Wallem) are playing in this regard. The conference was very successful in highlighting this important issue, with the Norwegian Consul for India and the IMO Director both in attendance. Our car carrier client NOCC was also cited as a front runner in green ship recycling.
18th Hong Kong Technical Committee Meeting
India Clean Seas Conference
Attendees of the 18th HK Technical Committee Meeting.
L-R: Conference delegates including Managing Director of Wallem Ship Management for India Navin Passey (5th from right) and Guests of Honour, Consul Tor A. Dahlstrøm from the Norwegian Consulate General in Mumbai (2nd from right) and Mr. Stephan Micallef, IMO Director, Marine Environment Division (4th from right).
ur Managing Director of Wallem Ship Management for India, Captain Navin Passey attended India Clean Seas Conference (ICSC) held in Goa.
allem’s Technical Director, Ioannis Stefanou represented Wallem at the 18th Bureau Veritas Hong Kong Technical Committee Meeting, held on 26th October 2016. The Bureau Veritas Hong Kong Technical Committee is a forum to promote the exchange of technical views on evolving industry challenges. This year’s meeting covered topics such as digital transformation and EC Monitoring reporting and Verification (MRV) Directive. Issue 1 2017
Singapore International Bunkering Conference (SIBCON) 2016
Wallem Group Exhibits at China Cruise Congress
The Wallem Booth at Seatrade Asia Pacific.
S Nitin Mathur (far right) with fellow SIBCON panellists.
anaging Director of Wallem Singapore, Nitin Mathur took part in SIBCON 2016. Nitin sat on the panel for SIBCON Leadership Dialogue, which looked at the topic, “Managing fuel quality – what should the buyer focus on?” Nitin said, “As the only Ship Manager at the forum, this really was a wonderful opportunity for us to demonstrate our knowledge, understanding of business and our customer focus.”
eatrade Asia Pacific Cruise Congress 2016 was held from 11th – 13th October in Shanghai. Major cruise lines, government officials and other key cruise industry stakeholders got together for a series of innovative conference sessions which focused on the impact of China; both now and in the future, and on the regional and global cruise markets. The latest trends and topics affecting the region were discussed. Wallem Group representatives from both Shanghai and Hong Kong were delighted to welcome guests and customers to our booth to showcase our Agency services and expertise handling over 500 cruise calls per year in Asia.
Wallem on Hamburg SMM Panel
SIBCON reported that feedback showed that this panel discussion was rated 92% from good - excellent!
Tapiwa Samkange (centre) speaking on the Digital ship panel at SMM.
I Nitin Mathur speaking at SIBCON 2016.
TRUE NORTH THE WAY FORWARD
T Manager for Wallem Europe, Tapiwa Samkange represented Wallem at the Hamburg SMM, the annual International trade fair for Shipbuilding, Machinery and Marine Technology. Tapiwa was invited to be a panelist at the Intelsat and Digital Ship briefing and discussion. The panel was tasked with considering how Innovation & Evolution in Maritime Connectivity is changing the landscape by improving operational agility, creating enhanced efficiency and above all reducing costs for the ship owner and manager.
INDUSTRY EVENTS Varying opinions were voiced on the relevance of newer technological trends, such as the ‘Internet of Things’ at the expense of general system stability. Topics including satellite data coverage, an easier way for ship managers to change satellite service providers and the pros and cons of providing Internet access to crew were covered.
Representing Wallem at HR Forum
n 14th October, Group Head of HR Debbie Mannas represented Wallem at HR Magazine’s ‘Don’t forget HR’ conference. Debbie gave a presentation on business savvy, proactive, inclusive and adaptive HR strategies that work. She emphaDebbie Mannas talking about HR strategies. sizes how HR professionals can take ownership of their learning and career and look for opportunities to accept challenging and new projects, network and purposefully create avenues to associate with diverse people who challenge their thinking.
MBS Represented at BIPC
The highlight was presenting various results and responses from a survey that MBS had conducted on a number of Busan-based ship suppliers. Questions included what the ship chandlers think about Busan, the present situation in the marine supply industry and what they are doing to maintain a competitive advantage. Cyrus analysed what their answers reveal about the state of the industry and what Busan can do faced with this challenging environment.
Marine Director Takes Part in Crew Connect Global Panel
aptain Fared Khan represented Wallem at Crew Connect Global, held from 7th-8th November in Manila. Fared took part in the Operators’ insight panel which looked at the question, How well are we empowering our seafarers and promoting wellness at sea? He talked about raising awareness and practical application being Fared Khan sharing his the key to empowerment of seafarers – and the challenges of experience at Crew Connect. doing this with a transient seafarer workforce. He shared some of the initiatives that we have launched at Wallem including our Wellness@Sea and Dignity@Sea programmes. The conference was attended by the industry’s top players and this was a great opportunity to showcase Wallem’s approach and best practices on this important subject.
Shipping2030 – Customers in the Digital Age
W Cyrus Ma speaking at BIPC.
BS’s Cyrus Ma attended the 4th Busan International Port Conference (BIPC 2016) held on 3rd - 4th November in Busan, Korea.
Cyrus’s presentation focused on how MBS delivers maximum value to each and every client. He supported this with key facts and figures relating to quantity, quality and relative costs of ship supplies (general consumables only) made to Wallem Ship Management in Busan and elsewhere to see some trends and comparisons.
allem was represented at the recent Shipping2030 conference held in Singapore on 30th November1st December by Fleet Manager, Praveen Shukla. Praveen spoke on one of the panels, alongside executives from BMW and Stolt-Nielson. They discussed and debated the question, ‘Changing Requirements, Changing Relationships - what do shipping’s customers need in the digital age?’ Praveen found the event to be very insightful, enjoying sharing his experience and explaining how we at Wallem look to add value for our Praveen Shukla speaking customers. at Shipping2030. Issue 1 2017
AWARDS & RECOGNITION
Wallem Captain Hong Kong Ship Wins Lloyd’s List Asia Manager of the Year ‘Seafarer of the Year’ Award
allem was awarded “Hong Kong Ship Manager of the Year” at the Mission to Seafarers’ Annual Dinner held on 17th November in Hong Kong. In order to shortlist companies eligible for this award, seafarers on Hong Kong-flagged vessels were surveyed by the Mission to Seafarers. The survey comprised of a number of questions about their views on their employers (owners and managers), with particular focus on safety, security and welfare.
Seafarer of the Year Award.
e are proud to share the news that Captain Deepanjan Ganguli and the crew of the M.V. True Patriot won ‘Seafarer of the Year’ at the 2016 Lloyd’s List Asia awards. Captain Ganguli was presented with the award on 20th October at the ceremony which was held in Singapore and attended by around 400 industry elites. Captain Ganguli and his crew were commended for demonstrating the commercial realities of rescues, showcasing professionalism, focus, good seamanship and a fair bit of luck. The story of the rescue was featured on page 14 of the last issue of True North, Issue 3, 2016. Congratulations to Captain Ganguli and the crew of the True Patriot! Managing Director of Wallem Ship Management, David Price congratulated the Captain and his crew on their rescue efforts. They also received a message of thanks from the Mauritius National Coast Guard and Rescue Coordinating Centre for their support and valued assistance which saved the life of the sailor.
Captain Deepanjan Ganguli onboard the True Patriot.
Captain Deepanjan Ganguli with his award.
TRUE NORTH THE WAY FORWARD
Receiving the award, Managing Director of Wallem Ship Management, David Price said, "This award is very meaningful since the voting was done by seafarers themselves. We strive to continue to devote all our efforts to ensure that there is a strong safety culture and a professional and supportive environment onboard all Wallemmanaged ships. We would like to thank our seafarers for this great honour.”
David Price receiving the award on behalf of Wallem.
The Mission to Seafarers is an international maritime charity which provides help and support to the 1.5 million seafarers who face risks every day to keep our global economy moving. We are incredibly proud of this award because our seafarers are truly the oxygen of our company and all our operations revolve around their wellbeing in addition to ensuring their safe return home to their families.
David Price giving his acceptance speech.
AWARDS & RECOGNITION
Wallem Crew Carry Out Rescue at Sea
n 12th October, the crew of the Wallem-managed vessel, the M.T. Daviken (LPG carrier) spotted a craft requiring assistance while en route from Porvoo in Finland to Houston, USA to discharge cargo. After checking with the team ashore and the Miami division of the US Coast Guard, Captain Vitalii Volodchenko gave the go ahead for the rescue operation.
Well done to Captain Volodchenko and the crew for exemplifying the true spirit of seamanship!
Black Belt Six Sigma Accreditation The vessel had to do a Williamson turn (manoeuvre used to bring a vessel back to a point it previously passed through in an emergency) to attempt the rescue of the vessel - a rubber dinghy which was partly deflated and taking on water. Once the Daviken reached the dinghy, lines were thrown and the crew proceeded to pull the seven passengers (five men and two women) out of the dinghy to safety.
Nathalie Quiquempoix (top right) hard at work.
roup Business Process Manager, Nathalie Quiquempoix attended and passed a Six Sigma Black Belt course in Melbourne, Australia from 17th21st November, 2016. Participants were from Hong Kong, Singapore, the USA and Australia.
The vessel had to then deviate even further off course to transfer the people (seven Cuban nationals) to the authorities. However, the first attempt to transfer the people to the Coastguard vessel was unsuccessful due to heavy swell, and the vessel had to continue to another position to re-attempt the transfer. The second transfer attempt proved to be successful, bringing a long rescue operation to a safe conclusion.
Six Sigma is a methodology used to improve business processes. It is an approach based on data, geared toward projects with quantifiable business outcomes. The Black Belt is the highest accredition and certification requires active participation over the 5-day program. Participants must give individual presentations to peers, achieve greater than 70% in the final examination and complete a project that delivers benefits to their company. Nathalie achieved the highest mark in the final examination out of all participants. Nathalie is working on a Black Belt project and aiming for certification in early 2017. Congratulations to Nathalie! Please give her your full support on her projects. Issue 1 2017
Wallem Fleet Officers’ Meeting in Odessa
he annual Wallem Fleet Officers’ Meeting (WFOM) Odessa was held on the 8th of November.
The event, held in one of Odessa’s stunning halls, was a fantastic opportunity for sea and shore staff to share their experiences, thoughts, and current and future plans.
home safely to their family and loved ones at the end of their contracts. The purpose of these meetings is to identify and discuss common problems and mistakes so that they can be prevented in the future.
The seminar was attended by Wallem’s Managing Director for Ship Management, David Price; Marine Director Fared Khan and Associate Manager HR for Europe, Ms Gurleen Dhir. The Wallem Odessa team and more than 40 seafarers were also in attendance.
Fared Khan, talked about the “Road Map to Safety and Operational Excellence” to achieve the company’s vision of 'Zero injuries, Zero spills and Zero accidents'. Captain Khan stressed that to achieve these goals proper procedures need to be followed through transparency, root cause analysis; compliance, and maintaining a positive safety culture.
David Price opened the seminar by laying out the Group’s expectations. He stressed that Wallem cares for its seafarers’ welfare and safety and desires for them to return
At the end of this successful event our seafarers and their families were treated to delicious dinner. Thanks to all who attended.
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Issue 1 2017
Wallem’s Journey of Collaboration
By Debbie Mannas and Ben Shao
hen the building housing Wallem HQ was to be demolished, there was an urgent need to relocate all of Wallem’s 280+ Hong Kong staff to a new workplace. In a city with rising rents, this meant moving to a newer building with a smaller footprint. The aim was to create a new space which reflected our culture, values, work ethic, and four brand pillars; Heritage, Progressive, People, Group Head of HR, Head of Learning & Diversified. It also had to optimize our use of Debbie Mannas. Development, Ben Shao. technology. The strategy was to create a modern, collaborative work environment that would encourage learning, feedback and create opportunities to build new products and services.
The Opportunity and Objectives While collaboration has proven to be the key to innovation and engagement, this is not always easy to instill when faced with the particularly conservative maritime industry. The office move project itself provided the perfect opportunity for diverse groups of colleagues to collaborate with one another in a structured way towards common goals. Objectives were to: • Minimise negative impact on workforce productivity and efficiency • Equip staff with the capability to adapt and manage change • Educate staff on new processes and protocols • Reduce any anxiety and apprehension amongst staff • Keep staff engaged and updated through the transition
The Process and Plan The process began with a survey to understand the needs and concerns of staff ahead of the move; as well as deciding on the new space. The project team (made up of representatives from various departments) and steering committee then holistically designed the new office environment through multiple discussions and feedback sessions. Team buy in was critical to get everyone onboard with the radical change in both layout (from traditional offices to open plan work spaces) and work style (from paper intense desks to increased digitisation of documents). Regular communication was also important - multiple town hall sessions were arranged throughout the process to explain the decisions, progress and impact. “Change Agents (CAs)” (both volunteers and selected staff members) were nominated to assist with the transition. Various Change “Tracks” were identified: ‘Technology’, TRUE NORTH THE WAY FORWARD
‘Administration’, ‘Workstyle’ and ‘Space’. Change Strategy Track Leaders were identified to lead and facilitate the discussions and deliverables for each of the tracks. Through post-townhall brainstorming, feedback from other staff, departmental conversations, and synthesizing ideas, CAs were tasked with making recommendations to optimize all of the above by setting out policies, process, guidance, and training, for approval by the Executive Committee. They served as the voice of staff; the bridge between the management team and staff. Guidelines and outcomes were clearly stated, with all three track leaders collaboratively led by Ben Shao.
A Successful Experience for All All in all, through collaboration and active participation, the move was a positive, engaging experience for all involved, rather than a stressful one. Transparency and clarity about the move reduced any anxiety or negativity and replaced it with a general feeling of excitement. Ahead of the move, the Track Teams reinforced the need to escalate the use of automated systems and processes (meeting room booking system, guest registration system, use of calendars, etc.). The benefits of a new style of working were also promoted ahead of the move; reducing any potential loss in productivity from such a big change. As a result, most colleagues were completely unpacked and working at their new spaces well before noon on the very first day. Better utilization of space types has promoted greater collaboration and socialization, and we have seen a significant reduction of paper and storage thanks to increased digitisation of documents/files for workforce agility and mobility. The whole organisation now has an increased appreciation of how important strategy, planning and communication are in achieving impressive results. We hope to see more collaboration, idea sharing and innovation in the days to come!
In the Clouds
Technology can be tough on the older person By Mark Haslett, Director of Wallem Ship Management & MBS
The challenge and opportunity You will probably have already read, in this issue of True North, about future technology enhancing the service that we provide to our clients, and even more importantly to improve the working lives of our people on board our ships. I can tell you that there is a lot of excitement in the office here about all these new technologies, BUT … has anybody thought about people like me, that are nearly 100 years old? I can tell you that the answer is ‘No’. Now I fully understand the need for all this newfangled stuff that happens on the interweb, but why can’t it be done in a way that I can understand? Let me explain my frustrations with technology and perhaps I can get a bit of sympathy…
Helpdesks I have known I was having trouble with my computer. So I sent a message to the Help desk. Jacky appeared at my desk, clicked a couple of buttons and solved the problem. As he was walking away, I called after him, ‘So, what was wrong?’ He replied, ‘It was an ID ten T error.’ I didn't want to appear stupid, but nonetheless asked, ‘An ID ten T error, what's that... in case I need to fix it again? Jacky smiled and replied ‘Haven’t you never heard of an ID ten T error before?’ ‘No,’ I replied. ‘Write it down,’ he said, ‘and I think you will figure it out.’
So I wrote down: …ID10T error. I mean, how did that help me to understand what the problem was? Still at least it was better than the response I got from one website when I complained about how hopeless their on-line system was. I demanded to know why there was a problem and what they would do about it. I got,
The lights are on motion sensors so that they come on when we open the door and we never waste electricity. They worked particularly well during a recent negotiation. I was waiting for the supplier to further reduce his price, and he was waiting for me to say something. Neither of us moved . . . and the lights went out. I told him “It seems like this interview is at an end then.” He gave me the price I wanted immediately. True story!
Technology as an ‘aide mémoire’
what I assume was an automated response, which simply said “User Error – Replace User”!
Big Data You will have seen earlier in this issue an article concerning Big Data. Now I am getting really excited. Finally, some technology that really will be useful for people of advanced years, like me. I just can’t wait to be able to read my computer screen without needing to wear my reading glasses!
Technology as a negotiation tool In our offices we now have custom built conference rooms. They are fantastic.
Those of you that know me already recognize that I am a very slow learner but I have picked up a trick or two. On one occasion, I changed all my passwords to “incorrect”. That way, whenever I forgot my password, I just type in anything and the computer tells me “Your password is incorrect”! Unfortunately Wallem cyber security is such that my password now needs to contain a capital letter, two numbers, a minimum of eight letters, a hieroglyph, my first teacher’s dog’s best friend’s birthday and a magical spell! And unfortunately my typing speed is so slow, that my new password usually expires before I can type it all in again to confirm.
Technology isn’t everything I have recently found the joys of surfing the interweb, the information that can be found is just amazing. It knows almost as much as my wife, who knows everything (well, she does now I forgot to delete my search history!) Issue 1 2017
From Sea to Shore An Interview with Captain Damian Castelino
aptain Damian Castelino tells us about his long maritime career and transition from sea to shore; as well as about his safety philosophy and how he applies it to his additional role as a QualitySafety Coach for our customer, Frontline and what life at sea will be like for the future seafarer.
What is your current role and where are you based? I am a Marine Superintendent for Wallem Hong Kong, based in Mumbai.
When did you join Wallem? I joined Wallem Ship Management in 1978 as a Chief Officer after studying at the School of Navigation in London, where I obtained my U.K. Master’s Certificate of Competency the same year.
For how long were you in command of vessels for Wallem? I was in command of ships with Wallem for a total of 26 years, commencing in 1984. My experience is in dry cargo Bulk Carriers, Container Ships and Multipurpose cargo vessels. During that time I also spent two years (from 89-91) in a role ashore as an Operations Manager for a well-known Container Line. The role involved monitoring and planning Container Stowage & Shipside operations and helped me to better understand the commercial side of the business and build my people and managerial skills.
Why did you choose to come ashore with Wallem? I joined Wallem’s Safety Division as a Training & QMS Superintendent in 2010, doing Internal Audits and onboard training. This is something which gave me immense satisfaction as it enabled me to share my knowledge and experience with others. What’s more I am proud to know that our success as a Company in terms of safety and training is in good part down to the good job that teams ashore are doing to support those at sea. This is demonstrated by the fact that Wallem continues to be an employer of choice for seafarers who place just as much emphasis on the importance of safety and training as Wallem does.
How has the role of seafarer changed over the years? The role of a seafarer has changed dramatically over the years. Container shipping changed the way that goods TRUE NORTH THE WAY FORWARD
were transported which had a great impact on the life of a seafarer, as the ship’s stay in port was shortened. Improvement in technology has reduced manning on ships, to half of its earlier manning strength. The ISM (International Safety Management) Code and the ISPS (International Ship and Port Security) code, have also brought greater changes to the Seafarer’s life helping to make the profession safer and more secure. The Maritime Labour Convention (MLC) of 2006, ensures that a safe and healthy work environment is given to the seafarer who play a vital role in the both the global maritime industry and in the global economy. Communication satellites mean that a seafarer is now able to keep in constant touch with his family and friends these days through instant messaging and social media. This brings him closer to his family, although he is thousands of miles away. This has played a major role in retention of Seafarers in the profession.
How has your career progressed over the years? After all these years, I still live and breathe the maritime way of life, and am very proud of my career. In 2000, I completed my Ship Brokers Examination from the Institute of Chartered Ship Brokers (ICS) London (Dry Cargo Chartering & Ship Management as principle subjects) and was Member of the Institute of Chartered Shipbrokers (M.I.C.S) for several years. As well as having completed the DNV Internal Auditors and LRS Quality & Lead Auditors course in ISO 9001-2008, I recently completed the ISO 9001-2015 transition course. This has given me great insight into the ISO standard and quality management. In 2015, I was honoured to be invited to become a QualitySafety Coach for one of our customers (Frontline) which has been a rewarding and positive learning experience. The QualitySafety programme was initiated by Frontline after the KSL Bulk carriers came into Wallem management in 2014. I believe that the programme is incredibly beneficial because it demonstrates an excellent way to enhance teamwork, rendering operations safer and more efficient and most importantly, helping to prevent injuries and incidents.
INTERVIEW What is your safety philosophy? I believe that safety is not something we have but rather something we create every day. By putting safety barriers in place, and following Standard Operating Procedures and Checklists, we can work safely. In short, safety is identifying risks and mitigating them. There is a certain potential of risk associated with every single job and so all must be preceded by a team Tool Box Meeting. The meeting enables everyone involved to proceed with a Risk Assessment and associated control measures can then be put in place to mitigate these risks. The Tool Box meetings raise awareness and alertness thereby minimising human errors. This teamwork helps to put in place the necessary safety barriers allowing us to maintain safe and efficient operations.
Enclosed space safety drill.
“No job is so urgent it cannot be done safely.” Effective MCRM (Maritime Crew Resources Management) training, special Frontline QualitySafety training, is essential. This means we have the right people doing the right job, and can build effective and efficient teams. Wallem also encourages sharing so that we can learn from experience. We encourage our staff to file Near Miss and Safety reports. These along with other Behaviour Based Safety (BBS) reports are sent monthly from each fleet vessel, meaning we can analyse safety trends and risks and take appropriate action. Our crew have also been empowered with ‘Stop Work Authority’ meaning that seafarers of any rank can stop a job if they see any unsafe work practices. All of these measures reinforce my own safety philosophy that no job is so urgent it cannot be done safely.
If you had one message about safety to our seafarers, what would it be? That safety is in everyone’s hands and in everyone’s interests. At Wallem, people are our most valuable asset. Our company management is committed to ensuring a strong safety culture onboard through various safety programs. This contributes to a positive work environment. I believe that work premises, should be maintained to a high safety standard, which includes cleanliness and housekeeping. This ensures that everyone feels safe, respected and happy. Safe working procedures reduce LTIs (Lost Time Injuries) and accidents which reflects directly on the company’s Insurance Premiums. The brand value of the company therefore increases. As a result, ship owners are happy, and we as a ship management company get more ships to manage.
What skills and talents does the future seafarer need? The future seafarer must be well trained in the electronic and marine engineering fields so that their skills are
developed and correctly honed. They must be dedicated to the career they have chosen which means a desire and need to constantly update knowledge; especially due to changing IMO regulations; something which is made much more accessible today thanks to greater connectivity. The young seafarer today must also be computer savvy. As technology advances, ships are becoming increasingly paperless. The use of Navigating Charts is being replaced by Electronic Navigating and Electronic Chart Display and Information Systems (ECDIS). With the increase in social media, they must also understand the importance of being respectful and responsible online as what is posted online could adversely affect their own reputation, or that of the Company or their family. What’s true is that today’s seafarer increasingly can no longer solely rely on technical skills alone but must possess business acumen, be committed to deliver a quality service to both the Company and customers and in addition to training, have management and leadership skills to deal with any eventuality onboard. A safety mindset should be ever present. Risks are always there in every field; but control measures must be put in place to mitigate these risks. Standard Operating Procedures and various checklists, must be followed at all times. With the increase in computer-based systems, focusing safely on the job at hand will be more important than ever. Issue 1 2017
Full Speed Ahead
Enhancing Wallem’s System for Success Compliance Director, Marine Safety Glyn Thompson
s part of Wallem’s Roadmap to Safety and Operational Excellence, the Company has embarked on a project to enhance its Safety Management System and its accessibility. Compliance Director for Marine Safety, Glyn Thompson tells us why the timing is right for this project, the processes involved and why buy-in and participation from our seafarers is integral to its success.
Moving Ahead with the Times Given our commitment to continuous improvement, Wallem is constantly looking to find efficiencies in every aspect of our business. As part of the Company's push for digitalisation across all areas of its operations, the project centres around transitioning the current paper-based Safety Management System (SMS) into a digital one. This more user-friendly platform will meet the future needs of both our seafarers and the Company. Accessibility will be enhanced as the SMS will be available online through the Enterprise Management System platform, enabling updates to be done in real time.
Streamline and Standardise The project also represents an excellent opportunity to enhance the system itself. The aim is to simplify the whole system, streamline the content and make language clearer and more consistent. At the heart of the project is making the SMS easier for the seafarer to interpret and follow. The intention is that the new system will include process flow maps rather than pages of instructions, where possible, along with increasingly powerful search functions; harnessing key phrases rather than individual words. This
TRUE NORTH THE WAY FORWARD
will improve operations onboard and safety will be optimised as a result as it puts increased focus on Compliance and Operational Excellence.
Sea & Shore Working Together The project is being led by an external consultant who has extensive experience working on Safety Management Systems for various other leading companies in the industry. The consultant is supported by Wallem’s Compliance Director, several Wallem superintendents and representatives from our Joint Ventures. In addition, six Wallem seafarers (of various ranks and nationalities) were also invited to take part in the project. Their involvement and input is critical to the success of the enhancement project since they are the frontline users of the enhanced Safety Management System for day-to-day operations.
The Project Stages The project team met in the second week of December at our Headquarters in Hong Kong to begin work on the system enhancement and made much progress in this first stage of the project, streamlining and standardising the
Group photo of the project team made up of Wallem seafarers, Superintendents and Wallem's Compliance Director and external consultant.
“The process should drive compliance & best practices, with improved safety and operational excellence.” – Glyn Thompson, Compliance Director for Marine Safety content. Whilst the procedures themselves have not been changed, this enhancement will enable seafarers to get the information they need quickly, easily and definitively. The team will work closely with the external SMS consultant over the next few months with further discussions and review done via email. They will then come together again in mid-2017 for the second stage of the project. Once a working draft is available it will be shared with a number of trial vessels as a “Beta” version for review and testing by sea staff. It will then be digitized and available to all seafarers online via our Ship Enterprise System. Digitising the system will enable that there is one standard across all offices and fleet, allowing for seamless integration of quality and system. What’s more, it will enable latest updates for
regulatory requirements to be made in real time, something which is not possible to do efficiently with a paper-based system.
Commitment to Safety This SMS revamp project reflects Wallem’s absolute commitment to a positive safety culture onboard; as well as our focus on compliance and drive for continuous improvement in all aspects of our business. It also reflects the importance we place in providing the best possible support system for our seafarers to ensure safe and successful voyages across the fleet. Thanks to all involved at sea and ashore for their contributions to this project!
Issue 1 2017
Safety is a full-time job; not a part-time practice
e speak to Andrew Lemmis, Managing Director of SeaSafe Marine (a Wallem Group company), about key industry issues, how Seasafe has developed since its establishment in 2012 and how its quality service focus makes it stand out from the competition.
Why was SeaSafe set up? SeaSafe was set up as a response to the lack of competitive offerings in the lifeboat repair and maintenance sector. We realised that Wallem had the volume of vessels to establish something in-house thus ensuring the same high quality service across the fleet and making sure that equipment was always fit for purpose. As lifeboat servicing is a statutory requirement, there are a vast number of servicing suppliers all over the globe with varying degrees of competency, quality and approvals. Arranging for a third party vendor to do your servicing can be a bit hit and miss. Since lifeboats are heavily regulated, they have to be operationally ready and fit for purpose at all times. If there is anything not working on the lifeboat or the davit system, authorities could detain the ship. This could cause endless problems (such as the loss of a charter). In addition, many lifeboat servicing companies don’t take any real responsibility and provide only the bare minimum services of only inspecting and servicing onboard once a year. They check the ship life-saving equipment as if it were an MOT (annual vehicle inspection) for a car and if something goes wrong with it a week, a month or even six months later, they then neither care nor take responsibility. It is widely reported in the industry that lifeboats have fatally injured more people than they have saved. Crews can be
“SeaSafe’s global presence, service and response time is very good.” – Executive Technical, BW Fleet Management Pte Ltd TRUE NORTH THE WAY FORWARD
wary of using the equipment, resulting in critical lifeboat launch drills being performed incorrectly, not completely or in some cases even neglected. Although logbooks are dutifully filled in, the reality is often that crews are not practicing with the equipment, so their familiarity and experience declines over time. The potential for accidents and incidents is therefore higher. As Wallem’s in-house servicing division SeaSafe is committed to taking responsibility to avoid accidents happening. This means ensuring that equipment is maintained to a very high standard, that training and familiarizing crews with equipment is done regularly and ensuring that the vessels serviced by SeaSafe are visited at least twice a year by our specialist team. Not only does this promote better safety and result in fewer accidents, it also keeps overall running costs down for the owner.
What differentiates your service? A lifeboat must be inspected and certified as fit for purpose and ready for immediate use once a year during the class annual survey by third party service companies who are authorized by the flag authority or the equipment maker. Owners and operators who understand the real price of lost time incident or an accident (or losing a charter) look to SeaSafe for more than just the minimal annual certification. Customers who sign formal agreements with us benefit from our range of value added services such as ‘predocking surveys’ where we survey a vessel three to four months in advance of annual dry docking. We go through everything to establish the complete work scope of what is needed for the dry docking. This keeps costs down as it enables us to plan our engineer movements and spares procurement more effectively. This means all issues and any non-standard work have been identified in advance. The superintendent can then prepare the dry-docking specification for the shipyard with issues included, quotes prepared etc..., thereby avoiding any unnecessary premiums being levied by the shipyard.
Our service includes the planned annual statutory service at the class renewal, and at around six months later, another vessel visit to ensure the ship and its crew has no issues with its lifeboat systems. This will include supervision of a drill with the crew, a simulated launch (on freefall systems) and an overall audit assessment on the crew competence level, which is always well received. Nowadays crew have endless checklists to complete, and can become complacent with some procedures. For example, you are required to swing lifeboats out every week and make sure the lifeboatâ€™s engine works. Our second visit keeps these procedures fresh in seafarersâ€™ minds; again, contributing to a strong onboard safety culture.
How is SeaSafe more competitive? Other companies charge by the hour (or per day, per mileage, etc.) so costs can add up if there are delays, port congestion, etc. and the invoice can then be a surprise for the client. With SeaSafe, we adopt a fixed pricing based commercial model with no hidden or extra costs, so whatever we quote, we invoice. It is this guarantee that gives our customers peace of mind.
What is the biggest roadblock in the delivery of high quality services? It has to be time constraints, especially during annual
services at port. Perhaps a vessel has just six hours in port and we discover that the lifeboat needs a major servicing when we board. It is a real challenge to provide the high quality service and solve the large issues presented within the limited time frame. If there is an agreement between us and a regular client we service, this situation can be avoided. However if it is an ad-hoc call out, or our client has just taken the ship into technical management or purchased the ship, then it is a blind boarding which could throw up challenges. However, our teams are very experienced across multi brand equipment and have faced most situations before so will endeavour to return equipment into a serviceable condition before the vessel departs. A lot of our competitors restrict the time spent onboard by their engineers based on a particular job scope or time limit. Once these are met then additional costs are charged. For SeaSafe our approach is much simpler, it is the engineer time you are paying for and not a specific job scope and he will remain on the vessel right up to sailing time if need be to ensure the equipment is safe, operational and fit for purpose. Every so often we have issues where we cannot certify a system due to needed repairs or parts that need replacing whilst the vessel is in port and then where possible our SeaSafe engineers work with our customers to help them out. If they arrive onboard and find a major problem with the lifeboat or the davits that canâ€™t be completed during the port call then we are prepared to stay on-board the ship, fixing the issue whilst the ship sails to the next port if this is an option. Issue 1 2017
Has SeaSafe celebrated any recent milestones? SeaSafe were proud to recently complete our one thousandth service which was actually on one of our thirdparty customersâ€™ vessels. Business is growing steadily and sustainably, with the current ratio at around 65% Wallem technically-managed vessels and 35% third-party clients. We are experiencing roughly 10% growth on volume each year and are feeling positive about further growth.
To what extent is SeaSafe affected by the current state of the global shipping market? There is more competition for lifeboat servicing and testing services than ever before. The issue is that this competition is primarily price focused rather than quality or portfolio based, with some competitors cutting their quotes down to ridiculously unsustainable levels; in many instances the quoted amounts are never the total of the final invoice as there are always hidden extras that are regularly upsold. Despite the fact that competition today is more fierce, our service differentiator remains unchanged - it is on providing a quality global service to our clients at a fixed price, with attention to detail and safety. Whatâ€™s more, our company structure also enables processes to be carried out more efficiently and with a lot less bureaucracy when compared to many of our competitors, with global operations arranged and coordinated from a single office (rather than having regional offices which disrupt communications due TRUE NORTH THE WAY FORWARD
to alignment issues). With centrally-managed multi-skilled engineers based at strategic locations worldwide, booking and mobilising SeaSafe service teams can be done quickly and efficiently. Owners must purchase lifeboat testing and maintenance services because of statutory requirements. Crews must operate the equipment correctly as it is for their safety. Focusing merely on finding the best price for maintenance can backfire because if the service isnâ€™t done properly, you run the risk of vessel failure, detention, accidents or worse still loss of life! With hugely experienced engineers, fixed annual pricing and global 24/7 availability, SeaSafe is not only committed to providing a quality and value-added service, it is also committed to ensuring a safer environment onboard. Choosing SeaSafe means peace of mind that lifeboats and davit equipment will be regularly checked and maintained to a high standard, rendering it safe to use and the crew is familiar and comfortable in the safe use of the equipment.
SeaSafe Marine is an independent Lifeboat Servicing and Testing Organisation (ILSTO) and authorised representative of major lifeboat and davit manufacturers. SeaSafe is a wholly owned Wallem Group company. Contact them at email@example.com
Wallem Colleagues Take Part in Trek for Charity
n Saturday 5th November, Wallem had three teams taking part in the Sailors’ Society Hong Kong Trek. ‘Wallem Striders’, ‘Wallem Warriors’ and ‘Coast Busters’ hiked 15km from Pak Kung Au in Lantau Island, across Sunset Peak (the 3rd highest peak in Hong Kong at 869 metres above sea level) finishing at Discovery Bay. The Sailors’ Society helps seafarers and their families with welfare and practical support, visiting ships in ports and talking with seafarers away from home for extended periods of time. They facilitate contact with loved ones as well as making medical treatment accessible whenever and wherever required.
The charity is thus especially poignant to Wallem, and our teams committed to raising at least HKD$6000 each; a pledge all participants exceeded. As the setting, Lantau Island did not disappoint, living up to expectation as both a beautiful and challenging test. Breath-taking views were commonplace on such a clear, sunny day and a true sense of achievement was felt by all on completion, especially for those who had never hiked before! Though none of our teams set any records, the immense team spirit that is indicative of Wallem employees shone through, with every team crossing the finish line in high spirits. Well done to those who took part and helped out, your Company is proud of you!
Issue 1 2017
Wallem & The Matilda Hospital
A Relationship Spanning more than 100 years!
inda Burgoyne, CEO of Matilda International Hospital tells us about Wallem’s special relationship with the hospital and Matilda charities: governors which, since it is not made up entirely of medical professionals, she says brings a different perspective. The hospital is able to leverage the business acumen of the Chair, and the board of governors to make the best decisions; in particular in regards to quality and charity work. Since 1975, The Sedan Chair Charities Fund has raised over $65 million for more than 130 Hong Kong charities and continues to raise funds through its main event, the Sedan Chair Race & Bazaar. In 2003, the Matilda Children’s Foundation was set up by the Hospital to raise money to provide life changing surgery for children in need in Hong Kong and China. Staff and doctors volunteer their time, skills and resources to enable these surgeries to happen. In November 2016, after having served for many years on the board, Wallem’s CEO Simon Doughty was appointed Chair of the Board of Governors. Our CEO is proud to continue to build on Wallem’s special relationship with the Matilda both through this role and in supporting the hospital’s charitable endeavours through both donations and corporate sponsorships of fundraising events such as the Sedan Chair race.
The Matilda International Hospital.
The Matilda International Hospital, nestled at the top of Hong Kong’s Peak amid jungle and hiking trails, celebrates its 110th anniversary in 2017. The hospital was started by Granville Sharpe who arrived in Hong Kong from the UK via India. He and his wife settled in the Territory and dedicated their lives to volunteering for various charities. After Granville died, he left provisions in his will to build the hospital, to be named “The Matilda” after his wife. The site of the Peak was chosen due to its cooler climate and fewer cases of malaria than down in the valleys. Granville specified that the hospital’s Board of Governors should be made up of a group of his trusted friends and business partners, one of whom was the founder of a shipping company in the territory named ‘Haakon Wallem’. The hospital was aimed at providing free healthcare and support to people who were far away from home. It would be a non-profit making and for the benefit of the community. The late Haakon Wallem continued his association with the hospital, later donating funds for a new wing (‘the Grayburn Wing’) to be built. Today the hospital stays true to this remit of giving back more to the community and actively doing more charity work. CEO Linda Burgoyne works closely with the board of TRUE NORTH THE WAY FORWARD
Supporting World Maritime Day!
allem staff in our Hong Kong office dressed in red, white and blue in support of our seafarers and World Maritime Day on 29th September. Group CEO Simon Doughty (centre) handed out small prizes to the best dressed and took a moment to acknowledge the hard work in often challenging conditions that our seafarers face every single day at sea and to express our gratitude to them.
Celebrating Diwali at Wallem
n 12th November, Wallem colleagues from our Hong Kong office gathered along with their families and guests at the Indian Recreation Club to
celebrate Diwali with food, drinks, dancing and games galore! Thanks to all those who volunteered their time to ensure that the party was a great success.
Helping to Make a Difference
n mid-December, Business Process Manager, Nathalie Quiquempoix and her team joined our Philippines colleagues to pay a visit to â€˜A.W.A.M for the Kids Foundationâ€™, a non-profit organization located in Angeles City, Pampanga in the Philippines. The foundation reaches out to the marginalized sector of the community; in particular to needy children, through various community services. In 2005 Wallem started giving donations of more than 1000 bags to AWAM every year to help many needy children in various poverty- stricken places in the Philippines together with Wallem volunteers and AWAM staff. The Wallem team helped to help hand out bags filled with some food items and essential toiletries; as well as toys and gifts which had been donated by Wallem. Issue 1 2017
Building a Strong Support Network O
ver the past few months, Women of Wallem continued to show support for both our seafarers’ families and their local communities through various outreach programs:
Beach BBQ for Seafarers’ Families
A Time for Sharing
t the end of October, WoW Manila and WoW Cebu chapters organised a fun beach barbecue and raffle for seafarers’ wives and families. The event was held at Tambuli beach Resort, Lapulapu city in Cebu. This was a great opportunity for our seafarers’ wives and families to get to know one another and share ideas and opinions, all with the aim of strengthening their support network.
TRUE NORTH THE WAY FORWARD
o celebrate the festive season, WoW held a Christmas Party on 10th December for our seafarers and their families. The highlights of the party were the raffle prizes and giveaways (some basic groceries), games and dance performances by children of our seafarers.
Promotions & Appointments Congratulations to the following colleagues on their well-deserved promotions: Frankie Nguyen Frankie was promoted from Logistics Operations Executive to Logistics Operations Manager. Frankie works for Wallem Shipping Vietnam and is based in Ho Chi Minh City.
We would like to welcome the following colleagues to the Wallem family:
Nguyen Van Binh
Phan Ngoc Dung
Mohit Brij Malhotra
Atanas Nedelchev Mihaylov
joined Wallem Europe 1st December 2016 as Technical Superintendent.
Nguyen Van Binh
joined Wallem Shipping Vietnam on 19th December 2016 as Logistics Operations Executive.
Phan Ngoc Dung
joined Wallem Shipping Vietnam on 2nd January 2017 as Finance Manager.
joined HĂśegh Wallem Ship Management in Singapore on 19th October 2016 as Compliance Superintendent.
Mohit Brij Malhotra
joined Wallem Ship Management Singapore on 21st December 2016 as Marine Superintendent.
Atanas Nedelchev Mihaylov
joined Wallem Ship Management Singapore on 9th January 2017 as Technical Superintendent.
Happy Retirement! Our Finance teamâ€™s Accounting Manager, TC Ho made the decision to retire at the end of December. TC has completed an impressive 44 years of service with Wallem! Having joined Wallem in 1972, two years before the arrival of the first computerized accounting system in the company, TC has made fantastic notable contributions in developing the vessel accounting team in Hong Kong, with himself being a master of vessel budgeting. TC will be greatly missed. Everyone at Wallem wishes him a healthy, happy and enjoyable retirement! TC Ho
Issue 1 2017
Long Service Awards Congratulations and a big thank you to our colleagues at sea and on shore who recently reached the following milestones (from October 2016 to January 2017) in their careers at Wallem: 40
Nigam Desh D
NAME Nigam Desh D
NAME Lau Lai Ying Cecilia
NAME Dias Ray C Karumathil Gopalakrishnan Hung Yin Ling Elaine
NAME Gonsalves Mavel M Vongeyer Glenn E Koothur Veetil Vijayan Ali Shujaat Khan Muhammad Z Mangalat Suresh Babu Chauhan Rama R Divakaran Rajan Kalekar Sandeep J Da Costa Diogo Conceicao J Das Asim K Noniya Ramajor Ram Ramdev S Shaikh Mohammed S Yadav Lalbahadur R Teves Nonito L Tan William M Dela Rosa Rolando A Bose Rabindra Chan Yuk Shan Yvonne
Lau Lai Ying Cecilia
POSITION /RANK Master
POSITION /RANK Assistant Accountant, Hong Kong
POSITION /RANK Master Technical Superintendent, Hong Kong Senior Accounts Assistant, Hong Kong
POSITION /RANK Master Master Second Officer Chief Engineer Second Engineer Second Engineer Engine Fitter Engine Fitter Engine Fitter Engine Fitter Engine Fitter Engine Fitter Engine Fitter Engine Fitter Engine Fitter Bosun Chief Cook Motorman Chief Cook Senior Claims Clerk, Hong Kong
TRUE NORTH THE WAY FORWARD
Dias Ray C
NAME Rizman Hasan Tandel Ajitkumar P Kumar Avinash Lukashov Anatoliy Onegin Sergey Sarkar Sagarneel Suares Keith Anthony Charles Singh Palvinder Yadav Chandrika Chouhan Santhlal P Lopez Bernardo S Noble Rommel T Tandel Sureshchandra N Mendoza Reynaldo T Baladad Roberto S Patel Sajid N
NAME Dmello Mauricio S Rajan Rijish Dubinin Gennady Kapoor Ajay Navis Satish Fernando Dev Bishwajit Marimuthu Ponsenthil Kumar Mohiuddin Md. Vasudevan Rajasekaran Kumar Prabodh Singh Amar Lal Munni Intalan Gabriel J Michael Fernando Xavier N Dumalag Roderick M Sabio Angel JR. A Halder Brojen Mesiona Rufo G Baria Shantilal D D'Souza Wilfred C
Hung Yin Ling Elaine
POSITION /RANK Master Third Officer Chief Engineer Chief Engineer Chief Engineer Chief Engineer Chief Engineer Third Engineer Engine Fitter Engine Fitter Bosun Bosun Chief Petty Officer/Bosun Able Seaman Motorman Motorman
POSITION /RANK Master Master Chief Officer Chief Officer Second Officer Chief Engineer Chief Engineer Chief Engineer Second Engineer Electrical Engineer Electrical Engineer Engine Fitter Bosun Bosun Able Seaman Able Seaman Able Seaman Motorman Motorman Motorman
PEOPLE 15 YEARS
NAME Raja Ramaswamy Afonso Cruz R Alejandro Sherwin Mark S Lacurom Roly N Nikunja Pal Ghosh Abhijit Cheung Hau Yi Angela Gupta Rajan Agnes Wong
NAME Bhattacharyya Amiya B Boco Alejandro Y Ponnanchery Kumaran Krishnadas Qiang Zhen Ming Baskaran Kumaran Bharti Ajay V Ghosh Indranil Das Raju S Frago Antonio Graciano P John Arockiya Anto Negi Ramsingh M Osypchuk Vyacheslav Rustagi Ankit Ene Adrian Yang Li Ming James Franklin Felix Anthony Raj Karthikeyan Loknath Kolesnikov Vasily V Krishnasamy Rajaram Nagarajan Ramalingam Jeyambu
POSITION /RANK Chief Cook General Steward Motorman Motorman Technical Superintendent, Europe Technical Superintendent, Hong Kong Accounts Supervisor, Hong Kong Head of Vehicle Carrier Operations, HK Assistant Accountant, Singapore
POSITION /RANK Master Master Master Master Chief Officer Chief Officer Chief Officer Second Officer Second Officer Second Officer Second Officer Second Officer Second Officer Chief Engineer Chief Engineer Second Engineer Second Engineer Second Engineer Second Engineer Second Engineer
NAME Sukumaran Raveendran Ghose Biswanath Thangavelu Kamalraju Drama Elizer V Ravena Gilbert M Sandoval Jonan C Chauhan Ramby As S Salas Claudy F Abarquez Noel E Chang Mark Anthony P Go Rogelio JR R Gudito JR. Daniel F Paz Alden A Salazar Limwell G Visaya Jessie D Biswas Bikash C Chatterjee Vikram Sawant Arif A Tandel Chetankumar N Tandel Jitendrakumar M Thazhathekalam Anand Garganera Kevin Ross G Gallares Rene P Jonson Manuel L Riego Vicente S Tandel Darshankumar N Tandel Jayeshkumar N Cabero Marvin C Shettigar Mohan B Mojica Lawrence D Wiebke Schuett Francis Kan
POSITION /RANK Second Engineer Third Engineer Third Engineer Engine Fitter Engine Fitter Fitter Engine Fitter Bosun Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Able Seaman Ordinary Seaman Motorman Motorman Motorman Motorman Motorman Chief Cook Chief Cook Motorman Managing Director Wallem Ship Management, Europe Deputy General Manager, Singapore
Stay tuned for details of our Photography Competition!
â€˜Australian skiesâ€™ Taken by Angad Sharma, Second officer onboard the M.T. Atlantic Dawn moored in Melbourne, Australia.
Issue 1 2017
‘New delivery’ The ‘New Horizon’ class vessel, the Höegh Trotter,
‘On the horizion’ Third Officer, Mona Lisha
delivered to Höegh Wallem Ship Management on 8th December 2016.
onboard the FSL Osaka.
‘Baltic Sunrise’ Photo
‘All a buzz’ New café space in new Wallem Headquarters
sent by Third Engineer Avik Das.
in Hong Kong.
‘On the Elbe’ Visit onboard the Hafnia Crux
‘Into the air’ Taken by Angad Sharma,
by Wallem Europe crewing department.
Second officer onboard the M.T. Atlantic Dawn.
TRUE NORTH THE WAY FORWARD
‘Suited up’ Crew of the FSL Osaka doing
‘Blue sky’ Photo of the Sonangol Rangel
an immersion suit drill.
taken by Captain S A H Abidi. ‘Intrepid explorer’ Close up of the wonderful sea bird taken at sea by Captain Kawsar Mostafa onboard the Intrepid Harvester.
‘Twilight’ Taken by Angad Sharma, Second officer
‘Happy’ Third officer, Ronalyn C. Ferrer
on the South China Sea onboard the M.T. Atlantic Dawn.
onboard the M.T. Telleviken.
‘Side by side’ The Gener8 Strength doing Ship-to-Ship (STS) operations
‘Success’ The Captain and crew of the Gener8 Success.
at Galveston outer anchorage taken by Wiper, Rohan Joseph.
Issue 1 2017
CONTACT US HEADQUARTERS (HK) T: +852 2876 8888 E: firstname.lastname@example.org SHIP MANAGEMENT & TECHNICAL SERVICES T: +852 2876 8200 E: email@example.com SHIP AGENCIES T: +852 2876 8500 E: firstname.lastname@example.org COMMERCIAL SERVICES T: +65 6602 7101 E: email@example.com LOGISTICS T: +66 2237 6200 E: firstname.lastname@example.org SHIPBROKING T: +886 2 2570 8166 E: email@example.com
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Published on Feb 1, 2017
In this issue • Out with the Old, In with the New Facing up to Shipping's Digital Shift • Wallem’s Journey of Collaboration • Safety is a...