This annual report summarizes the port State control developments and activities of the Tokyo MOU in 2020. Moreover, the report also provides port State control statistics and analysis on the results of inspections carried out by member Authorities during the year.

The activities of the Tokyo MOU were also seriously affected by the COVID-19 pandemic.
Due to the impact of COVID-19, the number of inspections has reduced by approximately
40%, and the inspection rate is reduced by 20 points compared with the previous year.
Furthermore, the joint concentrated inspection campaign (CIC) on Stability in General with
the Paris MoU scheduled in 2020 had to be postponed by one year. In addition, almost all the planned technical co-operation activities were either postponed or cancelled.

Looking through the statistics in 2020, the notable increase trend of deficiencies relating to
Working & Living Conditions or Maritime Labour Conditions can be identified, which reflects
the severe impacts by COVID-19 on crew change and seafarers’ repatriation. In line with
previous years, ISM is the most common category where detainable deficiencies are recorded in 2020. Moreover, percentages of ISM related deficiencies and detainable
deficiencies are higher than the previous year, which also reflect inefficient and inappropriate responses by ships and their companies to the COVID-19 crisis. The safety management system, which is already a vital part for ensuring ships to sail safely, securely and to minimise pollution events, is even more important during the pandemic situation.

Currently, the COVID-19 situation is still evolving and the challenges emanated could be
expanded and prolonged. Recognizing the importance of port State Control activities to
ensure maritime safety, marine environment protection and living and working conditions of seafarers, the Tokyo MOU has initiated some countermeasures for reducing and minimizing impacts of COVID-19 to the activities and will further explore and employ necessary pragmatic steps so as to maintain appropriate and effective maritime operations under this difficult time.

 

Source: maritimecyprus


Climbing down a steep ship’s ladder 60 feet into a hot, humid, and dark environment to inspect a fuel tank’s lining for blistering and chipping is all part of the job.

Defense Logistics Agency Energy Middle East Quality Assurance Representatives Mark Mizrahi and Army Sgt. 1st Class Elizabeth Grace received hands on training conducting an internal tank inspection of the oil tanker LEFKARA in the Persian Gulf on April 9.

“Tank inspections are one of the more physically demanding parts of the job as a quality assurance representative, especially in the environment we’re in,” Mizrahi said.

Overseeing the training was DLA Energy QAR Kelley Warren who has over 17 years’ experience in fuels.

Previously, she had been a petroleum laboratory specialist in the Army.

“The entrance for the tank is small but opens up after you get down the first ladder,” Warren said. “The tanks were 18 meters deep or 59 feet.”

Find training opportunities for QARs has been challenging.

“There has been little opportunity to conduct internal tank inspections due to COVID-19 restrictions,” Warren said. In February, the two QARs received virtual training to enable them to complete the required confined space training.

Grace and Warren are two of DLA Energy’s four females QARs in the field.

“I think being a military QAR has been an eye-opening experience, but more than that being a female QAR has given me the opportunity to show other females that we can do anything when given the opportunity,” Grace said.

To get to the ship for the inspection, the QARs had to take the motor launch from the government-owned Bahrain Petroleum Company dock to the ship moored at an outer anchorage, which is about a 15–20-minute ride.

“On the oil tanker, the QARs were able to physically observe and touch what our reference material refers to as flaking, peeling, or blistering,” Warren said. “While not all the tanks on this vessel had these deficiencies, it was important for the training to find examples of them.”

Louis Sampract is the Quality Manager at DLA Energy Middle East at Naval Support Activity Bahrain. He supervises 11 quality assurance representatives and ensures the critical quality support and oversight of bulk fuel procurement, storage depots and distribution contracts throughout the Middle East area of operations.

DLA Energy QARs will inspect a ship’s tank depends on mission requirements and average an inspection every two or three months he said.

“The LEFKARA vessel inspection is a great example of why we do these inspections,” Sampract said. “Several of the tanks could have caused a quality issue with the product we intend on receiving and distributing to the warfighter.”

The LEFKARA was the second internal tank inspection for Mizrahi and Grace and qualified them to perform tank inspections on their own.

“I’ve been a part of several internal inspections up to this point,” Mizrahi said. “Each vessel tank inspection can present unique issues and challenges which creates an equally unique training opportunity.”

The importance of the QAR mission cannot be understated.  As a result of the ship’s inspection, the stowage plan had to be revised.

“A couple of the offered tanks were not acceptable for use due to large areas of blisters and chipping of the epoxy lining,” Sampract said. “Being able to physically see these types of deficiencies in person provided a great learning opportunity for QARs Mizrahi and Grace.”

 

Source: dla.mil


NSSLGlobal will now provide, install and service DDK’s GNSS Precise Point Positioning (PPP) solution which enhances the ability of NSSLGlobal’s customers to precisely locate and track their assets. DDK’s independent GNSS technology is provided exclusively through Iridium’s global satellite constellation, and creates a robust, resilient and completely independent GNSS solution that has an enhanced accuracy of less than 5cm, compared to the standard GPS accuracy of 10m.

Kevin Gaffney, DDK Positioning CEO based in Aberdeen, said: “This partnership is a fantastic fit for DDK Positioning. We are now in a place to provide our clients with our precise positioning solutions globally and we are delighted to formalise our working relationship with NSSLGLobal with the signing of this new strategic alliance. To continue the journey with such a strong and well-respected company such as NSSLGLobal, and with their reach in the market, makes great sense and we are looking forward to the journey that we will have together.”

Paul Rutherford, service director, NSSLGlobal, commented: “DDK Positioning is leading the field in advanced GNSS positioning. We’re pleased to partner with such an innovative company and to be able to add this technology offering on top of the already extensive navigation and communication portfolio we offer our customers. The system will provide greater location accuracy, along with the ability to help detect and mitigate spoofing,”

 

Source: thedigitalship


Global “Autonomous Ships Market” 2021-2026 Research Report provides key analysis on the market status of the Autonomous Ships manufacturers with best facts and figures, meaning, definition, SWOT analysis, expert opinions and the latest developments across the globe. The Report also calculate the market size, Autonomous Ships Sales, Price, Revenue, Gross Margin and Market Share, cost structure and growth rate. The report considers the revenue generated from the sales of This Report and technologies by various application segments and Browse Market data Tables and Figures spread through 138 Pages and in-depth TOC on Autonomous Ships Market.

COVID-19 can affect the global economy in three main ways: by directly affecting production and demand, by creating supply chain and market disruption, and by its financial impact on firms and financial markets.

Final Report will add the analysis of the impact of COVID-19 on this industry.

The objective of the study is to define market sizes of different segments and countries in previous years and to forecast the values to the next Five years. The report is designed to incorporate both qualify qualitative and quantitative aspects of the industry with respect to each of the regions and countries involved in the study. Furthermore, the report also caters the detailed information about the crucial aspects such as drivers and restraining factors which will define the future growth of theAutonomous Ships market.

The research covers the current Autonomous Ships market size of the market and its growth rates based on 6-year records with company outline of Key players/manufacturers:

  • Kongsberg
  • Rolls-Royce
  • ASV
  • DARPA
  • NYK Line
  • Mitsui O.S.K. Lines
  • HNA Group

Short Description About Autonomous Ships Market:

This report mainly studies Autonomous Ships market. Next generation modular control systems and communications technology will enable wireless monitoring and control functions both on and off board. These will include advanced decision support systems to provide a capability to operate ships remotely under semi or fully autonomous control.

In the coming years there is an increasing demand for Autonomous Ships in the regions of United States and Europe that is expected to drive the market for more advanced Autonomous Ships. Growth in government budgets in the principal countries, increasing of Military and Security fields expenditures, more-intense competition, launches in introducing new products, increasing of spending on Commercial and Scientific, retrofitting and renovation of old technology, increasing adoption of Autonomous Ships will drive growth in United States and Europe markets.

Market Analysis and Insights: Global Autonomous Ships Market

The global Autonomous Ships market size is projected to reach USD 116.2 million by 2026, from USD 44 million in 2020, at a CAGR of 17.7% during 2021-2026.

Global Autonomous Ships Scope and Market Size

The global Autonomous Ships market is segmented by company, region (country), by Type, and by Application. Players, stakeholders, and other participants in the global Autonomous Ships market will be able to gain the upper hand as they use the report as a powerful resource. The segmental analysis focuses on sales, revenue and forecast by region (country), by Type and by Application for the period 2015-2026.

 

Source: thecowboychannel


Autonomous Ships Market Growth 2021-2025 presents detailed competitive analysis including the market Share, Size, Future scope. This study categorizes the global Health and Safety Products breakdown data by manufacturers, region, type and applications, also analyzes the market drivers, opportunities and challenges. Autonomous Ships Market Report will add the analysis of the impact of COVID-19 on this industry.

Global “Autonomous Ships Market” (2021-2025) research provides an outline of the business with key insights, applications and the industrial chain structure. Additionally, it provides information of the worldwide market including advancement patterns, focused scene investigation, key locales and their improvement status. Advanced approaches and plans are examined just as assembling procedures and cost structures are dissected likewise. The report states import/trade utilities, market figures, cost, value, income and gross productivity of the market.

 

Source: wboc


Videosoft’s adaptive low bandwidth video streaming technology has been selected and installed on the Mayflower Autonomous Ship (MAS) to help relay high-quality footage of the ship’s various missions back to humans on land.

On its maiden voyage this spring, MAS will trace the route of the famous 1620 Mayflower, sailing from Plymouth, UK, to Plymouth, MA, only this time there will be no human captain or crew on board as the 15m, lightweight, hybrid-electric powered trimaran crosses the Atlantic.

Videosoft’s technology will help capture footage from six cameras on board the Mayflower whilst at sea

Using satellite connectivity and compression technologies, footage will be transmitted back to AI developers and research scientists providing real-time feedback and visuals during the mission. It will also be used to provide the media and public with updates about interesting events that occur during the ship’s ocean adventures.

“The ability to receive live video feed from the ship using minimal communication bandwidth is a game changer for us,” said Don Scott, Chief Technology Officer of the Mayflower Autonomous Ship. “Videosoft provides real-time telepresence allowing us to reliably monitor the live situation and give us confidence in the vehicle’s operation at sea. It has already been an invaluable tool during sea trials and we look forward to having the live feed during the voyage itself.”

 

Source: cyprusshippingnews


The “Mayflower 400” — the world’s first intelligent ship — bobs gently in a light swell as it stops its engines in Plymouth Sound, off England’s southwest coast, before self-activating a hydrophone designed to listen to whales.

The 50-foot (15-metre) trimaran, which weighs nine tonnes and navigates with complete autonomy, is preparing for a transatlantic voyage.

On its journey the vessel, covered in solar panels, will study marine pollution and analyse plastic in the water, as well as track aquatic mammals.

Eighty percent of the underwater world remains unexplored.

Brett Phaneuf, co-founder of the charity ProMare and the mastermind behind the Mayflower project, said the ocean exerts “the most powerful force” on the global climate.

Rosie Lickorish, a specialist in emerging technologies at IBM, one of the partners on the project, said the unmanned craft provided an advantage in the “unforgiving environment”.

“Having a ship without people on board allows scientists to expand the area they can observe,” she told AFP.

A variety of technology and service providers have contributed to the project with hundreds of individuals involved from nations including India, Switzerland and the United States, said Phaneuf.

The project would have cost 10 times the roughly $1 million (820,000 euros) invested by ProMare without the “global effort,” he added.

– Smart captain –

The non-profit venture will offer the data gathered by the project free of charge. The information could be of particular use to the future of commercial shipping.

The autonomous ship is scheduled to embark on May 15 if weather is favourable and permission is granted by British authorities.

The journey to Plymouth, Massachusetts — the same voyage made by pilgrims on the original “Mayflower” in 1620 as they sought a new life in America — will take three weeks.

While the Mayflower 400 voyage has been delayed because of the pandemic, Phaneuf said at least no one will fall ill on the trip.

“No one will get bored or tired or sick on this one. So it can take as long as it likes to do science,” he said from the British port.

Sitting alongside him were three computer technicians checking the equipment remotely.

Meirwen Jenking-Rees, a 21-year-old student engineer, checked the ship’s engines before it headed out for a sea trial.

Construction of the trimaran, which is automated from the robotic rudder that steers it to the diesel generator that supplements its solar power, took a year.

Developing its “smart captain”, the onboard artificial intelligence, took even longer as the computer has had to learn how to identify maritime obstacles by analysing thousands of photographs.

– Lack of regulations –

The “Mayflower 400” also had to be taught how to avoid collisions and first went to sea for “supervised learning”.

Robotics and software engineer Ollie Thompson said that by running a “number of scenarios” the ship can learn “what are good actions, bad actions, so safe and unsafe”.

So if it makes a mistake, the boat can correct itself “and then learn itself,” he added.

The automated vessel uses its “eyes” and “ears” — a sophisticated system of six cameras and radar — to continue learning on its own.

Because of a lack of regulations around unmanned sailing, the Mayflower 400 is yet to be tested in rough seas or storms, a situation Jenking-Rees described as a “worst case scenario”.

In simulated settings, however, the robotic craft has faced 50-metre waves.

Lickorish explained that the boat’s artificial intelligence will be pivotal in conducting scientific experiments.

“It was trained with hundreds of hours of audio data,” she said, “to detect the presence of marine mammals, recognise the marine mammals, and actually tell us something about population distributions out in the open ocean”.

Analysing the chemical composition of the water, measuring sea levels and collecting samples of microplastics are the ship’s other missions.

While the ship is totally autonomous, the team will monitor the ship 24 hours a day from England, ready to intervene remotely in case of danger.

 

Source: france24


Certain projects, sites, and budgets make rental hazmat storage buildings a smart solution. Industrial renovations, construction sites, demolitions and other projects may not require a permanent chemical storage solution. Other storage needs may be seasonal. Convenient and affordable, many even use rental buildings as an immediate chemical storage option while waiting for the completion of a permanent storage solution on order with us. If you need to temporarily store hazardous materials, have an immediate need for chemical storage, or have space or funding limitations, consider rental hazmat storage buildings from U.S. Chemical Storage.

All models shown below are available for rental or purchase ready for immediate shipment. Get compliant quickly with our rental hazmat storage buildings.

Short-term and long-term rental contracts are available with auto-renewal for each month. All these buildings are built to U.S. Chemical Storage high standards of quality so you know you’re getting the same protection as any of our custom buildings provide but without any lead times. U.S. Chemical Storage rental buildings allow you the option of purchasing them outright at any time after rental, too. Limited customizations are also available (will add time to shipment date). Contact us for pricing and specific details.

 

Source: uschemicalstorage


Strong results and cash flow delivery

• Reported profit for the quarter was $4.7 billion, compared with $1.4 billion profit for the fourth quarter 2020.
• Underlying replacement cost profit* was $2.6 billion, compared with $0.1 billion for the previous quarter. This result was driven by an exceptional gas marketing and trading performance, significantly higher oil prices and higher refining margins.
• Operating cash flow* of $6.1 billion was underpinned by strong business performance, with a working capital* build (after adjusting for inventory holding gains) of $1.2 billion including $0.5 billion of severance payments. This build was largely offset by other timing differences.
• Divestment and other proceeds were $4.8 billion in the quarter, including $2.4 billion from the divestment of a 20% stake in Oman Block 61 and $1.0 billion final instalment for the sale of the petrochemicals business.

Net debt target achieved, $500 million share buybacks in the second quarter

• Net debt* reduced by $5.6 billion to reach $33.3 billion at the end of the quarter. Having reached $35 billion net debt, bp is now retiring this target and remains committed to maintaining a strong investment grade credit rating.
• bp is introducing an intent going forward to offset dilution from vesting of awards under employee share schemes through buybacks. Surplus cash flow* is now defined after the cost of buying back these shares.
• In addition, bp remains committed to returning at least 60% of surplus cash flow to shareholders through share buybacks, subject to maintaining a strong investment grade credit rating. In considering the quantum of buybacks, the board will take account of the cumulative level of, and outlook for, surplus cash flow with the intention to provide guidance on a quarter-forward basis while macro uncertainties remain.
• For 2021:
• In the second quarter, bp intends to offset the expected full-year dilution from the vesting of awards under employee share schemes through buybacks, at a cost of around $500 million.
• Subject to maintaining a strong investment grade credit rating, the board is committed to using 60% of surplus cash flow for buybacks, planning to allocate the remaining 40% to further strengthen the balance sheet and support our strong investment grade credit rating.
• During the first quarter, bp generated surplus cash flow of $1.7 billion after having reached its net debt target of $35 billion. During the second quarter, cash flow is expected to be impacted by the $1.2 billion pre-tax annual Gulf of Mexico oil spill payment, further severance payments and a smaller improvement in realized refining margins relative to the quarter to date rise in our RMM*. As a result of these factors we expect a cash flow deficit in the second quarter.
• In the second half of the year bp expects to generate surplus cash flow above an oil price of around $45 per barrel with an RMM of around $13 per barrel and Henry Hub of $3 per mmBtu.
• bp will provide an update on our third quarter buyback plans at the time of our second quarter results, taking into account the surplus cash flow in the first half of the year as well as the outlook for surplus cash flow.

Disciplined strategic progress

• Oil production & operations: in April in the Gulf of Mexico, the Argos platform for bp’s Mad Dog 2 development arrived, on track for start-up in 2022, and bp announced the high-quality Puma West oil discovery.
• Customers & products: bp agreed to acquire a stake alongside Daimler and BMW in Digital Charging Solutions, a leading developer of digital charging software, and bp pulse announced the roll out of new EV-only ultra-fast charging hubs across the UK. bp also added further strategic convenience sites* to its network during the quarter.
• Gas & low carbon energy: bp and EnBW were selected as preferred bidder for UK offshore wind leases and bp completed formation of its US offshore wind partnership with Equinor. bp announced plans for the UK’s largest blue hydrogen production facility in Teesside. Start of production from two new gas projects – Raven in Egypt and Satellite Cluster in India – was announced in April.

 

Source: hellenicshippingnews


The maritime research vessel Mayflower Autonomous Ship is a first-of its-kind autonomous ship — and IBM technology played a central role in bringing it to life. On its inaugural journey, the ship will commemorate the original Mayflower by following its transatlantic route. But this modern Mayflower will gather critical ocean data on the impact of climate change and pollution so that marine researchers can better understand and protect our oceans — now and into the future.

IBM engineered the crewless ship with three layers of technology: sensory inputs, real-time machine learning and analytics, and a decision engine. IBM experts used petabytes of data to train machine learning models and wrote rules-based decisioning for the decision engine, enabling the ship to react to an often-treacherous ocean environment — with zero human intervention. It adheres to maritime law while making crucial split-second decisions. It reroutes itself around harsh weather environments. It collects and analyzes massive amounts of ocean data. And it does it all 24/7.

By extending the ship’s groundbreaking intelligent automationoperational decision-makingedge computing and AI-powered remote monitoring technologies across industries, we can pave the way for the next generation of innovation, efficiency, safety and cost-savings in your business.

 

Source: ibm


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