German communications specialist SnakeWays has announced a major upgrade to its growing portfolio of cloud based ship-to-shore connectivity services with the release of SnakeWays v2.0. The upgrade employs machine learning algorithms to dramatically simplify firewall management.
German communications specialist SnakeWays has announced a major upgrade to its growing portfolio of cloud based ship-to-shore connectivity services with the release of SnakeWays v2.0. The upgrade employs machine learning algorithms to dramatically simplify firewall management.
The new release incorporates two innovative new services –
SNAKEWALL – a shipboard firewall service deploying AI techniques to control connectivity.
SNAKEDOOR – a cloud based tool simplifying remote access to the shipboard network
Both new modules are hosted in the cloud and on the shipboard SnakeBox. Each can stand alone or be combined with existing modules such as SnakeMail and SnakeSwitch. SnakeWall dovetails with the existing SnakeSwitch to allow each and every WAN/LAN combination on board the vessel to have its own individual firewall rules. For example, the required rules for crew communications over LTE/4G can be very different from M2M connectivity over a backup L-band network.
The volume of electronic data being transferred shore to ship is growing rapidly, much of it key content such as e-navigation and routing data. At the same time a growing proportion of that key data is being delivered via cached servers on a Content Distribution Network (CDN). These two trends combined are making it increasingly difficult for companies to manage the shipboard firewalls using the standard IP addresses, ports and other network settings. The point at which that content is being delivered has to be constantly monitored and changes to the firewall rules added as the ship moves around the globe (see graphic attached). One also has to be very careful when using traditional firewall techniques that opening the firewall for one specific service does not mean opening the ship to third party content providers that share the same CDN.
SnakeWall is designed to eliminate the manpower needed to maintain those firewalls using traditional techniques whilst simplifying cyber integrity and usability on board. Hosted on the SnakeBox, independent of the existing shipboard IT networks, SnakeWall deploys machine learning techniques to identify, then actively monitor and control, access to any internet service. All that is needed from the IT support staff (or the ship’s crew) is to identify the domain name of that service and indicate whether they want it enabled or want it blocked. From that point on SnakeWall takes care of the rest, dynamically adjusting the firewall rules as and when required.
“This release is a significant stride forward in the development of the SnakeWays portfolio,” said Gregor Ross, CCO of SnakeWays. “These two ground-breaking services have been developed not just on the back of the SnakeWays team’s experience but on current feedback from our end customers and our global distribution partners in particular. They significantly broaden the addressable market for the SnakeWays services, and we look forward to them contributing strongly to SnakeWays growth as we enter our second year of operation”
The chief financial officer of Australian shipbuilder Austal Limited has resigned “to take an extended break,” the company announced Thursday.
CFO Greg Jason began working with Austal almost 15 years ago, and he has served in both finance and operational roles, including nine years in his current position. He will depart Austal in December, and in the interim, he will assist in the search and transition process to appoint a new CFO.
“Helping establish shipbuilding operations in Asia and overseeing Austal’s dynamic operations across several continents over a prolonged period of time has been a fulfilling journey,” he said in a statement. “The time is now right to take a break and spend some time with my family before assessing and pursuing new opportunities.”
Among other projects, Jason worked on Austal Limited’s entry into the U.S. market with subsidiary Austal USA. The Gulf Coast shipbuilder specializes in two classes of aluminum-hulled fast vessels for the U.S. Navy, the Independence-class Littoral Combat Ship and the Spearhead-class expeditionary fast transport, a militarized ro/pax design.
Austal USA is under investigation by the U.S. Department of Justice, the Securities and Exchange Commission and the Australian Securities and Investments Commission in connection with a large loss it booked in 2016. In February 2021, the company admitted that it had underestimated the cost needed to build the LCS early in the program, forcing it to write down the value of its work in progress in mid-2016. This led to an unexpected full-year loss of $120 million, down from a profit of $86 million the year before.
In addition, Austal USA said that U.S. authorities were looking into irregularities with “the procurement of certain ship components for use in connection with U.S. government contracts and charging and allocation of labor hours.”
Shortly after these revelations, Austal USA President Craig Perciavalle resigned, and he was replaced by Austal USA CFO Rusty Murdaugh on an interim basis.
The unanticipated LCS build costs came after an initial round of U.S. Navy shock trials in 2016. After detonating large quantities of explosives near a test ship, the Navy found signs that the class would need to be upgraded for survivability. “Some mission systems were removed, other equipment was modified to improve shock resistance, and construction deficiencies were corrected” in order to “further mitigate potential equipment damage and personnel injury,” testified Pentagon director of operational test and evaluation J. Michael Gilmore in 2016. The vessels have never been shock-tested to the full strength Navy standard due to concerns that they might sustain excessive damage.
In June 2021, Australian corporate regulator ASIC launched enforcement proceedings against Austal Limited and its former CEO, David Singleton, for allegedly failing to disclose the LCS losses to investors for more than a month. ASIC also alleges that Austal Limited “engaged in misleading or deceptive conduct” by failing to fix its previous earnings guidance during that one-month period. Singleton left the company on January 1, 2021 and has not announced a new role.
Austal Limited is also under investigation by the Australian Commission for Law Enforcement Integrity (ACLEI) in a related corruption probe. ACLEI is examining whether Australia’s Border Force improperly paid Austal $28 million in milestone fees for a series of allegedly defective patrol ships, propping up the firm’s finances at a time of difficulty. The fees were paid during 2015-2016, including a $5.8 million tranche reportedly paid the day before Austal announced its challenges with the LCS program.
Bureau Veritas has issued novel design approval for what will be the world’s largest Very Large Gas Carriers (VLGCS).
The ‘Panda 93P’ VLGC design has been developed by Jiangnan Shipyard, a leading Chinese gas carrier builder in the CSSC Group (China State Shipbuilding Corporation). Sinogas, the Singapore-based gas shipowner has placed a firm order for two of the 93,000m3 VLGCs, with options for three more vessels.
Bureau Veritas has issued novel design approval for what will be the world’s largest Very Large Gas Carriers (VLGCS).
The ‘Panda 93P’ VLGC design has been developed by Jiangnan Shipyard, a leading Chinese gas carrier builder in the CSSC Group (China State Shipbuilding Corporation). Sinogas, the Singapore-based gas shipowner has placed a firm order for two of the 93,000m3 VLGCs, with options for three more vessels. On delivery, these ships will be the largest VLGCs in the world and they will be powered by liquefied petroleum gas. The delivery of these gas carriers, principally dedicated to the carriage of LPG, is scheduled for the first half of 2023 and will mark a further technological leap for Jiangnan in its development of new gas carrier concepts in long-term collaboration with Bureau Veritas.
Jiangnan Shipyard has now completed a significant number of projects in cooperation with BV during the last two decades – and most notably for gas carriers. The Sinogas order is a significant milestone for both shipyard and class society on the journey to a decarbonized industry. Once in operation, the new design will reduce CO2 emissions by approximately 32% less in comparison with the previous generation of 84,000m3 VLGCs powered by low-sulphur fuel oil. This dramatic reduction reflects the highly optimized design and economies of scale, as well as the use of LPG as fuel.
The design is an evolution of Jiangnan’s “Panda” Series of VLGCs with optimised hull-form to allow increased cargo capacity without significant increases in fuel consumption. The design incorporates two deck-mounted LPG fuel tanks, enabling LPG-fuelled operations when carrying non-LPG cargo.
A scheduled review of IMO policy measures could result in more stringent emissions targets, said Jiangnan Shipyard’s Hu Keyi, Chief of Corporate Technology. He believes gas as fuel will be a reliable pathway to bridge the emission gap. “Furthermore, Jiangnan aims to be on the cutting-edge of technological development in this field by pushing for “initiative green” solutions, as opposed to “passive green” based on existing technology.” Hu further explained that the “Panda 93P” builds on Jiangnan’s tradition of “Innovation with Confidence” in the design of gas carriers at the Jiangnan Institute of Technology (JIT), supported by engineering and design expertise from classification societies, like Bureau Veritas.
“Through a revolutionary structural configuration, Jiangnan has been able to enhance cargo capacity within traditional “Houston Ship Channel” dimensions without significantly increasing fuel consumption”, Hu said.
This achievement has been realised by the Jiangnan team’s use of computational fluid dynamics (CFD) for hull line optimisation. Jiangnan also adopted smart shipbuilding techniques with the use of digital technology, 3D digital mock-ups, 3D model submission and production planning, erection simulation and lifecycle management.
Hu continued: ““As the strategy of forthcoming transition in marine industry, Jiangnan has positioned itself to establish a multiple party program focused on a fully circular approach to the management of gas-fuelled green ships. Definitely, we will invite Bureau Veritas’ involvement in this program. We think the future maritime industry will be dependent on momentum for continued innovation through increased studies of disruptive technologies and non-traditional materials. Decarbonization is not only the responsibility of shipbuilding and shipping, it will need collaboration across the value chain. More stakeholders need to be involved.”
Alex Gregg-Smith, Senior Vice President & Chief Executive, North Asia & China, at Bureau Veritas Marine & Offshore said: “Bureau Veritas has had many successful projects with Jiangnan Shipyard, especially in gas carrier segment, during the past decades. This new generation of VLGCs establishes a significant milestone towards decarbonization. At BV, we are now more than ever committed to helping in the reduction of our industry’s environmental impact, as well as supporting our stakeholders through their unique sustainability journey.”
ABS has awarded Approval in Principle (AIP) to Ned Project. for its hydrogen-ready wind turbine installation vessel (WTIV) design.
The NP20000X ULAM design is intended to be Jones Act Compliant and able to meet future offshore wind market demands, specifically operations involving 15-20MW wind turbine installations. Its innovative approach loads monopiles vertically on the 8,000m2 deck, eliminating the need to rotate monopiles to the vertical position at sea, increasing efficiency and safety. The design is equipped with a leg encircling heavy cargo crane with a working load of 3,500 tonnes capable of handling turbines of 240m rotor diameter and 150m tower height.
“ABS is the ideal partner for a highly specialised wind turbine installation vessel such as this, both for the US market and internationally. Our extensive knowledge of US regulations combined with our global offshore industry leadership means we are uniquely equipped to support this project and a range of other innovative vessels now being commissioned to support the growing international demand for renewable energy. ABS is committed to playing a significant role in the safe development of the U.S. offshore wind industry,” said Greg Lennon, ABS Vice President, Offshore Wind.
Ned Project is working with GPZ Energy to develop ULAM WTIV projects for the US market.
“There is significant potential for growth in the US offshore wind market and we are confident our WTIV design has the attributes required to deliver this. The scale, power and handling capacity as well as the innovative way it handles the monopiles means this is perfectly adapted to serve the U.S. industry,” said Peter Novinsky, spokesperson for GPZ Energy.
The design is hydrogen-ready with the engine rooms able to be converted into fuel cell compartments accommodating polymer electrolyte membrane fuel cells, making it possible to rely solely on liquefied hydrogen (LH2) to meet its energy demands.
Lloyd’s Register continues to follow a strategy design to evolve its business following the changing dynamics of the maritime industry. In the latest move, LR has acquired GreenSteam, a marine data intelligence company specializing in improving vessel efficiency through machine learning. The world’s first marine classification society, created more than 260 years ago, said the transaction is part of a strategy to expand its fleet optimization offering as it builds its advisory services for the maritime industry and broader ocean economy.
“We want to help clients drive growth and solve complex problems through human expertise, integrated software solutions, and the right insights from data,” said Nick Brown, LR CEO explaining how Lloyd’s Register is expanding its portfolio of fleet management and fleet optimization services. “Our i4 Insight platform, now enhanced with the acquisition of GreenSteam, will enable our customers to optimize their operational efficiency and vessel performance, making their businesses more sustainable in an increasingly competitive world.”
LR is expanding its portfolio of risk, technical advisory, commercial efficiency, vessel performance, and voyage optimization services, part of its strategy to grow its advisory services. The acquisition will be integrated and managed by i4 Insight, a subsidiary of Lloyd’s Register that offers a digital platform for shipowners, operators, and charterers to access insights on vessel performance and fuel consumption across their fleets. The acquisition will add GreenSteam’s array of machine learning services, from fouling analysis and trim planning, to their dynamic trim and speed optimizers, fully integrated with the?i4 Insight platform.
GreenSteam was one of the first companies to apply machine learning to vessel performance data and its system can analyze data from thousands of vessels, continually learning, adapting, and updating what it knows about each vessel,” said Joel Meltzner, Fleet Optimization Director and CEO of i4 Insight. “GreenSteam is a leader in vessel-based machine learning for hull and improved vessel performance and as a current i4 Insight alliance partner, it has already enhanced the digital capabilities of the platform. The acquisition of GreenSteam supports our?aim to provide our customers with a single source of information to?solve key operational challenges?and make significant?operational cost?savings.”
In June 2021, Lloyd’s Register announced the sale of its business assurance and inspection services division, including its cyber-security business Nettitude, to Goldman Sachs Asset Management. The divestment LR said would allow accelerated investment in the maritime service offering, and with the additional investment capital, the company planned to pursue growth both organically and through acquisitions. LR said its focus was on better supporting clients as they are confronted by the regulatory, economic, and societal pressures to digitalize and decarbonize.
Last weekend, the U.S. Coast Guard rescued a fisherman who had been badly injured by a 300-pound stingray while trawling off the coast of Long Island.
James McKenna, a crewmember aboard the trawler Shelby Ann, was working on board on Sunday evening when he was struck by a giant stingray. The creature left two six-inch-plus spikes embedded in his leg.
His crewmates gave him first aid and made a VHF distress call to U.S. Coast Guard Sector Long Island Sound. The command center consulted with a flight surgeon, who recommended an immediate medevac, and a Jayhawk helicopter crew out of Air Station Cape Cod got under way to assist.
Courtesy USCG
Lt. Andrew Doyle, who was on the flight, told local media that the victim was screaming when they arrived on scene, and he was very grateful to be hoisted aboard and ferried to a hospital in Rhode Island.
“[The crew] had removed [the barb] prior to us getting there, but it had left a significant portion still embedded into his leg,” Doyle told local WJAR. “We took it with us to the hospital so the physicians, the doctors, the nurses could assess how bad the damage had been and what they needed to do with it.”
Stingray barbs are poisonous, and though the venom is rarely fatal, puncture wounds from a large ray cause extreme pain and can create a dangerous risk of infection. About 1,500-2,000 stingray injuries are reported every year in the United States, according to the National Capital Poison Center.
While the record backlog of vessels building off Southern California continues to draw extensive attention, ports all along the Pacific Coast are also reporting the impact of the congestion. The U.S. Coast Guard and Puget Sound Vessel Traffic Service are highlighting some of the challenges they are facing managing the surge in vessels into the area.
This unprecedented backlog has resulted in a greater number of ships, in particular container ships, utilizing anchorages in Puget Sound. There are currently eight vessels in the anchorages on the Puget Sound, meaning that the area is two-thirds full as vessels wait for terminal space at the ports in Seattle and Tacoma.
The Salish Sea and Puget Sound are deep waters areas says Laird Hail, director, Puget Sound Vessel Traffic Service. “However, the deep waters limit the number of locations we can use for anchorages. Container ships have gotten larger since some of our anchorages were established, and as a result, many of the anchorages are no longer suitable for these ships.”
Due to a lack of capacity available elsewhere, the Coast Guard and traffic service have been directing vessels to Holmes Harbor, off Whidbey Island. While Holmes Harbor is designated as a federal anchorage, the Coast Guard does not generally need to use Holmes Harbor. This is similar to several other anchorages, such as Bellingham Bay and Port Gardner. The Coast Guard is working closely with Puget Sound Pilots in reviewing criteria that determine which vessels can use specific anchorages.
“Holmes Harbor is way off the beaten path requiring lengthier rides for vessel pilots and is further from the vessels’ ultimate destination,” said Hail. “We’ve only used Holmes Harbor once before on a similar basis in the last 15 to 20 years, and that was during the 2014-2015 slowdown caused by labor disputes resulting in a similar backup. As soon as the congestions resolves to where it is not necessary to use Holmes Harbor, we will return to using it only as an overflow location.”
The ships waiting in the bay have become a bit of a local tourist attraction, but the Coast Guard is also reporting that residents unfamiliar with the large vessels at anchor has resulted in an increased number of reports of excessive noise and lights from vessels anchored at various anchorages in Puget Sound.
The Coast Guard is advising residents calling in that the vessels generally do not run their propulsion engines unless they need the ability to maneuver unless it is excessively windy and the vessels fear dragging anchor. The low hum noises they are telling residents are likely due to generators, which container ships use to produce electricity.
Complaints of light pollution are being met with nightly radio broadcasts from the reminding vessels to use only necessary lighting while in the anchorage. The pilots are also discussing light usage before they leave the vessel after guiding them into the anchorage. The Coast Guard says while deck lights are necessary for safety, ships should not be using bright halogen or similar type lights.
The Captain of the Port is encouraging container ship stakeholders such as the Northwest Seaport Alliance, the Pacific Merchant Shipping Association, the Port of Seattle, Port of Tacoma, and terminal operators to develop new processes for container ship queuing to manage vessel arrivals efficiently and reduce the demand and load on anchorages.
As the United Nations marks “Climate Week,” meant to focus attention on the global challenges, companies from across the cruise industry are highlighting their efforts to contribute to the shipping industry’s goal to reduce its emissions and enhance sustainability. Royal Caribbean Group published its annual sustainability report, providing a comprehensive update on the company’s efforts, while the cruise division of MSC Group reaffirmed its commitment to sustainability by pledging to achieve net-zero greenhouse gas emissions in its cruise marine operation by 2050.
MSC highlighted that it has signed the Getting to Zero Coalition’s Call to Action to accelerate the decarbonization of the overall shipping sector. The Call to Action includes three elements, including setting a target for zero-emission shipping by 2050, deploying commercially viable zero-emission vessels by 2030, and joint action by the private and public sectors. The Call to Action will be delivered to world governments in November 2021, in advance of COP26.
MSC’s cruise operations said they have been focused on reducing GHG emissions intensity through the introduction of energy efficiency and operational improvement measures across its fleet. Having introduced an annual efficiency improvement of two to four percent across the fleet, by 2019 the company reports it had achieved a 28 percent efficiency improvement compared to 2008. MSC says it is well on track to meeting the IMO’s 2030 40 percent intensity reduction target.
Beyond the efforts on its current ships, MSC also highlights a range of initiatives it is participating in to contribute to future solutions. The MSC Cruise Division recently entered into a partnership with Fincantieri and energy infrastructure company Snam to determine the conditions for the design and construction of what could become the world’s first oceangoing hybrid hydrogen/LNG-powered cruise ship. MSC has ordered three LNG-fueled cruise ships and with Chantiers de l’Atlantique is exploring the integration of a Solid Oxide Fuel Cell (SOFC) technology on LNG-powered cruise ships. In a consortium with GE Power Conversion, Lloyd’s Register, and Ceres Power Holdings they are exploring the barriers to the adoption of fuel cells in large ship applications as well as other efforts to identify progressive energy technologies and innovative ship design.
“We believe that what gets measured gets better. Sustainability is a core area for our business,” said Richard Fain, Chairman and CEO, Royal Caribbean Group unveiling the company’s report card on itself. “While I’m proud of the progress we have achieved, the importance of this area has grown exponentially. Consistent with our mantra of continuous improvement, we have significantly expanded our aspirations in this critical area and are setting even more aggressive goals for the coming years.”
Royal Caribbean Group reports it achieved its carbon reduction target of 35 percent by 2020 in part through its sponsorship of a wind farm project in Kansas that is expected to offset up to 12 percent of the company’s global emissions each year. The group recently introduced the new Celebrity Apex with shore power connectivity and with an energy efficiency standard (EEDI) 39 percent more efficient than the current IMO requirement. Royal Caribbean’s next class of ships expected to launch in 2023, will use liquefied natural gas and fuel cell technology.
The Royal Caribbean Group committed to further reduce emissions 25 percent by 2025. In addition to its efforts of emissions, the company also highlighted efforts in sustainable sourcing, reducing waste, and water management. The company reported that it has met or exceeded nearly all of its 2020 sustainability targets.
Relatives of theEstonia ferry disaster have organized a privately-funded expedition to look for clues into one of the maritime industry’s deadliest peacetime tragedies.
Over the weekend, 46 people set off from the Dutch port of Eemshaven on board research vessel Sentinel, headed for the wreck site off the Finnish island of Uto. “We have been preparing for the expedition for three months now and we remain optimistic. Our goal is to map all the damage suffered by the vessel, photograph and scan instances of such damage, as well as investigate the car deck and the surroundings of the wreck site,” said Margus Kurm, manager of the SA Mare Liberum, an initiative founded by relatives of the wreck victims.
The Estonia is among the most controversial marine casualties in recent history. On the night of September 27, 1994, the ro/pax ferry got under way from Tallinn to Stockholm on a scheduled run. The weather was rough, with winds of up to 40 knots and waves of up to 20 feet.
At about 0055 hours the next morning, passengers heard a loud bang. 15 minutes later, the vessel’s bow visor came loose, leading to flooding on her vehicle decks. She rapidly listed to starboard, reaching 60 degrees over the course of the next 15 minutes. It was not possible to launch her lifeboats due to the heavy list, and passengers on the boat deck began to abandon ship into the water. At 0150, less than an hour after the first signs of trouble, she slipped below.
Hundreds of people managed to abandon ship, but they had to contend with heavy waves and deadly temperatures until rescuers arrived. Despite the efforts of nearby vessels and multiple rescue helicopters, only 137 out of the 989 people on board Estonia survived.
“Although during these decades numerous different investigations have been carried out, they have not been able to give the survivors and close relatives of the deceased exhaustive answers regarding the reason why Estonia perished,” said Kurm.
During the expedition, divers plan to conduct underwater research in order to investigate the shipwreck on the sea bottom. All evidence will be analyzed by Dr Andrzej Jasionowski, a forensic naval architect specializing in damaged vessel hydrodynamics and simulation.
The expedition is privately funded from donations at a cost of $930,000. The research vessel has been chartered from the German company RS Offshore, and comes equipped with four underwater robots.
Last year, a private expedition organized by documentary filmmakers Henrik Evertsson and Linus Andersson found what appeared to be a 12-foot hole in Estonia’s hull – an element that was not discussed in the official accident investigation. In response, Swedish authorities charged them with violating a 1995 treaty that protects the Estonia site from disturbance; in February 2021, a court in Gothenburg dismissed the charges.
(Article originally published in July/Aug 2021 edition.)
One and a half years into the pandemic, the global community has gained a new appreciation of the importance of public health measures. After years of forecasting that it might happen someday, the world was confronted with a virus that claimed millions of lives – but also reshaped the approaches and delivery of medical care.
While many industries were hard hit, the maritime community faced a unique set of challenges. By nature, it’s a profession that requires long periods of absence and isolation that were amplified by the restrictions enacted around the globe. In the past, if a seafarer was faced with a health issue the shipping line could arrange for the person to be landed in the next port of call and receive medical attention or be flown home.
But pandemic-related travel restrictions brought about the crew change crisis that prevented crew from coming and going from their ships. At its peak, unions and organizations including the IMO estimated that as many as a half-million seafarers were stranded at sea with limited contact to friends and family and lacking any easy access to medical care.
“The shipping industry depends on a set population of workers in close quarters and very remote settings,” says Dr. Edward Kim, Clinical Director for Remote Medical International, a company that provides medical support services to customers in challenging environments like maritime. “Due to the closing of international borders, especially in the early days of the pandemic, routine onshore medical care was extremely difficult to access. We had to prove we had maximized offshore medical treatment options and that a patient direly needed onshore hospital treatment before an onshore referral or evacuation was accepted.”
New Protocols
One of the strategies that helped the shipping industry manage as COVID-19 spread was the development of new health protocols and procedures that provided a structure for seafarers and assurances to onshore authorities dealing with the ships. Kim says access to foreign medical resources is generally better now, but there are still significant limitations compared to the pre-pandemic world.
Shipping lines worked to train seafarers and officers aboard ships to handle the new COVID-related protocols and, as Kim notes, the first significant medical equipment change aboard ships was supplying personal protection equipment (PPE) required for daily operations and adding testing equipment.
Efforts are also underway to train both the home office and ship personnel to better manage healthcare for seafarers. For example, Simwave, a maritime training and assessment company, is teaming up with VIKAND, a provider of outsourced medical services to the maritime industry, to create a training program in infection prevention and control, preparing the maritime industry for future and ongoing public health concerns.
Currently, the emphasis is on vaccinations, but there too the maritime industry faces challenges. The double-dose vaccine only works for a small portion of the population that is on a cyclical schedule or home on leave. Most seafarers need the single-dose option because they cannot return on time for the second dose. Individual countries, private health organizations, unions and charities around the world are arranging for crew members to be vaccinated, but “There’s a patchwork of vaccinations now that needs a more organized approach,” says Len Quist, Senior Vice President & General Manager of VIKAND.
There’s also a need to emphasize testing in addition to vaccination. Both are critical to time management and port access, notes Althea Wright, Director of Maritime Services/Negotiations at Optum, a provider of medical cost-control solutions for the maritime industry.
New Technologies
While near-term concerns remain focused on addressing the challenges of the pandemic, the impact of the past 18 months is also proving to be a catalyst for raising long-term awareness of the importance of health issues, access to medical care and the overall wellness of the seafaring community.
“I equate this outbreak to the lunar landing,” says Dr. Arthur Diskin, Global Chief Medical Officer of Future Care, an international medical management and cost-containment service provider exclusively to the maritime industry. He believes the experiences gained during the pandemic will accelerate new technologies and levels of care that will benefit global health: “Now there’s a focus on having healthier crews and a greater attention to general sanitation on the ship as well as potential exposures coming from onshore.”
A decade ago, ships didn’t have the bandwidth or technology to support interactive medical care through telemedicine. That has since changed. The pandemic greatly advanced the use of telemedicine, driving it from less than one percent of medical visits to nearly a quarter of doctor appointments. Learning from the lessons of the past year, Diskin predicts that additional small remote medical devices will be made available to provide new advances in the use of telemedicine and create a better environment for the crew at sea.
Aiding the expansion of telemedicine is not only increased bandwidth to the ships but also declining prices of hardware and equipment that can be operated by non-medical personnel. “Telemedicine is revolutionizing commercial shipping healthcare for a post-COVID world,” says Holly Love, Vice President of Medical Operations at VIKAND. In collaboration with FrontM and Inmarsat, VIKAND introduced a telemedicine service providing easy access to healthcare and emergency response.
“The idea of having a healthier crew has risen to the forefront,” for shipowners and operators alike, adds Diskin, saying that the companies also understand that health goes beyond medical care to the broader environment: “Through technology and the use of telemedicine, there will be greater attention paid to a wide range of issues – everything from sleep patterns and food to the level of stress and isolation and how they impact the seafarer.”
Mental Health Awareness
The pandemic also placed crews around the world under far greater levels of stress and anxiety. According to Dr. Diskin, those elements have helped exacerbate potential underlying mental health issues, which shipowners did not historically include in pre-employment screenings. “Some subclinical issues have surfaced due to the new stresses,” says Diskin.
In addition to new screening efforts, the focus has shifted to creating a better work environment. Japan’s Mitsui O.S. K. Lines, for example, committed to increasing the availability of connectivity and Internet access aboard its ships after it was revealed that the grounding of one of its vessels, the bulk carrier Wakashio, causing an environmental disaster in Mauritius in 2020, happened because the ship was attempting to sail close enough to shore to access cell phone signals for the crew to call home.
In the past, mental health was not acknowledged culturally as a concern and was often dealt with on a case-by-case basis. “There’s been a major recognition of mental health issues,” Diskin says. The pandemic helped raise the subject to the forefront, creating a cultural shift where more attention is being paid to the overall welfare of seafarers.
Private organizations and charities also rose to the challenge, seeking to provide for the crew’s welfare, and in some ports even created isolated outdoor spaces to permit crew time ashore without the concerns of virus exposure.
Pandemic Fatigue
“In the current moment, the fight is against pandemic fatigue,” concludes Remote Medical International’s Kim. “It’s vital that we don’t let our guard down. Maintaining precautions remains essential” to help the industry navigate through the pandemic.
However, in the longer term, everyone agrees that a cultural shift in the maritime industry along with advancements in technology will create greater attention and improved health and welfare for the seafarer community.
Allan Jordan is Associate Editor of The Maritime Executive.
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