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Maritime Safety News Archives - SHIP IP LTD

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Digitalisation on the bridge, Digitalisation is throwing up daily challenges to the shipping industry’s established order with faster connectivity and enhanced functionality driving the transparency of information flow across almost every area of the business.

Shipping is embracing this effect – and cautiously welcoming the disrupters too – and speed of adoption is quickening. What is still developing is how to apply this digital thinking to a traditional business-to-business market where the speed of technology adoption needs to fit market cycles.

What the advocates of smart shipping have recognised is that product-oriented organisations cannot adhere to 20th century business models of research-develop-build-sell-repeat and expect to thrive in the longer term.

A sustainable digital business is one that focuses on the customer first and invites a new conversation about their needs and how products and services fit around that. This can be a challenging process for organisations which have happily relied on selling hardware for decades, even if their origins lie in the invention and popularisation of such equipment.

It is doubly true when the area of operation is not purely commercial or concerned with fuel savings or schedule keeping, but the regulated safety space on the bridge. The requirement for type-approved, standards-based systems for navigation safety are a far cry from an app-based efficiency gain or drone-based spare parts delivery.

For a company that has navigation systems in its DNA, it has become a natural extension for us to think about what digitalisation can do for customers; more and more of them are working to improve connectivity on the bridge and from bridge to shore.

The data on demand model is quickly being replaced by real-time monitoring of ship systems and customers are already exploring the benefits of a richer data stream that can enhance safety and efficiency of ship operations.

There are several elements to this strategy, the first will centre around gathering data to analyse system performance and better plan servicing and maintenance of the bridge system.

Digital updates for the electronic chart display are already happening but there is a need to improve the procedure for getting the data into the front of bridge navigation system. Rather than relying on memory sticks for transfer, there should be an independently hosted back of bridge system with a secure connection to the front of bridge.

We will also employ the same secure data stream to deploy software updates and patches directly into the bridge system when the vessel is alongside and on voyage.

 

Finally, we can use the data to improve visibility from shore, such as for a port authority or vessel operations centre and so support mariners on most economic routeing, berth approach or manoeuvring operations.

This will act as an accelerator for autonomous vessel technology, but it needs to be managed in a way that increases safety and efficiency. We think that customers, rather than vendors, should decide how and at what speed the process evolves.

This new era requires that the supplier changes too; building a new skills base with people experienced in connectivity and data, so that the outcome is an improvement and not a further complication to an already complex business.

We are also aware that with greater connectivity and more data transfer comes an increased security risk, which must be managed.

Our approach is to build a cyber infrastructure which is capable of maintaining more than just an ‘air gap’ between the ship’s network and the front of bridge navigation system. This Sperry Marine Secure Maritime Gateway will go into live testing by Q4 2018 and promises to provide a robust component of a layered cyber security strategy.

This approach to digitalisation could be viewed as small steps in the right direction but it is critical that the strategy actually provides tangible results, not innovations in search of a business model. By building a platform that can be used to deliver services as well as systems we will be able to make giant leaps too.

It also reflects the fact that our service engineers are present on the bridge; we see how customers use our products and hear first-hand about the improvements and enhancements they want to see.

That gives us a unique perspective on how to create new services that meet these changing needs. For a company that has long been the go-to for radar, ECDIS, gyrocompass or autopilot – but which would always leave the operations to the shipowner – this is a completely new approach.

History and heritage are not enough to protect anyone from the challenge of digitalisation, but change need not be a threat to survival. Instead, it enables much closer dialogue on how we can support customer operations and deliver real digital value, rather than create disruption for its own sake.

ARTICLE SOURCE : by Jan Thordan Hansen, director, Sperry Marine


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Cleaner Marine Shipping – A global corporation called Wärtsilä is pushing “An Oceanic Awakening,” due in part to all the stuff people order online.

The awakening is taking place around a SEA20 effort, which is calling on major port cities including New York, Singapore, Hamburg, Helsinki and Rotterdam to develop a digitalized marine ecosystem – or Smart Marine – by 2020. “This encompasses connectivity, data-sharing, intelligent automation and intelligent, carbon-free vessels, which feature efficient designs, hybrid propulsion technologies and cleaner fuels for eco-friendly shipping,” says Wärtsilä, which is headquartered in Helsinski, Finland, and makes power plants and marine equipment.

How will they get it done? SEA20 has reportedly assembled key influencers from the targeted cities to participate in an online forum and ongoing series of events and workshops; including FOOD designer/founder Dong-Ping Wong, who has worked on projects for Kanye West and Nike.

How would a “smarter” Big Apple look? SEA20 reimagines it “with offshore ports allowing for pop-up test sites within the city itself – like retail hubs and fresh produce markets,” also taking pointers from ORE Design + Technology Founder/Principal Architect Thomas Kosbau, rePLACE Urban Studio’s Peter Syrett and The Dream Corps CEO Vien Truong.

Wärtsilä President and CEO Jaakko Eskola argues that shipping is the most cost-effective way to move goods and people around the world. Demand is increasing, and so are opportunities to improve operational inefficiencies that hurt profitability and sustainability:

“We simply cannot afford to wait for the marine and energy industries to evolve at their own pace. The calls for greater efficiency, sustainability, and connectivity are simply too strong to be ignored. Rapid acceleration to benefit the entire sector, as well as society at large, is urgently required, and ‘An Oceanic Awakening’ is our wake-up call to everyone, heralding the beginning of our journey to making the future of shipping and energy a reality.”

The wave seems to be growing slowly. A SEA20 Twitter forum has just over 60 followers as of this writing. But a company rep say much more participation and activity is on the horizon, including summits to be held and intelligence reports to be issued. A total of 20 port cities are being targeted.

“Hamburg, Helsinki and Rotterdam have already expressed their keen interest in joining this global initiative,” said Andrew Calzetti, a Wärtsilä spokesman. “We are in active discussions with around 10 cities at the moment and have a great many more on our radar, all of which play an important role in the marine ecosystem, either because of the volume of trade they handle, their history, or because of the investment they are making in innovative solutions which foster more sustainable shipping. We will be making those and other port announcements in due time.”

Calzetti says most issues afflicting port cities and marine industries are open-ended and highly complex, so solving them requires collaboration across disciplines.

Figures from an Energy Transition Outlook estimate that shipping will grow nearly a third by 2050, resulting in the doubling of container cargo.

While initiatives like the Paris Climate Agreement and International Maritime Organization mandates are helping address the environmental impacts of mass urbanization and shipping, few are specifically focused “on bringing a unified design vision to maritime projects that are shaping marine cities,” he said. “That, to us, signaled the need for our initiative, SEA20.”
Source: Forbes


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Are the maritime industries about to be revolutionised by smart shipping or is the sector not yet ready for the fourth industrial revolution? It is a highly emotive subject and the Parliamentary Debate at Seatrade Maritime Middle East will see six leading industry executives, all with strong opinions debate the motion: “This House believes the shipping industry is not yet ready to embrace smart shipping”.

On the one hand Smart Shipping has the potential to transform the fundamentals of ship operation, with digital technology and big data driving radical new solutions up to and including autonomous ships.

But on the other what does the industry actually want from these new technologies, how real are the efficiencies they offer and what changes to the regulatory framework would be needed prior to significant implementation?

The Parliamentary Debate held on 29 October at Seatrade Maritime Middle East in Dubai will be chaired by leading maritime lawyer Jasamin Fichte, Managing Partner of Fichte & Co.

Speaking for the motion are: Khalid Hashim, Managing Director, Precious Shipping, Ali Shehab Ahmad, Deputy Chief Executive Officer, Kuwait Oil Tanker Company (KOTC) and Captain David Stockley, Chief Operating Officer, Oman Ship Management Company.

On the side against the motion are: René Kofod-Olsen, Chief Executive Officer, Topaz Energy and Marine, Oskar Levander, Senior Vice President Concepts & Innovation, Rolls Royce Marine, and Ronald Spithout, President, Inmarsat Maritime.

So is the industry ready or not to embrace smart shipping? There is only one way to find out – attend the debate, listen to the arguments, and then as the parliamentarians (audience) you vote on which side wins the debate.

ARTICLE SOURCE CLICK LINK


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The Maritime Safety Committee (MSC), at its 99th session, adopted the Amendments in accordance with the procedure laid down in the Procedures for amending and updating the International Aeronautical and Maritime Search and Rescue (IAMSAR) Manual. The Committee agreed that the amendments should become applicable on July 01, 2019.

SOLAS regulation V/21 requires all ships to carry an up-to-date copy of IAMSAR Manual Volume III. A new point 1.8 has been included in the Manual for the search and rescue operations (SAR) by maritime rescue services in time of armed conflict.

Recognizing the important role search and rescue operations play in implementing its provisions, GC II extends protection to small coastal rescue craft and fixed coastal rescue installations used by such craft, such as rescue coordination centres, repair boats, sickbays and hangars for their humanitarian mission, including for SAR operations concerning civilians.

Such craft and their associated fixed coastal rescue installations, when employed by a State that is party to a conflict (whether by its armed forces or by civilian governmental agencies) or by officially recognized lifeboat institutions (i.e. the institution must have been approved or authorized by a governmental authority or other public body to perform coastal rescue functions, which presupposes the existence of a legal or administrative framework in the State in which the lifeboat institution operates to provide for its prior approval or authorization in peacetime) “shall be respected and protected, that is, may not be attacked, captured or otherwise prevented from performing their humanitarian tasks, so far as operational requirements permit“.

International Aeronautical and Maritime Search and Rescue (IAMSAR) Manual

 


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Seafarer Mental Health.

The UK Chamber of Shipping, Nautilus International and the National Union of Rail, Maritime and Transport Workers (RMT)
have jointly agreed the following guidelines to shipping companies on drawing up policies on mental health and mental illness.
Companies are recommended to adopt such policies;

if they already have policies in place, they are recommended to review
them in the light of these guidelines.

 

The aims of shipping companies’ policies on mental health and mental illness should include:

• To promote the health, safety and welfare of seafarers
• To foster a company culture that is conducive to improving
the mental health of seafarers
• To ensure awareness of the importance of good mental
health among company managers
• To provide support for staff who are identified as having
mental health problems, ensuring that they are treated with
sympathy and respect and in confidence
• To increase awareness among all staff of the potential signs
of mental health problems
• To provide training to staff in having conversations with
others about their mental health.

3.1 The policy should be in writing and should:

• Designate a director as having overall responsibility for the
policy, whilst indicating the commitment from the full
management board to the policy
• Indicate concern for the health, safety and welfare of
seafarers and others in the company
• Promulgate positive messages to staff indicating that the
company promotes the good mental health of all staff, thereby
fostering a supportive company culture
• Provide literature via noticeboards and/or company intranet
to promote awareness of the benefits of personal interaction and
communication to good mental health
• Provide details of persons within and external to the company
who are trained in listening to persons wishing to discuss their
state of mental health.

3.2 The policy should make clear that the company recognises
that mental health problems may be short-term, long-term or
permanent.

It should not focus solely on remedial measures for
seafarers suffering mental health problems, but on improving the
mental health of all its seafarers.

3.3 The policy should promote to a workplace environment that is
conducive to good mental health, including management styles
that treat seafarers with respect and value their opinions and
eliminating harassment and bullying.

3.4 The policy should promote the organisation of social and
team-building events that are inclusive and open to all and
encourage all employees to contribute ideas for these. It should
also encourage volunteering and other out-of-work activities that
can contribute to improving mental health.

3.5 The policy should also make clear the company’s commitment
to overcoming and eliminating any culture of silence or stigma
that might exist over mental health. This could be done by
discussing the subject openly in individual and staff meetings.

SOURCE UK CHAMBER OF SHIPPING


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USCG – Marine Safety Alert, The Office of Investigations and Casualty Analysis issued Marine Safety Alert 05-18, “Seeking What You Don’t Know May Reduce your Risks: Consider implementing an internal reporting system,” to remind owners and operators of all commercial vessels of the importance of developing and maintaining organizational-wide internal reporting systems.

The purpose of such a reporting system is to allow vessel employees at any level to anonymously report, when desired, issues related to vessel material safety, operational safety, and environmental compliance. The reporting systems must operate with a non-retaliation policy, which explains that the organization will not retaliate against any employee who, in good faith, reports a potential violation. Reporting policy should dictate that all company officials know that any attempt at retaliation against an employee who uses the reporting system or engages in any kind of whistleblowing would result in immediate disciplinary action. Without such a policy, employees and others will likely be hesitant to report potential problems internally. This non-retaliation policy is critical if your reporting system is to be effective.

Organizational reporting systems are managed internally or by a third party. They may use email, web based, telephone hotline and other reporting methods or combinations thereof to facilitate submission of reports from a vessel or fleet. Essential to the success of such systems is employee training on the hotline process; what happens after the complaint; retaliation and its handling; when to use the hotline; and types of issues to report. Senior vessel personnel and shore side managers have to be trained on handling reports raised directly to them and on the prohibition against retaliation.

Occasionally, such reporting systems fail and are underutilized. Reasons for why such system fail are associated with the following:

• Employee lack of awareness of the resource or how to contact it
• Fear of reprisal if they use it
• A lack of faith that something will be done with a report
• Fear due to lack of understanding of the hotline process
• Preference to use management as the resource for raising issues and asking questions

The Coast Guard strongly recommends that owners and operators consider the value of implementing reporting systems recognizing that such reporting can assist them in remaining compliant with various domestic and international requirements. Reporting will allow the owner and operator to become knowledgeable of issues related vessel material safety, operational safety and environmental concerns. This additional awareness allows management control and may reduce the impact of costs associated with repairs, environmental penalties, injuries and other circumstances before they become problematic to the owner and operator.

 

SOURCE : READ DOWNLOAD USCG MARINE SAFETY ALERT


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Asian Gypsy Moth – Introduction
The Asian Gypsy Moth (AGM) is a highly destructive forest pest that feeds on both deciduous and coniferous trees.
The voracious appetite of AGM larvae (caterpillars) coupled with the ability of the female moth to travel up to 21 nautical miles can cause widespread defoliation leaving trees weakened and susceptible to disease and other pests.
AGM is found in the Far East with a high risk of infestation of vessels with AGM eggs in Korea, Northern China (North of
Shanghai; North of latitude 31 ̊15’N), and in particular in the Russian Far East and Japan during the flight season of the female moth.
Due to the destructive nature of the AGM, the following countries, where the pest is not indigenous, have procedures
in place to prevent AGM entering on vessels and becoming established:
•Australia
•Canada
•Chile
•New Zealand
•United States
Inspections
The inspection of vessels for the presence of egg masses, their removal and disposal are the principal tools in preventing AGM
becoming established in new regions. Some destination countries require vessels that have called in high risk countries
during the flight season to be inspected for the presence of AGM by a nominated authority immediately prior to departure.
If no signs of AGM infestation are found, the nominated authority will issue the vessel with certification stating that it is free of AGM; depending on the issuing authority the certificate may be a “Certificate of Inspection of Freedom from the Asian Gypsy Moth” or a “Phytosanitary Certificate”. If multiple ports in the same country or a number of ports in different countries within the high risk area are visited, the official inspection
should be undertaken immediately prior to departure from the last port in the high risk area.

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Work and rest hours for seafarers

This MSN contains the requirements specified by the Secretary of State under the Merchant Shipping (Maritime Labour Convention) (Hours of Work) Regulations 2018. It also gives guidance on the application of the regulations.

Notice to all shipowners, ship operators and ship managers; employers of seafarers; masters, officers and seafarers on sea-going ships ordinarily engaged in commercial operations.

This notice should be read with the Merchant Shipping (Maritime Labour Convention) (Hours of Work) Regulations 2018 and replaces MSN 1842(M).

MSN 1842 will remain valid until 6 April 2018 when the Merchant Shipping (Maritime Labour Convention) (Hours of Work) Regulations 2018 come into force.

Work and rest hours for seafarers

Key Points
The Regulations:
apply to all seafarers, including masters, employed, engaged or working in any capacity
on board a seagoing ship, and whose normal place of work is on a ship;
do not apply to seafarers on fishing vessels, pleasure vessels , warships or naval auxiliaries, or vessels which are not ordinarily engaged in commercial activities; or seafarers subject to the Merchant Shipping (Working Time: Inland Waterways)
Regulations 2003;
As they apply to UK ships and non UK ships with no maritime labour certificate, the Regulations
provide for a minimum of 77 hours of rest in any 7 day period and 10 hours rest in any 24 hour period ;
require a schedule of hours of rest to be posted up on board the ship (Annex A);
require records of hours of rest to be maintained (Annex B);

Download MSN 1877 – Source Merchant shipping notices (MSNs)


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Maritime Safety News

Greek Tanker Firm Pleads Guilty to MARPOL Violations

On Monday, the operator and master of the product tanker Sea Faith pleaded guilty to two felony MARPOL violations for failing to maintain the vessel’s oil record book and garbage record book. The plea comes with a $2.25 million fine for the Athens-based operator, Sea World Management & Trading, and a three-year term of probation. The Faith’s captain, Edmon Fajardo, was sentenced to six months in prison, two years of supervised release and a fine of $2,000.

Sea World and Capt. Edmon Fajardo admitted that petroleum cargo residue and oily bilge water were discharged from the Sea Faith without the use of pollution prevention equipment. They also admitted that these discharges were not recorded in the vessel’s oil record book.

During a transit of the Caribbean Sea and the Gulf of Mexico in March 2017, Capt. Fajardo ordered crew members to discharge oily waste from the vessel’s cargo tanks, bilges and deck spaces using portable pumps and hoses. The discharges bypassed the use of the vessel’s oil content monitoring equipment, and they were not recorded.

In addition, on the same voyage, Fajardo ordered crewmembers to throw plastics, empty steel drums, oily rags, batteries, and empty paint cans directly overboard. These discharges were made at night to avoid detection and were not recorded in the garbage record book.

Upon arrival in Corpus Christi, crewmembers informed the U.S. Coast Guard of the violations and provided photographs and videos as evidence. When questioned by USCG inspectors, Fajardo said repeatedly that he was not aware of any discrepancies between the contents of the vessel’s record books and the vessel’s actual discharges. Prosecutors also charged that he instructed at least four crewmembers to lie to Coast Guard inspectors.

The U.S. Coast Guard and U.S. federal prosecutors have a strong record of enforcing MARPOL requirements. This case was investigated by the Coast Guard Sector Corpus Christi, the CGIS and the EPA’s Criminal Investigation Division. It was prosecuted by the Department of Justice’s Environmental Crimes Section with assistance from the U.S. Attorney for the Southern District of Texas.

Source Maritime executives