The ReCAAP Information Sharing Centre (ISC) has released its Half Yearly Report 2022 for the period of January to June. The key highlights of the report are as follows:
Overall situation
·No incident of piracy (occurred on high seas) was reported.
·A total of 42 incidents (comprising 40 actual and 2 attempted) of armed robbery against ships (occurred in internal waters, archipelagic waters and territorial seas) were reported in Asia during January to June 2022.
·This represents an 11% increase compared to 38 incidents reported during the same period in 2021.
·The severity level of the actual incidents are as follows:
One Category 2 incident (same as in 2021)
10 Category 3 incidents (same as in 2021)
29 Category 4 incidents (25 incidents during same period in 2021)
Increase of incidents
·Singapore Strait (SS) and Bangladesh Anchorages
27 incidents were reported in SS (20 incidents were reported during the period of January to June 2021). The SS remains an area of concern.
Three incidents were reported at Chattogram Anchorages, Bangladesh (no incident was reported during the same period in 2021).
Areas of improvement
·Anchorages in Malaysia, the Philippines and Vietnam.
No incidents were reported in Malaysia (one incident was reported during the same period in 2021).
Three incidents were reported in the Philippines (six incidents were reported for the same period in 2021).
No incidents were reported in Vietnam (two incidents were reported for the same period in 2021).
Situation in Sulu-Celebes Seas and Waters Off Eastern Sabah
·There was no incident of abduction of crew for ransom in the Sulu-Celebes Seas and waters off Eastern Sabah since the last incident reported on 17 Jan 20. However, the threat of abduction of crew for ransom remains potentially high, particularly in the area of Sulu and nearby waters off Tawi-Tawi as the Abu Sayyaf Group (ASG) commanders responsible for past incidents of abduction in Sulu are still at large and the presence of remnants of the group in the sea.
Today, ReCAAP ISC also conducted a Dialogue Session with representatives from the shipping industry to share with them the key highlights of the Half Yearly Report 2022. Amongst the issues discussed were sharing of concern regarding the increase of incidents in the SS, and views on how to address these incidents including the conduct by crew when transiting the areas of concern. The participants also agreed on the need for the shipping industry to continually review the Risk Assessment Plan, implement the Ship Security Plan among other time-tested best management measures required to suppress the acts of piracy and armed robbery against ships.
The organisations represented at the dialogue included the Asian Shipowners’ Association (ASA), the Baltic and International Maritime Council (BIMCO), the Singapore Shipping Association (SSA), the Federation of ASEAN Shipowners’ Association (FASA) as well as various shipping companies.
“ReCAAP ISC will continue to provide the shipping community with timely and accurate information. Through the Phase-I of data analytics generated over a 15-year period of 2007-2021 that focused on the number of perpetrators, weapons carried, treatment of crew, stolen items, type of ships boarded and time of the incidents. The Phase-II of data analytics is underway and we hope to be able to provide more analytical information that will enable the ship crew to be better prepared for any potential piracy and armed robbery incidents by adopting the relevant safety measures especially when navigating through the areas of concerns.
Through dialogue sessions with the shipping community such as the one held today, the Centre aims to better understand the challenges faced by the shipping industry. It is only when we remain in close partnership with our key stakeholders that we can ensure that the sea lanes are kept safe and secure for the smooth traverse of maritime trade and commerce for the economic growth of all in the region” said Mr Krishnaswamy Natarajan, Executive Director of ReCAAP ISC.
Looking ahead, ReCAAP ISC will work towards enhancing regional cooperation with the relevant authorities in the region through information sharing and capacity building initiatives. The Centre will also continue to urge its Focal Points to increase surveillance and patrols to deter perpetrators. Additionally, it is only when there are arrests and prosecution of perpetrators that the threat from these maritime crimes can be further reduced.
As part of efforts to encourage the ship crew to report incidents to the appropriate local coastal state authority for timely response by the enforcement agencies, ReCAAP ISC has published a Poster containing the contact details of Maritime Rescue Co-ordination Centres (MRCCs) and ReCAAP Focal Points. The Centre will also be producing a catalogue on fishing boats operating in Asian waters for easy identification of boats by the ship’s crew. This will enable the ship’s crew to describe the boat to the authorities when attacked by the perpetrators.
In April 2020, as the pandemic was raging worldwide, Jim Tompkins, arguably the dean of supply chain management consultants, spoke to FreightWaves about the outlook for his industry. Tompkins warned that COVID-19 was a before-and-after event for supply chains and that it would cement a profound shift from models based on cost, speed and efficiency to those based on what he referred to as “volatility, uncertainty, complexity and ambiguity,” or “VUCA.”
Jim Tompkins (Photo: Tompkins International)
More than two years later, events have borne out Tompkins’ forecasts — and have gone beyond what he could have expected. With that in mind, FreightWaves sat down again with Tompkins, who founded Tompkins International in 1975 and Tompkins Ventures in 2020 — the latter where he is chairman — to get his views on where supply chains have been, where they are and where they’re headed. His remarks have been mildly edited for brevity.
FREIGHTWAVES:In the spring of 2020, you forecasted a difficult adjustment for supply chains from the traditional cost-and-efficiency model to one based on resilience. Events have largely confirmed your projections. What is your read of the current situation?
TOMPKINS: Supply chain managers and leaders in all sectors still do not have a solid awareness that disruption is the new normal. Many still hope for the “good old days” or a new, stable normal. As we move forward, we need optionality, not optimality. The ability to optimize a perfect supply chain no longer exists. Supply chain networks need agility, speed and resilience.
FREIGHTWAVES: Are you surprised or did you underestimate the magnitude of the disruptions that have occurred, especially over the past 18 months?
TOMPKINS: In June 2019, I did a YouTube video explaining that the rate and magnitude of change would continually increase. In other words, VUCA would not diminish, and leaders needed to increase agility, speed and resilience.
Did I anticipate the whole world being turned upside down via COVID? Absolutely not. In fact, I kept being surprised by the impacts into the fall of 2020. Then I saw that three great shifts — working from home, the explosion of e-commerce and broken supply chains — were buffeting society at the same time. This is like nothing in the history of mankind.
At the risk of simplifying a complex situation, how did we get into this mess and why does it persist more than two years on? Were supply chains so compromised that it could not tolerate an event like this? Or were we dealing with an event like nothing we’ve had before?
We were dealing with an event like nothing before. Instead of freezing or reversing history, COVID-19 accelerated it. Pre-pandemic supply chains were not compromised — as long as nothing changed, they provided optimal service. But the business climate has changed more in the last 2 years than in the previous 50.
While consumer demand changes quickly via clicks on a keyboard, scaling up physical supply chain assets — transportation, DCs/FCs/, infrastructure, port facilities — all takes time. There has also been a lack of urgency in embracing digital supply networks, which is the only way to deal with perpetual disruption. End-to-end digital supply networks use artificial intelligence, machine learning and data analytics to bring visibility and actionability to every enterprise in a supply chain from raw material to finished product. This offers true optionality.
This may be beating a dead horse, but are we seeing a concerted effort to reshore manufacturing and distribution to the U.S.? And is Latin America overrated as a nearshore point?
While some reshoring is happening, the idea that the U.S. can be the center of all manufacturing/distribution is impossible. Reshoring implies coming back, and there is no “back” to come to. Many of the physical facilities for manufacturing have been turned into condos, and no one wants to work in those environments. The only reshoring possible involves operations that include a significant amount of automation. Nearshoring to Latin America and Africa are viable options.
It took years to build the intricate global supply chains to the Far East, and it will take time to build such infrastructure throughout Latin America and Africa.
FREIGHTWAVES:Have BCOs (beneficial cargo owners) done a good enough job of adjusting to the situation?
TOMPKINS: Like the rest of us, BCOs have had nonstop surprises. Like many, they want to return to the good old days. But with disruption as the new normal, there is no finish line, only continual adjustment.
FREIGHTWAVES:We are a little more than halfway through the year. What is your sense as to how the upcoming peak season will evolve?
TOMPKINS: Demand will be unpredictable due to the Russia-Ukraine war, inflation, semiconductor shortages and labor issues. Supply and lead times also will remain unpredictable. It will be a difficult peak season with inventory shortages and inventory overages, poor customer service and poor supply chain performance. Both online and in-store performance will be disrupted.
FREIGHTWAVES:We continue to see difficulties with chassis availability, warehouse capacity and intermodal reliability on inland moves. Is there any chance, even in the intermediate term, for these dislocations to resolve themselves?
TOMPKINS: Difficulties with chassis availability, warehousing and overall congestion are expected to continue on the U.S. East Coast. Major importers have decided to divert cargo to East Coast ports ahead of a potential (West Coast) port strike, which also reduced the amount of cargo in LA/LGB. Intermodal unreliability will be constant through year’s end as well.
FREIGHTWAVES: There has been a change in presidential administrations since we last spoke. The Biden administration appears to be taking a proactive stance toward the issue of supply chain disruptions, and it has painted steamship lines as greedy villains. Is this a misguided approach, and should the free market be free to clean up the mess that exists today?
TOMPKINS: A proactive stance is good. But it’s like planning without execution — there is little value. For example, the U.S. government has theoretically taken a proactive stance on funding semiconductor production in the United States. Yet the bill remains stuck in Congress. Telling gas stations they should just lower prices is not proactive; it is misguided. And it is still charging ahead to destroy the energy independence that we built two years ago.
You can see this on subject after subject. The government takes a stance, but talk yields no action and no result. It is very disappointing.
The solution lies in technology. We need to let the free market come to the rescue by deploying AI, agility, optionality and speed.
FREIGHTWAVES:We have seen spot market rates decline significantly on the eastbound Asian box trade as well as in truckload services in the U.S. If we operate under the assumption that these pricing changes reflect a cooling of demand, will this help bring supply chains into some type of balance?
TOMPKINS: With the past capacity issues and long lead times, retailers have ordered products early so they will not miss their seasonal demand. In doing so, orders are now arriving four to six weeks earlier than their forecast, which is creating inventory and warehouse capacity issues. This may shift the problem but could also continue to create congestion at the ports.
FREIGHTWAVES:As we spoke in mid-July, there was no contract between West Coast dockworkers and waterfront management. It would seem logical to say that a lockout, a strike or even a work to the rule on the part of the International Warehouse and Longshoremen Union (ILWU) would further damage an already-brittle supply chain. Is that a logical assumption, or are importers ahead of the game in their planning?
TOMPKINS: The dockworkers have great leverage at this time with the continued congestion. When volumes are high, a work stoppage of one day can create weeks of backlog. The math I have seen is that every day of a strike translates into one week of recovery. Importers did heed the warnings of a possible work stoppage or slowdown. They have begun strategically diverting cargo away from LA/LGB, which also could have softened the ILWU’s leverage.
FREIGHTWAVES:More than two years on, what report card would you give the U.S. supply chain and why? Are there sustainable improvements you can point to?
TOMPKINS: The grade for the U.S. is an F-plus. An “F” because the U.S. supply chain is broken. The “plus” is because most executives are aware of the problem and are trying to manage it. The failure of the U.S. and global supply chains reflects the failure of meeting the basic objective of supply chains: To synchronize supply to demand while exceeding customer expectations at a minimal cost. For the last two years, supply chains have not synchronized supply to demand. Supply chains have had both huge inventory shortages and rampant overages. We also have not met customer expectations nor have we minimized costs. Thus, the F.
The future does not look much better because so many supply chain professionals are trying to do the impossible. They are trying to fix their supply chains by working on their enterprise. I view this as being in my home office after a storm, with no power and no internet, and trying to fix the Bluetooth connection between my laptop and my printer.
The supply chain task at hand is not an enterprise problem; it is an end-to-end network problem involving multiple enterprises. The solution does not lie with fixing one link in the chain but in devising an ecosystem where all the links of the chain work together with a real-time single version of the truth, using artificial intelligence and machine learning capabilities to beget an autonomous digital supply network.
The billionaire head of shipping giant CMA CGM SA pushed back against a plan by some French lawmakers for a windfall tax on excessive corporate profits to fund measures to soften the impact of inflation on households.
“We are putting money on the table and it’s not only charity. We are helping consumers,” Chief Executive Officer Rodolphe Saade told a French Senate hearing Wednesday in Paris. “What I want is that we stop looking at CMA CGM and we start looking at my competitors.”
Saade was speaking as the world’s third-largest container carrier comes under increasing political pressure for its extraordinary profits. Strong demand for consumer goods has helped raise shipping rates more than ten-fold during the pandemic.
A group of French lawmakers is calling for a temporary tax of as much as 25% on what it calls the “superprofits” of energy and transport giants including CMA CGM, TotalEnergies SE and Engie SA. The money is meant to help fund measures aimed at protecting consumers’ purchasing power. While the plan doesn’t have government backing, it has shone a spotlight on the closely held Marseille-based shipping firm whose net income more than tripled to $7.2 billion in the first quarter.
During his more than two-hour testimony, Saade portrayed CMA CGM as a “patriotic” French champion that has put down deep roots in the country, reinvests profits and hires local workers. The firm operates a fleet of some 580 vessels and this year invested in flag carrier Air France-KLM.
“When my freight rates were at $350, where were you?” Saade asked senators during the hearing. “We weren’t sure at one point if we would get through the week. No one came to speak with us or say something. We had to figure it out.”
CMA CGM has already ceded to French government pressure to help offset inflation by agreeing to cut shipping rates by 500 euros ($510) per container starting next month on consumer goods imported via French ports, as well as on all imports to the country’s overseas territories. Last September, the company had capped its spot freight rates.
While shipping rates have since come down somewhat, they remain elevated enough to likely result in “peak earnings” for the industry this year, Bloomberg Intelligence analyst Lee Klaskow said in a note this week.
Saade said he’s expecting a gradual slowdown and “normalization” of global trade after months of supply bottlenecks, and added that he’s noticed over the past weeks that demand is falling.
“Some are talking about a recession, I would speak more of a soft landing,” he said. “This will normalize trade and necessarily lower prices of freight.”
–With assistance from Brendan Murray and Ania Nussbaum.
Shipping alliances show favourable treatment on blank sailings, according to new analysis.
Latest findings from Sea-Intelligence introduced a measure named ATBBS (average time between blank sailings) to identify the average number of weeks between a blank sailing on each respected alliance service.
As the graphic indicates, for Asia-North Europe 2M’s services, for example, AE5/Albatross and AE10/Silk were blanked once every 22-24 weeks (9-13 weeks in the last 12 months), whereas the AE55/Griffin and AE6/Lion were blanked every 7-8 weeks (5-6 weeks in the last 12 months).
For Ocean Alliance, where AEU2 and AEU6 were blanked minimally in the last 12 months, while AEU7, AEU9, and AEU1 were blanked every 5-7 weeks in the same time period.
THE Alliance services were all blanked frequently.
The analysis firm saw similar patterns across Asia-Mediterranean routes also.
“Blank sailings have been traditionally used as a tactical tool to manage supply to bring it down in line with demand. Over the course of the pandemic, as demand plummeted, carriers resorted to blank sailings once again to ensure that vessels were not deployed empty. However, this was not the case across every alliance service,” wrote Alan Murphy, CEO, Sea-Intelligence.
“While the general understanding might be blank sailings are made across the board, the reality is that carriers favour certain services, either by virtue of choice and the value of cargo on board certain routes, by virtue of the ports that they call, or any other external factor.
“Having this information then serves as a very good guide for the shippers, as knowing which services are more likely to be blanked (should similar operational issues arise in the future) would help them limit the additional disruption to their supply chain.”
US battery company Alsym Energy has formed a partnership with Singapore-based ship manager Synergy Marine and Japanese shipping company Nissen Kaiun, to jointly develop applications specific to the marine shipping industry using Alsym’s next-generation high-capacity, low-cost battery technology.
With greenhouse gases from ships predicted to rise to 17% of total global emissions by 2050 if the industry does not accelerate efforts to electrify, efforts are ramping up to cut carbon emissions from ships, with battery-hybrid installations expected to make a major contribution. The problem is particularly sever in ports, where operations can generate substantial amounts of air pollution and some ports banning the use of ships’ diesel generators while docked.
Alsym is to provide Synergy and Nissen Kaiun with 1GW of batteries per year for three years starting in the company’s first year of high-volume production, conditional on the battery systems meeting key performance levels and regulatory requirements specific to cargo ships and tankers. Alsym’s batteries may be used to propel cargo ships and tankers as they enter and leave port, power berthed ships, and support peak shaving applications at sea. The company plans to start pilot manufacturing its non-flammable batteries later this year at its facility in Massachusetts, with high-volume production expected to follow in 2025.
Capt Rajesh Unni, Founder and CEO of Synergy Marine Group, said: “Zero-emission vessels are the future of maritime shipping, and we’re working with like-minded owners, including Nissen Kaiun, to decarbonise every part of the ecosystem as quickly as possible. By lowering the cost of electrification and minimising the risk of battery-related fire events, Alsym’s technology is well-placed to be a safer alternative that can help the shipping industry meet its goal of zero net emissions by 2050—especially in light of the European Commission’s recent proposal to classify lithium as toxic.”
By using low-cost, inherently non-flammable raw materials with robust global supply chains, Alsym aims to provide batteries at a fraction of the cost of lithium-based technologies, making electrification both safe and economically viable. These batteries can help reduce risks to crew and cargo, as well as lower insurance costs for fleet managers and shippers.
Mukesh Chatter, President and CEO, Alsym Energy, said: “Synergy Marine is on the cutting edge of technology in the maritime sector, and we’re honoured to be part of their journey to work with owners in their transition away from fossil fuels. By manufacturing batteries from low-cost, readily available materials that are inherently non-flammable and non-toxic, we’re providing an economically-viable way to help them decarbonise while also lowering operating expenditures and insurance costs associated with lithium and cobalt-based battery technologies.”
The Bahamas Maritime Authority (BMA) improved its ranking in the Paris Memorandum of Understanding (MoU) on Port State Control’s white list, moving from sixth place to fourth this year.
The Bahamas is now below only Denmark, the Netherlands and Norway.
The Bahamian ship register also maintained its US QUALSHIP 21 (Quality Shipping for the 21st Century) status for the tenth consecutive year. The BMA said that certification serves as an industry performance indicator of quality and The Bahamas is proud to have achieved this recognition every year since 2012.
“Ensuring the excellence of our fleet is a priority for The Bahamas and every stakeholder plays their part in us meeting our quality aspirations. With quality comes safety and uninterrupted operation and it is thanks to everyone involved that Bahamas-flagged ships continue to be safe places to live and work,” BMA managing director and chief executive officer, Captain Dwain Hutchinson said.
The Paris MoU is an administrative agreement between more than two dozen maritime authorities around the world, to eliminate the operation of sub-standard ships by conducting annual inspections to ensure ships meet international safety, security and environmental standards, and that crew members have adequate living and working conditions.
“We very much appreciate that the excellent quality of the Bahamas fleet is the result of the combined efforts of the BMA team, its recognized organizations, nautical inspectors and the owners and managers of the ships, who work together to ensure that their vessels are compliant at all times with the international requirements,” BMA Assistant Director of Inspections & Surveys Department Alessandro Lo Piccolo said.
“Equally important is the contribution of seafarers onboard our flagged ships who, despite the challenges of COVID-19, have shown great dedication and commitment to maintaining and operating the vessels to the highest possible standards, with their efforts being demonstrated through these excellent results.”
The Bahamas was also designated as having low-risk ships.
There are 1,510 ships registered in The Bahamas under the BMA.
During the 127th session of the IMO Council (C 127) held virtually from 11 to 15 July 2022, the Council endorsed the establishment of a standing Joint International Labour Organization (ILO)/IMO Tripartite Working Group (JTWG) to identify and address seafarers’ issues and the human element. The Group’s terms of reference were also endorsed.
The Council further endorsed the Maritime Safety Committee’s (MSC 106) instruction to the JTWG to “consider bullying and harassment in the maritime sector,…
Boskalis is to repair two Azipod engines on a Carnival Cruise Line ship using floating dry dock, a process requiring one of its vessels to be half-submerged.
Having won a contract to restore the main propulsion system on the Carnival Vista ship, the Dutch firm will dispatch Boka Vanguard to a Bahamian shipyard, where its transport vessel will go partially underwater in order to dock the 133,500t vessel.
Manufactured by ABB and Finnish shipyard Masa-Yards, Azipods engines provide maximum manoeuvrability, as the engines are directly attached to the propellers.
Why granular data is essential for climate risk insightsWhat should market participants prioritise when aiming to develop a clear view of ESG risks and opportunities? Andrea Blackman, global head of Moody’s ESG Solutions, discusses how attitudes and expectations are changing, and the role ‘comprehensive coverage’ must play in greening the global economy.
As urgency around the climate crisis heightens, the world is seeing a greater call for accountability and transparency. Market and investor pressure is mounting on the private sector to transition to a low-carbon economy, making corporate ESG disclosures a critical piece of the puzzle.
Vague claims around sustainability will not pass muster with investors and regulators. Rather, they are calling for precise data around companies’ ESG impacts, be that in the form of understanding nature-related risk, biodiversity loss, human rights considerations or other ESG factors
The procedure will include loading Carnival Vista onto a semi-submersible flatbed tow truck that is suitable for the sea, before then docking the vessel for repairs at the Grand Bahama shipyard.
Boskalis said that Boka Vanguard has a lifting capacity of 117,000t and is claimed to be the world’s largest heavy lift vessel.
Carnival Cruise Line marine operations executive vice-president Lars Ljoen said: “This groundbreaking procedure made possible by Boskalis is a revolutionary way to ensure Carnival Vista’s repairs are completed in a safe, timely and efficient manner, so the ship can resume her popular seven-day schedule from Galveston later this month.”
Boka Vanguard is scheduled to arrive in the Bahamas tomorrow, allowing it time to prepare for Carnival Vista’s arrival a week later. It will take around two weeks to load, transport and repair the ship.
It is expected that Carnival Vista will return to Galveston, Texas, US, in time for her 27 July voyage.
KUALA LUMPUR: Former Malaysian Maritime Enforcement Agency (MMEA) director-general Admiral Maritime (Rtd) Datuk Seri Ahmad Puzi Ab Kahar(pix) contributed immensely to strengthening countermeasures against piracy and armed robbery in the Straits of Malacca, a route which is essential for Japanese maritime shipping.
As a result, the number of maritime crimes decreased from 45 cases in 2005 to only four cases in 2017 when he retired, Japanese Ambassador to Malaysia, Takahashi Katsuhiko said.
He said this in his congratulatory speech during a ceremony on the conferment of the Order of the Rising Sun, Gold and Silver Star by His Majesty the Emperor of Japan on Ahmad Puzi for his work on maritime safety and security.
In representing the Emperor of Japan in conferring the award here yesterday, Katsuhiko said the former DG worked hard to get two patrol vessels from Japan for MMEA, set up a maritime academy for regional training for Asia and enhanced coast guard cooperation between Malaysia and Japan.
His sense of duty for Malaysia led MMEA to conduct joint exercises with the Japan Coast Guard (JCG) as well as consolidate the agency’s relationship with relevant bodies in other countries to tackle piracy and armed robbery.
Elaborating on the Malaysian’s achievements, the Japanese envoy said in a statement today that the admiral also proactively engaged in the provision of two patrol vessels “Arau” and “Pekan” from Japan to Malaysia.
In March 2016, more than 100 Chinese ships and boats were found to have trespassed into Malaysian waters and in response, the former Malaysian maritime head promptly requested Japan to provide ships and personnel capacity building assistance.
“Thanks to his energetic appeals to realise this assistance, it was decided that Japan would transfer two decommissioned patrol vessels to Malaysia,“ he said.
The agreement for the grant aid assistance was signed at the Japan-Malaysia leaders’ meeting in November 2016 and the two patrol vessels arrived in Malaysia the following year after they were refurbished.
The Japanese envoy said that since then, the patrol vessels “Arau” and “Pekan” have been playing a vital role in MMEA activities and they were symbols of the strong bilateral cooperation between Japan and Malaysia as well as Japan’s will to help Malaysia in ensuring the safety of its waters.
Ahmad Puzi also played a key role in enhancing and diversifying the Japan International Cooperation Agency (JICA) Technical Cooperation Programme for MMEA.
He contributed to the establishment of the Maritime Academy Sultan Ahmad Shah, or AMSAS, with the aim to make it a coast guard regional training centre in Asia and invited other Asian countries to join in training programmes there.
He also encouraged other countries to participate in the JICA Technical Cooperation Programme at AMSAS and his initiative has successfully led to the commencement of the JICA Third Country Training Programme on capacity enhancement for coast guard officers from this year.
“By enhancing Training for Third Countries in Malaysia, various techniques and experiences have been transferred to other countries and I’m convinced that this cooperation contributes to realising peace and prosperity in the Indo-Pacific region,“ said Katsuhiko.
Japan has dispatched experts to MMEA through the JICA to ensure maritime security and safety in this region since the agency was established in 2005.
He paid tribute to Ahmad Puzi for his invaluable contribution to deepen the coast guard cooperation between Japan and Malaysia.
Katsuhiko said Japan and Malaysia should continue to work closely together in maritime safety and security more so since both countries were this year celebrating the 40th anniversary of the Look East Policy.
“Ahmad Puzi’s contribution could be counted as an important element of bilateral relations enhanced by the policy,“ he said.-Bernama
The HDP-2200 was developed with two versions: a baseline and variant design. The baseline design ship has a displacement of 2,400 tonnes, is 94.4 meters long and 14.3 meters wide, has a maximum speed of 22 knots, a cruising speed of 15 knots, and a range of 5,500 nautical miles. The variant design ensures enhanced ship’s survivability by separating the propulsion engine.
The AiP is the result of the second stage of HDP followed by the 1500 NEO 1,500-ton OPV last year and confirms the maturity of the ship’s design. It is based on the DNV Rules for Classification of Naval Vessels RU-NAV / RU-NAVAL with reference class notation + 1A N, Patrol (L), E0, R0.
DNV rules for naval surface ships offer various measures and class notations to achieve improved survivability. The requirements of the naval administration essentially shape the extent to which measures are included in a project.
“The AiP award proves HHI’s world-class ship technology yet again,” said Mr Sang Hoon Nam, Deputy President of HHI’s special ships division. “We will continue to focus on developing future ship technologies such as applying eco-friendly fuel propulsion and unmanned technologies to respond to the needs of navy ships.”
Christian von Oldershausen, DNV Maritime’s Naval Business Director, added: “We believe HHI’s ship design addresses both the needs of emerging and mature markets, and we look forward to the opportunity to add our expertise in building this innovative ship.”
“HHI has laid down impressive groundwork in developing a very efficient design for the HDP-2200. We sincerely hope HHI can spearhead into the market with this state-of-the-art vessel concept, and DNV will continue to help HHI to be even more competitive by working closely together,” said Vidar Dolonen, DNV Maritime Regional Manager for Korea and Japan.
This website uses cookies to improve your experience. We'll assume you're ok with this, but you can opt-out if you wish. Cookie settingsACCEPT
Privacy & Cookies Policy
Privacy Overview
This website uses cookies to improve your experience while you navigate through the website. Out of these cookies, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may have an effect on your browsing experience.
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.
