Sea Machines Robotics has unveiled AI-ris, a computer-vision navigation sensor designed to improve safety and performance while vessels are underway. It uses digital cameras and AI-processing to detect, track, classify and geolocate objects, vessel traffic and other potential obstacles in the majority of operational conditions, day or night.

The company revealed AI-ris (Artificial Intelligence Recognition and Identification System) during Seawork2022, a European commercial marine exhibition. Computer vision helps improve safety for vessels and is also a critical technology for the advancement of autonomous command and control systems.

Conventional navigation sensors leave the bulk of perception work to the human eye and brain for continuous scanning of the waterway. Fatigue, distraction, and confusion can lead to misses and mistakes. The U.S. Coast Guard reported that in 2020, 36 per cent of boating accidents were collisions and allisions, with the primary cause being improper lookouts and operator inattention.

Ever-alert and always scanning

Sea Machines designed AI-ris to be ever-alert, with the ability to deliver predictable operational results that can improve vessel reliability, as well as eliminate liabilities caused by human error. Now commercially available, this technology can radically improve vessel safety.

‘We envision a future with fewer accidents at sea. We are revolutionising marine navigation with data-driven intelligence, autonomy and connectivity,’ says CEO Michael G. Johnson. ‘AI-ris enables a tremendous performance and safety increase. The superior capabilities of computer vision and AI will ensure a safer, more productive voyage.’

‘AI-ris is always scanning for obstacles and can alert the operator of potentially dangerous situations. It also labels objects very small in size, like swimmers, kayakers or animals, to those very large, like another ship,’ explains CTO Trevor Vieweg. ‘With the ability to detect, classify and geolocate such targets via optical sensors, AI-ris augments and surpasses the capabilities of existing marine sensor technologies, like radar and automatic identification system (AIS), enabling greater performance and achieving the highest levels of safety. In the future, this technology may also help responders detect marine oil spills.’

Navigare Capital Partners has entered into a new agreement with NJORD, a green technology business venture launched by Cargill, Mitsui and Maersk Tankers, which will see NJORD design and install a package of fuel-saving technologies on four Navigare-owned vessels.

The NJORD team will design and install a custom-made set-up for each of the ships, selecting from a portfolio of more than 15 technologies to optimise each vessel’s fuel performance. The goal is to achieve fuel and emission reductions of between six and 14 per cent per vessel on an annual basis, the new partners said.

As a first step, Navigare Capital Partners’ fleet of more than 20 vessels was screened to identify the fuel reduction potential. Following an analysis of the results, both parties decided to proceed with the first four vessels, one very large crude carrier and three container vessels.

“Aligned with our target of reaching net zero in 2050, and to ensure we are on the right trajectory, we will initiate a number of technological initiatives already at this stage,” said Mads Svensson, Technical Director, Navigare Capital Partners.

“With the perspective of our entire fleet, managed by several technical managers, we found it useful to take a similar approach across the fleet to streamline the process. Therefore, it was beneficial to engage with the NJORD team and gain from their experience to optimise our vessels.”

“With the best combination of green technologies installed on our fleet, at the timings we choose, it will enable us to keep our portfolio on trajectory towards a greener future.”

Classification society Lloyd’s Register (LR) has announced the acquisition of OneOcean, a supplier of voyage compliance, safety and environmental software, from private equity firm Equistone Partners Europe.

The move will expand LR’s existing range of digital services built up though significant previous acquisitions and investments in recent years, including fleet management software firm Hanseaticsoft, vessel performance and optimisation application developer i4 Insight, as well as its C-MAP Commercial and Greensteam group companies.

OneOcean itself was created by the merger of ChartCo, in which Equistone first invested in 2016, and Marine Press in 2019. During this Equistone period the firm has been involved in four acquisitions, two divestments, a merger and a change from product distributor to software provider, currently serving some 16,000 vessels.

“The acquisition of OneOcean propels LR to the position of a leading digital player in the maritime industry enabling clients to make better commercial day-to-day decisions, reducing risks, improving operation efficiencies and critically meeting complex maritime regulatory requirements,” said LR Group CEO Nick Brown.

“We recognise that there has never been a more pressing need for specialist maritime advisers to guide and support clients through the fundamental changes they face, helping to define the route to compliance, operational efficiency, sustainability and competitive agility. With this acquisition, LR will be an even more valuable partner to our clients.”

The deal is subject to regulatory clearance and is expected to be completed by the end of the summer.

The maritime industry must navigate a challenging course through digital transformation in pursuit of smarter, safer, more efficient and sustainable shipping. And, like any other journey, a detailed roadmap is needed to reach the destination. DNV has supported Grieg Star in developing such a map to achieve the goal of data-driven ship management.

We see digital transformation as a vital enabler to realizing our strategic vision of green and smart world-class ship operations that are aligned with decarbonization requirements and optimized for efficiency,” says Grieg Star managing director Atle Sommer.

Grieg Star is the ship management unit of Norway’s Grieg Maritime Group and runs a fleet of 30 open-hatch vessels. All of these are a part of the G2 Ocean pool, a joint venture between Grieg Maritime Group and Gearbulk operating a fleet of close to 100 such vessels.

The company has already made big strides on its digital journey, having merged its IT division with that of Gearbulk and G2 Ocean in 2019 to accelerate the transformation process in ship management within different departments across Grieg Star and Gearbulk.

Guiding the way for smart shipping
Sommer believes the smart ship of the future will have a high level of automation enabled by digital technology with gradually increased autonomy. At the same time, Grieg Star envisages that digitalization will be an enabler for carbon-neutral fleet operations by 2050, near-100% vessel uptime and significant operating cost reductions.
“We will not be able to deliver world-class operations in five to ten years’ time unless we fully embark on the journey towards smart shipping. There is no way around it. The push for green and smart operations goes hand in hand. Green will change the technology, while smart/digital will fundamentally change the way we work. In that respect, digitalization will possibly have an even greater impact than decarbonization,” Sommer says.

Digitalization holds high savings potential
As well as the need for decarbonization, the trend towards increasingly digitalized systems is being driven by the potential for significant cost savings from emerging technologies such as an onboard internet of things using data sensors, artificial intelligence, big data and machine learning, as well as expanding cloud connectivity with wider satellite coverage and falling costs for such technologies. The COVID-19 pandemic confirmed the potential benefits for the shipping industry of digital tools for remote ways of working in areas such as crew training.

DNV’s Discipline Leader in Digital Transformation, Jan van Tiggelen, who has been working with Grieg Star on its transformation project, says: “The ability to process real-time data to gain actionable insights into operations enables more reliable decision-making to make business processes more efficient, as well as enhanced monitoring, control, quality assurance and verification. The instant availability of such data also provides transparency for improved safety and greatly eases the process of compliance reporting in regard to ESG requirements.”

Digital investment is “low-hanging fruit”
Industry studies have shown that around 15% of decarbonization gains required to meet the IMO goal to halve greenhouse gas (GHG) emissions by 2050 will come from operational efficiencies on existing ships. Data-driven measures such as energy efficiency, fuel consumption monitoring, condition monitoring for preventive maintenance, optimized weather routing and vessel performance management can contribute both to reduced emissions and operational economies. For example, a 1% saving on an annual fuel bill of $500 m for a 100-vessel fleet would amount to a $5 m saving per year.

“Optimized energy efficiency and operations through digitalization are low-hanging fruits with lower investments compared to alternative fuels and conversions. These can help the shipowner to keep the vessel GHG compliant while awaiting more mature alternative fuel technologies,” according to DNV’s Advisory department Head of Safety Øystein Goksøyr.

But, given the clear benefits in terms of environmental gains, lower costs and improved safety, why are only a few shipping companies like Grieg Star embracing the digital shift?

DNV supports industry to leverage digitalization
Goksøyr explains: “The somewhat conservative and traditional mindset of the shipping industry has slowed progress on digitalization relative to other sectors such as aviation and automotive. Digital transformation entails an overhaul of business processes and products to fully leverage the opportunities of data-driven solutions. This results in organizational changes and new ways of working, which can make it difficult to implement. In addition, there is a strong focus on 24/7 fleet operations with minimal disruption that constrains a company’s ability to transform.”

DNV has now established a digital transformation section to support the industry shift, predicated on its smart vessel class and cyber security notations for data infrastructure related to operations, maintenance and energy efficiency, as well as services such as remote surveys and electronic certificates accessible via its Veracity platform. These cover the four main areas of transformation – strategy, smart fleet transformation, management implementation and smart vessel operations.

Leadership from the top needed for transformation
Goksøyr believes active leadership, support and involvement from management to promote a collective understanding of the benefits and consequences from implementation of digital initiatives is an essential starting point for the digitalization journey. “At the same time, it is necessary to have a clear vision and long-term strategic goals to determine where you are on your journey, where you want to go and how to get there,” Goksøyr says.

Digital transformation roadmap supports finding the right strategy
In the case of Grieg Star, DNV has helped to develop a digital transformation roadmap towards 2040 that has entailed establishing strategic goals, then determining the current status in areas such as smart maintenance, energy management and safety, and assessing the gap between where things are at now and the company’s long-term ambition. The roadmap is then used to plot the way forward by identifying action areas and a timeline for the application of digital solutions, including remote inspections, energy management, automated MRV and DCS reporting for the EU and IMO, respectively, and predictive maintenance.

Our aim has been to revisit our long-term objectives, establish the status of ongoing digital initiatives, make priorities, and ensure we are on the right track and that everything we do takes us in the same direction. With DNV’s wider industry insight, we have gained a precise overview of our current status and are more on the same page internally. We now have a roadmap to give us a clear sense of direction that means we can start walking and step-by-step realize the potential of digitalization,” Sommer emphasizes.

Data-driven ship management enables centralization
According to van Tiggelen, DNV and Grieg Star have together identified use cases for pilot projects that can be tested and implemented at low cost, such as a KPI dashboard tool for centralized performance and drydocking application, in addition to ongoing digitalization initiatives including upgrades to existing systems and replacement of legacy software. Centralization of fleet operations is one of the main strategic goals of Grieg Star, along with emissions and cost reductions, and is seen as a key element in the shift to data-driven ship management.

Grieg Star envisages that in future automated real-time data from smart ships will facilitate fleet management based on data analysis for performance benchmarking by constantly tracking all vessels over time. This enables optimized fleet-wide decision-making, leading to improvements in cost, efficiency and safety. For example, such a solution will be able to see whether a ship is running multiple auxiliary engines at low load, leading to increased fuel use and running hours, and can give corrective guidance to save emissions and maintenance costs.

Holistic approach with humans onboard for change
G2 Ocean’s Vice President for IT, Kristin Andersen, points out the initial initiatives at Grieg Star have been focused on replacing legacy software, creating new integrated digital infrastructure and moving from dashboards to analytics. “You need to walk before you can run. There is a stairway to heaven for autonomous vessels and we need to do a lot to get there. The right technology has to be in place for when such ships are ready,” she says.

Andersen says mature technology for remote control of ship operations is already available but “can only be implemented effectively based on a holistic approach together with processes and people”. She highlights the importance of the human element in the transformation process so that crew onboard vessels are not burdened with a higher digital workload in addition to manual tasks, but rather that administrative tasks such as compliance reporting are automated and transferred to shore so ship personnel can work more effectively in their assigned roles.

“The biggest challenge in changing ways of working is not the technology but the human element. Change management is necessary to ensure employees are onboard the transformation process and to develop a common sense of ownership. Having a roadmap enables us to carry out that process in a stepwise manner – and this makes the journey to smart shipping more interesting for everyone,” Sommer concludes.
Source: DNV, https://www.dnv.com/expert-story/maritime-impact/Enabling-transformation-DNV-supports-Grieg-Star-with-digital-roadmap-for-the-future.html?utm_campaign=Ind_Bulk_406_Digital%20Transformation%20and%20smart%20shipping&utm_medium=email&utm_source=Eloqua

A self-steering ship, the Prism Courage LNG tanker, successfully completed its autonomous transoceanic navigation from Freeport in the Gulf of Mexico to the Boryeong terminal in South Chungcheong Province in Korea after 33 days. The vessel is equipped with Avikus‘ (Hyundai spin-off company) HiNAS 2.0 Level 2 autonomous AI navigation system that creates optimal routes and speeds based on data from Hyundai Global Service’s ISS (Integrated Smartship Solution). The AI recognizes the surrounding environment, weather, wave heights, and nearby ships and then controls the vessel’s steering commands in real-time. The Level 2 autonomous navigation technology can control and operate the ship in addition to the Level 1 autonomous navigation functions of recognition and judgment.

The voyage was carried out under the watchful eyes of the ABS (American Bureau of Shipping) and the KR (Korea Register of Shipping) while the vessel operated autonomously using optimal routes, which increased the fuel efficiency by around 7% while reducing greenhouse gas emissions by about 5%. It also accurately tracked the locations of nearby ships to avoid collisions over 100 times during its voyage. “Avikus’ autonomous navigation technology was greatly helpful in this ocean-crossing test, especially for maintaining navigating routes, autonomously changing directions, and avoiding nearby ships, which were all increasing ship crews’ work conveniences,” stated Captain Young-hoon Koh of the Prism Courage.

Although the HiNAS 2.0 system successfully completed its journey, it only navigated the second leg of the cruise (12,427 nautical miles), as the first leg was still under the control of its human crew. That said, Avikus plans to commercialize the HiNAS 2.0 AI navigation system by the end of the year (2022). Although complete autonomous shipping is still in development, the company hopes its system will help alleviate crew shortages, improve safety and reduce pollution.

Vancouver, BC, June 16, 2022–(T-Net)–AMPD Ventures Inc. (CSE: AMPD, OTCQB: AMPDF), a next-generation digital infrastructure provider, announced that its wholly-owned subsidiary, AMPD Technologies (Canada) Inc., has entered into a binding Memorandum of Understanding (“MOU”) with Unleash Future Boats GmbH (“UFB”), for CAD $1.8 million in revenue to AMPD.

The MOU is part of an anticipated broader collaborative relationship between the two companies.

UFB are experts in water-based autonomous transportation and recipients of the Regulatory Sandbox Innovations Award by the Federal Republic of Germany.

AMPD Technologies will be developing and manufacturing four Computing Containers which will then be shipped to Schleswig-Holstein in Germany to commence “Proof of Concept” trials on a government-approved 42 km test field Schlei for autonomous ships.

This agreement marks an exciting new vertical for AMPD Technologies in the zero-emission, autonomous, maritime vessel market. The global autonomous ships market size was estimated to be worth USD $5.8 billion in 2020 and is projected to reach USD $14.2 billion by 2030, at a compound annual growth rate (CAGR) of 9.3% from 2020 to 2030[1].

The signing of the definitive agreement contemplated by the MOU is contingent upon the successful awarding of funds from the German Federal Ministry for Digital and Transportation, regarding a previously submitted funding grant to develop the Digital Port Schleswig-Holstein.

The grant award is anticipated by the fourth quarter of 2022.

“UFB and AMPD share the vision of a sustainable, greener future,” commented Anthony Brown, CEO of AMPD Ventures. “Having the opportunity to architect and build the next generation of digital infrastructure for maritime traffic, that will support zero-emissions watercraft, is very exciting. Lars and his team in Germany have developed first-class expertise in autonomous vehicle technology and we are looking forward to building out this solution that will have global implications together.”

“We are very pleased to enter into a formal relationship with our Canadian partners, AMPD Technologies and their extremely impressive, high-performance computing capabilities,” said Lars Engelhard, Founder and CEO of Unleash Future Boats.

PARIS — The European Commission is looking for companies to develop new technology worth nearly €1 billion starting in 2023, with a semi-autonomous naval vessel and space-based early warning capabilities topping the list of demands.

The Commission’s directorate-general for defense industry and space (DG DEFIS) last week released its call for proposals for the European Defence Fund’s 2022 work program. The package is worth a cumulative €924 million ($969 million), François Arbault, leader of defense industry efforts at the directorate, said during a June 14 briefing at the biennial Eurosatory trade conference outside of Paris.

According to his presentation, the Commission is looking for solutions in 33 topic areas as part of this year’s EDF round. Among some major planned investments, the office has earmarked €65 million ($68 million) to develop a semi-autonomous vessel and an equal amount to “naval collaborative surveillance.”

The Commission is looking to invest a cumulative €150 million ($156 million) in space-related assets, to include €90 million ($94 million) in a space-based early warning capability, €40 million ($42 million) in intelligence, surveillance, and reconnaissance (ISR) capabilities, and €20 million ($21 million) for research efforts related to a responsive space system. About €70 million ($73 million) is set aside for cyber capabilities, including an information warfare toolbox and improved resiliency systems.

In ground and airborne matters, the Commission has earmarked €50 million ($52 million) to develop “collaborative ground combat” solutions, and €40 million ($42 million) for airborne electronic warfare solutions. There are also opportunities on the research side to support undersea warfare solutions, sensor development, and disruptive technologies such as adaptive camouflage.

The Commission is looking not only for consortia made up of traditional defense players, but is interested in “massively” lowering the barrier of entry for non-traditional industry partners and startup companies to contribute to European defense efforts, Arbault added.

“That will hopefully also result in more joint procurement by the member states, and step by step, we’ll have a more streamlined industrial base, which is what we absolutely need to be on par with our major partners in the world,” he said.

The EDF team is “almost forcing” EU member states to get together and jointly define their capability needs to inform the annual core proposal form that will be shared with industry, he added. “It’s already quite a breakthrough to nudge member states into sitting at the same table to define jointly what it is that we see as our top priorities.”

The European Union has allocated €8 billion ($8.3 billion) to the EDF to spend between 2021 and 2027. Of that amount, €5.3 billion ($5.5 billion) is meant to support collaborative capability projects, and complement national contributions, while €2.7 billion ($2.8 billion) should be dedicated to defense research projects to address emerging and future challenges. The first round of EDF-funded proposal selections will be announced in July, and will comprise over €1.2 billion ($1.25 billion) of investment, per the Commission.

Only “collaborative projects” that involve at least three firms from at least three member states or Norway are eligible to receive EDF funding. Arbault noted that calls related to “disruptive technologies” can be answered by a smaller consortium – involving at least two eligible firms from at least two member states or Norway – and that there are some exceptions available to include third-party participation on a case-by-case basis.

The main objectives of the EDF are to support collaborative and cross-border European research and development projects, Arbault noted. “We want states to team up to define their needs, and industry to team up to actually answer those needs by developing jointly … the capabilities of tomorrow,” he said.